Se ha denunciado esta presentación.
Se está descargando tu SlideShare. ×

Ad

Tata Indica Making of A Small Car Presented By Tarun Arya

Ad

Introduction  <ul><li>The Indica is a product of Tata Motors Pvt. Ltd. </li></ul><ul><li>It is a leading manufacturer of T...

Ad

Introduction <ul><li>Indica was Launched in 1998. </li></ul><ul><li>The idea was to be prices near to Maruti 800. </li></u...

Ad

Ad

Ad

Ad

Ad

Ad

Ad

Ad

Ad

Ad

Ad

Ad

Ad

Ad

Ad

Ad

Ad

Ad

Ad

Ad

Ad

Próximo SlideShare
Tata Indica
Tata Indica
Cargando en…3
×

Eche un vistazo a continuación

1 de 24 Anuncio
1 de 24 Anuncio
Anuncio

Más Contenido Relacionado

Anuncio
Anuncio

Tata Indica

  1. 1. Tata Indica Making of A Small Car Presented By Tarun Arya
  2. 2. Introduction <ul><li>The Indica is a product of Tata Motors Pvt. Ltd. </li></ul><ul><li>It is a leading manufacturer of Trucks in India and India's largest automobile company. </li></ul><ul><li>It is the second largest manufacturer of passenger vehicles n the world. </li></ul><ul><li>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. </li></ul>
  3. 3. Introduction <ul><li>Indica was Launched in 1998. </li></ul><ul><li>The idea was to be prices near to Maruti 800. </li></ul><ul><li>Company wanted to give all the good features of its competitors, in this car. </li></ul><ul><li>Company wanted to change its traditional image. </li></ul>
  4. 4. Outsourcing The Components <ul><li>Outsourcing seemed to be one of the most difficult aspects of producing the Indica. </li></ul><ul><li>Unlike global automobile majors, Ford Motors or General Motors, which had a global vendor-base. </li></ul><ul><li>Telco had to create a vendor-base from scratch. </li></ul><ul><li>It did not have the expertise either to design a car or to build an engine for it. </li></ul>
  5. 5. Outsourcing The Components <ul><li>Telco had to take its primary ‘make-or-buy’ decisions for the key inputs-design, engine, and transmission. </li></ul><ul><li>Telco decided to shop globally for the best deals and use its own expertise to make whatever modifications were needed. </li></ul>
  6. 6. Outsourcing The Components   JBM Tools Sheet metal items   Sona Steering Differential assemblies   Imperial Auto Fuel lines   Asahi Glass Wind screens and windows   Subros Ltd Air conditioning kits   Tata-Auto Plastics Front and rear bumper, dash-board, inside trims   Tata-Ficosa Rear view mirrors   Tata-Toyo Radiators   Tata-Johnson Controls Seating Systems   Sundaram Brake Linings (SBL) Clutch facings and rear (drum) brake linings   Rane TRW Steering Systems Steering systems   Lucas-TVS Electrical components and fuel injection systems   India Pistons Pistons and Piston rings   Mercedes Benz Presses   Nissan’s Plant, Australia Assembly Line   Institut Francais du Petrol, France Engine   I.DE.A, Italy 5 door hatchback   Supplier Components
  7. 7. Vendor Development <ul><li>Next step was to identify the vendors. </li></ul><ul><li>Most of the parts that went into making Telco were sourced locally. </li></ul><ul><li>Except for some sheet metal parts, cylindrical gaskets, and belts--which accounted for 2% of the component value, the Indica was totally indigenous. </li></ul>
  8. 8. Vendor Development <ul><li>Telco employed a simple yardstick for selecting suppliers: the ability to supply components at the negotiated quality, cost, and quantities. </li></ul><ul><li>In the first stage of selection, an initial assessment team from Telco evaluated the supplier. </li></ul><ul><li>This was followed by self-evaluation of the supplier, based on a format provided by Telco. </li></ul>
  9. 9. Vendor Development <ul><li>Then there was a quality systems survey, carried out by a Telco quality audit team. </li></ul><ul><li>It applied a 13-step Quality Improvement Program, covering supplier self-evaluation, thorough design-validation, and audit of supplier quality. </li></ul><ul><li>Another key to Telco’s successful vendor-base was a modern system of process management. </li></ul>
  10. 10. Vendor Development <ul><li>Telco’s target-costing was broken up into vendor-wise cost targets, and the suppliers had to carry out their own value-engineering exercises to lower cost and improve quality. </li></ul><ul><li>For example, India Pistons, which supplied the pistons and piston rings, walked away with the Indica order because it benchmarked itself against supplies to Maruti Udyog. </li></ul>
  11. 11. Answer 1 Supply Chain of Telco <ul><li>To keep its transaction costs low, Telco configured its supply chain on a just-in-time basis. </li></ul><ul><li>All high-value components were delivered daily, and in the case of nearby suppliers, twice a day. </li></ul><ul><li>Vendors who were located far away from Pune set up local warehouses near the plant. </li></ul>
  12. 12. Supply Chain of Telco <ul><li>The rationale for the relocation: </li></ul><ul><ul><li>Transportation costs alone accounted for 45% of the total logistics costs for a company. </li></ul></ul><ul><ul><li>Delays in supplies added to costs in terms of machine down-time at the plant. Meanwhile, on the shop floor, where the assembly line was located, Telco had done away with the traditional store function. </li></ul></ul>
  13. 13. Supply Chain of Telco <ul><li>There was no material store in the Pune plant of Telco. </li></ul><ul><li>The truck loaded with the material first entered the factory at the material gate where there was a documentation center. </li></ul><ul><li>A person at this center checked whether the material was scheduled to arrive or not, by keying in the part number and the supplier code. </li></ul>
  14. 14. Supply Chain of Telco <ul><li>If the material was not scheduled to arrive, the documents were not processed further and the truck was not allowed to enter the factory premises. </li></ul><ul><li>Once it was cleared at the gate, the truck proceeded to the receiving center. </li></ul><ul><li>Once the items were unloaded, unpacked and cleared for quantity and quality, they were moved into the transit area. </li></ul>
  15. 15. Supply Chain of Telco <ul><li>From there they went into what was called the ‘super market’. </li></ul><ul><li>The super market was close to the assembly line. </li></ul><ul><li>In the super market, the materials were arranged in such a way that the workers could easily access all the material required on the assembly line without wasting much time and effort. </li></ul>
  16. 16. Supply Chain of Telco <ul><li>The benefits of this just-in-time inventory system were that the inventories were low and so the interest costs were also low. </li></ul><ul><li>Again the manpower required to handle the inventories was also low. </li></ul>
  17. 17. Answer 2 Objective of Minimizing the Cost <ul><li>Analysts felt that the competencies that Telco had grown in the process of marketing Indica would be the core around which it would build its future car business. </li></ul><ul><li>Analysts also felt that Tata would use the supply chain that fed the Indica to feed a whole range of Telco cars of the future. </li></ul>
  18. 18. Objective of Minimizing the Cost <ul><li>“ Telco’s capacity will be tested by how many new models it can come up with--and how soon. Is Telco in a position to do so? Four years ago, I would have said no. Today, I am not going to underestimate their capacity. They have demonstrated it.” </li></ul><ul><li>D.C. Anand, CEO, Anand Group </li></ul>
  19. 19. Objective of Minimizing the Cost <ul><li>“ Leveraging the low-cost supply chain that it has built, Telco will launch a series of other cars--priced both below and above the Indica, straddling the entire spectrum--each of which will be progressively easier to integrate.” </li></ul><ul><li>Business Today </li></ul><ul><li>The supply infrastructure would become economical as the volume of the business that Telco offered its vendors increased. </li></ul>
  20. 20. Objective of Minimizing the Cost <ul><li>The volume of business would increase with a larger number of cars. </li></ul><ul><li>The learning that it was extracting from the Indica supply chain would also be available to the company as it moved into other products. </li></ul><ul><li>There seemed to be a distinct opportunity for a smaller, cheaper car, positioned as an entry-level for the first-time buyer. </li></ul>
  21. 21. Objective of Minimizing the Cost <ul><li>Analysts felt that Telco’s supply chain management would become the pivot around which it could assemble its passenger-car business. </li></ul>
  22. 22. Competitive Analysis | | | | | | M | M | | | | | | | | M | M | M | | | | In | | | Torque (Nm@rpm) Power to weight (bhp/ton) Power (bhp@rpm) Drive Gears Aspiration Fuel system Values configuration Values per cylinder Compression ratio Bore (mm) x stroke (mm) Engine Engine & transmission [email_address] 74 [email_address] FWD 5 Naturally-aspirated MPFi SOHC 4 9.2:1 69 x 72 Inline Maruti Wagon R LXi Duo (Petrol/LPG) [email_address] 65 [email_address] FWD 5 Turbo-charged TDI SOHC 2 21.0:1 75 x 79 Inline Tata Indica DLX Turbo
  23. 23. Competitive Analysis 165/65 R13 Independent, se... Independent, Ma... 4.9 Rack and pinion... Drums Ventilated discs Tata Indica DLX Turbo 20.93 16.69 154 15.45 7.14 Tata Indica DLX Turbo Tyres Suspension - rear Suspension - front Min. turning radius (m) Steering type Brakes - rear Brakes - front Brakes, Steering, Suspension & Tyres 40-100 kph (m) 20-80 kph (m) Top speed (kph) 0-100 kph (sec) 0-60 kph (sec) Performance 145/70 R13 Coil spring, th... MacPherson stru... 4.6 Rack and pinion... Solid discs Ventilated discs Maruti Wagon R LXi Duo (Petrol/LPG) 24.06 14.71 154 16.6 6.31 Maruti Wagon RLXi Duo (Petrol/LPG)
  24. 24. Competitive Analysis Torque (Nm@rpm) Power to weight (bhp/ton) Power (bhp@rpm) Drive Gears Aspiration Fuel system Values configuration Values per cylinder Compression ratio Bore (mm) x stroke (mm) Engine Engine & transmission [email_address] 65 [email_address] FWD 5 Turbo-charged TDI SOHC 2 21.0:1 75 x 79 Inline Tata Indica DLX Turbo [email_address] 73 [email_address] FWD 4 Naturally-aspirated MPFi SOHC 3 10.1:1 67 x 77 Inline Hyundai Santro XingAT

×