fianl 14th nov.ppt

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    Global Meltdown –

    Lessons to be Learnt

     

    Operations Perspective

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    Swapnil Galgalikar.

    Rupesh Zambad.

    Rakesh Tanwale.

    Izhar Mushrif. Amit Gautam

    Sourabh Bafna.

    Amit Shinde.

    ikram !awand. "rasad Sahastrbudhe.

    #rishna dhanorkar.

    Video 1

    http://c/Users/eknath/Desktop/Global%20meltdown%2014%20th%20nov/global%20m..wmvhttp://c/Users/eknath/Desktop/Global%20meltdown%2014%20th%20nov/global%20m..wmv

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    Efects o Meltdown

    Associated Factors

    Available alternatives

    Manuacturing Strategies

    Learning & the Future Path

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    Steel

    Automotive

    Textile

    il & !as

    "hemical

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     Automotive Industry 

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     Pro#ected growth o the $ndian auto industr%

    translates to ' ( ) o $ndia !*P b% +',

     Auto( com-onent industr% in $ndia ex-ected to

    be .S* /0 billion1

    Polic% initiative to mar2et $ndia as an attractive

    manuacturing destination1

    Automotive industr% -romises signi3cant

    em-lo%ment o--ortunities1

     

      Source- SIAM

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     ““India is going to be an automotive hub -India is going to be an automotive hub -a dream destination for engineeringa dream destination for engineeringindustries.”industries.”

      ( Mr1 Mandli24 !eneral Manager( Mr1 Mandli24 !eneral ManagerL&TL&T  5""$ Seminar( 65""$ Seminar( 6

    7ov1 '87ov1 '8

     

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    "ategor%$ndustr% Sales 97os1:

    2008-09 2007-08 Growth

    Commercial Vehicles

    415652 50218 -17!4"

    #asse$%erVehicles

    15251 15268 -0!50"

     &otal 1940965 206486 -4!7"

    Source' Societ( o) I$*ia$ Automo+ile Ma$u)acturers re,ort a$* Com,a$(A$al(sis

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    "ontinue

    Shutdown ull%; -artiall%

    *ivestment

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    Decrease in Sales affects entire supply chain

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

    resins , solent and related logistics

    !oling "lanning system that addresses changes

    Addressing #nentory and conerting of stoc$ to cash.

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    #dentify sub-optimal performance in consumption of

    material or inefficient processes

     De-ris$ing sales is fundamental to operations.

     %ontinuous performance improement in operations by

    engaging process improement teams who wor$ with

    &' D to ma$e positie changes for cost and material

    utili(ation.

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     $m-rove data collection about customer

    trends4 technolog% im-rovements &

    realistic orecast

     EP s%stems  Production or new mar2ets

     Lean Manuacturing

     Maintenance Strategies

     "hanges in scale o -roduction

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    .nder utili=ed ca-acit%

    Production "ut

    $nventor% -iled u-

     5loc2ed ca-ital1

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    • GM %losed )* out of +) plants.

    • GM eliminated , /obs.

    • GM supply chain crisis still e0ists.

    • + suppliers hae filed a ban$ruptcy petition in the 1nitedStates

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    To develo- a su--l% base with em-hasis on

    lower cost

    Focus on customi=ed -roduction

    Ensure ?ualit% rather than ?uantit%

     Economies o scale

     *evelo- Technical & @uman "a-abilities

       Enhance Technolog% Management

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    Lower growtho 81/) in+''('8

    Lead$ndicatorssuggest

    decline or+''8('

    Source: CSO

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    >educing *emand

    Losses o -ro#ects & "ontracts

    ◦ A57 AM> LaSalle @%derabad Pro#ect

    Scra--ed

    -eration cost -ressure

    ◦ La%ing of ex- & @igh salaried em-lo%ees

    $nos%s >evenue guidance

    ◦ *ecline o 61) to ,1B) in Fiscal +''

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    Source : Chairman’s Speech 28th Annual Gen Meeting

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    Source : ONE INDIA NES

    $We are very honestly over-hired%

    $The situation is still quite challenging, If you lookat our customers, they are not really seeing any

    increase on their revenue side. And because theyare not seeing any increase on their revenueside, they ill continue to be concerned”

      -S1*1 Shibulal 9"4 $nos%s:

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    @%derabad A57 Amro section on bench

    Post-oned revisions in -romotions

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    “We have re-aligned our cost structure to

    !rotect margins. The "eadershi! has led bye#am!le $ has acce!ted the highest reduction intheir variable com!ensation. %or &'(', e have!ost!oned any revisions in com!ensation $!romotions to remain com!etitive in the currentdifficult circumstances”

    - 7ara%ana Murth% 9"hairman & "hie Mentor:"hairmanCs S-eech +th Annual MeetingD une +'4

    +''8

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      Focus on

    ◦ $nnovation

    ◦ PerormanceMgmt

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    rgani=ation should be exible enough toreallocate resources rom one -ro#ect toanother

    Leverage Technolog% to rationali=e costs

    Standard -ac2age or -erormance ocused

    customer

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    Stress on Maintenance -ro#ects

    Focus on >esearch & $nnovation

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      “To survive in the crisis the inners don)t do

      different things, they do things differently1G

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