parth engg.project report

8/13/2019 Parth Engg.project Report

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SUMMER INTERNSHIP PROJECT REPORT

ON

TO STUDY THE MARKETING STRATEGY AND ITS

IMPACT ON CUSTOMER SATISFACTION

OF

PEARTH ENGINEERING PRIVATE LTD.

FOR THE PARTIAL FULFILLMENT OF THE REQUIREMENT

FOR THE AWARD OF

MASTER OF BUSINESS ADMINISTRATION

(Mahamaya Technical University, NOIDA, Uttar Pradesh)

FACULTY GUIDE- INDUSTRIAL GUIDE-Name-Mr. Shama!e Na" Name-Mr. A#$! Are!a

Mar%e#&' Ma&a'er

SU(MITTED (Y-

GALGOTIAS COLLEGE OF ENGINEERING AND TECHNOLOGY)

KNO*LEDGE PARK) PHASE II) GREATER NOIDA


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DECLARATION

I hereby declare that this project report A MARKETING STRATEGEIS OF

PARTH ENGINEERING AND ITS IMPACT ON CUSTOMETR

SATISFACTION.Is my own work to the best of my knowledge and belief# It

contains no material previously published or written by another person nor material

which to a substantial extent has been accepted for the award of any other degree or

diploma of any other institute except where due acknowledgement has been made in

the text.

$ame %$itij kumar

&ate% '()(*)+, Institution $ame% GCET Greater $oida

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Cer#+,a#e

T *hm S E4er I# Ma1 C&,er&

This is to certify that a student of 01 fromGa!'#a/C!!e'e + E&'&eer&' 0

Te,h&!'1has done his)her summer training at divisionPar#h E&'&eer&' P4#.

L#2 A'ra5U.P6 for < weeks from joining date 7839:3;97< to the completion date

9=39>3;97>>>>>>>>>>>>>>>>>>>>>. ii

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&eclaration>>>>>>>>..>>>>>>>>>>>>>>>>... iii

Certificate>>>.>>>>>>>>>>>>>>>>>>>>>...... iv

Executive summary>>>>>>>>>>>>>>>>>>>>>> v4vii

Introduction>>>>>>>>>>>>>>>>>>>>>>>>> +4,

-esearch objectives and methodology>>>>>>>>>>>>>>... 24?4

0ody of the report >>>>>>>>>>>>>>>>>>>>>>. @42(

Company 8rofile>>>>>>>>>>>>>>>>>>>>>>> ,?42+

8rimary findings and analysis>>>>>>>>>>>>>>>>>> 2+4A+

Conclusion B -ecommendations>>>>>>>>>>>>>>>>.. A>>>>>>>>>>>>>>>>>>>>>>>. ?(

1nnexure>>>>>>>>>>>>>>>>>>>>>>>>>> ?+4@+

E?ECUTIVE SUMMARY

In recent years companies in the automotive component industry have experienced

the impact of globaliation. -adical changes are occurring as the number of players in

the market is being reduced competition is increasing and new business processes

are introduced to improve efficiency and !uality and reduce costs.

The major automotive manufacturers 3DEs5 and Tier + suppliers have been in the

forefront of adopting new manufacturing practices e.g. lean production ust4In4Time

3IT5 inventory. These practices are being driven down to Tier ' and Tier , suppliers.

;uppliers are noticing changes in the relationship with the DEs who are abdicating

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responsibilities in the areas of development sourcing and planning. In addition

suppliers have to manage a complex component life cycle to the DEs and to the

after4market 3parts and accessories5. Dften there is an additional pressure government

regulation which seeks to address environmental issues or imbalances in local

markets.

To secure business component makers must demonstrate that they can deliver the

re!uired design !uality service and price. This means that they must maintain or

reduce costs continuously improve !uality keep up to date with global developments

in their market and adhere to any regulatory re!uirements.

The goal for component suppliers is to produce the right parts in the right !uantity atthe right price delivered at the right time to the right place.

In order to deal with the changing dynamics in the market key business issues facing

component manufacturers are%

7lexible manufacturing practices

;upply chain and inventory management

Dperational efficiency and control

Integration and collaboration

The automotive industry is moving away from the traditional practices of

manufacturing where a master production schedule and material re!uirements plan

3-85 determine the production schedule F 9pushing: goods out depending on

inventory and production schedules. Increasingly modern automotive manufacturing

methods aim to 9pull: goods through production based on demand re!uirements.

$ew practices like lean manufacturing anban and T1T time address important

manufacturing goals of shorter lead times improved production flow and faster cycle

times. In the !uality control field ;ix ;igma practices are being pursued to reduce

defects and improve processes. In order to implement these practices successfully

companies need to have systems that enable them to gather organie and analyse

information using metrics such as balanced scorecards.

Instead of the traditional ake4To4;tock practice 3which assumed long production

runs5 automotive suppliers re!uire capability to manage shorter production lifecycles

using processes such as ake4To4Drder 1ssemble4To4Drder and Configure4To4Drder. 1s production can also vary according to product or customer demand

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component manufacturers also need the ability to dynamically plan control and

synchronise production runs of differing length operating independently.

1ssembling and manufacturing automotive components is not a trivial task as some

components like transmission systems involve hundreds of parts. The 0ill of

aterials 30D5 must therefore be able to handle complexity and a very large

number of parts.

Hith growing production complexity and the need to speed up product cycle times

the more likely it is that production problems and bottlenecks become critical and

costly problems. 6aving a system that gathers information about production

operations allows more effective management of production schedules and workloads.This enables companies to identify problems and use information to schedule jobs

taking into account available resources and promised delivery dates.

anaging the product life cycle of components is a major issue for automotive

component suppliers. 7or the different types of market F DEs vs. after4market F

there can be different change and revision levels for products. In addition as safety

and environmental compliance issues start becoming a factor in the automotive

industry component manufacturers will need to keep records of engineering dataincluding input sources and materials used. Implementing engineering changes

involves analysis of how a change will impact inventory and current orders and how

to ease the transition from one part design to another. This re!uires a strictly

administered change control mechanism with appropriate sign4offs through multiple

steps from design to production that can update operational 0Ds and inventory

re!uirements include annotations and provide archiving and retrieval capability. To

keep their own costs down DEs are increasingly transferring the burden of

inventory to their suppliers. Component suppliers need to change their inventory and

supply chain practices to support this.

The global automotive industry is today in the midst of a transformation on all fronts

4technology !uality and productivity. ;everal international car producers have

established manufacturing facilities in India. 1t the same time the automotive

components sector is opening up for competition in the coming years conse!uent

upon the HTD regime. -ecogniing the urgent need for the Indian automotive

component industry to be globally competitive as also the need to embrace globally

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INTRODUCTION

The global automotive industry is today in the midst of a transformation on all fronts

4technology !uality and productivity. ;everal international car producers have

established manufacturing facilities in India. 1t the same time the automotive

components sector is opening up for competition in the coming years conse!uent

upon the HTD regime. -ecogniing the urgent need for the Indian automotive

component industry to be globally competitive as also the need to embrace globally

accepted best practices not only in their own operations but also to vertically extend

such practices to their sub4suppliers.

Dver past few years Indian manufacturers have outdone their global peers. 1nd the

Indian auto component industry is poised to become a /;& 2( billion industry by

'(+A. ;o Indian industries need to transform their competitive advantages from cost

to value. &ue to cost pressures in developed markets the trend of outsourcing of

manufacturing auto components started. This resulted in growth of immense

opportunities in the sector. 1nd in future itll soar further. 8resently India share only

(.2J of the global auto components trade of /;& +


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Eleventh 7ive Lear 8lan 3'((@4'(+'5. Today India has the potential to manufacture a

range of automotive components 3about '(((( in numbers5 4 from fasteners to

engine parts 1part from the foreign demand the domestic car production is also

growing with sales expected to be about +( million by '((*. The exports are expected

to touch /;KA billion by '(+(.

O@@r#$e/

India is emerging as a global manufacturing hub for auto component

manufacture

India is among the most competitive manufacturers of auto components in the

world. 1uto component industry in India has potential to grow at a C1G- of

+,J to reach /;K2( billion by '(+A.

IndiaMs share in world 1uto Components is expected to grow over '.AJ by

'(+A.

&omestic market projected to grow at around


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Though production of high volume commodity products is an important aspect of the

industry many auto component manufacturers are moving to more complex and

sophisticated products that have specialied high performance characteristics. These

products are often jointly engineered with customers and suppliers to meet the

demands of particular applications.

In this environment auto component manufacturers must be able to%

Ouickly develop !uote and produce new products to specific customer

specifications

Effectively manage the complexity of having many customied end productsfor different customers

-apidly and efficiently produce products in both low volume and high

Contain costs and effectively utilie expensive capital e!uipment

"eading auto component companies are recogniing that these goals can only be

achieved by integrating management of the entire business around a common base of

information and streamlined business processes. 0ut there are fundamental product

and process issues that make this industry uni!ue and that must be effectively

addressed by an enterprise management system in order to be successful.

He feel pleasure to introduce ourselves as one of the gas based running forging unit

of $orthern India in close die hot forgoing as well as precision turned components

ranging from (.'A( to


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It will be our great pleasure to have long association with your esteemed organiation

through our Total Ouality anagement ;ystem. Dur company is an I;D *((+4'((

parth engg.project report

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