Saturday, August 25, 2012

Ashok Leyland


History

India’s first Prime Minister Nehru, persuaded Raghunandan Saran, an industrialist, to enter automotive manufacture. The company began in 1948 as Ashok Motors (named after his son Ashok), to assemble Austin cars. The company was renamed and started manufacturing commercial vehicles in 1955 with equity participation by Leyland Motors. Today the company is the flagship of the Hinduja Group, a British-based and Indian originated transnational conglomerate.
By 1963, the Comet was operated by every State Transport Undertaking in India, and over 8,000 were in service. The Comet was soon joined in production by a version of the Leyland Tiger.In 1968, production of the Leyland Titan ceased in Britain, but was restarted by Ashok Leyland in India.
Over the years, Ashok Leyland vehicles have built a reputation for reliability and ruggedness. This was mainly due to the product design legacy carried over from British Leyland.
Ashok Leyland had a collaboration with the Japanese company Hino Motors from whom the technology for the H-series engines was bought. Many indigenous versions of H-series engine were developed with 4 and 6 cylinder and also conforming to BS2 and BS3 emission norms in India. These engines proved to be extremely popular with the customers primarily for their excellent fuel efficiency. Most current models of Ashok Leyland come with H-series engines.
In 1987, the overseas holding by Land Rover Leyland International Holdings Limited (LRLIH) was taken over by a joint venture between the Hinduja Group, the Non-Resident Indian transnational group and IVECO Fiat SpA, part of the Fiat Group and Europe's leading truck manufacturer. Ashok Leyland’s long-term plan to become a global player by benchmarking global standards of technology and quality was soon firmed up. Access to international technology and a US$200 million investment programme created a state-of-the-art manufacturing base to roll out international class products. This resulted in Ashok Leyland launching the 'Cargo' range of trucks based on European Ford Cargo trucks. These vehicles used Iveco engines and for the first time had factory-fitted cabs. Though the Cargo trucks are no longer in production and the use of Iveco engine was discontinued, the cab continues to be used on the 'ecomet' range of trucks.
In the journey towards global standards of quality, Ashok Leyland reached a major milestone in 1993 when it became the first in India's automobile history to win the ISO 9002 certification. The more comprehensive ISO 9001 certification came in 1994, QS 9000 in 1998 and ISO 14001 certification for all vehicle manufacturing units in 2002. In 2006, Ashok Leyland became the first automobile company in India to receive the TS16949 Corporate Certification. Editor’s note: This is part of a series of articles peeking into clean car industries and car manufacturers of China, India, South Korea and Germany.
Among many other goals, Ashok Leyland aims to expand its operations to penetrate into overseas markets. Included in the company’s plans is to acquire smaller car manufacturers in China and in other developing countries. In October 2006, Ashok Leyland bought a majority stake in the Czech based- Avia. Called Avia Ashok Leyland Motors., this will give Ashok Leyland a channel into the competitive European market. 
According to the company, in 2008 the joint venture sold 518 LCVs in Europe despite tough economic conditions. Furthermore, the company will expand its product offers into construction equipment, following a joint venture with John Deere. Newly formed in June 2009, the John Deere partnership is a 50/50 split between the companies. The company says negotiation is progressing on land acquisition, and the production plans are in place. The venture is scheduled to start rolling out wheel loaders and backhoe loaders in October 2010. 
Aside from the full expansion planned for the company, Ashok Leyland is also paying close attention to the environment. In fact, they are one of the companies showing the strongest commitment to environmental protection, utilizing eco-friendly processes in their various plants. Even as they thrust into different directions, Ashok Leyland maintains an R&D group that aims to uncover ways to make their vehicles more fuel efficient and reduce emissions.
In fact, even before laws were placed on car emissions, Ashok Leyland was already producing low-emission vehicles. Back in 1997, they have already released buses with quiet engines and low pollutant emission based on the CNG technology. In 2002 it developed the first hybrid electric vehicle. Ashok Leyland has also launched a mobile emission clinic that operates on highways and at entry points to New Delhi. The clinic checks vehicles for emission levels, recommends remedies and offers tips on maintenance and care. This work will help generate valuable data and garner insight that will guide further development.
When it comes to the development of environmentally friendly technologies, Ashok Leyland has developed Hythane engines. In association with the Australian company Eden Energy, Ashok Leyland successfully developed a 6-cylinder, 6-liter 92 kW BS-4 engine which uses Hythane (H-CNG,) which is a blend of natural gas and around 20% of hydrogen. Hydrogen helps improve the efficiency of the engine but the CNG aspect makes sure that emissions are at a controlled level. A 4-cylinder 4-litre 63 KW engine is also being developed for H-CNG blend in a joint R&D program with MNRE (Ministry of New and Renewable Energy) and Indian Oil Corporation.
The H-CNG concept is now in full swing, with more than 5,500 of the technology’s vehicles running around Delhi. The company is also already discussing the wide-scale use of Hythane engines with the Indian government. Hythane engines may be expected in the near future, but these may not be brought to the United States as yet. Ashok Leyland’s partnership with Nissan is also focusing on vehicle, powertrain, and technology development listed under three joint ventures. With impressive investment, the joint ventures will focus on producing trucks with diesel engines that meet Euro 3 and Euro 4 emission standards.
In the coming years, Ashok Leyland also has some hybrid trucks and buses in store for its market. The buses and trucks are set to feature a new electronic shift-by-wire transmission technology as well as electronic-controlled engine management for greater fuel efficiency. Ashok Leyland focuses on improving fuel efficiency without affecting automotive power, and the vehicles will have a 5% improvement on fuel efficiency. Ashok Leyland is also developing electric batteries and bio-fuel modes.
Ashok Leyland Ltd’s March quarter results were expected to be impressive, as its monthly vehicle output reports had indicated a 138% jump in volumes. But what impressed was its net profit growth of 317%, to Rs223 crore, over the year-ago period, even as sales rose by 139%. Ashok Leyland’s operating profit margin rose to 13% compared with 10.5%. Higher volume growth, a better product mix due to higher sales of multi-axle vehicles and tractor trailers, and cost reduction were key reasons for margin expansion. its estimate for volume growth in 2011 is conservative, at 15% compared with over 30% in FY2010.
The company has also steadily gained market share, from 21-22% in the first quarter of 2010 to 28-29% in the fourth quarter. One concern is that it is not yet a strong player in the eastern market. Besides, the southern market, traditionally its stronghold, has grown by only 15% in volume terms in 2010. The rest of India (mainly north and west) grew by 40% during the year.
An Ashok Leyland-Nissan joint venture produced light commercial vehicles (LCVs) from the former's Hosur facility near Bangalore as well as from Renault-Nissan's car plant near Chennai.On 11 June 2012; Ashok Leyland supplied 100 Falcon buses to Ghana for $7.6 million (about Rs 42 crore).

Facilities

  • The company has seven manufacturing locations in India:
    • Ennore and Hosur, Tamil nadu (Hosur - 1, Hosur - 2, CPPS)
    • Alwar, Rajasthan
    • Bhandara, Maharashtra
    • Pantnagar, Uttarakhand
  • Ashok Leyland's Technical Centre, at Vellivoyalchavadi (VVC) in the outskirts of Chennai, is a state-of-the-art product development facility, that apart from modern test tracks and component test labs, also houses India's one and only Six Poster testing equipment
  • The company had an Engine Research and Development facility in Hosur, which was shifted to VVC, Chennai.
  • The company has signed an agreement with Ras Al Khaimah Investment Authority (RAKIA) in UAE for setting up a bus body building unit in the Middle East.


Current status


Ashok Leyland is the second technology leader in the commercial vehicles sector of India. The history of the company has been punctuated by a number of technological innovations, which have since become industry norms. It was the first to introduce multi-axled trucks, full air brakes and a host of innovations like the rear engine and articulated buses in India. In 1997, the company launched the country’s first CNG bus and in 2002, developed the first Hybrid Electric Vehicle.
The company has also maintained its profitable track record for 60 years. The annual turnover of the company was USD 1.4 billion in 2008-09. Selling 54,431 medium and heavy vehicles in 2008-09, Ashok Leyland is India's largest exporter of medium and heavy duty trucks. It is also one of the largest private sector employers in India - with about 12,000 employees working in 6 factories and offices spread over the length and breadth of India.
The company has increased its rated capacity to 105,000 vehicles per annum. Also further investment plans including putting up two new plants - one in Uttarakhand in North India and a bus body building unit in middle-east Asia are fast afoot. It already has a sizable presence in African countries like Nigeria, Ghana, Egypt and South Africa.
Ashok Leyland has also entered into some significant partnerships, seizing growth opportunities offered by diversification and globalization – with Continental Corporation for automotive infotronics; with Alteams in Finland for high pressure die casting and recently, with John Deere for construction equipment.
As part of this global strategy, the company acquired Czech Republic-based Avia's truck business. The newly acquired company has been named Avia Ashok Leyland Motors s.r.o. This gives Ashok Leyland a foothold in the highly competitive European truck market.
In 2010 Ashok Leyland acquired a 26% stake in the British bus manufacturer Optare, a company based on the premises of a former British Leyland subsidiary C.H.Roe. In December 2011 Ashok Leyland increased its stake in Optare to 75.1%.
The Hinduja Group also bought out IVECO's indirect stake in Ashok Leyland in 2007. The promoter shareholding now stands at 51%. Leyland has a state of the art research and development center at Vellivoyal Chavadi which is located near Chennai. Hinduja Group flagship company Ashok Leyland has been awarded the first overseas order worth $6 million for its vestibule buses from Bangladesh Road Transport Corporation (BRTC).


Nissan Ashok Leyland

In 2007, the company announced a joint venture with Japanese auto giant Nissan (Renault Nissan Group) which will share a common manufacturing facility in Chennai, India. The shareholding structures of the three joint venture companies are:
  • Ashok Leyland Nissan Vehicles Pvt. Ltd., the vehicle manufacturing company will be owned 51% by Ashok Leyland and 49% by Nissan
  • Nissan Ashok Leyland Powertrain Pvt. Ltd., the powertrain manufacturing company will be owned 51% by Nissan and 49% by Ashok Leyland
  • Nissan Ashok Leyland Technologies Pvt. Ltd., the technology development company will be owned 50:50 by the two partners.
Dr. V. Sumantran, Executive Vice Chairman of Hinduja Automotive Limited and a Director on the Board of Ashok Leyland is the Chairman of the Powertrain company and he is on the Boards of the other two JV companies. The venture, once it takes off, will be one of the largest investments made in automotive field in the country


iBUS

Ashok Leyland announced iBUS in the beginning of 2008, as part of the future for the country's increasingly traffic-clogged major cities. Its Rs 60-lakh, iBus, a feature-filled, low-floor concept bus for the metros revealed during the Auto Expo 2008 in India, a vehicle for a first production run of pilot models should be ready by the end of this year. The start of full production is scheduled for 2009. Developed by a team of young engineers, the low-floored iBus will have the first of its kind features, including anti-lock braking system, electronic engine management and passenger infotainment. 
The executive class has an airline like ambience with wide LCD screens, reading lights, audio speakers and, for the first time, Internet on the move. A GPS system enables vehicle tracking and display of dynamic route information on LCD screens, which can also support infotainment packages including live data and news. The bus will probably be equipped with an engine from the new Neptune family, which Ashok Leyland also introduced at this exhibition, which are ready for the BS4/Euro 4 emission regulations and can be upgraded to Euro 5.


U-Truck

Ashok Leyland, announced sale of vehicles on the new U-Truck platform from November,2010 with the rolling out of the first set of 10 models of tippers and tractor trailers in the 16 – 49-tonne segment.Further, another 15 models are set to enter the market in the next 12 months.


Dost

DOST is a 1.25 ton light commercial vehicle (LCV) that is the first product to be launched by the Indian-Japanese commercial vehicle joint venture Ashok Leyland Nissan Vehicles. Dost is powered by a 55 hp high-torque, 3-cylinder, turbo-charged Common Rail Diesel engine and has a payload capacity of 1.25 Tonnes. It is available in both BS3 and BS4 versions. 
The LCV is being produced in Ashok Leyland's plant in Tamil Nadu's Hosur. The LCV is available in three versions with the top-end version featuring air-conditioning, power steering, dual-colour of a beige-gray trim and fabric seats. With the launch of Dost Ashok Leyland has now entered the Light Commercial Vehicle segment in India

Ashok Leyland Defence Systems

An Indian road-mobile launcher with a ballistic missile
Ashok Leyland Defence Systems (ALDS) is a newly floated company by the Hinduja Group. Ashok Leyland, the flagship company of Hinduja group, holds 26 percent in the newly formed Ashok Leyland Defence Systems (ALDS). The newly floated company has a mandate to design and develop defence logistics and tactical vehicles, defence communication and other systems.Ashok Leyland is the largest supplier of logistics vehicles to the Indian Army. It has supplied over 60,000 of its Stallion vehicles which form the Army's logistics backbone.

Thursday, August 16, 2012

Tower Building - Goal setting



Data for Tower Building exercise in terms of No. of CUBES is given below.


Factor  1 to 8
Scenario-I
Scenario-II
Scenario-III
Scenario-IV
2
Historical Tower height achieved by team
 Low - 5
High -  18
 Low - 5
High - 20
  Low - 5
High - 21
 Low - 5
High - 23
3
Achievable Performance 
(Estimate / Guess)

 18 +

20+

 22+

 25+
4
Goal proposed by the Manager
18
22
22
18
5
Goal proposed by the worker
12
12
 12
20
6
Goal Mutually agreed for building the tower between worker and manager with the support of the manager
15
22
 18
 15
 7
No. of cubes Tower manager and worker team could build / achieve at the end of the exercise
18
 18
 18
18
8
P O T E N T I A L
T O W E R
H E I G H T

22
24
24
26


An analysis of the above given measures with reference to the achievement of Tower built in the scenarios mentioned above :

S.No.
Measure for Managerial Excellence
Scenario-I
Scenario-II
Scenario-III
Scenario-IV
1
Gap if any between Tower height  so far achieved and Achievable performance of tower
(Factor 3 and 7)
Achievable performance is equal to the Performance of team.
This is a considerable situation with drawback being that limits are not being pushed
Achievable performance is more than Performance of team. Hence, team did not push their limits and performed below expectations
Again, Achievable performance is more than performance of team. Team did not push their limits and performed below expectations.

Achievable performance is much greater than Performance achieved by the team.Team did not push their limits and performed very badly and  below expectations.
2
Gap if any between goal proposed by the Manager and mutually agreed team goal
(Factor 4 and 6)
Team performed better than what was earlier decided mutually
Team performed as per what was earlier decided mutually
Team performed not as good as what was earlier decided mutually
Team performed not as good as  what was earlier decided mutually
3
Gap if any between goal proposed by the manger and the goal proposed  by the worker
(Factor 4 and 5)
Manager wants his employees to do better and hence aspired for higher goals but Employees are complacent
Manager has very high expectations.
Employees are complacent.

Again, manager has very high expectations.
Employees are complacent
Manager has low expectations.
where as, employees are motivated and have set high expectations
4
Gap if any between goal proposed by the worker  and mutually agreed goal by team
(Factor 5 and 6)
Mutual agreement lies in middle of worker and manager aspirations

Mutual agreement is achieved. Manager has been able to convince workers of his goals


Manager did well to convince the worker to raise the goal.Workers have been successful in negotiating a little
Mutual agreement is lesser than worker and manager aspirations.


5
Gap if any between achievable performance  and potential tower
(Factor 3 and 8)
Manager believes that the team is capable of achieving much more than the achievable goal. Exceeded expectations.

Performance below expectations. Manager believes that team is capable of achieving much more than achievable goal
Expectations are met
Manager believes that the team is capable of achieving much more than the achievable goal.Exceeded expectations
6
Gap if any between  performance achieved (at the end of the exercise) and  goal mutually agreed by manger and the worker  
(Factor 6 and 7)
Gap does exist. But manager has been effective in a way that he has got his team to achieve more than the set goal


Large Gap does exist.Team did not push their limits and performed below expectations
Good performance as the team achieved the set goal.


Very large Gap does exist. Team did not push their limits and performed very badly and  below expectations
7
Gap if any between  performance achieved (at the end of the exercise) and  achievable goal
(Factor 7 and 3)
Good performance as the team achieved the achievable goal
Manager proved ineffective as he couldn’t make his team achieve the achievable goal
Manager proved ineffective as he couldn’t make his team achieve the achievable goal
Manager proved ineffective as he couldn’t make his team achieve the achievable goal
8
Gap if any between  performance achieved (at the end of the exercise) and  the potential
(Factor 7 and 8)
Scope of improvement is always there and the team should push its limits
Scope of improvement is always there and the team should push its limits
Scope of improvement is always there and the team should push its limits
Scope of improvement is always there and the team should push its limits