“A SUMMER TRINNING ON TVS AUTOMOBILE SOLUTION”

Submitted by

M.M.VIGNESHWARAN
(Reg No: 612716631024)

A SUMMER TRAINNING REPORT

Submitted to

T.KALAIVANI.M.B.A. M.Phil., Ph.D

In Partial fulfilment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

IN
DEPARTMENT OF MANAGEMENT STUDIES

THE KAVERY ENGINEERING COLLEGE

ANNA UNIVERSITY
CHENNAI
JULY – 2017

1
 THE KAVERY ENGINEERING COLLGE
(Affiliated to Anna University Chennai)
MECHERI, SALEM DT-636453

DEPARTMENT MASTER OF BUSINESS ADMINSTRATION

SUMMER TRAINNING

PHASE-I

JULY-2017

This is to certify that the project work entitled

“SUMMER TRINNING REPORT ON TVS AUTOMOBILE

SOLUTION SALEM DISTRICT”

Is the bonafide record of summer training work done by

VIGNESHWARAN.M.M.
REGISTER NO: 612711631024
Of MBA during the year 2016-2018.

................................................ ……………………………….
Project Guide Head of the Department
T.KALAIVANI .MBA., M.phil., Ph.D S.LEELACHITRA.MBA.M.Phil., Ph.D

Submitted for viva-voce examination held on ……………………..

………………………… ……………………………..
Internal examiner External examiner

2
 DECLARATION

I affirm that the project work titled “SUMMER TRINNING ON TVS AUTOMOBILE
SOLUTION” being submitted in partial fulfillment for the award of Master of Business
Administration is the original work carried out by me. It has not formed the part Of any other project
work submitted for the award of any degree or diploma, either in this Or any other University

Signature of candidate
M.M.VIGNESHWARAN
(Reg.no.612716631024)

I Certify that the declaration made above by candidate is true.

Signature of the Guide

Mrs.T.KALAIVANI .MBA., M.Phil., Ph.D

3
 BONAFIDE CERTIFICATE

This is to certify that the summer internship training report entitled “SUMMER TRINNING
ON TVS AUTOMOBILE SOLUTION” is the Bonafide. Work of MR. M.M.VIGNESHWARAN,

(Reg. No 612716631024) who carried out the Project work under my supervision at THE KAVERY
ENGINEERING COLLEGE MECHERI.

…………………………………. ………………………………
HEAD OF THE DEPARTMENT SUPERVISOR
Mrs.S.LEELACHITHRA.MBA.M.Phil. Mrs.KALAIVANI.MBA. M.Phil., Ph.D.

4
 ACKNOWLEDGEMENT

I hereby acknowledgement my sincere gratitude to The Kavery Engineering College and

Prof .Dr.V.DURAISAMY M.E ,Ph.D,FIE, The Principal, The Kavery Engineering College and the
Management for giving me an opportunity to undergoes MBA Degree Course and to undertake this
project work.

I wish to thank the head of the department, Mrs. S.LEELACHITHRA MBA., M.Phil. Head of
the Department for her constant Co-ordination and support to finish the project.

I take a privilege in thanking my internal guide Mrs.T.KALAIVANI MBA., M.Phil., Ph.D,

Assistant Professor Department of Management Studies. , The Kavery Engineering College, for her
constant motivation and Management inside.

I am extremely thanked to all the faculty member of the Department of Masters of Business
Administration for their wishes and encouragements in completion of this project report.

More than any one, I would like to thanks MY PARENTS and beloved friends for their
helping and unsolicited assistance at the critical hours of need.

5
 TABLE OF CONTENT
CHAPTER TITLE PAGE NO.
ABSTRACT

1 INTRODUCTION 8
1.1 INTRODUCTION OF THE STUDY 8
1.2 INTRODUCTION ABOUT THE COMPANY 9
1.3 THE MISSION AND VISION STATEMENT 10
1.4 COMPANY MILESTONE 13
1.5. THE HISTORY OF THE COMPANY 15

2 COMPANY PROFILE 18
2.1 DEVELOPMENT & IMPACT 19
2.2 QUICK FACTS
2.3 OBJECTIVE OF THE STUDY
2.4 NEED OF THE STUDY
2.5 LIMITATIONS OF THE STUDY

3 DEPATEMENTS 26
3.1 MANAFACTURING PROCESS 27
3.2 THE ASSEMBLY LINE 28
3.3. THE ACIDE LINE 30
3.4 THE METAL LINE 31
3.5. THE PLASTICS LINE 32

4 MARKET CHARACTERSTICS

4.1 DEMAND 33

4.2 SUPPLY MANAFACTURE 36

4.3 TECHNOLOGY 37

6
5 SUMMERY OF FINDINGS AND SUGGESTION

5.1 FINDINGS 39

5.2 SUGGESTION 40

6 CONCLUSION 41

7 BIBLOGRAPHY 42

7
 CHAPTER – 1

INTRODUCTION ABOUT THE

COMPANY

8
 INTRODUCTION

1.1. INTRODUCTION OF THE STUDY

Today, training has become a common activity in all enterprises in order to enrich four
important components of their business environment such as technology, quality improvement,
product development and customer satisfaction. The most important goal of the training is to
inculcate the essential skills, which are required for trainees’ to improve the productivity and thereby
enhancing the awareness levels. At the end, the entire program is being measured in terms of the
responses from the trainees who underwent the training.

The responses from the trainees have to be measured in relation to their expectations and
perceptions. The present paper discusses to measure the trainees’ perceptions towards various
dimensions of the training. The questionnaire method was administered and the collected data were
analysed with the help of appropriate statistical tools.

The purpose of the paper is to assess the trainees’ perceptions. It examines trainees’
perceptions before the training and their perceptions after the transfer of knowledge. Transfer of
knowledge means the interactions among the trainer and the trainees and the content and method,
during the training process..

The responses from the trainees are related to the various trainees’ of Engineering and Diploma
courses. The main goal of this work was to measure the trainees’ perceptions towards dimensions of
the training. Development of an organization is necessarily based on innovative labour force,
technology, quality management, and customer satisfaction. Among the above factors, innovative
labour force can be created only by the activities of training and development in the organization.
Therefore, training program is the most powerful activity of HRD for Trainees empowerment
and improving overall effectiveness of an organization. Among many organizational interventions,
training program is most powerful activity .Today the HRD is being properly aligned with processes,
strategies and overall organizational system. Training is one of the important roles of HRD.

9
1.2. INTRODUCTION ABOUT THE COMPANY

The TVS group has always been inspired by a century long mission and vision of its own
destiny. It is not just a business but a way of doing business, which sets TVS apart from others.

Back in 1911, to the founder of the company, the ordinary ambitions of a bus fleet operator or a
vehicle servicing business would not suffice. Rather, he wanted to create an enduring business led by a
family of likeminded workers and managers united by a set of shared high principles.

Driven by this inspiration, the TVS group has today emerged as India's leading supplier of
automotive components. Today the TVS Group is the largest automotive component manufacturer in
India, with annual turnover of more than USD 4 billion.

The group has over 30 companies employing a work- force of 40,000 people. Underlying the
success of the group is its philosophy of commitment to the cherished values of promoting trust, value
and customer service. This was the personal philosophy of the Group's Founder Shri T V Sundaram
lyengar, and it remains the overarching code by which the Group functions. Market leadership and
rewards of business have followed naturally.

Although the letters TVS represent the initials of our founder, T V Sundaram lyengar, to us within
TVS they have always stood for Trust, Value and Service. The founder of the company embodied
these values and set an example for all employees to emulate.

TVS believes that the success of any enterprise is built on the solid foundation of customer
satisfaction. Continuous innovation and close customer interaction have enabled TVS companies to
stay ahead of competition. Quality at TVS determines not only the end product but the systems,
processes and operations at all levels. The first four companies in India, which have won the coveted
Deming Prize, are from the TVS group.

The business ranges across automobile component manufacturing, components distribution,

manufacturing of powered two-wheelers, computer peripherals, financial services, contract
manufactures.

In 1979, Sundaram Clayton Limited (SCL) started a moped division at Hosur to manufacture TVS-
50 mopeds indigenously designed and developed, marking the start of automobile giant TVS Motors
Pvt Ltd.

10
TVS motors is the 3rd largest 2- wheeler manufacturer in India with a market share of 18% and one of
the top 10 in the whole world with an annual turnover of over USD 650 millions.

TVS motor company has manufacturing units at Hosur, Mysore, and Nalagarh. It also has plant at
Indonesia. TVS has launched 37 models starting from mopeds XL in 1979 to apache RTR 180 in
2009.With steady growth, expansion and diversification, TVS commands a strong presence in
manufacturing of two-wheelers, auto components and computer peripherals. We also have vibrant
businesses in the distribution of heavy commercial vehicles passenger cars, finance and insurance.

TV Sundram Iyengar and Sons Limited operate through the three following divisions:

TVS Sundaram Motors Madras Auto Service and TVS and Sons distribute Heavy Duty Commercial
Vehicles, Jeeps and Cars. It represents premier automotive companies like Ashok Leyland, Mahindra
and Mahindra Ltd., Fiat and Honda. It also distributes automotive spare parts for several leading
manufacturers.

TVS & Sons has grown into a leading logistics solution provider and has set up state-of-the-art
warehouses all over the country. It has also diversified into distributing Garage equipment that ranges
from paint booths to engine analyzers and industrial equipment products.

Lakshmi Auto Components Ltd -OE supplier of 2-wheeler gears and camshafts. Distribution of auto
electrical components in all over India.

Axles India Limited - A joint venture with Eaton Limited, U.K. Manufactures axle housings and
drive heads for heavy and light commercial vehicles.

Brakes India Limited - A joint venture with Lucas Automotive, U.K. Manufactures foundation and
hydraulic brakes as well as other products for automotive and non-automotive applications in
collaboration with Grammar, world leader in the category.

India Motor Parts and Accessories Limited - One of India's largest distributors of spare parts in India.

Nippon Electrical Limited: - A joint venture with Kokusan Denki, Japan. Involved in the manufacture
of magnetos.

11
Lucas TVS Limited: - A joint venture with Lucas Industries U.K. Manufactures a range of auto
electric systems. Also develops and produces vacuum pumps and gear starters with Hitachi Limited,
Japan spares.

Southern Roadways Limited - Giant in the Indian road transport industry, company operates largest
parcel service all over South India.

Sundaram Brake Linings Limited: - First Indian companies to manufacture asbestos-free brake
linings, woven clutch facings and disc pads for automotive applications.

Sundaram Fasteners Limited: - India's largest manufacturer of tensile fasteners. First company which
receive ISO 9002 certification. Also the principal supplier of radiator caps to GM in USA.

Sundaram Finance Limited: - Leading consumer finance company in India.

Sundaram Industries Limited: - With a reputation built over five decades, comprises several divisions:
custom molded rubber products, tyre services and coach building. Also specializes in refrigerated
trucks and bunk beds.

Sundaram Motors: - Major dealers for Indian and foreign cars in South India.

Sundaram Clayton Limited: -Sundaram-Clayton Limited was established in 1962 in collaboration with
Clayton Dewandre Holdings Plc. (WABCO Automotive) pioneering the manufacture of air brake
systems in India. SCL enjoys a major share of the Indian OEM market as well as the domestic
aftermarket, which it caters to through a strong and well spread-out distribution network SCL-Brakes
division is the first company in India and fourth company outside Japan to win the Deming award for
achieving distinctive performance improvements through TQM. In 2002, SCL-Brakes division was
awarded Japan Quality Medal. It is the first company in India and second outside Japan to win this
prestigious award for continual application of TQM for priority issues to achieve business results.

The company's Die Casting Division, from being a captive supplier to the Brakes Division, is
developing into a full service supplier of aluminum components to a host of Indian and multi-national
companies. It has an installed capacity of 18000 MT per annum of gravity, low pressure and high
pressure die castings and plans to increase it to 24000 MT in the next two years.Both the divisions are
certified for QS 9000 and ISO 14001.

12
 1.3. MISSION STATEMENT

“We are committed to being a highly profitable and socially responsible, leading manufacturer of
high value for money, environmentally friendly, lifetime personal transportation products under TVS
brand for customers predominantly in Asian markets and to provide fulfillment and prosperity for
employees, dealers and suppliers.”

1.3.1. VISION STATEMENT

TVS Company will be

 Driven by customer
TVS Motor will be responsive to customer requirements consonant with its core competence
and profitability. TVS Motor will provide total customer satisfaction by giving the customer the right
product, at the right price, at the right time.

 Industry leader
TVS Motor will be one among the top two two-wheeler manufacturers in India and one among the
top five two-wheeler manufacturers in Asia

Global overview
TVS Motor will have profitable operations overseas especially in Asian markets, capitalizing on the
expertise developed in the areas of manufacturing, technology and marketing. The thrust will be to
achieve a significant share for international business in the total turnover.
.

13
1.4.MILESTONE FOR TVS:

14
1.5. ORGANISATION PROFILE:

Name of the Organization : Manickbag TVS

Address of the company : Manickbag TVS

360, Dharwad Road
Belgaum.

Year of Establishment : 1983

Board of Directors : Shashikant Mirji (Chairman)

Ramesh Shah (MD)
Sheel Mirji (Director TVS sales)
Swapnil Shah (Director TVS sales)

15
1.6. The History

1920: the business stared with the landmark if mill and oil mill.

1950: one of partners being educated in the field of engineering with mechanical and electrical stated
with the business in automobiles.

1951: Manickbag automobile came into light, know for dealers in automobile.

1954: Manickbag automobiles got the dealership of MICO and PERKINGS ENGINES.

1958: Manickbag automobiles came the big screen by getting the dealership of Ashok Leyland (heavy
commercial vehicles) from hinduja groups. Along with the dealership of Ashok Leyland, Manickbag
even stepped in the dealership of international tractors.

1959 –60: Started with machine shop in the name of Manickbag garage and industries.

1983 – 84: Got the dealership of two wheelers from TVS automobiles and strated with dealership of
TVS mopeds, later with motorbike-IND SUZUKI, and finally also with dealership scooterettes… TVS
sooty, Suzuki fiero, victor.
1992 - Gave up the dealership of Ashok Leyland (heavy commercial vehicles) of the hinduja group
and diverting towards TATA MOTORS. Where it had the various types of vehicles to the customer,
LCV-light commercial vehicle, HVC-Heavy commercial vehicles, MUV-Multi Utility Vehicles, PCD-
Passenger Car Division, since from the year 1998.

Apart from the above-mentioned business diversified taken up by Manickbag automobiles. It also has
the dealership of BOSCH, mico Blaupaunkt (Car stereo) also runs a pollution check center approved
by the government of Karnataka and RTO.

16
Head office of Manickbag automobile if situated in Hubli where it again deals with TATA vehicles
(LCV, HCV, MUV, PCD). Apart from having the head office, Manickbag automobiles has it branch
office at Ankola and Bijapur also…..

1.6.1.TVS GROUP:

TVS Group was established in 1911 by Shri. T.V. Sundaram lyenger. As one if India’s largest
industrial entities it epitomizes Trust, Value and Service.

TVS Motor Company Limited, the third largest two-wheeler manufacture. In India and among the top
ten in the world, with an annual turnover of over USD 650 million.

The year 1980 is one to be remembered for the Indian two-wheeler industry, with the roll out of TVS
50, India’s first two-seater moped that ushered in an era of affordable personal transportation. For the
Indian Automobile sector, it was a break through to be etched in history.

TVS Motor Company is the first two-wheeler manufacture in the world to be honored with the
hallmark of Japanese Quality –The Deming Prize for Total Quality Management.

TVS Motor Company Limited is one of the largest two-wheeler manufactures and also among the
fastest growing companies in the country. It is the largest manufacturer of sub 100cc (50cc, 60cc &
70cc category) 2-wheeler in the world.

It has the unique distinction of having sold nearly 4 million the highest ever in India. It exports its
range of products to 17 countries worldwide. Its unrelenting pursuit of customer satisfaction in all
aspects if manufacturing of 2-wheeler is reflected in over 6 million satisfied owners of mopeds,
motorcycles and scooters. Its 4000 highly motivated employees manufacture high quality vehicles
from two manufacturing plants in Hosur and Mysore, with a wide dealer network of around 410.

17
1.6.2. HISTORY OF TWO- WHEELER INDUSTRY IN INDIA

According to a study conducted by global consulting firm Frost and Sullivan, the two-
wheeler industry will be the fastest-growing segment of the Indian automobile industry.
The study said that of all personal transportation vehicles, the motorcycle segment will grow the
fastest, followed by passenger cars.

Automotive sales in the country will get a boost from cuts in the excise duty, new model launches,
higher disposable incomes and a changing consumer mindset. The Indian automotive market is now a
buyers market and the general economic slowdown makes it imperative for industry participants to
stay ahead of demand trends, said the firm.

Two wheelers 78.63%

Passenger vehicles 10.44%
Commercial vehicles 4.03%
Three wheelers 3.90%

Two-wheelers: Market Size & Growth

In terms of volume, 4,613,436 units of two-wheelers were sold in the country in 9MFY2005 with
256,765 units exported. The total two-wheeler sales of the Indian industry accounted for around 77.5%
of the total vehicles sold in the period mentioned.

18
 CHAPTER – 2

COMPANY PROFILE

19
 2. COMPANY PROFILE

2.1. TVS Group:

TVS group was established in 1911 as a bus service in Madurai by Late Shri. TVS Sundram
Iyangar. After some years of services they started automobile company with limited capital TVS
motors is a gusty performer. It is declared a splendid result for quality for the financial year 2002. It is
the first year post separation with Suzuki but the company just surprised its critics though its excellent
performance.

2.2. Development and Impact:

2.2.1. Name Changed To TVS Motor:

After the exit of Suzuki from the joint venture, selling its 25.97% stake at Rs.15 per share to
sundaram claylon, the board in November decided to change the name of the company to TVS motors
Ltd.

2.2.2. Early End to Licensing Agreement:

In December 2001, TVS sought an early end to its licensing agreement with Suzuki by giving the
mandatory 120 days prior notice. Accordingly the licensing agreement has came to an end in April.
TVS can now launch products under its own brand name.

2.2.3. Victory with Victory:

In the end at 2001, the company had launched indigenously developed 110cc bike the victor in the
executive segment. Priced at around 41,200. (ex- show room Chennai) the company had invested to 70

20
crosses on the project and has been amply rewarded. The products has been a huge hit given its high
mileage and competitive pricing coupled with a higher cc engine for its class.

2.2.4. TVS motors

TVS motors is considering opening up a manufacturing plant in the South Eastern Asian Country
of Indonesia and they would be finalizing the plans within a month itself. They are planning to start
production within 15 months and the estimated investment is expected to be in the region of USD 50
million.
The company would be launching a series of motor cycles in the Indonesian market to
compliments sales in the local industry. Some of the variants of their popular models like victor and
start are expected to make entry in to the Indonesian market.
TVS motors plans to sell more than a million bikes this year and want to capture at least 15% of
the market share in the Indian sector.
The motor bike market grew by around 20% last year through TVS itself saw a 5% drop in sales
figures. Much of it can be blamed on the entry of the Honda as an independent unit in the market.
The company’s latest product centre trough technically quite advance has failed to generate any
fire on the sales DIAGRAM. They are also planning to enter the three – wheeler market next year with
a planned investment of around Rs.100 Crores for a plant at Mysore.

2.2.4. Sachin to Promote TVS

TVS has roped in Sachin Tendulkar as the brand ambassador. The contract entered for an
undisclosed sum would be for a period of three years. The company would be spending 50 crores on
building the TVS brand as a whole rather than spending on advertising on products.

2.2.5. To end Royalty Payment

TVS will no longer have to pay royalty to Suzuki on its motor cycles after the end of the licensing
agreement.

21
2.2.6. To Increase Research and Development
The company will be increasing its research and development from 1.8% of sales to 3.6% of sales
in the next year.

2.2.7. To Invest 200 Crores for Expansion

 The company has announced plans to invest Rs.200 crores to increase the capacity up to 1.2 million
units a year no meet the increasing demand for its motor cycles.
 In the export front TVS motor company recorded its highest ever exports of 11,008 units in august
2007, at a growth of 71% compared to the same period last year.

2.2.8. Achievement of TVS Motor Company

 TVS motor company records 28% growth in motor cycles.
 TVS motors company report turnover of Rs.939.62 crores record 26% growth.
 TVS motor company sales up by 23%
 TVS bike sales up by 53%

2.2.9. Market Launches of TVS Group

 India’s first 2 seated 50cc moped, TVS 50 in August 1980.

 Introduced 100cc indo – Japanese motorcycle in September 1984
 Introduced first indigenous scooter. TVS scooty in June 1 1994
 First catalytic converter enabled motor cycles, the 110 cc shogun in December 1996.
 Launched India’s first 5 speed motor cycles the Shaolin in October 1997.
 Launched TVS victor, 4 stoke 110 cc motor cycle, in august 2001. India’s first indigenously
designed and manufactured motor cycle.
 Launched TVS centra in January 2004, a world class 4 stoke 100 cc motor cycle with the
revolutionary VT-I engines for best in-class mileage

22
 Introduced TVS star in September 2004, a 100 cc motor cycle with is ideal for rough terrain.
 Launched TVS Flame in March 2008, a 125 cc motor cycle with a twin spark plug.

2.2.10. Acknowledged by the Japanese for Quality

 TVS motor company have been awarded the prestigious and converted Deming prize, institute by
Jose. (Japanese union of scientists and engineers).
 TVS motors was also awarded the prestigious TPM excellence award first category by Japanese
institute of plant maintenance, rated as the bench mark in TPM excellence in India.

2.2.11. Asian Network for Quality Award 2004

 TVS Scooty Pep won the prestigious outstanding design excellence award from business world and
national institute of design.
 Star of Asia award to Mr. Venu Srivasan, CMD TVS motor company by business week
international.
 Venu Srinivasan, chairman and managing director, TVS motor company was honored with
doctorate in science by university of Warwick United Kingdom.

2.2.12. Present Condition of the Company

 Largest and automotive components group in India.
 Diversified into consumer durables, computer peripherals and two wheelers
 Joint venture with world leaders.

2.2.13. TVS Motor Company Ltd has 0 positive reviews and 0 negative reviews.

TVS Motor Company Limited is the flagship company of TVS Group, the USD 4 billion group.
The Group is the third largest two-wheeler manufacturer in India and globally among the top ten, with

23
an annual turnover of over USD 650 million. Currently, the group has more than 30 companies and
employs over 40,000 people worldwide. With steady growth, expansion and diversification, it
commands a strong presence in the manufacturing of two-wheelers, auto components and computer
peripherals. They also have vibrant businesses in the distribution of heavy commercial vehicles (HCV)
passenger cars, finance and insurance.
1980 was the milestone year for TVS when India’s first two-seater moped rolled out. It ushered in an
era of affordable personal transportation. Globally, TVS Motor Company is the first two-wheeler

Manufacturer to be honoured with the hallmark of Japanese Quality – The Deming Prize for Total
Quality Management.

The company has 4 plants – located at Hosur and Mysore in South India, in Himachal Pradesh,
North India and one at Indonesia. The company has a production capacity of 300 thousand units a
year."Inspiration in Motion “TVS Motor is the third largest two-wheeler manufacturer in India and
ranks among the top ten globally. It is the first company in the world to be honored with The Deming
Prize for Total Quality Management. The company was the first in India to launch 2-seater 50cc
moped and 100cc Indo-Japanese motorcycles. At present TVS Apache, TVS Victor, TVS Scotty, TVS
Centre and TVS Fiero are the popular bikes in Indian market.

24
Quick Facts

Founder T V Sundaram Iyengar

Country India

Year of Establishment August 1980 (TVS Group in 1911)

Industry Manufacturing of two-wheelers and auto components

Business Group TVS Group

Listings & its codes NSE

TVS - Suzuki Ltd: TVSSUZUKI
TVS Motor Company Limited: TVSMOTOR
TVS Motor Company Limited: TVS-SUZUKI
BSE
TVS Motor Company Ltd.: 532343

Head Office TVS Motor Company Jayalakshmi Estates V Floor

8, Haddows Road, Chennai - 600006 Tel.: +(91)-(44)-28272233
Fax: +(91)-(44) 28257121

Factory Post Box No. 4 Harita, Hosur - 635 109Tel.: +(91)-(4344)-276780

Fax: +(91)-(4344)-276878 Post Box No.1 Byathahalli Village,
Kadakola Post Mysore - 571 311 Tel.: +(91)-(821)-2596561 Fax:
+(91)-(821)-2596550/ 2596553

Website www.tvsmotor.in

25
2.3. OBJECTIVE OF THE STUDY

2.3.1. PRIMARY OBJECTIVE

 To study the perception of trainees towards Service Quality of TVS Training and services.

2.3.2. SECONDARY OBJECTIVE

 To find out the dimension of service quality that needs attention at TVS Training And Services

2.4. NEED FOR THE STUDY

The need that this research is trying to achieve. The research aims to explore trainees’
perceptions of training program and what factors they think affect their transfer of training and it aims
to examine the consistencies between what has been studied in the past research and the findings of
this dissertation. The research aims to explore the relevant factors considered as important factors by
trainees, which leads to the future research opportunities. The research question developed in order to
achieve the research aim is:

To find out the factors that the trainees perceive affect they complete their training in the workplace
and to study the way in which these factors affect their completion in practice.

The factors are as follows

 Faculty Competence
 Pedagogy
 Efficiency Training Program

26
 Effectiveness Training Program
 Clarity Training Program
 Overall Satisfaction

2.5. LIMITATION OF THE STUDY

 This study is limited to New Delhi. Therefore the findings of the study cannot be extended to other
areas.
 The samples have been collected from the limited number of respondents.
 The project was completed within 30 days. Time achieve is considered inadequate to conduct such
survey.
 The result of the study may not be generalized to all.
 Some of the respondents were non co-operative.

27
 CHAPTER -3

DEPARTMENT OF THE COMPANY

28
 3. DEPARTMENTS OF THE COMPANY

3.1.1. DM Stores: -
All the material, which is directly supplied to the customer, is known as Direct Material, the material
that is a part of the final product. The DM stores are the department, which takes care of the stock of
the direct materials.

3.1.2. IDM Stores: -

For indirect material e.g. lint frees cloth, gloves.

3.1.3QAD Himachal: - (Quality Assurance Department)

This department at Himachal is looking after the day-to-day quality issues in the plant. The materials
handled by this department are the incoming and outgoing materials. It keeps a check on the material if
it is within the specified norms and if not it rejects the material and notifies its supplier.

3.1.4. ISD: - (Information System Department)

Manages the information system and technology for all the plant.

3.1.5. Paint shop-ACED:-

The ACED paint shop paints the finished metal components (only primer coating) and then passes
them on to the Lacquering line where the components are then painted with a Topcoat color, which the
customer wants.
29
 3.1.6. Paint shop-Metal:-
At this stage the metal components are painted with a topcoat of the wanted color and then Lacquering
is done on them.

3.1.7. Paint shop-Plastic:-

In this paint shop all the plastic parts of the vehicle are painted and then supplied to the customer,
Vehicle assembly PMD looks after the supply of Water, Electricity and Air to each and every spot in
the plant. It also has to look after the maintenance

3.2. MANUFACTURING PROCESS:

The manufacturing process is explained clearly with block diagram below:

Vendor Stores

Fabrication Machining Engine Assembly

Vehicle Assembly Stores

Painting

30
 Warehouse Dealer Customer

3.2.1Fabrication: -
This Department maintains the stock of fuel tanks wanted by its customers and has to check the quality
of the same before supplying it to them.

3.1.2. Vehicle Assembly: -

All the departments that manufacture different products stages of the plant have vehicle assembly as
their final customer. Here the whole assembly of vehicle is done.

3.2. THE ASSEMBLY LINE:

3.2.1. Operations done on pre-line:

 Frame numbering
 Rear fender loose assembly
 Swing arm assembly
 Shock absorber loose assembly
 Drum rear sprocket loose assembly
 Rear wheel assembly
 Front wheel to frame
 After that the vehicle is loaded to main line for another assemblies and operations
 In pre-line there are some sub-assemblies. These are:
 SAI valve sub assembly
 Chain adjuster sub assembly
 Bracket sub assembly
 Front fork sub assembly
 Front fender to fork sub assembly
31
 3.2.2. Operations done on main line left side (ML):
 Handle bar
 RFR (Rider Foot Rest)
 Engine Loading
 Engine mounting
 Clutch cable
 Engine holding
 Horn
 Battery
 Rear TSL (indicators)
 Seat lock
 Chain play
 Flash unit (relay)
 Tool holder (battery holder)
 Battery assembly
 Chain case tightening
 Front brake assembly
 Sprocket cover
 Cover magneto assembly
 Choke
 SAI
 Zone inspection
 Regulator assembly
 Tank assembly
 Tank tightening
32
 Gear shift lever assembly
 Cover frame assembly
 Head lamp assembly

3.2.3. Operations done on the main line right side (MR):

 RFR (Rear Foot Rest)
 Brake pedal sub assembly
 Loose assembly of engine mounting net
 Air filter and HT coil
 SAI assembly to engine
 Mini air filter assembly
 Mini air filter tightening
 Torque link loose assembly
 Throttle assembly
 Rear brake assembly
 Muffler (Silencer)
 Center axle nut tightening
 Clutch play
 Front TSL connections
 Zone inspection
 Front brake lamp connection
 Front bolt tightening
 Tail cover tightening
 Fork bolt and lock nut torque check
 Seat assembly
 Cover frame assembly
 Head lamp assembly

33
 3.3. THE ACID LINE:
 Quality check of material
 Mounting of parts on the jig
 Hot Water Rinse at 70-80 degree Celsius
 Pre Degreasing Tank at 50-60 degree Celsius
 Dip Degreasing Tank 50-60 degree Celsius
 Water Rinse-1 at ambient temperature
 Water Rinse-2 at ambient temperature
 Activation at ambient temperature
 Phosphate at 40-45 degree Celsius
 Water Rinse-3 at ambient temperature
 Water Rinse-4 at ambient temperature
 PT RCDI Water Rinse at ambient temperature
 E-Coat at 26-30 degree Celsius
 UF Rinse-1 at <30 degree Celsius
 UF Rinse-2 at <30 degree Celsius
 ED RCDI Rinse at ambient temperature
 Heating in the Oven at 170 degree Celsius for approximately 1 hour.

3.4. THE METAL LINE:

 Getty Cooling Time

 Stickering
 Sanding
34
 Lacquering
 Final Inspection
 Mount to trolley

3.5. THE PLASTICS LINE:

 Unloading parts from SACL boxes and crates

 Pre-check if parts are OK or NOT OK
 mounting the part on the jig
 Cloth Cleaning
 Air Blow cleaning to remove dust
 Base Coat or Primer
 Air Time
 Top Coat
 Oven Time
 Unloading
 Inspection

35
 CHAPTER-4

MARKET CHARACTERSTICS

36
 4. MARKET CHARACTERISTICS

4.1Demand

4.1.1. Segmental Classification and Characteristics

The three main product segments in the two-wheeler category are scooters, motorcycles and
mopeds. However, in response to evolving demographics and various other factors, other sub segments
emerged, viz. scooterettes, gearless scooters, and 4-stroke scooters. While the first two emerged as a
response to demographic changes, the introduction of 4-stroke scooters has followed the imposition of
stringent pollution control norms in the early 2000. Besides, these prominent sub-segments, product groups
within these sub-segments have gained importance in the recent years. Examples include 125cc
motorcycles, 100-125 cc gearless scooters, etc. The characteristics of each of the three broad segments are
discussed in Table.

Scooters are perceived to be family vehicles, which offer more functional value such as broader
seat, bigger storage space and easier ride. However, with the second-hand car market developing, a
preference for used cars to new two-wheelers among vehicle buyers cannot be ruled out. Nevertheless, the
past few years have witnessed a shift in preference towards gearless scooters (that are popular among
women) within the scooters segment. Motorcycles, offer higher fuel efficiency, greater acceleration and
more environment-friendliness. Given the declining difference in prices of scooters and motorcycles in the
past few years, the preference has shifted towards motorcycles. Besides a change in demographic profile,
technology and reduction in the price difference between motorcycles and scooters, another factor that has
weighed in favour of motorcycles is the high re-sale value they offer. Thus, the customer is willing to pay
an up-front premium while purchasing a motorcycle in exchange for lower maintenance.

37
Two-Wheelers: Comparative Characteristics

Scooter Motorcycle Moped

Price*(Rs. as in
> 22,000 > 30,000 > 12,000
January 2005)

Stroke 2-stroke, 4-stroke Mainly 4-stroke 2-stroke

Engine Capacity
90-150 100, 125, > 125 50, 60
(cc)

Ignition Kick/Electronic Kick/Electronic Kick/Electronic

Engine Power (bhp) 6.5-9 7-8 and above 2-3

Weight (kg) 90-100 > 100 60-70

Fuel Efficiency
50-75 50-80+ 70-80
(kms per litre)

Load Carrying High Highest Low

4.1.2. Segmental Market Share

The Indian two-wheeler industry has undergone a significant change over the past 10 years with the
preference changing from scooters and mopeds to motorcycles. The scooters segment was the largest till
FY1998, accounting for around 42% of the two-wheeler sales (motorcycles and mopeds accounted for 37%
and 21 % of the market respectively, that year). However, the motorcycles segment that had witnessed high
growth (since FY1994) became larger than the scooter segment in terms of market share for the first time
in FY1999. Between FY1996 and 9MFY2005, the motorcycles segment more than doubled its share of the
two-wheeler industry to 79% even as the market shares of scooters and mopeds stood lower at 16% and
5%, respectively.
38
 Trends in Segmental Share in Industry Sales (FY1996-
9MFY2005)

While scooter sales declined sharply by 28% in FY2001, motorcycle sales reported a healthy growth
of 20%, indicating a clear shift in consumer preference. This shift, which continues, has been prompted by
two major factors: change in the country's demographic profile, and technological advancements.

Over the past 10-15 years the demographic profile of the typical two-wheeler customer has changed.
The customer is likely to be salaried and in the first job. With a younger audience, the attributes that are
sought of a two-wheeler have also changed. Following the opening up of the economy and the increasing
exposure levels of this new target audience, power and styling are now as important as comfort and utility.

The marketing pitch of scooters has typically emphasised reliability, price, comfort and utility across
various applications. Motorcycles, on the other hand, have been traditionally positioned as vehicles of
power and style, which are rugged and more durable. These features have now been complemented by the
availability of new designs and technological innovations. Moreover, higher mileage offered by the
executive and entry-level models has also attracted interest of two-wheeler customer. Given this market
positioning of scooters and motorcycles, it is not surprising that the new set of customers has preferred
motorcycles to scooters. With better ground clearance, larger wheels and better suspension offered by
motorcycles, they are well positioned to capture the rising demand in rural areas where these characteristics
matter most.

39
 Scooters are perceived to be family vehicles, which offer more functional value such as broader seat,
bigger storage space and easier ride. However, with the second-hand car market developing, a preference
for

Used cars to new two-wheelers among vehicle buyers cannot be ruled out. Nevertheless, the past few years
have witnessed a shift in preference towards gearless scooters (that are popular among women) within the
scooters segment. Motorcycles, offer higher fuel efficiency, greater acceleration and more environment-
friendliness. Given the declining difference in prices of scooters and motorcycles in the past few years, the
preference has shifted towards motorcycles. Besides a change in demographic profile, technology and
reduction in the price difference between motorcycles and scooters, another factor that has weighed in
favour of motorcycles is the high re-sale value they offer. Thus, the customer is willing to pay an up-front
premium while purchasing a motorcycle in exchange for lower maintenance and a

Shares of Two-Wheeler Manufacturers in Industry Sales (FY2000-

9MFY2005) relatively higher resale value.

4.2. Supply Manufacturers

As the following graph indicates, the Indian two-wheeler industry is highly concentrated, with three
players-Hero Honda Motors Ltd (HHML), Bajaj Auto Ltd (Bajaj Auto) and TVS Motor Company Ltd
(TVS) - accounting for over 80% of the industry sales as in 9MFY2005. The other key players in the two-
wheeler industry are Kinetic Motor Company Ltd (KMCL), Kinetic Engineering Ltd (KEL), LML Ltd

40
(LML), Yamaha Motors India Ltd (Yamaha), Majestic Auto Ltd (Majestic Auto), Royal Enfield Ltd (REL)
and Honda Motorcycle & Scooter India (P) Ltd (HMSI).

Although the three players have dominated the market for a relative long period of time, their
individual market shares have undergone a major change. Bajaj Auto was the undisputed market leader till
FY2000, accounting for 32% of the two-wheeler industry volumes in the country that year. Bajaj Auto
dominance arose from its complete hold over the scooter market. However, as the demand started shifting
towards motorcycles, the company witnessed a gradual erosion of its market share. HHML, which had
concentrated on the motorcycle segment, was the main beneficiary, and almost doubled its market share
from 20% in FY2000 to 40% in 9MFY2005 to emerge as the market leader. TVS, on the other hand,
witnessed an overall decline in market share from 22% in FY2000 to 18% in 9MFY2005. The share of
TVS in industry sales fluctuated on a year on year basis till FY2003 as it changed its product mix but has
declined.

4.3. Technology

Hitherto, technology transfer to the Indian two-wheeler industry took place mainly through: licensing
and technical collaboration (as in the case of Bajaj Auto and LML); and joint ventures (HHML).

A third form - that is, the 100% owned subsidiary route - found favour in the early 2000s. A case in
point is HMSI, a 100% subsidiary of Honda, Japan. Table 2 details the alliances of some major two-
wheeler manufacturers in India.

41
Technological tie-ups of Select Players

Nature of Alliance Company Product

Bajaj Technological tie-up Kawasaki Heavy Industries Motorcycles

Auto Ltd, Japan

Technological tie-up Tokya R&D Co Ltd, Japan Two-wheelers

Technological tie-up Kubota Corp, Japan Diesel Engines

HHML Joint Venture Honda Motor Co, Japan Motorcycles

KEL Technological tie-up Hyosung Motors & Machinery Motorcycles

Inc

KEL Tie up for Italjet, Italy Scooters

manufacturing
and distribution

LML Technological tie-up Daelim Motor Co Ltd Motorcycles

With the two-wheeler market, especially the motorcycle market, becoming extremely competitive and the
life cycle of products getting shorter, the ability to offer new models to meet fast changing customer
preferences has become imperative. In this context, the ability to deliver newer products calls for sound
technological backing and this has become one of the critical differentiating factors among companies in
the domestic market. Thus, the players have increased their focus on research and development with some
having indigenously developed new models as well as improved technologies to cater to the domestic
market. Further, with exports being one of the thrust areas for some Indian two-wheeler companies, the
Indian original equipment manufacturers (OEMs) have realized the need to upgrade their technical
capabilities. These relate to three main areas: fuel economy, environmental compliance, and performance.
In India, because of the cost-sensitive nature of the market, fuel efficiency had been an interest area for
manufacturers.

It is not only that the OEMs are increasing their focus on in-house R&D, they also provide support to the
vendors to upgrade the technology and also assist them striking technological alliances.

42
 CHAPTER – 5

SUMMER OF FINDINGS
AND SUGGESTION

43
 5. FINDINGS

According to the survey it is found that most of the respondents have scooty (48%) and victor
(38%)and few of respondents have fiero ,starcity and centremost of the respondents(72%) are satisfied
with the service of the salesman and least number of respondents(28%) are not satisfied.

To most of the respondents (85%) the vehicle is delivered on promised time. Only to few of the
respondents (15%) vehicle is not delivered on promised time 60% of the respondents were offered test
drive and 40% of Respondents were not offered the test drive.

According to the survey 30% of the respondents feel good and 24% of respondents feel
satisfactory and 22% of the respondents feel excellent 18% of respondents feel moderate and 6% of
respondents feel unsatisfactory

Most of the respondents(34%) are satisfied and 26% of respondents Are neither satisfied nor
satisfied 18% of respondents are dissatisfied 14%of respondents are not at all satisfied and 8%
respondents are fully satisfied Most of the respondents(60%) feel brand name is important 40% of the
respondents feel brand name is not important Most of the respondents feel mileage(80%)
price(75%)and low maintenance(60%) and 30% of respondents feel brand name is important 20% of
respondents feel wide range of respondents is important

38% respondents purchased Vehicles before 3 years 32% of Respondents purchased before 1- 2
years 18% of respondents Purchased before 6 months and 12% of respondents purchased before 3 – 5
yearsMost of the respondents are need of less labour charges (35%) And Service in time (32%) and
18% of respondents need reliable Service and few of the respondents need well trained mechanics
(8%) And availability of Spares (7%)

Most of the respondents face the problem of delay in service (39%) And high price of spare parts
(36%) some of the respondents face problem of not easily availability of spares (17%) and low quality
Of spare parts (7%)Most of respondents rate the service performance as good (42%) And Average
(33%) some of the respondents rate as very good (16%) And bad (9%) Most of the respondents are
need of increase in number of service stations to reach maximum number customers. Most of the
respondents have complaint about delay in availability of spare parts and high price.

44
 4.2. SUGGESTIONS

 To fulfil the needs of the respondents manic bag TVS should set new branches in the Tilakwadi
and near JNMC to reach the maximum number customers.
 According to the survey most of the respondents are in the need of the improvement in
providing service in time and less labour charge Manic bag TVS should take action by
recruiting well trained service staff and. And implement machineries to provide service in
time.
 To know the problems faced by the customers at the time of post sale service should conduct
free check up camps and collect the feedback of at the time of service.

45
 5. CONCLUSION

This chapter has summarized the findings from the previous chapter according to the three
basic categories. Meanwhile, the findings are generally compared to the previous literature and
similarities and contrasts were re-stated. Limitations were discussed as the sample was too small
to generalize. But the sample of trainees from various institutions who attended different training has
shown the rich findings from trainees’ perspective.

Implications and future research opportunities were explored and discussed according to the
findings from this study. Theoretically, deeper sources of training service quality from trainee
perspectives, post-training and pre-training activities, and contextual situations of how work
environment can assist service quality of training are future research opportunities to be explored.
To align with these theoretical implications, managerial implications are also explored and
discussed.

The research area of transfer quality of training dates back to which has a research history of
over thirty year. Though various studies have explored diverse factors including how they affect
expectations and perceptions of training, there is still a long way to go to and many research gaps to
fill for improving training effectiveness and work performance.

46
 6. BIBLIOGRAPHY

References:

Kirkpatrick, D.L. (1959, 1960). Techniques for evaluating training programs. Journal of the
American Society of Training Directors 13: 3-32.
Russell’s et. Al. (1985). Organizational Performance and Organizational Level Training and
Support Personnel Psychology 38: 849-863.
Wagner R J and CC Roland. (1992). “How effective is Outdoor Training”, Training and
Development, 46(7), pp.61-66.
Grenough J and R Dixon. (1982). “Using Utilization to Measure Training Results”, Training, 19,2,
pp.40-42. Barrett A and P O’Connell. (1998). “Does Training Generally Work? The Returns
To In Company Training”, ESRI Seminar Paper.
Meyer, H H & Raich S R. (1983). “An Objective Evaluation of a Behaviour Modelling Training
Program.” Personnel Psychology 36: 755-762.
Mathieu, J.D., Tannenbaum, S.I., and Sales, E. (1992). “Influences of Individual and
Situational Characteristics on Measures of Training Effectiveness.” Academy of Management Journal
35: 828-847. Miller D., and Firemen, P.H. (1980). “Momentum and Revolution in Organizational
Adaption.” Academy of Management Journal 23: 591-614.
Ruby C. (1998). Assessing Satisfaction with Selected Student Services Using SERVQUAL, a
Market-Driven Model of Service Quality. NASPA Journal, Vol. 35, no. 4 pp 331-341.
Lin, C., Sheng Wu. (2002). Exploring the Impact of on line Service Quality on Portal Site
Usage. Proceedings of the 35th Hawaii International Conference on System Sciences.

47
BOOKS:

Kothari CR Research Methodology, New Age International(P) Ltd, New Delhi, India.

Second Edition

Kotler Philip, “Marketing management”, Pearson Prentice hall Pvt Ltd, New Delhi, India

Third edition

WEBSITES

 www.tvsts.com
 En.wikipedia.org/wiki/preference

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