Maruti Suzuki

Just two years back, Maruti Suzuki inaugurated its state-of-the-art new engine plant at Gurgaon. This new technology plant churns out K-series engines that are lean, highly fuel efficient and en iron!ent friendly. The introduction of new technology engines is in line with the co!pany"s co!!it!ent to offer latest technology in full range of !odels. The Kseries engines presently power the #lto K$%, #-star, &itz, 'stilo, (agon&, Swift and Swift )zire !odels. The K-series engines would soon be e*tended to other !odels in the Maruti Suzuki range. Maruti Suzuki will be in esting around &s $,+,% crore -&s $+., billion. on capacity e*pansion of the K-series engines. The e*panded annual capacity will be o er / lakh units fro! the present , lakh units. This will be a progressi e in est!ent to be co!pleted by +%$+. 0 er the 1uarter century of its e*istence, Maruti Suzuki"s contribution as the growth engine for the 2ndian auto!obile industry is widely acknowledged. Maruti Suzuki has i!pacted the lifestyle and psyche of an entire generation of 2ndian !iddle class through the 1uality of its products and ser ices that are in direct sync with the needs of the 2ndian populace.

3etwork The co!pany has a sales network of 4%+ centres in ,,, towns and cities, and pro ides ser ice support to custo!ers at +,/5% workshops in o er $,66, towns and cities -as on March 6$, +%$%.. The co!pany is focused on rapidly e*panding the sales and ser ice further across the country.

Maruti Suzuki's Million

We began our operations way back in 1983, with the Maruti 800 - the vehicle which brought about a revolution in the Indian car arket! "oday, one in every two cars in India is a product o# Maruti $u%uki! &ur scale

and anu#acturing co ple'ity have today oved to a di##erent league #ro when it began! We have reached a capacity o# one illion cars annual production this year! "his #eat is entirely based on the co pany(s constant endeavour to eet aspirations o# a large and diverse de ography, by providing the best through innovative products and services! "oday, each car #ro the Maruti $u%uki #actories at )urgaon, and Manesar, *aryana, +orth India are the tangible evidence o# ,uality, anu#acturing standards and e##iciency!

Lean production Maruti 7roduction Syste! or M7S draws learning"s fro! its parent co!pany Suzuki Motor 8orporation"s concepts on 9lean !anufacturing" under Suzuki 7roduction Syste! i.e. S7S. Setting trends in new products and achie ing custo!er delight starts with Manufacturing '*cellence and Maruti"s !anufacturing e*cellence hinges around four i!portant pillars-8ost, :uality, Safety and 7roducti ity. Cost ' ery e!ployee working on the line is "cost sensiti e" and functions in capacity of a 8ost Manager. ;e is a key contributor in suggesting how to keep costs of production under control. Quality # product of poor 1uality re1uires repeated inspections, entails wastage in ter!s of repairs and replace!ents. <)o it right first ti!e<, is the principle followed to a oid wastage. To ensure 1uality, robots were de ices and deployed especially where they reduced worker fatigue and were critical in deli ering consistent 1uality. (ith consistent i!pro e!ents in the plant the co!pany was able to !anufacture o er =%%,%%% ehicles in +%%=-%/ with an installed capacity of >ust 6,%,%%% ehicles per year. Safety <;o!e or work place? Safety takes @irst 7lace<. This has been the !otto of the co!pany where safety is concerned. Maruti attaches great significance to safety of its people and strongly ad ocates that safety at work place adds to 1uality of the

products and i!pro es producti ity of the plant significantly. 2n the Japanese !anufacturing syste!, the central role is accorded, not so !uch to :uality, 7roducti ity or 8ost, but to Safety. (hen process flow, lay-out and syste!s are designed for !a*i!u! safety, they auto!atically contribute to better 1uality and producti ity.

Production mgmt system 7roduction Manage!ent Syste! -7MS. is the ne*t step towards !o ing ahead to sustain the !o!entu!. 2t is a strategy to achie e Manufacturing '*cellence e ol ed through participati e approach. The syste! is people dri en and ensures in ol e!ent of all le els -Managers, '*ecuti es, and Super isors.. The concept ensures participation and error free co!!unication. The result is clarity of content, better understanding and openness towards feedback. These alues !ake 7MS a sustainable syste!. ;a ing achie ed the target of selling a !illion cars in the financial year +%%A - +%$%, 7MS has lead the production tea! towards greater enhanced producti ity with perfection. 7MS is deri ed fro! the basic Japanese principles of ,S, 6G and 6K 2n order to bring an i!pro e!ent in o erall processes and syste!s in 7roduction )i ision through in ol e!ent of all le els, 7MS was launched in Maruti Suzuki. Through arious phases of 7MS the co!pany e!barked on its >ourney of bring in a. 8larity of &ole, 3on-duplication of work, 0wnership, 8o!!it!ent and Standardization in all our process and syste!s across the production di ision. 5s Challenge 50 2n the year +%%+, to !atch up to the standards of SuzukiBs best global plant in Japan - the Kosai plant, we set upon a target of a ,% per cent i!pro e!ent in producti ity by +%%,. This !ission was ter!ed 8hallenge ,%. This challenge was approached in totality. 'ach process in the production and !anufacturing plant was scrutinized and assessed. Cayouts were altered, inno ati e e1uip!ent and processes were introduced and operations relentlessly !ade lean and efficient.

2n-house auto!ation also played a !a>or role in 8hallenge ,%. (e de ised robots and deployed the!, especially where they reduced worker fatigue and were critical in deli ering consistent 1uality. #t the end of three years, we achie ed 5= per cent increase in 7roducti ity, and a 6% per cent i!pro e!ent in 1uality and cost - a tribute to the ision, courage and tea! work of our people. Pms

8hallenge ,% helped us i!pro e our plant producti ity by 5= per cent in three years Mo ing 7roduction 7MS 7MS is # syste! which is people dri en and ensures in ol e!ent of all le els - Managers, '*ecuti es, Super isors . # syste! which ensures ownership # syste! which brings in standardization of syste!s D processes # syste! which ensures Sustainability 7MS has entered the fourth phase of i!ple!entation and the results ha e been o erwhel!ing.

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Excellence through participative approach 7MS is a botto!s-up approach where people of the work area are encouraged to gi e solutions to the proble!s at their end. 2t is i!ple!ented across le els. This !oti ates the operator and ensures his EownershipF all through the solution finding process. The concept ensures participation and error free co!!unication. The result is clarity of content, better understanding and openness towards feedback. These alues !ake 7MS a sustainable syste!. Clarity of the Role 0ne of the aspect that ha e bothered hierarchical structures is the clarity of the roles and responsibility across strata. 8larity on what is e*pected out of a super isor, a !anager or a technician at the shop floor has brought in structure and standardization to production !anage!ent at Maruti. The result is that >ob

duplication is eli!inated and no !an-hours are lost in understanding what each person is e*pected to do. The outco!e of such clearly defined roles is increased efficiency of operations. Bringing in Standardization Through such people participation, 7MS has brought in standardization that eli!inates any scope of confusion at shop floor. # isual consistency across the !anufacturing facilities is notable. Gins and trolleys are ear!arked for tools and co!ponents. 7ictorial charts e*plaining processes and procedures are pasted at con enient and strategic points helping shop floor e!ployees understand arious !echanis!s with ease. (here er possible a colour coding control or isual control is followed to eli!inate operator errors arising out of language constraints. This helps in clear distinction of different !odel and its co!ponents. All around ains These processes ha e led to !any operational i!pro e!ents that ha e sa ed cost and ti!e. #t the sa!e ti!e these ha e brought in operational ease and a defined acti ity flow and se1uence. Marching ahead towards the goal of selling a !illion ehicles by +%$%, 7MS will lead the production tea! towards greater enhanced producti ity with perfection.