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PARKASH AUTOMOTIVES
BUSINESS PLAN 00 00 : 1 of 12
01/02/2007
INDUSTRIES PVT. LTD.
SECTION NO. SUBJECT
1.0 COVER PAGE

BUSINESS

PLAN

PARKASH AUTOMOTIVES INDUSTRIES PVT. LTD.

ISO/TS 16949 APPROVED BY: Control Copy Stamp

Clause Ref. No. :5.4
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SECTION NO. SUBJECT
2.0 INDEX

INDEX

 COVER PAGE - 1

 INDEX - 2

 AMENDMENT SHEET - 3

 CONFIDENTIALITY STATEMEN T - 4

 DISTRIBUTION AND CONTROL - 5

 VISION - 6

 MARKET - 7

 OPERATIONS - 8

 MANPOWER - 9

 FINANCIAL RELATED ISSUES - 10

 LONG AND SHORT TERM GOALS - 11

 ACHIEVEMENT AND REVIEW - 12

 APPENDICES
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SECTION NO. SUBJECT
3.0 AMENDMENT SHEET

SN SEC/ PAGE REV. EFFEC DETAILS OF AMENDMENT APPD. BY

PROC NO. NO. T. DT.
NO.
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BUSINESS PLAN 00 00 : 4 of 12
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AUTOMOTIVES
SECTION NO. SUBJECT
INDUSTRIES PVT. LTD. 4.0 CONFIDENTIALITY STATEMENT

THE COMPANY BUSINESS PLAN OF M/s PARKASH AUTOMOTIVES INDUSTRIES PVT.

LTD. IS A CONFIDENTIAL DOC. KAPL WITH POWERS OF REVIEW AND AMENDMENT
VESTED IN TOP MANAGEMENT VIZ THE MANAGING DIRECTOR. IN THIS TASK THE TOP
MANAGEMENT SHALL BE ASSISTED BY ALL HOD’S

THE DISTRIBUTION OF THIS BUSINESS PLAN IS THE PREROGATIVE OF THE TOP

MANAGEMENT.
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SECTION NO. SUBJECT
5.0 DISTRIBUTION & CONTROL

THE FINAL AUTHORITY FOR APPROVAL AND ISSUE LIES WITH THE
MANAGING DIRECTOR. NO COPY SHALL BE GIVEN TO ANY ONE
ACCEPT THE MANAGING DIRECTORS

SR. NO. DESIGNATION COPY NO.

1. MANAGING DIRECTOR 01
2. MR (MASTER COPY) --

NOTE: RELEVENT PORTION OF THE BUSINESS PLAN CAN BE

CIRCULATED TO CONCERNED PERSONNELS OF THE COMPANY AND
RECORD MAINTAINED (IF REQUIRED)
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SECTION NO. SUBJECT
6.0 VISION

The Vision of M/s PARKASH AUTOMOTIVES INDUSTRIES PVT. LTD., Faridabad. is to

emerge as a leading supplier of automotive parts . The main thrust shall remain on zero
defect quality products, meeting customer requirements at competitive price, time
adherence etc. PARKASH AUTOMOTIVES INDUSTRIES PVT. LTD. LTD. is committed to
achieving higher standards of working by focusing on the following activities:

 Significantly improve product quality - defects elimination and continual

improvements.
 Increase manufacturing efficiency.
 Rapidly respond in process stabilization
 Expansion of the market base thus increasing its turn over and market share
 Continual improvement or development time.

These benefits shall result in cost savings annually and provide greater confidence level to
the customer segment.

In addition, numerous other measures are in place to ensure compliance with the set quality
policy and objectives.
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SECTION NO. 7.0 SUBJECT - MARKET

THE MARKET’S NEEDS

 High quality & reliable product with competitive price.
 Adherence to customer schedules and just in-time (JIT) delivery as
required.
 Prompt response to changing customer requirement
 High flexibility in the manufacturing system to adopt fast change
 With minimum development time.

COMPETITION ANALYSIS

 Competition exists in the form of fragmented suppliers vying for company

supplies with main thrust on lesser cost and equivalent quality.

All the major competitors have required systems accreditations.
MARKET SHARE

In category for most of O.E S manufacture i.e. (MAJOR CUSTOMER) is the

major customer.

 80% % share of the product supplied to OMAX,SKM

 Almost 20% share of the products supplied to JBM,INDO,ITL,IFB,
 New customers are being tapped and are in various stages of
development like:- CAP,ICML,OVERSEAS,CUST.,CLASS,ANG LTD

COMPANY’S STRENGHTS
 State of the art facilities with most economical cost
 Highly trained, skilled and motivated work force
 Financially sound / Back up of PARKASH AUTOMOTIVES INDUSTRIES
PVT. LTD. group.
 Competitive , Progressive , & Result oriented Management

OPPORTUNITIES
 Diversification into new fields/customer base
 First time always right policy increases confidence level internally &
externally
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SECTION NO. SUBJECT
8.0 OPERATIONS

EXISTING
Well equipped with state of the art manufacturing facilities that are environment
friendly and efficient. The key business processes are defined and documented in
the quality manual. This includes the criteria and control factors. Key performance
indicators are available in relevant areas and constantly monitored for
improvement.
Continuous monitoring of all process is a hallmark and includes process
standards, operating and visual instructions, data analysis, inspection and testing
etc. continual improvement has been installed in all areas.
Company level data forms the basis of data communications and also for new
improvement opportunities.

FUTURE PLANS

 Upgrade ISO:9001-2000 to the latest automotive standard Technical

specification ISO/TS:16949 –2009 by September ,2009
 Up gradation of manufacturing facilities and Automation where ever
applicable
 Diversification with possibility of increasing manufacturing base.
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SECTION NO. SUBJECT
9.0 MANPOWER

EXISTING MANPOWER
The existing manpower is divided into the management category and the work
force. The management category includes the top management, middle and
lower management (defined in QMS organization chart). The work force is
inclusive of the workers grade. The company has a well-defined recruitment
selection criteria and focus is on value addition.

CONTROLS

 Any additional manpower requirement is communicated to MANAGING

DIRECTOR and the follow up process includes
advertisement/placements/interviews and short listing
 Utmost discipline is maintained at all times

TRAINING AND UPGRADATION

 Continuous training and skill up gradation is a focus area

 Competency and skill requirements are defined and all training needs and
requirements are derived from such gaps.
 The training process is outlined in the quality manual and focus is on
effectiveness of training on individual.

MOTIVATION

 Motivation process includes suggestions for improvements, best worker

category awards etc.
 The future plan includes involvements of workers in all important decision
activity e.g. CFT working.

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INDUSTRIES PVT. LTD.
SECTION NO. SUBJECT
10.0 FINANCIAL RELATED ISSUES

PRESENT FINANCIAL STATUS

PLANT AND MACHINARY:- - Appr. 40 L

CAPITAL INVESTMENT: - - 98 L

INVESTMENT TO PROFIT RATIO

2008-09 NET PROFIT:- ---- 1.5 %

2009-10:- ------ 2.5%

2010-11:- ------ 3%

TARGETTED TURNOVER
More Then 10% INCREASE OF TURN OVER EVERY YEAR

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SECTION NO. SUBJECT
11.0 SHORT AND LONG TERM GOALS

AREA FOR IMPROVEMENT.

Finding New Customers

Improving business increase with present Customers.

FUTURE PLANNING

2008-2009: - --10% INCREASE OF SALES

CUSTOMERS COMPLAINT
2 CUSTOMER COMPLAINT

ALL CUSTOMERS ARE HAPPY WITH THE PERFORMANCE OF THE ORGANISATION.

2 CUSTOMER COMPLAINTS FROM ANY OF THE CUSTOMER.

BREAK DOWN HRS. LOSS:- 20 HRS/ month

QUALITY SYSTEM

ALREADY HAVING ISO 9001: 2000 FROM QMS

TS 16949 SYSTEM IS UNDER PROCESS AND WILL BE ACHIEVED TS 16949

UP TO September- 2009

COST OF POOR QUALITY:-

Cost of poor quality is discussed in the MRM.

The target is to decrease the cost of rejection by stabilizing the rejection level.
As such there is no rework in the organisation.

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SECTION NO. SUBJECT
12.0 ACHIEVEMENT AND REVIEW

LONG AND SHORT TERM GOAL ACHIEVEMENT

 Departmental objectives and key result areas are framed based on such
requirements
 Self monitoring is done at relevant positions and wherever short comings
are there suitable remedial action is initiated
 Any additional resource requirements in the form of hardware, equipment
and machinery, testing instruments, manpower etc. are communicated to
the concerned and suitable action is taken. Refer quality manual for
resource management
 Data collection, review, analysis is done at all relevant places and this
forms the basis of future bench marking and target.

REVIEW MECHANISM

 Monthly reviews of departmental objective target vs actual is self driven

and Six monthly review is done by top management
 Company level data is monthly reviewed or as and when required
 Management review is another forum for reviewing the progress and
shortcomings.
 The business plan is reviewed by the MANAGING DIRECTOR in
association with concerned at appropriate intervals as defined in quality
manual. It can also be reviewed at the start of financial year or any
suitable time based on requirement
 Regular departmental meetings / CFT meetings are in place.

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Clause Ref. No. :5.4
MANAGING DIRECTOR