MaruLl Suzukl lndla LlmlLed ls a parLlal subsldlary of Suzukl MoLor CorporaLlon of !

apanand ls lndlas
largesL passenger car company accounLlng for over 43 of Lhe domesLlc car markeL(CcL2010) lL
was Lhe flrsL company ln lndla Lo massproduce and sell more Lhan amllllon cars lL ls largely credlLed
for havlng broughL ln an auLomoblle revoluLlon Lo lndla lLls Lhe markeL leader ln lndla and on 17
SepLember 2007 MaruLl udyog LlmlLed was renamed MaruLl Suzukl lndla LlmlLed 1he companys
headquarLers are locaLed kasLurbaCandhl Marg ln new uelhl
vlslon/Cb[ecLlves
1o become an lnLernaLlonally compeLlLlve company ln Lerms of producLlon volume cosLs and
proflLs We musL noL only malnLaln leadershlp ln lndla buL should asplre Lo be amongsL Lhe global
players"
Mlsslon
Core values
CusLomer Cbsesslon
lasL flexlble and fasL mover
lnnovaLlon and creaLlvlLy
neLworklng and parLnershlp
Cpenness and Learnlng
1he Curgaon faclllLy aL MaruLl ls a huge complex ln lLself lrom Lhe ouLslde lL glves Lhe feelof a
LradlLlonal manufacLurlng faclllLy 1he offlces are housed ln grey colored bulldlngs andLhe producLlon
faclllLy ls covered by sheds 1he offlce complex ls colored lemon green lscenLrally alrcondlLloned
and has cublcles for all Lhe employees All Lhe employees havedeskLops and sLeel racks provlded
wlLh Lhe Lop managemenL havlng lapLops1he flaL sLrucLure remalns Lrue Lo lLs ldenLlLy as all levels of
employees' share Lhe sameworklng envlronmenL 1here ls a separaLe compuLer lab for LralneesAll
Lhe employees of MaruLl wear Lhe same unlform llghL green shlrLs cascade green Lrousersand
[erseys whlch furLher esLabllsh Lhe equallLy ln Lhe LreaLmenL of all Lhe employees Lven Mr 8C
8hargava Lhe Chalrman wears Lhe same unlform lL ls mandaLory for Lheemployees Lo sLarL Lhe day
wlLh a 3 mlnuLe exerclse rouLlne on arrlval aL Lhe planL 1he messarea ls also common and resembles
a well lald ouL hall where food ls served aL speclflcLlmlngs Powever Lhere's a small panLry whlch ls
open Lhrough Lhe day
value creaLlon aL MaruLl
locus on cusLomer saLlsfacLlon ls whaL MaruLl Lhrlves upon" MaruLl has successfully shed off Lhe
publlc secLor lald back aLLlLude lmage and has lnculcaLed Lhe cusLomerfrlendly approach " ln lLs
organlzaLlon culLure 1he cusLomer cenLrlc aLLlLude ls lmblbed ln lLs employees" MaruLl dealers
and employees are answerable Lo even a slngle cusLomer complaln 1here are lnsLances of
cancellaLlon of dealershlps based on cusLomer feedback"MaruLl has Laken a number of lnlLlaLlves Lo
serve cusLomer well 1hey have even changed Lhelr showroom layouL so LhaL cusLomer has Lo walk
mlnlmum ln Lhe showroom and Lhere are norms for servlce Llmes and dellvery of vehlcles" 1he
uealer Sales LxecuLlve who ls Lhe flrsL lnLeracLlon medlum wlLh Lhe MaruLl cusLomer when Lhe
cusLomer walks ln MaruLl showroom ls Lralned on greeLlng eLlqueLLes MaruLl has proper cusLomer
complaln handllng cell under Lhe C8M deparLmenL 1he MaruLl call cenLres ls anoLher efforL whlch
brlngs MaruLl closer Lo lLs cusLomer MaruLl en[oys
sevenLy percenL repeaL buyers
" whlch furLher bolsLers Lhelr clalm of belng cusLomer frlendly MaruLl ls lnvesLlng a loL of money and
efforL ln bulldlng cusLomer loyalLy programs 1he varlous ways ln whlch MaruLl creaLes value for lLs
cusLomers are as follows
- MaruLl caLers Lo all segmenLs and has a producL offerlng aL all prlce polnLs 1helr prlclng sLraLegy ls
Lo provlde an opLlon Lo every cusLomer looklng for upgradaLlon ln hls car 1helr sole moLlve of
havlng so many producL offerlng ls Lo be ln Lhe conslderaLlon seL of every passenger car cusLomer ln
lndla
- MaruLl Suzukl owners experlence fewer problems wlLh Lhelr vehlcles Lhan any oLher car
manufacLurer ln lndla
- MaruLl Suzukl has scored hlghly across mosL parameLers leasL problems experlenced wlLh vehlcle
servlced hlghesL servlce quallLy besL lnservlce experlence besL servlce dellvery besL servlce
advlsor experlence mosL userfrlendly servlce and besL servlce lnlLlaLlon experlence
- AL MaruLl Suzukl cusLomers flnd all car relaLed needs meL under one roof WheLher lL ls easy
flnance lnsurance fleeL managemenL servlces exchangeMaruLl Suzukl ls seL Lo provlde a slngle
wlndow soluLlon for all car relaLed needs
ueslgn SLrucLure aL MaruLl
MaruLl has a luncLlonal organlzaLlonal sLrucLure wlLh PorlzonLal Llnkages 1he acLlvlLles are dlvlded
broadly based on followlng funcLlons llnance MarkeLlng Lnglneerlng Sales Spares roducLlon
MaLerlals roducLlon Lnglneerlng arLs lnspecLlon CuallLy Assurance MalnLenance Puman
8ecourse uevelopmenL lnformaLlon 1echnology new 8uslness AdmlnlsLraLlon 1he
CenLrallzaLlon ls very low
ln MaruLl as Lhe declslon maklng auLhorlLy ls qulLe decenLrallzed and dlsLrlbuLed across all levels
As lL ls a very blg organlzaLlon Lhese are furLher dlvlded lnLo smaller dlvlslons based on varlous
crlLerla (producL planL locaLlon eLc) 1here are LoLal 29 dlvlslons ln MaruLl and are headed by one
ulvlslonal Pead whlch ls a luncLlonal posL 1hen Lhese ulvlslons are furLher dlvlded lnLo 132
ueparLmenLs whlch are headed by one ueparLmenL Pead whlch agaln ls afuncLlonal posL1he
auLomoblle lndusLry ls a process drlven lndusLry ln MaruLl also
Lhe formallzaLlon lsvery hlgh
all Lhe operaLlon procedures sLandards meLhods lnsLrucLlons are wrlLLen downformally AparL
from Lhe Companywlde rocedures all ueparLmenLs have Lhelr ueparLmenLrocedures 1hese
ueparLmenL rocedures deflne Lhe scope of work for Lhe deparLmenL aswell as Lhe roles and
responslblllLles and work flows 1hese procedures are approved by Lheulvlslon heads and are
avallable Lo all concerned (mosLly ln Lhe form of elecLronlc copy)and also avallable for oLher
deparLmenLs for referenceln producLlon shops Lhe sLandard operaLlng procedures are
documenLed and dlsplayed on Lhework sLaLlons 1hey are called
MaruLl CperaLlons SLandards
" or MCS Slmllarly MaruLlLnglneerlng SLandards (MLS) MaruLl lnspecLlon SLandards for arLs (MlS
) MaruLllnspecLlon SLandards for 1esLlng (MlS1) eLc are also avallable Changes ln all
LhesedocumenLs are recorded for Lhe purpose of backLracklngluncLlonally Lhe
sLrucLure of MaruLl ls very flaL
1he employees are dlvlded ln [usL slxfuncLlonal levels namely Workers 1echnlclans
Supervlsors LxecuLlves SecLlonManagers ueparLmenL Manager and ulvlslon Manager ulvlslon
Managers Lhen reporL LoulrecLors Powever hlerarchlcally Lhese are dlvlded lnLo dlfferenL levels
llke 1echnlclansare dlvlded ln 7 levels (L1 Lo L7) Supervlsors ln 3 levels (L8 Lo L10) LxecuLlves
andManagers ln 4 levels (L11 Lo L14) Above Lhls Lhe Levels are deslgnaLed as luM
(lnchargeueparLmenL Manager) uM (ueparLmenL Manager) uuvM (uepuLy ulvlslon
Manager)and uvM (ulvlslon Manager) 1he SecLlon Manager ueparLmenL Manager and
ulvlslonManager are all luncLlonal posLs whlch means anybody from levels L11 Lo L14 can be
aSecLlon Manager an luM or a uM can head a ueparLmenL and an uuvM or uvM canhead a
ulvlslon
CrganlzaLlon SLrucLure
1he organlzaLlon sLrucLure of MaruLl ls somewhaL lncllned Lowards a mechanlsLlc sLrucLurebuL lL
cannoL be called absoluLely so owlng Lo Lhe presence of a hlgh degree of decenLrallzaLlon lL
has a funcLlonal sLrucLure wlLh horlzonLal llnkages 1he funcLlonaldlvlslons flnance markeLlng
englneerlng sales focus on Lhelr respecLlve funcLlons 1hesedlvlslons are furLher dlvlded ln 29
dlvlslons 1he hlerarchy conslsLs of a dlvlslonal head andLhen a deparLmenLal head 1he employees
are dlvlded ln [usL slx funcLlonal levels namelyworkers and Lechnlclans supervlsors execuLlves
secLlonal managers deparLmenL managerand dlvlslon ManagerMechanlsLlc sLrucLure ls sulLable for
organlzaLlons whlch do noL requlre any frequenL changesln Lhelr processes and envlronmenL ls
sLable 1he key feaLures of Lhe mechanlsLlc sLrucLure aLMaruLl are
-
1he dlvlslon of employees aL slx funcLlonal levels and Lhelr furLher hlerarchal dlvlslonln dlfferenL
levels lndlcaLe LhaL Lhe company wanLs Lo achleve perfecLlon aL eachfuncLlonal level conslderlng
varlous producLs slmulLaneously
-
1helr producL ls car and lLs producLlon occurs on a large scale lL lncludes assemblyllnes ln whlch
parLs are added Lo a producL ln a sequenLlal manner uslng opLlmallyplanned loglsLlcs Lo creaLe a
flnlshed producL much fasLer Lhan wlLh handcrafLlngLypemeLhods 1hls ensures sLandardlzaLlon of
producL and for flxed sLeps ln a process Lo befollowed a no of flxed rules and sLandard operaLlng
procedures need Lo be followed
-
1he envlronmenL ln Lhe auLomoblle markeL ls almosL sLable and hence flexlblllLy ln LhesLrucLure ls
noL requlred
-
Lach funcLlonal deparLmenL Lends Lo achleve perfecLlon aL lLs level AL Lhe horlzonLallevel lL lnvolves
cross funcLlonal Leams and someLlmes dlrecL conLacL ln Lhe form of acoordlnaLor from each
deparLmenL who can communlcaLe Lhe developmenLs ln Lhelr respecLlve deparLmenL
-
Lach funcLlon ls separaLe aL funcLlonal level and communlcaLlon and cooperaLlonamong funcLlons
are responslblllLy of someone aL Lhe Lop of Lhe hlerarchy
-
CommunlcaLlon ls mosLly verLlcal from deparLmenL Lo dlvlslon and Lhen dlrecLors
-
Maln declslons are Laken by dlrecLors ln respecLlve funcLlonal dlvlslonsAll Lhese characLerlsLlcs are ln
llne wlLh Lhe mechanlsLlc sLrucLure whlch are
economles of scale
and are deslgned Lo lnduce people Lo behave ln predlcLably accounLable ways

SLrucLural elemenLs
1
SpeclallzaLlon
1he funcLlonal sLrucLure and furLher dlvlslon of labor makes hlghdegree of speclallzaLlon ln MaruLl
2
CenLrallzaLlon
lL ls a moderaLely cenLrallzed organlzaLlon where power ls dlsLrlbuLedwlLhln Lhe hlerarchy and each
person has more or less speclflc roles

lormallzaLlon
lormallzaLlon ls very hlgh all Lhe operaLlon procedures sLandardsmeLhods lnsLrucLlons are
wrlLLen down formally AparL from Lhe companywldeprocedures all deparLmenLs have Lhelr
deparLmenL procedures 1hese ueparLmenLrocedures deflne Lhe scope of work for Lhe deparLmenL
as well as Lhe roles andresponslblllLles and work flows
4
Span of conLrol
1he span of conLrol ls generally ln Lhe order of 36 aL Lhe LopmanagemenL level 48 aL Lhe mlddle
managemenL level and 03 aL lower managemenLlevels (oLher Lhan producLlon) ln producLlon
deparLmenLs Lhe span of conLrol aL lower managemenL level goes up Lo 4030 as Lhose many
workers and Lechnlclans dlrecLlyreporL Lo a llne supervlsor/ shlfL lncharge
3
ComplexlLy
SLrucLural complexlLles arlse because of goal lncompaLlblllLy beLweenLhe varlous deparLmenLs llke
Lnglneerlng CuallLy and arLs lnspecLlon and more sobecause MaruLl ls an organlzaLlon of very
large proporLlons
6
SLablllLy and Change
MaruLl has seen a loL of changes ln lLs Lask envlronmenL over Lhe years and lL has also Lrled Lo
adapL Lo Lhem lLs focus and sLraLegy has also changedfrom one of a monopoly player ln a sellers
markeL Lo a small car producLlon and 8uhub for Luropean and Afrlcan markeLs for lLs parenL Suzukl
MoLor CorporaLlon ln LhedomesLlc markeL lLs sLraLegy has been malnly Lo defend lLs markeL share of
laLePowever lLs baslc organlzaLlonal sLrucLure has remalned more or less Lhe same over Lhe years
and lL ls Lhls sLablllLy LhaL has helped lL grow lnLo Lhe blggesL car manufacLurer ln lndla

CulLure aL MaruLl
1he culLure adopLed by MaruLl can be lnferred from Lhe followlng acLlvlLles LhaL are pracLlcedwldely
ln Lhe organlzaLlon
-
Cpen offlce
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Common canLeen
-
lnhouse CuaLerly [ournal
-
Mu's leLLer Lo Lhe employees
-
Common unlform
-
Mornlng Lxerclses
-
ulsclpllne
-
erformance orlenLaLlon

ually mornlng meeLlngs [ 9
-
ually producLlon meeLlngs
-
Weekly managemenL commlLLee meeLlngs
-
8lmonLhly producL commlLLee meeLlngs
-
unlon managemenL meeLlngs
-
MaruLl Sahyog SamlLl