Thursday, December 17, 2009
Electrical Systems, Components & Accessories
Swastika Industries offers Energy Saving Devices. It is a magnetic amplifier based centralised lighting energy saving device. It is available in 3-phase from 18 up to 450 kVA capacity. This is to be connected with the centralised lighting feeder through which irrespective of fluctuating input voltage, the output voltage will be set at site independently in R, Y, B phases through electronic PCB cards and kept constant. The following benefits are assured on the lighting load: guaranteed power saving of 20%; and life of lamps will increase very substantially. Magnetic amplifier technology is the proven and most effective technology in centralised lighting energy saving device. This product finds application in all those industries where lighting load is substantial
M/s Swastika Industries
Friday, December 11, 2009
Survey Conducted by Ernst & Young on “Save to Prosper: from cost reduction to cost optimization. “
A total of 561 senior executives were interviewed for the survey, which covered 11 industry sectors in 11 of some of the largest economies. The results show that the most common reason for implementing cost reduction is "to ensure survival", implying that once survival is achieved, cost reduction will be marginalized.
Raju Lal, Partner at Ernst & Young, said, "Our survey highlights that many businesses are dangerously complacent about cost reduction and are as a result not ready for the eventual economic recovery. Although cost-consciousness has become a top priority during the last year, the majority of company efforts so far have been on tactical and temporary measures, delivering no more than 10% cost reduction for most businesses. Sustainable cost reduction and optimization need to become standard practice and be at the heart of any company’s business recovery agenda."
- The management considers that cost reduction and sustainability are one of the main strategic objectives to their organization.
- 49% of companies indicate that securing economical survival is the reason why they decide to set up cost reduction programs. But some countries like Switzerland, China or sectors like pharmacy / bio technology or consumer products are less concerned. These sectors indicate that cost management is a continuous process or a good leeway for investment.
- 2/3 of the Management of companies indicate to be actively engaged on CRP.
- 55% of companies address a complete cost reduction programme (sales, general and administrative cost as well as cost of goods sold). It’s even more important for some sectors (consumer products, pharma/ biotech technology) or countries (Switzerland, Germany, Netherlands, USA, Spain).
- Concerning the sales, general and administrative costs (SG&A) companies mainly focus on human resources, facilities management or information technology.
- 60% companies state that they can only achieve up to 10% SG&A savings today. They are 65% of companies in the next 12-18 months.
- Concerning cost of goods (COGS), companies mainly focus on procurement, manufacturing or distribution spend. Some countries like China or France cut costs on research & development.
- 70% companies state that they can only achieve up to 10% SG&A savings today. They are 65% of companies in the next 12-18 months.
- Companies assess cost savings analysis as their main technique to set tactical cost reduction programme.
- Companies assess service effectiveness improvement as their main technique to set strategic cost reduction programme.
- 81% of companies are at the completed in progress stage of reduction cost but less than half of companies indicate they are quite close to achieve the benefits.
- 11% of companies are not tracking or planning to track their cost reduction programme all the way down into their profit and loss statement (53% of Chinese companies) and when asking what is preventing them from doing it, 39% state it is not feasible or does not make sense.
- 89% are tracking or planning to track their cost reduction programme and state clear ownership and accountability, right team in place, clear business case as the the main factors to reach the cost reduction targets.
- 86% of companies declare being confident in retaining sustainable the cost saving benefits achieved by cost reduction programme. However, when companies have to explain, only 28% of them mention continuous cost management and only 26% of companies mention structural adjustments completed.
- 68% of companies are convinced that the cost consciousness developed in the last year (year of crisis) in comparison with the previous two years.
Source: Ernst & Young
Wednesday, December 2, 2009
Key to Toyota's growth in the India market is its upcoming EFC (Entry Family Car) platform, which will spawn hatchback and sedan body styles. While the EFC will form the bulk of Toyota's volumes in India, the company is also looking at other segments to enhance its portfolio in India.
Under consideration is the Avanza MPV, which sits one segment below the popular Innova. In India, the compact MPV category is virtually nonexistent and is served only by the six-seater Versa van, which barely sells. So can Toyota convince customers to buy this new class of vehicle? The company believes it can and is banking on the popularity of the Innova to draw people to what is essentially a scaled-down and cheaper version of the hot-selling Innova MPV.
The Avanza is also a seven-seater on a rear-wheel-drive platform but is a monocoque, unlike the Innova, which is built on a body-on-frame or ladder chassis. This would give the Avanza more carlike dynamics, but Toyota is concerned about whether customers would perceive the absence of a ladder chassis as a compromise in durability. A bigger concern is the lack of a diesel engine. The present Avanza is only available with 1.3 and 1.5-liter gasoline engines, which just wouldn't fly in India.
In fact, the lack of a diesel is one of the main reasons why the Versa flopped.
Toyota is considering a 1.4 turbodiesel for the Avanza, the same motor that will power the EFC and Corolla diesels. However, retro-engineering a new motor into the present Avanza is difficult and costly. Toyota might just wait for the next-generation Avanza, which is being developed with a diesel engine option, but that is still some years away.
The Avanza's pleasing styling, compact dimensions and impressive space efficiency could make it a smart alternative to a sedan for those who need to regularly transport more than five people. The last row is typically cramped, but it's good enough for kids and the occasional adult for short city hops. The Avanza will appeal to those who find the Innova's shiplike dimensions too much of a handful and prefer something that's not more difficult to drive than a hatchback.
Toyota is considering heavy localization to bring costs down. Strategically, Toyota sees the Avanza as the right vehicle to plug the huge gap that will exist between its small car lineup and the big Innova.
For the moment, Toyota's focus in India is on the EFC. The small-car project is gathering momentum, and Toyota plans to unveil the concept at the 2010 Auto Expo in January. The world debut of the EFC in India is significant and underscores the importance of India, which is the lead manufacturing base for this platform, followed by Brazil.
The EFC is the cheapest car in Toyota's portfolio and is positioned in a segment of the market the Japanese giant has never competed in before. It is for this reason that Toyota is taking extraordinary pains to find out exactly what customers shopping for this class of car exactly want. Kazuo Okamoto, vice chairman of Toyota Motor, says: "The strategy for the Indian market is to get the product right, and we are devoting ourselves to preparing the right product for the Indian market. Only then can we be successful."
Though the development of the EFC was done completely in Japan, Toyota has designed this platform around strict cost targets which it has managed to achieve thanks to high localization and use of the home-grown supply base in India. For the first time, Toyota has not automatically chosen its traditional suppliers, as they have not met the cost targets Toyota has set for the EFC's components.
Pricing will be the biggest challenge, and although Toyota has announced it will not get into a price war with its rivals, the specs will be tweaked to ensure that costs don't get out of hand. "Cost reduction will come with lower specifications but not by compromising on quality," emphasizes Okamoto.
Toyota is also banking on its robust and quality dealer network to offer a trouble-free ownership experience, as a key differentiator.
Inside Line says: Toyota has thought the India market's needs through and can be expected to exceed expectations. — Hormazd Sorabjee, Correspondent
Source -Inside Line
Hyundai Motor India Ltd (HMIL) is looking at streamlining business to pare costs, says Han Woo Park, the new managing director and chief executive officer of the company. In an interview with Shweta Bhanot, Park, who was earlier the chief financing officer (CFO) at HMIL, dwells on what he calls the domestic focus strategy and how the company will look into the segments it's weak in and bolster them with the right product. Excerpts:
The Indian auto industry showing strong signs of revival, while exports are still weak. What will be your strategy going forward for HMIL?
Our emphasis will be on the domestic market more than exports. We see great potential in the domestic market and plan to optimise our efforts to increase our market share in the country in 2010. We will see which model is profitable for us and accordingly streamline our business to reap maximum benefits. Cost reduction will be on top of our mind to remain competitive in the market. Maruti Suzuki has been in the market for more than 25 years and we have been in the market for the past 13 years. We cannot compete with Maruti on years, but plan to compete in terms of quality and customer service.
Today Hyundai is better known as small car seller in the country. Is it looking at expanding its reach to other segments in a serious manner and will it be ever be a serious player in the premium segment?
We will look at the segments where we have a weak position and try to strengthen it with the right products. We have a full line of products at Hyundai Motor Company and will continue to conduct feasibility studies for products to see the possibility of introducing them in India. Premium sports utility vehicle segment is one such segment and we are studying the possibility of getting Santa Fe in the country. We also want to increase our brand image and sales volume in the country.
What about the i30 and will the Accent continue in the market or be replaced by a new model?
We are selling i30 in Europe and Korea and personally I don't think a hatchback in C segment will be acceptable in the Indian market. So, launching i30 in India looks difficult. Accent will continue to sell in the market. It is getting us over 1,000 units per month
At what stage is the new small car project and what kind of contribution will the Indian R&D centre make to the project?
Codenamed HA, the new small car project is at the design stage at the moment. The core work is on in Korea, while the Indian R&D centre will help in back-end services. The concept should be ready by the next Auto Expo in New Delhi (2012). We plan to focus on the Indian market only and no decision on exporting it has been taken yet. We are looking at 90% localisation of the new small car.
Which products can we expect Hyundai to showcase at the upcoming Auto Expo in New Delhi this January?
We plan to showcase our ability in electric vehicles and one can catch the Genesis Coupe at the expo surely
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