Beruflich Dokumente
Kultur Dokumente
Management (CUIM)
City Campus, Bangalore
Amalgamations Valeo
Clutch limited
-By Joe Arputhan
MBAL -1221316
Acknowledgement
I thank Amalgamations Valeo Clutch limited and its Human Resource Department for
providing this amazing opportunity on such a short notice.
I am grateful to Mr. Alfred, General Manager (Human Resource) for his valuable feedback
and guidance throughout the training period.
I would also like to thank everyone in Valeo Clutch limited for their immense support during
the whole tenure.
I owe a huge debt of gratitude to Christ University Institute of Management for designing this
training module, without which I could have never known the functioning fundamentals of all
the departments in a large scale organisation.
I would also like to thank Prof. C.K.T. Chandrasekhar, HOD Administration, for his in depth
knowledge and ideas about conducting a successful OST.
My special thanks to Prof Seema Chakraborthy, who has been my mentor throughout the
training tenure and without his guidance and feedbacks this could have been an impossible
task.
Finally, this project would not have been possible without the whole hearted co-operation and
support of my friends and family. They showed understanding and patience wherever needed.
The Amalgamations group is one of India's largest light engineering groups with interests in
businesses that are predominantly in automobile components but also extend to diverse areas such as
plantations, batteries, printing, book selling, pesticides and plantation products, engineering tools and
paints. With a heritage of over 150 years of serving customers from farmers to tycoons the group
comprises of 47 companies with manufacturing units spread across India and a workforce of over
15000 employees. Originally comprising of a few European owned and managed companies, the
group is now wholly owned and managed by Indian promoters. The Amalgamations Valeo clutch
private limited is a unit company of the Amalgamtions group of chennai
Present in 28 countries, employing 68,000 people at 124 production sites, 21 Research centers, 40
Development centres and 12 distribution platforms.*, Valeo worldwide is an independent industrial
Group fully focused on the design, production and sale of components, integrated systems and
modules for the automotive industry, mainly for CO2 emissions reduction, Valeo ranks among the
world's top automotive suppliers.
The subsequent acquisition of SEV-Marchal enabled the company to incorporate electrical and then
electronic activities. The electrical activity was later strengthened by the acquisition of Cibi-ParisRhne and Ducellier.
At the same time, the Group sold off its non-strategic activities (brake linings, ignition and horns) and
adopted the "5 Axes methodology", with the aim of achieving customer satisfaction through Total
Quality.
Valeo-Business groups:
Valeo has 4 Business Groups, comprising 16 Product Groups, supplying the original equipment
market and the aftermarket.
For original equipment segment, Valeo supplies all major automakers worldwide
For replacement parts and services, Valeo supplies the original equipment spares (OES) and
independent aftermarket (IAM) through its dedicated Valeo Service organization.
The 4 Business Groups are: Powertrain Systems, Thermal Systems, Comfort and Driving Assistance
Systems, and Visibility Systems.
Powertrain Systems:
This Business Group develops innovative solutions to reduce fuel consumption and CO 2 emissions,
while maintaining driving pleasure. These solutions include a complete range of products for the
electrification and hybridization of vehicles.
Thermal Systems:
These systems ensure greater efficiency and autonomy, longer-lasting components, as well as greater
comfort, whatever the outside temperature. The technologies developed by this Business Group
contribute to optimizing cabin comfort and to reducing energy consumption.
The Thermal Systems Business Group comprises four Product Groups: Climate Control, Powertrain
Thermal Systems, Compressors, and Front-End Modules.
Visibility Systems:
These systems offer solutions for all weather and driving conditions in order to see and be seen. The
systems developed by this Business Group contribute to safety by improving visibility of the vehicle
and the drivers visibility, while saving energy.
The Visibility Systems Business Group comprises three Product Groups: Lighting Systems, Wiper
Systems, and Wiper Motors.
Plant at Vallam
Plant at Madhavaram
R&D at Sholingnallur
The plant at Madhavaram does the manufacturing of Spare Parts and the Vallam plant does the
Assembly. The Research and Development is located in Sholingnallur.
The Power train Systems Business Group comprises five Product Groups: Electrical Systems,
Transmission Systems, Engine Management Systems, Air Management Systems, and Hybrid and
Electric Vehicle Systems.
Transmission systems:
The dual dry clutch, a key innovation representing a viable alternative to hydraulic automatic
transmissions. With two clutches (one for even gears and one for odd gears), this system
allows the driver to change gears with no interruption to torque and no jolting, just like an
automatic transmission. Without a hydraulic circuit, it also improves efficiency, cutting
consumption by 4-6%
Clutch discs with a new generation of multi-louver dampers offering effective protection from
vibrations;
Environmentally friendly clutch facings with no heavy metals, manufactured using a waterbased process;
In the field of micro-hybrid systems, Valeo is the only supplier to offer two stop-start systems,
based either on the StARS starter-alternator (Starter Alternator Reversible System) or on a
reinforced starter. The second-generation i-StARS is externally different due to the
integration of control electronics on the electrical machine, reducing the volume and
facilitating installation;
Complete engine control systems for gasoline and VNG (vehicle natural gas) engines;
Engine control units for direct and indirect injection gasoline applications or those adapted to
alternative energies (VNG, Flex Fuel);
Added value through innovative, total quality, cost effective solutions and
services,
Objectives :
1. Total quality
2. Cost control
3. Advanced technology
4. Global presence.
Strategy :
A strategy based on CO2 emissions reduction and growth in emerging markets
Valeos strategy focuses on reducing CO2 emissions in all market segments. Through innovation
and accelerated development in emerging markets, the Group will ensure above-market organic
growth in each region and actively participate in the consolidation of the industry. At the same time,
strict control of costs and investments will enable Valeo to achieve best-in-class profitability.
Technological innovation
The Groups strategy is to focus on CO2 reduction in all classes of vehicles. This includes not only
products for the hybridization and electrification of vehicles but also for weight reduction and lower
energy consumption as well as technologies that optimize fuel consumption and enable smarter
driving. Valeo expects to double its sales for technologies linked to CO2 emissions reduction by 2013.
Valeos drive for growth covers not only these products. As demand for more fuel-efficient cars
booms, as urbanization and ageing populations continue to be major demographic trends, and even as
cars become smaller, there is another trend to be addressed: that for more differentiation, more
customization, more ergonomy and more ease of use. Valeos comfort and driving assistance systems
fit into this category of product, and low-speed maneuvering in particular will be an important source
of future growth.
In addition, Valeo will accelerate its presence in emerging markets, in particular in China and India.
The Group will invest around two-thirds of of its capital expenditure in emerging markets to reinforce
its historical positions, notably in China, India, Brazil, Thailand and Turkey, and progressively
develop its presence in Russia.
Through this strategy, the Group anticipates higher than market growth in each region, to achieve 12
billion euros of sales in 2013 and 15 billion in 2020.
The Aftermarket:
It is seen as a crucial strategic challenge by the people at Valeo.With a potential market of one billion
vehicles worldwide-a figure that is growing regularly every year- the aftermarket represents a major
driver of Valeos global growth. Valeos original equipment business is aimed at a market of 75
million new vehicles per year, Valeo Service works for a market comprising all vehicles on the road,
which represents one billion vehicles worldwide and is expanding by 3% to 4% every year. Out of a
total aftermarket estimated at 250 billion euros ,the product lines at valeo represent nearly 20 billion
euros.The valeos four business groups are investing in the Aftermarket to achieve growth in this
segment through greater customer satisfaction.
Purchasing strategy:
Building up a best supplier base, helping the suppliers improve, integrating them into our product
development, and involving them in our operations: these are the four key processes that enable us to
reach our objectives: total quality, cost control, advanced technology, and global presence.
Supplier quality
Products:
Zero incidents
Single-digit PPM
Projects:
Competitive costs
Advanced technology
Single-digit PPM
Selection process
Qualification system
Continuous improvement
Operating culture:
Valeos operating culture is based on achieving operational excellence, thanks to world-class quality
levels, a set of values applied by all employees, and a strong commitment to social and environmental
responsibility.
Values
The Group has defined five key values to achieve operational excellence, which are applied by all
employees:
Ethics
Transparency
Empowerment
Professionalism
Teamwork
To ensure Customer Satisfaction in terms of cost, quality and delivery, Valeo has developed, and
implements rigorously in all sites, its 5 Axes which are driven by continuous improvement and
founded upon the principle of right first time. Total Quality is a state of mind at Valeo, involving all
employees at all levels and at all times.
Commercial strategy:
Geographical Presence:
Present in 28 countries, the Group employs 68,000 people at 124 production sites, 21 Research
centers, 40 Development centers and 12 distribution platforms.*The Group optimizes its industrial
facilities on an ongoing basis in relation to customer demand, markets and labor costs.
Commercial organization
Valeo develops, produces and sells original equipment and aftermarket products and systems for all
car and truck manufacturers. The Group's commercial policy extends well beyond everyday
commercial relations and involves building very close partnerships and accompagnying its customers
in developing their markets throughout the world.
National Directorates: which act as veritable ambassadors for Valeo in given geographical areas.
Their role is to promote the Valeo brand in these regions, establish close relationships with the key
customers in the regions and to resolve locally any legal or social problems, where necessary. There
are ten National Directorates, based in China, Germany, India, Italy, Japan, North America, Poland,
South America, South Korea and Spain;
Group Customer Directors: who are the Sales Directors responsible for major automaker
customers. Each represents Valeo in dealings with a given manufacturer and coordinates relations
with the customer on a Group-wide basis, for all Product Families;
The Sales and Business Development network: consisting of Sales Directors reporting to the
Group's Product Families, defines the commercial strategy and is responsible for day-to-day customer
relations.
International Affairs
International Affairs consists of three networks:
National Directorates, which act as ambassadors for Valeo in given geographical areas. There are
eight National Directorates, based in China, Germany, Italy, Japan/Korea, North America, Poland,
South America and Spain. Their role is to promote the Valeo brand in these regions, establish close
relationships with the key customers in the regions and resolve locally any legal or social problems,
where necessary;
Group Customer Directors, who are the link between the Group and the major automaker customers.
These eight Directors each represents Valeo in dealings with a given manufacturer and coordinate
relations with the customer on a Group-wide basis, for all Product Families;
Sales and Business Development network, consisting of twelve Sales Directors, each one linked to a
different Product Family. This network defines the commercial strategy to be implemented and is
responsible for day-to-day customer relations."
Customer Events:
To be closer to the carmaker customers and to emphasize the Group's innovations from the early
beginning of a project on, Valeo organizes Technology Shows on customer sites, as well as events
called "Ride & Drive".
These events give Valeo the opportunity to present its latest innovations by domain, and to customers
the chance to test them "in real life" by driving demo cars especially equiped for this occasion. During
those operations different contacts in the customer company come together on a private track, like
managers from Platforms, R&D, Product Marketing and Purchasing. Relating to the business
development with its clients, Valeo also participates in major Motor Shows.
Sustainable Development:
Valeo has been engaged for many years in a process of sustainable development, in line with the
principles of the United Nations Global Compact which the Group signed in 2004. This process
covering environmental responsibility, corporate social responsibility and commitment to society
aims to respond to the legitimate human, environmental and economic concerns of Valeos various
stakeholders, including employees, customers, shareholders, suppliers, communities and public
authorities.
Valeo is committed to honoring its responsibilities in all of these areas while respecting national
legislation and international treaties and agreements. To reaffirm its commitment, the Group has
Maintain the industrial excellence and profitable growth of all our activities in a manner that is
compatible with sustainable development.
Ensure that our Code of Ethics is distributed and applied at all of the Group's sites and by our
suppliers and subcontractors.
Deploy the ISO 14001 environmental management system and the OHSAS 18001 occupational health
and safety management system at all of our sites.
Distribute Group directives that aim to improve risk management and make sure that they are
understood and implemented by the sites.
Improve the environmental and safety performance of our processes and products at every stage of
their life cycle: supply, manufacturing, distribution, transport, use and end of life.
Optimize the transportation of persons and products in order to reduce greenhouse gas emissions.
Limit the use of natural resources and encourage the use of renewable resources and energies.
Eliminate substances that are hazardous for the environment and health from our products and
processes.
Protect the safety of people and property.
Encourage flexibility and develop our employees' skills by proposing training programs that meet
their needs.
Develop the local know-how, appeal and presence of Valeo by encouraging durable relationships with
local partners.
Promote the implementation of sustainable growth policies by our suppliers and subcontractors.
The 5S procedures:
ELEMENT
1. Sort needed from unneeded
PERFORMANCE CRITERIA
1. Identify all items in the work area
2. Distinguish between essential and non-essential items
3. Place any non-essential item in a appropriate place, not in the
work area
4. Regularly check that only essential items are in the work area
4. Standardise activities
1. Follow procedures
2. Follow checklists for activities where available
3. Keep the work area to specified standard
5. Sustain the 5S system
1. Clean up after completion of job and before commencing next
job or end of shift
2. Identify situations where compliance to standards is unlikely
and take actions specified in procedures
3. Inspect work area regularly for compliance to specified
standard
4. Recommend improvements to lift the level of compliance .
The 5 Priorities methodology is applied around the world,by all Group employees, in order to deliver
zero defects to the customer. The 5 Priorities are:
Personnel Involvement: this implies recognizing skills,enhancing them through training and giving
people the
means to carry out their responsibilities. Employees are particularly encouraged making suggestions
for improvement and participating actively in the work of autonomous teams;
The Valeo Production System (VPS): the VPS is designed to improve the productivity and quality of
products and systems. It involves the following approaches: pull flow organization, flexible
production resources, the elimination of all non-productive operations and stopping production at the
first non-quality incident
Constant Innovation: to design innovative, easy-tomanufacture, high-quality and cost-effective
products while reducing development time, Valeo has set up an organization based on project teams
and the simultaneous
Engineering of products and processes
Supplier Integration: this allows Valeo to benefit from suppliers ability to innovate, to develop
productivity plans
with suppliers and improve quality. Valeo sets up close and mutually beneficial relationships with a
limited number of world-class suppliers and sustains these relationships in
the long term;
Total Quality: in order to meet customer expectations in terms of product and service quality, Total
Quality is
required throughout the Group and from its suppliers.
The Manager organise the storage and distribution of goods. They plan and manage the movement of
goods in a supply chain, liaising with many parties including suppliers of raw materials,
manufacturers, retailers and consumers.
times.
5. Ensuring that all logistical requirements are met on time and within budget.
6. Ensuring that the Logistics Department operates in conformity with company
standard guidelines for Quality Control, Health, Safety and Environmental
awareness.
7. Ensuring supply and allocation of drivers and heavy equipment operators to
8.
In order to give Valeos strategy a truly competitive edge, the role of the Purchasing Department is to
reduce costs by sourcing from only the most globally competitive suppliers, implementing extremely
rigorous selection processes for new suppliers, applying the total quality and innovation approach to
suppliers and sub-contractors, and establishing close partnerships with the most innovative and best
performing suppliers.
In the fourth quarter of 2010, the new Purchasing Department was rolled out across the Group. Six
Commodity Purchasing Directors (Purchasing Family) were appointed to lead the cross-departmental
purchasing teams spread out in each key area of the world. Each is responsible for defining the
strategy for one of the six main
Commodities and for managing all the Groups activities related to integrating its suppliers.
The six commodities relate to:
1. Steel and conversion;
2. Plastics and conversion;
3. Non-ferrous metals and conversion;
4. Electro mechanics;
5. Electronics;
6. Indirect purchases.
Valeo has continued to deploy resources to help its suppliers improve their own quality processes. The
Groups QRQC approach continues to be implemented to assist suppliers in achieving zero defects. In
2010, Valeo instituted a new strategy referred to as Supplier Quality Step Up in order to improve the
quality of its suppliers.
Valeo thus brought its expertise, covering key commodities, to 60 of its suppliers, who accounted for
35% of the Groups supplier incidents. A technical analysis of the gap existing between the suppliers
technology and best practices in theautomotive industry was carried out when this program was
launched. A quality improvement plan was written as a result and is reviewed periodically to ensure
continuous progress. In particular, implementing this new strategy allowed supplierincidents to be
reduced by 25% compared with 2009.
Supplier Relationship Management (SRM) is an essential tool in the relationship between Valeo and
its suppliers. Modules such as the Incident Management System, Product Quality Assurance
(qualification of new components in projects) and the Supplier Scorecard (quality performance, cost
and delivery timeframe) can be accessed on a secure extranet. These enable Valeo and its suppliers to
work closely together
and share standardized processes, for example to share project schedules and to exchange and approve
component qualification documents.
Loading
Schedule
Combining Functions
Dispatching
Reporting or Follow up
Corrective Actions
7. Re-planning
The supply Quality Assurance is a major function of the production planning control. It involves two
kinds of testing 1.Inbound testing and 2. Outbound testing
Inbound Testing or inhouse testing involves the testing of raw materials before they are fed into the
line.
Outbound Testing involves the testing of finished Products.
KRAs:
1. Finalizing AOP (Annual Operating Plans) & cascading them in to monthly & daily
2.
production plans for each end product for domestic & Exports customers.
Capacity planning of various shops & Execution of production plans in accordance
to customer requirements.
3.
Coordinating with marketing, purchase & manufacturing for fulfilling the product
requirements on daily, weekly & monthly basis.
Quality Department:
Quality is a key demand from consumers and automakers.It is a prime concern for all Group
employees on a daily basis: it is the cornerstone of Valeos 5 Priorities methodology and an integral
part of the Groups culture The role of the Quality network is to ensure that everyoneis aware of and
understands their individual responsibilities.It also consists of evaluating problems and requirements
in terms of training support, and of training, supporting and validating lessons to be retained and
shared to avoid any recurrence. The Valeo Quality network operates as a decentralized network and
involves each of the 5 Priorities:
the Quality System Manager validates Internal Procedures, checks that they are applied properly, and
updates them to ensure that they are in line with both internal and external quality standards;
the Project Quality Manager ensures that the Quality methodology is duly applied to projects and
checks that it covers projects for their entire duration, in accordance with Valeo standards;
the Supplier Quality Manager manages the quality of components delivered, from the project phase
right through the products lifecycle, and assists supplier progress through the implementation of
improvement plans;
the Production Quality Manager ensures that quality specific tools are properly implemented within
the manufacturing process and coordinates the deployment of control plans as well as work
instructions. They also act as the voice of the customer for all quality incidents to ensure the
customers total satisfaction;
the Quality Managers build the Quality network, and develop its skills and abilities by instilling the
QRQC spirit into the teams making up all the networks. With this in mind, Level 3 QRQC, which is a
method of coaching in problem-solving tools, was implemented in 2010.
The production department at Madhavaram takes care of producing and supplying of child parts for
the manufacturing of clutch set .the clutch cover and the Disc Assembly together forms the clutch set.
Some of the child parts manufactured are
1.
2.
3.
4.
5.
Cover plate
Diaphragm
Pressure Plate
Fulcrum
Drive Stamp
1. Initiates, implements, and manages the plant maintenance program based on best practices in
the
2. Industry, with an emphasis on planning/scheduling and preventive/predictive maintenance.
3. Monitors the use and inventories of spare parts, maintenance supplies, and equipment and
initiates reordering
when necessary.
4. Prepares reports, analyzes data, and makes recommendations for improving plant
5. Operations and solving maintenance-related problems.
6. Supervises plant maintenance personnel.
Finance Department:
The Finance Department analyzes, quantifies and manages risks arising on the Groups financial
activities
(mainly currency, interest rate, commodity, liquidity and counterparty risks). Along with the
functional networks and the National Directorates, the Business Groups are responsible for
identifying and assessing risks within their remit, and for ensuring compliance with local regulatory
requirements. They are also responsible for ensuring that the guidelines and recommendations defined
at Group level are properly applied throughout the operational entities.
KRAs :
KRAs :
1.
2.
3.
4.
5.
6.
7.
8.
Recruitment/ Selection
Workforce Planning
Diversity management
Performance Management
Reward Management
Workplace Management
Industrial Relations
Safety And Health Workplace
The Project Engineers works in tandem with the R&D department and would carry out the design
created by the R&D department. if the prototype is successful it can intimated to the production
Department or else it has to be specified for correction action to R&D.
Markets
Markets
Competition
Facilities
Employees
Marketing
Research and Devlopement
Management and environmental Setting
STRENGTH
Weakness
Opportunity
A strength
Compared to
A huge
because the
its competitors
potential in
organisation is
the Aftermaket
Aftermarket
multinational
sales are
estimated at
and reputed
pretty low
250 billion
Threat
euros
Competition
Reputed
The pricing is
Faces stiff
leader in
high when
completion
passenger and
compared to
from
Trucks
its competitors
companies
Segment
Facilities
Less training
Motivational
measures and
programs and
training
and
measures can
Transportation
be given;
costs.
integration of
the
manufacturing
and assembly
plant
Employees
3 shifts a day
Delay in
Lack of
production
organisation
to 2pm
because of
among
2nd shift:2pm
lack of
operators and
to 10 pm
Organisation
frequent
3rd shift:10pm
problems in
unions
Marketing and
to 6 am
10 distribution
No special
Increasing
distribution
platforms
marketing
participation
across 27
strategies,
in auto expos
countries , a
since it is
renowned
already
reputed
Research and
leader
180 Research
Development
centres spread
Business
across 27
groups
countries
focussing on
The four
Innovation
targeting the
Environmental
The child
Aftermarket
A highly
Setting
parts
integrated
manufacturing
plant is in
come in
madhavaram
Oragadam
and the
near Chennai
Assembly
within 2
plant is in
months
Vallam which
is about 40
kilometres
from
madhavaram
Organisational hierarchy :
The Valeo plant at Madhavaram has a functional structure whose head is the Site General Manager.
Since the environment is stable and there is no much of variety when it comes to products,the
functional structure works well for Valeo. The functional units of human resources, Maintenance &
Safety, Purchase , Logistics , finance , process and plant management act as specialised units and
contain personnel with various but related skills grouped by similarities.
6. Environment
7. Networks
Size - Number of personnel, outputs (customers, sales), resources (wealth), or capacity provide
measures of an organizations size. But, organizations grow and the structure changes with increases
in size. As organizations grow there is a greater need to regain the coordination that could be
accomplished informally in a small group, and there is a tendency for division of labor with more and
more specialists and departments.
To achieve greater coordination, layers of management may be added to create hierarchy. As hierarchy
increases power becomes difficult to concentrate at the top and there can be a distribution of power to
lower managers. Decentralization can occur as lower level managers assume decision-making, but to
retain some degree of standard operational procedures, the organization increasing relies on written
policies and procedures. This formalization of organizational rules helps to maintain order across the
growing organization and ensures conformity and continuity in practices.
Also, with growth organizations begin to divide the work into ordered units that perform specialized
work. Increased specialization of work into departments is termed differentiation. The extent to which
an organization is departmentalized, divisionalized, and hierarchically layered characterizes the
organizations complexity.
Increased organizational size has important implications for management: it can limit the flexibility of
individual work, affect how much authority can be delegated, and lead to an emphasis on results
rather than how the work is actually performed (because results are easier to monitor).
Span of Control How many employees can or should a manager oversee? That is the issue of span
of control. Span of control has interesting implications for work, how work is performed, and the
organizational structure. A narrow span of control describes a low number of workers under a
manager. The structure that is created is tall, or mechanistic. The tall pyramid structure is created by
the hierarchical layering required to maintain a low manager-to-employee ratio. The tight supervision
inherent in the mechanistic structure is characteristic of bureaucracy. Work is performed under tight
controls, little variability of tasks is permitted, and there is high specialization or departmentalization.
When a manager oversees a large number of employees, the high span of control produces a flat
organization, called organic structure. The flat pyramid is characteristic of organizations with low
hierarchy. Less hierarchy with a larger number of employees per manager means that workers have
more autonomy or freedom to perform their tasks. Control is sacrificed for creativity.
Training
Proper training helps to encourage a healthy organizational structure. When employees are schooled
in how the company operates, what the proper channels of communication are and how to work
together, these tasks and the organizational structure remain intact. Reinforce the company's structural
integrity by making sure that each employee takes part in regular corporate trainings designed to
introduce new concepts within the framework of the organizational structure.
Mission Statement
An organization should be designed to rally around the corporate mission statement. A mission
statement is more than just a marketing device placed on the corporate pamphlets; it should
summarize the beliefs of the company and how the company wants its customers and vendors to
perceive it. Create a mission statement that the entire company can understand, and then encourage
managers and executives to reinforce the mission statement each day. A company that is unified
behind a single vision is better conditioned to maintain a strong organizational structure.
Technology
A company's technology aids in work-flow design by facilitating communication and work
procedures. Technology aiding in work procedures is called operational technology. Different types of
industries, departments and tasks require different levels of operational technology to function.
Technology that facilitates communication is called information technology or IT. Similar to
operational technology, IT changes depending on the needs of the organization's design.
Environment
The external setting in which the business functions has a deep impact upon many elements of the
organizational design. Organizations function within two types of environments: the general
environment and the specific environment. General environments consist of the organization's set of
economic, legal, political, cultural and educational surroundings. An organization's specific
environment comprises the company's market, industry standards and competition.
Networks
Organizational design extends outward from the company to include a network of supportive business
and corporate allies. Organizations that co-evolve with other firms often end up stronger because of
the mutual support. Some organizations carefully manage their network of alliances, while others
organically build support through contributions natural to the course of commerce. Some alliances
produce business-boosting activities such as joint-ventures or co-branding.
QRQC for
safety, plants and suppliers. Any problem that arises is immediately identified and analyzed on the
spot by the parties involved. A corrective action is defined and implemented within 24 hours.This
approach is applied to all areas: Production, Quality, Projects, Purchasing,Logistics and Safety.
Innovations meeting Automotive challenges:
Since Valeo places a greater focus on Aftermarkets the four business groups strive for innovation in
the Aftermarket. A recent success would be the success of the clutch conversion kit.this product
enables a cost saving of 30% compared to the cost of replacing a dual mass flywheel and offers to
25% durability.the dual mass flywheel is a competitors product
3. individuals may develop, change and discover new courses of action if they are
shown exactly the opportunities or if they are encouraged and guided.
The Models of Career planning:
Chance and luck model : This model is that employee, to get the desired position, is based only on
luck. He must be persevering and always be in place at the right time.
Organization knows best model. The model is based on the fact that the employee is moved from
one job to another according to the needs. This model is supported mainly by young employees, who
are dependent on adults forall the views, and less than adults employees.
self oriented model. This model provides importance to the individuals; the employees are
establishing their own development during their career, while having assistance too.
Training Measures:
The following are the various training programs given for the employees:
1. ISO Training
2. Training on Managerial Skills
3. Supervisor Skills
4. Training on Hygienic conditions
5. Fire Fighting
6. Safety measures and training according to Annual Calendar
2. Kanban system
3. MTO
4. MRP
Two-bin system:
Two bin system is used for the material control. It is that technique of material control in which we
have two bins, one is used for in use minimum stock and second bin is used for reserve stock or to
keep the remaining quantity of material.It is a trigger based system.
Kanban systems:
It is a scheduling system that helps determine what to produce, when to produce it, and how much to
produce. A Kanban system is a means to achieve Just-in-time (JIT) production. It works on the basis
that each process on a production line pulls just the number and type of components the process
requires, at just the right time. The mechanism used is a Kanban card. This is usually a physical card
but other devices can be used. Two kinds of Kanban cards are mainly used:
A Withdrawal Kanban - specifies the kind and quantity of product which a manufacturing process
should withdraw from a preceding process. The withdrawal Kanban illustrated (right) shows that the
preceding process which makes this part is forging, and the person carrying this Kanban from the
subsequent process must go to position B-2 of the forging department to withdraw drive pinions.
Each box of drive pinions contains 20 units and the shape of the box is `B'. This Kanban is the 4th of
8 issued. The item back number is an abbreviation of the item.
A Production-ordering Kanban - specifies the kind and quantity of product which the preceding
process must produce. The one illustrated (right) shows that the machining process SB-8 must
produce the crankshaft for the car type SX50BC-150. The crankshaft produced should be placed at
store F26-18. The production-ordering Kanban is often called an in-process Kanban or simply a
production Kanban.
Make-To-Order Systems :
Otherwise known as BTO (build-to-order systems) It is a Demand driven production approach where
a product is scheduled and built in response to a confirmed order received for it from a final customer.
The final customer refers to a known individual owner and excludes all orders by the original
equipment manufacturer (OEM), national sales companies (NSC), dealers or point of sales, bulk
orders or other intermediaries in the supply chain. BTO excludes the order amendment function,
whereby forecast orders in the pipeline are amended to customer requirements, as this is seen as
another level of sophistication for a build to stock (BTS) system (also known as build to forecast
(BTF)).
Materials per Requirement:
Valeo uses Materials per Requirement method for purchasing of materials. Material requirements
planning (MRP) is a production planning and inventory control system used
to manage manufacturing processes. Most MRP systems are software-based, while it is possible to
conduct MRP by hand as well.
An MRP system is intended to simultaneously meet three objectives:
Ensure materials are available for production and products are available for delivery to
customers.
The basic function of MRP system includes inventory control, bill of material processing and
elementary scheduling. MRP helps organizations to maintain low inventory levels. It is used to plan
manufacturing, purchasing and delivering activities.
HRD Measures: HR performance measures are often used in order for an employer to keep track of
the development that has been going on over all the employees in a certain department. This also
includes the health and the staffing as well as the selection performance. From here, the employer will
be able to determine the levels for the recognition and reward
there are four areas here that are targeted in order for the company to get results that are accurate and
required. These are the development on the people area, the rewards and recognition, well being of the
employees and the recruitment and the collection. These four will drive a company towards its goals
when these aspects are well taken care of.
HR Metrics:
The most widely used HR metrics are typically concerned with employee attitudes, employee
turnover, employee skill levels, as well as outsourcing costs, service center operations, the number HR
transactions processed, staffing process, training programs utilization and effectiveness, and
promotions. These measurements are employed by 25 to 75% of all business organizations.
Each metric contains 2 to 5 performance indicators. For instance, employee attitudes metric
includes the following indicators: Job Contentment (the percentage of employees satisfied with their
job), and Manager Contentment (the percentage of employees satisfied with their manager).
Employee turnover metric generally include such indicators, as Cost per Hire (calculation of
advertising, agency fees, employee referrals, relocation, recruiter pay and benefits costs and the
number of hires), Turnover Cost (calculation of termination, new hire, vacancy and learning curve
costs), Turnover Rate (rate of the employees leaving an organization), Time to Fill (the period from
job requisition approval to new hire start date), Length of Employment (this indicator considers the
job title, department, etc.).
Recruiting metric includes Vacant Period (number of overall days the positions were vacant), New
Hires Performance Appraisal (average performance appraisal of new hires, compared to previous
period), Manager Satisfaction (according to the survey of hiring managers, compared to previous
period), Turnover Rates of New Hires (during a specified period), Financial Impact of Bad Hire
(according to turnover cost and cost per hire).
Retention metric includes Overall Employee Turnover, especially in the key positions, Preventable
Turnover (this indicator considers the reasons the employee left the organizations and what measures
may be taken to prevent it), Diversity Turnover (turnover rate in professional, managerial, and
technical positions), Financial Impact of Employee Turnover.
Training and Development metric includes Learning and Growth Opportunities (percentage of
employees who are satisfied with the learning and growth opportunities in the organization), On-thejob learning Contentment (percentage of employees who are satisfied with on-the-job learning, project
assignments for growth and development, and job rotations), Opportunities for New Hires (percentage
of employees who report training opportunities among the top three reasons they accepted the job).
Although most organizations use similar set of HR measurements, however, even common metrics
don't always include standard components. For instance, a common cost per hire metric may
contain different expense categories, such as advertising, online services, background checks and
recruiter costs. Recruiting and staffing metrics may also comprise various aspects. For instance,
organizations usually measure college recruiting by analyzing the source of organization
newcomers and their progress at the workplace.
HR measurements have significant implications for all areas of the business performance. For
instance, employee attitudes and turnover metrics are reported to have key influence on decision
making in the organization.
Welfare Measures taken at Valeo:
1. Canteen Facilities
2. Uniforms
3. Safety shoes
4. Education loan of about 20,000 for the labourers
5. Ayudha pooja gift
6. Medical loan
7. Transport facilties
Manpower planning:
Manpower Planning which is also called as Human Resource Planning consists of putting right
number of people, right kind of people at the right place, right time, doing the right things for which
they are suited for the achievement of goals of the organization. Human Resource Planning has got an
important place in the arena of industrialization. Human Resource Planning has to be a systems
approach and is carried out in a set procedure. The procedure is as follows:
1.
2.
3.
4.
Variations in the efficiency, productivity, flexibility of labor as a result of training, work study,
organizational change, new motivations, etc.
Variations, which respond to new legislation, e.g. payroll taxes or their abolition, new health
and safety requirements
Making future manpower forecasts- Once the factors affecting the future manpower forecasts are
known, planning can be done for the future manpower requirements in several work units.
The Manpower forecasting techniques commonly employed by the organizations are as follows:
Expert Forecasts: This includes informal decisions, formal expert surveys and Delphi technique.
Trend Analysis: Manpower needs can be projected through extrapolation (projecting past trends),
indexation (using base year as basis), and statistical analysis (central tendency measure).
Work Load Analysis: It is dependent upon the nature of work load in a department, in a branch or in a
division.
Work Force Analysis: Whenever production and time period has to be analysed, due allowances have
to be made for getting net manpower requirements.
Other methods: Several Mathematical models, with the aid of computers are used to forecast
manpower needs, like budget and planning analysis, regression, new venture analysis.
Developing employment programmes- Once the current inventory is compared with future forecasts,
the employment programmes can be framed and developed accordingly, which will include
recruitment, selection procedures and placement plans.
Design training programmes- These will be based upon extent of diversification, expansion plans,
development programmes, etc. Training programmes depend upon the extent of improvement in
technology and advancement to take place. It is also done to improve upon the skills, capabilities,
knowledge of the workers.
2. The top-level management is aleady in action to rebuild the team to give the operators and
labourers good effective in-house training.
3. Company picnics and parties have to be encouraged which will lead to a greater
understanding and less communication problems among different groups.
4. The operator work culture have to be studied and efforts have to be made to make them more
organised.
5. 5S procedures of Sorting , Setting the Workplace , Shining the Work area Standardising and
Sustaining have to given more importance and Subsequent training have to be given for the
employees so that they understand the benefits of working in organised manner.
6. Since Chennai is hot most of the times, the labourers and operators find solace in coming and
getting refreshed in the Air-conditioned reception hall. Small refresh rooms can be given to
the employees
7. And because of the heat the employees suffer from bad-odour emanating from their bodies
and this definitely affect the moods of the employees which in turn affects the work progress.
Deodorant sprays can also given to them so these small changes can help in making the
employees work effectively and in an organised manner.
3-Wheeler segment :
Manhindra & Mahindra and Greaves.