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Dawar Group is led from the front by Mr.

Puran Dawar, a pro-active veteran of the shoe industry in


India. Mr. Dawar is a widely traveled person and has been associated with the shoe industry for
more than three decades. He understands the dynamics of shoe business and how it is conducted in
the international market.

With his clear vision and rock solid dedication, he has brought Dawar Group this far and continues
to lead it with missionary zeal.

He is ably assisted by Sambhav Dawar, the Managing Director. He is a young and dynamic person
with a solid and pragmatic vision of growth and expansion for the company. Mr. Prem Agarwal a
seasoned professional looks after the day-to-day financial and administrative affairs of the
company.

The second rung of the management consists of a talented team of young professionals who handle
various affairs of the company.

Plans are in the offing to further consolidate the position of the Group by increasing production
capacity and deploying new machines. The group plans to reach out to the new and unchartered
markets in the coming times.

It is Mr. Dawar's concern for his people and environment related issues that have endeared him to
one and all. A visit to Group's manufacturing facility and corporate office reflects these concerns.

As the future unfolds, the Dawar Group is all set to grow further and carve out a special niche for
itself in the world market.

Shoemaking
Back in the day, shoemakers were solely responsible for each stage of the
shoemaking process. Today, quality shoes are made using a nesting
manufacturing process. This involves dividing tasks among several
departments within the factory.
A quality men's shoe undergoes numerous stages of production before it is
completed. The precise number of steps involved varies drastically, depending on the
selected production method and the shoe manufacturer. It can take from 68 to 390
different steps. In the past shoemakers were responsible for the entire process, top to
bottom.
Quality shoes are manufactured using a traditional
nesting process
Today, specialized departments within the shoe factory handle the various stages of
production. This method of division of labor is known as nesting. As soon as each
division is done with its respective tasks, the men's shoe is sent on to the next step in
the production process.
Generally speaking, the types of taskseach of which is the responsibility of a single
specialized departmentare as follows: designing (sketches are drawn, shoes are
designed, shoe lasts are prepared, and a punching tool is used), stamping (the pieces
of leather needed to make the shoes are cut and/or stamped), sewing (the pieces
composing the shaft are sewn together), die assembling (the shoes are assembled),
and the shoe room (finishing touches are added and final quality controls are
conducted). The links below will direct you to pages where the various steps are
explained in greater detail, using Goodyear-welted shoes as an aexample
Shoemaking practices are steeped in tradition
All this being said, even the finest manufacturing process is not worth much if the
materials being processed are insuffi cient in quality. Good leather is indispensable to
making a premium shoe. Our predecessors were well aware of this, as a look back
at shoe history reveals. In fact, shoes in general are deeply rooted in tradition. Most
of the types of men's shoes on the market today hearken back to the 19th century,
and their construction has hardly changed since that time. To a lesser extent, this
also applies to reigning dress code . A shoe that is truly high in quality deserves to be
treated with care. After all, quality shoes lend their wearer an elegant appearance
and support fit by providing an ideal foot health . By regularly practicing careful shoe
care , you will be sure to enjoy your shoes for many years to come.
A look into shoe history shows that some traditions continue to this day. In terms of
their construction , classic types of men's shoes have hardly changed over the last
100 years. Premium leather remains to this day an important prerequisite for making
premium men's shoes. When treated with the proper care , quality men's shoes can
even improve in appearance over time. They promise a perfect fit , which elevates
wearing comfort and contributes significantly towards maintaining healthy feet . The
particular qualities of a given shoe, by the way, are largely determined by
the production method used to create it.

An overview of shoemaking:

Designing
Designing entails sketching shoe models and shoe lasts. The resulting templates are
crucial to the later stages of the shoe production process.
DESIGNING
Shoe Lasts
The completed shoe is only as good as its last. Shoe lasts simulate the form of the
human footwith all of its idiosyncrasiesduring shoemaking.
SHOE LASTS

Stamping
The pieces of leather required for shoemaking are cut out and marked during the
stamping stage. This ensures against confusion later on when the pieces are stitched
together.
STAMPING

Sewing
During the sewing stage, leather pieces are stitched together. First the upper, then the
lining. The shaft is reinforced with a toe cap and counter.
SEWING

Assembling
The core component of the shoemaking process. During the assembly stage, high-
quality, Goodyear-welted men's shoes are made from a number of different materials.
ASSEMBLING
Shoe Room
Before shoes land on store shelves, they receive finishing touches in the shoe room.
Here, shoe laces are threaded through, shoe polish is applied, and the shoes are
polished to a high shine.
SHOE ROOM

Maruti Suzuki India Limited, formerly known as Maruti Udyog Limited, is an automobile
manufacturer in India.[8] It is a subsidiary of Japanese automobile and motorcycle
manufacturer Suzuki Motor Corporation.[7] As of January 2017, it had a market share of 51% of the
Indian passenger car market.[9] Maruti Suzuki manufactures and sells popular cars such as
the Ciaz, Ertiga, Alto, Swift, Celerio, Swift Dzire and Omni.[10] The company is headquartered at New
Delhi.[2] In February 2012, the company sold its ten millionth (ten million = one crore) vehicle in India.
[11]

Contents

[hide]

1History

o 1.1Chronology

2Joint venture related issues

3Manufacturing facilities

4Industrial relations

o 4.1Manesar violence

5Products and services

o 5.1Current models
o 5.2Discontinued models

o 5.3Sales and service network

o 5.4NEXA

o 5.5Maruti Insurance

o 5.6Maruti Finance

o 5.7Maruti TrueValue

o 5.8N2N Fleet Management

o 5.9Maruti Accessories

o 5.10Maruti Driving School

6Awards and recognition

7See also

8References and notes

9External links

History[edit]

Logo of Maruti Udyog

Maruti was established in February 1981, though the actual production commenced only in 1983. It
started with the Maruti 800, based on the Suzuki Alto kei car which at the time was the only modern
car available in India. Its only competitors were the Hindustan Ambassador and Premier Padmini.
Originally, 74% of the company was owned by the Indian government, and 26% by Suzuki of Japan.
[12]
As of May 2007, the government of India sold its complete share to Indian financial institutions
and no longer has any stake in Maruti Udyog.[13]

Chronology[edit]
Under the Maruti name
In 1970, a private limited company named Surya Ram Maruti technical services private
limited (MTSPL) was launched on November 16, 1970.[relevant? discuss] The stated purpose of this
company was to provide technical know-how for the design, manufacture and assembly of "a wholly
indigenous motor car". In June 1971, a company called Maruti limited was incorporated under the
Companies Act. Maruti Limited went into liquidation in 1977. Maruti Udyog Ltd was incorporated
through the efforts of Dr V. Krishnamurthy.[14]

Affiliation with Suzuki

In 1982, a license & Joint Venture Agreement (JVA) was signed between Maruti Udyog Ltd.
and Suzuki of Japan. At first, Maruti Suzuki was mainly an importer of cars. In India's closed market,
Maruti received the right to import 40,000 fully built-up Suzukis in the first two years, and even after
that the early goal was to use only 33% indigenous parts. This upset the local manufacturers
considerably. There were also some concerns that the Indian market was too small to absorb the
comparatively large production planned by Maruti Suzuki, with the government even considering
adjusting the petrol tax and lowering the excise duty in order to boost sales. [15] Finally, in 1983,
the Maruti 800 was released. This 796 cc hatchback was based on the SS80 Suzuki Alto and was
Indias first affordable car. Initial product plan was 40% saloons, and 60% Maruti Van. [15] Local
production commenced in December 1983.[11] In 1984, the Maruti Van with the same three-cylinder
engine as the 800 was released and the installed capacity of the plant in Gurgaon reached 40,000
units.

In 1985, the Suzuki SJ410-based Gypsy, a 970 cc 4WD off-road vehicle, was launched. In 1986, the
original 800 was replaced by an all-new model of the 796 cc hatchback Suzuki Alto and the
100,000th vehicle was produced by the company.[14][dead link] In 1987, the company started exporting to
the West, when a lot of 500 cars were sent to Hungary. By 1988, the capacity of the Gurgaon plant
was increased to 100,000 units per annum.

Market liberalisation

In 1989, the Maruti 1000 was introduced and the 970 cc, three-box was Indias first
contemporary sedan. By 1991, 65 percent of the components, for all vehicles produced, were
indigenized. After liberalization of the Indian economy in 1991, Suzuki increased its stake in Maruti to
50 percent, making the company a 50-50 JV with the Government of India the other stake holder.

In 1993, the Zen, a 993 cc, hatchback was launched and in 1994 the 1298 cc Esteem was
introduced. Maruti produced its 1 millionth vehicle since the commencement of production in 1994.
Maruti's second plant was opened with annual capacity reaching 200,000 units. Maruti launched a
24-hour emergency on-road vehicle service. In 1998, the new Maruti 800 was released, the first
change in design since 1986. Zen D, a 1527 cc diesel hatchback and Maruti's first diesel vehicle and
a redesigned Omni were introduced. The 1.6 litre Maruti Baleno three-box saloon and Wagon
R were also launched.

In 2000, Maruti became the first car company in India to launch a Call Center for internal and
customer services. The new Alto model was released. In 2001, Maruti True Value, selling and buying
used cars was launched. In October of the same year the Maruti Versa was launched. In
2002, Esteem Diesel was introduced. Two new subsidiaries were also started: Maruti Insurance
Distributor Services and Maruti Insurance Brokers Limited. Suzuki Motor Corporation increased its
stake in Maruti to 54.2 percent.

In 2003, the new Suzuki Grand Vitara XL-7 was introduced while the Zen and the Wagon R were
upgraded and redesigned. The four millionth Maruti vehicle was built and they entered into a
partnership with the State Bank of India. Maruti Udyog Ltd was Listed on BSE and NSE after a
public issue, which was oversubscribed tenfold. In 2004, the Alto became India's best selling car
overtaking the Maruti 800 after nearly two decades. The five-seater Versa 5-seater, a new variant,
was created while the Esteem was re-launched. Maruti Udyog closed the financial year 2003-04 with
an annual sale of 472,122 units, the highest ever since the company began operations and the
fiftieth lakh (5 millionth) car rolled out in April 2005. The 1.3 L Suzuki Swift five-door hatchback was
introduced in 2005.[16]

In 2006 Suzuki and Maruti set up another joint venture, "Maruti Suzuki Automobiles India", to build
two new manufacturing plants, one for vehicles and one for engines. [16]Cleaner cars were also
introduced, with several new models meeting the new "Bharat Stage III" standards.[16] In February
2012, Maruti Suzuki sold its ten millionth vehicle in India.[11] For the Month of July 2014, it had a
Market share of >45 %.[17]

Joint venture related issues[edit]

Relationship between the Government of India, under the United Front (India) coalition and Suzuki
Motor Corporation over the joint venture was a point of heated debate in the Indian media until
Suzuki Motor Corporation gained the controlling stake. This highly profitable joint venture that had a
near monopolistic trade in the Indian automobile market and the nature of the partnership built up till
then was the underlying reason for most issues. The success of the joint venture led Suzuki to
increase its equity from 26% to 40% in 1987, and to 50% in 1992, and further to 56.21% as of 2013.
[18]
In 1982, both the venture partners entered into an agreement to nominate their candidate for the
post of Managing Director and every Managing Director would have a tenure of five years [19][20]

Manufacturing facilities[edit]

Maruti Suzuki has two manufacturing facilities in India. [21] Both manufacturing facilities have a
combined production capacity of 14,50,000 vehicles annually. The Gurgaon manufacturing facility
has three fully integrated manufacturing plants and is spread over 300 acres (1.2 km2).[22] The
Gurgaon facilities also manufacture 240,000 K-Series engines annually. The Gurgaon Facilities
manufactures the 800, Alto, WagonR, Estilo, Omni, Gypsy, Ertiga, Ritz and Eeco.

The Manesar manufacturing plant was inaugurated in February 2007 and is spread over 600 acres
(2.4 km2).[22] Initially it had a production capacity of 100,000 vehicles annually but this was increased
to 300,000 vehicles annually in October 2008. The production capacity was further increased by
250,000 vehicles taking total production capacity to 800,000 vehicles annually.[23] The Manesar Plant
produces the A-star, Swift, Swift DZire, SX4, Vitara Brezza ,Ritz, Baleno and Celerio. On 25 June
2012, Haryana State Industries and Infrastructure Development Corporation demanded Maruti
Suzuki to pay an additional Rs 235 crore for enhanced land acquisition for its Haryana plant
expansion. The agency reminded Maruti that failure to pay the amount would lead to further
proceedings and vacating the enhanced land acquisition.[24] It plans to set up a plant in Gujarat and
has acquired 600 acres of land.[25]

In 2012, the company decided to merge Suzuki Powertrain India Limited (SPIL) with itself. [26] SPIL
was started as a JV by Suzuki Motor Corp. along with Maruti Suzuki. It has the facilities available for
manufacturing diesel engines and transmissions. The demand for transmissions for all Maruti Suzuki
cars is met by the production from SPIL.

Industrial relations[edit]

Since its founding in 1983, Maruti Udyog Limited has experienced problems with its labor force.
The Indian labour it hired readily accepted Japanese work culture and the modern manufacturing
process. In 1997, there was a change in ownership, and Maruti became predominantly government
controlled. Shortly thereafter, conflict between the United Front Government and Suzuki started. In
2000, a major industrial relations issue began and employees of Maruti went on an indefinite strike,
demanding among other things, major revisions to their wages, incentives and pensions. [27][28]

Employees used slowdown in October 2000, to press a revision to their incentive-linked pay. In
parallel, after elections and a new central government led by NDA alliance, India pursued a
disinvestment policy. Along with many other government owned companies, the new administration
proposed to sell part of its stake in Maruti Suzuki in a public offering. The worker's union opposed
this sell-off plan on the grounds that the company will lose a major business advantage of being
subsidised by the Government, and the union has better protection while the company remains in
control of the government.[27][29]

The standoff between the union and the management continued through 2001. The management
refused union demands citing increased competition and lower margins. The central government
privatized Maruti in 2002 and Suzuki became the majority owner of Maruti Udyog Limited. [30][31]

Manesar violence[edit]

On 18 July 2012, Maruti's Manesar plant was hit by violence as workers at one of its auto factories
attacked supervisors and started a fire that killed a company official and injured 100 managers,
including two Japanese expatriates. The violent mob also injured nine policemen. [32][33] The company's
General Manager of Human Resources had both arms and legs broken by his attackers, unable to
leave the building that was set ablaze, and was charred to death. [34] The incident is the worst-ever for
Suzuki since the company began operations in India in 1983.[35]

Since April 2012, the Manesar union had demanded a three-fold increase in basic salary, a monthly
conveyance allowance of 10,000, a laundry allowance of 3,000, a gift with every new car launch,
and a house for every worker who wants one or cheaper home loans for those who want to build
their own houses.[36][37] According to the Maruti Suzuki Workers Union a supervisor had abused and
made discriminatory comments to a low-caste worker.[38] These claims were denied by the company
and the police.[33] Maruti said the unrest began, not over wage discussions, but after the workers'
union demanded the reinstatement of a worker who had been suspended for beating a supervisor.
[35]
The workers claim harsh working conditions and extensive hiring of low-paid contract workers
which are paid about $126 a month, about half the minimum wage of permanent employees.
[38]
Maruti employees currently earn allowances in addition to their base wage. [39] Company executives
denied harsh conditions and claim they hired entry-level workers on contracts and made them
permanent as they gained experience. It was also claimed that bouncers were deployed by the
company.[36]

The police, in its First Information Report (FIR), claimed on 21 July that Manesar violence is the
result of a planned violence by a section of workers and union leaders and arrested 91 people. [40]
[41]
Maruti Suzuki in its statement on the unrest,[42] announced that all work at the Manesar plant has
been suspended indefinitely.[35] The shut down of Manesar plant is leading to a loss of about Rs 75
crore[43] per day.[44] On 21 July 2012, citing safety concerns, the company announced
a lockout under The Industrial Disputes Act, 1947 pending results of an inquiry the company has
requested of the Haryana government into the causes of the disorder. Under the provisions of The
Industrial Disputes Act for wages, the report claimed, employees are expected to be paid for the
duration of the lockout.[43] On 26 July 2012, Maruti announced employees would not be paid for the
period of lock-out in accordance with Indian labour laws. The company further announced that it will
stop using contract workers by March 2013. The report claimed the salary difference between
contract workers and permanent workers has been much smaller than initial media reports - the
contract worker at Maruti received about 11,500 per month, while a permanent worker received
about 12,500 a month at start, which increased in three years to 21,000-22,000 per month.[45] In
a separate report, a contractor who was providing contract employees to Maruti claimed the
company gave its contract employees the best wage, allowances and benefits package in the
region.[46]

Shinzo Nakanishi, managing director and chief executive of Maruti Suzuki India, said this kind of
violence has never happened in Suzuki Motor Corp's entire global operations spread across
Hungary, Indonesia, Spain, Pakistan, Thailand, Malaysia, China and the Philippines. Mr. Nakanishi
went to each victim apologising for the miseries inflicted on them by fellow workers, and in press
interview requested the central and Haryana state governments to help stop such ghastly violence
by legislating decisive rules to restore corporate confidence amid emergence of this new 'militant
workforce' in Indian factories. He announced, "we are going to de-recognise Maruti Suzuki Workers
Union and dismiss all workers named in connection with the incident. We will not compromise at all
in such instances of barbaric, unprovoked violence." He also announced Maruti plans to continue
manufacturing in Manesar, that Gujarat was an expansion opportunity and not an alternative to
Manesar.[47][48]

The company dismissed 500 workers accused of causing the violence and re-opened the plant on
21 August, saying it would produce 150 vehicles on the first day, less than 10% of its capacity.
Analysts said that the shutdown was costing the company 1 billion rupees ($18 million) a day and
costing the company market share.[49] In July 2013, the workers went on hunger strike to protest the
continuing jailing of their colleagues and launched an online campaign to support their demands. [50]

Products and services[edit]


Current models[edit]

Model Launched Category Image

Omni 1984 Minivan

Gypsy 1985 SUV

WagonR 1999 Hatchback

Swift 2005 Hatchback

DZire 2008 Sedan

Eeco 2009 Minivan

K10 2010 Hatchback


Ertiga 2012 Mini MPV

Alto 800 2012 Hatchback

Celerio 2014 Hatchback

Ciaz 2014 Sedan

Baleno 2015 Hatchback

S-Cross 2015 Mini SUV

Vitara Brezza 2016 Mini SUV


Ignis 2017 Hatchback

maruti ignis specifications 2017 SUV

Discontinued models[edit]

Model Launched Discontinued Category Image

800 1983 2012 Hatchback

Gypsy E 1985 2000 SUV

1000 1990 2000 Sedan

Zen 1993 2006 Hatchback


Esteem 1994 2008 Sedan

Baleno 1999 2007 Sedan

Alto 2000 2012 Hatchback

Versa 2001 2010 Minivan

Grand Vitara XL7 2003 2007 Mini SUV

Grand Vitara 2007 2015 Mini SUV


Zen Estilo 2007 2013 Hatchback

A-star 2008 2014 Hatchback

SX4 2008 2014 Sedan

Ritz 2009 2016 Hatchback

Kizashi 2011 2014 Sedan

Sales and service network[edit]

Car showroom near Eluru


Maruti Suzuki has 1,820 sales outlets across 1,471 cities in India. The company aims to double its
sales network to 4,000 outlets by 2020.[51] It has 3,145 service stations across 1,506 cities throughout
India.[52] Marutis dealership network is larger than that of Hyundai, Mahindra, Honda, Tata, Toyota
and Ford combined.[53] Service is a major revenue generator of the company. Most of the service
stations are managed on franchise basis, where Maruti Suzuki trains the local staff. Other
automobile companies have not been able to match this benchmark set by Maruti Suzuki. The
Express Service stations help many stranded vehicles on the highways by sending across their
repair man to the vehicle.[54][55]

NEXA[edit]

In 2015 Maruti Suzuki launched NEXA, a new dealership format for its premium cars. [56]

Maruti currently sells the Baleno, S-Cross and Ignis[57] through NEXA outlets. S-Cross was the first
car to be sold through NEXA outlets. Several new models will be added to both channels as part of
the Companys medium term goal of 2 million annual sales by 2020.[58]

Maruti Insurance[edit]

Launched in 2002 Maruti Suzuki provides vehicle insurance to its customers with the help of the
National Insurance Company, Bajaj Allianz, New India Assurance and Royal Sundaram. The service
was set up the company with the inception of two subsidiaries Maruti Insurance Distributors Services
Pvt. Ltd and Insurance Brokers Pvt. Limited[59]

This service started as a benefit or value addition to customers and was able to ramp up easily. By
December 2005 they were able to sell more than two million insurance policies since its inception. [60]

Maruti Finance[edit]

To promote its bottom line growth, Maruti Suzuki launched Maruti Finance in January 2002. Prior to
the start of this service Maruti Suzuki had started two joint ventures Citicorp Maruti and Maruti
Countrywide with Citi Group and GE Countrywide respectively to assist its client in securing loan.
[61]
Maruti Suzuki tied up with ABN Amro Bank, HDFC Bank, ICICI Limited, Kotak Mahindra, Standard
Chartered Bank, and Sundaram to start this venture including its strategic partners in car finance.
Again the company entered into a strategic partnership with SBI in March 2003 [62] Since March 2003,
Maruti has sold over 12,000 vehicles through SBI-Maruti Finance. SBI-Maruti Finance is currently
available in 166 cities across India.[63]

Citicorp Maruti Finance Limited is a joint venture between Citicorp Finance India and Maruti Udyog
Limited its primary business stated by the company is "hire-purchase financing of Maruti Suzuki
vehicles". Citi Finance India Limited is a wholly owned subsidiary of Citibank Overseas Investment
Corporation, Delaware, which in turn is a 100% wholly owned subsidiary of Citibank N.A. Citi
Finance India Limited holds 74% of the stake and Maruti Suzuki holds the remaining 26%. [64] GE
Capital, HDFC and Maruti Suzuki came together in 1995 to form Maruti Countrywide. Maruti claims
that its finance program offers most competitive interest rates to its customers, which are lower by
0.25% to 0.5% from the market rates.[citation needed]

Maruti TrueValue[edit]

Maruti True service offered by Maruti Suzuki to its customers. It is a market place for used Maruti
Suzuki Vehicles. One can buy, sell or exchange used Maruti Suzuki vehicles with the help of this
service in India. As of 1 July 2016 there are 1040[65] outlets.[citation needed]

N2N Fleet Management[edit]

N2N is the short form of End to End Fleet Management and provides lease and fleet management
solution to corporates. Clients who have signed up of this service include Gas Authority of India
Ltd, DuPont, Reckitt Benckiser, Doordarshan, Singer India, National Stock Exchange of India and
Transworld. This fleet management service include end-to-end solutions across the vehicle's life,
which includes Leasing, Maintenance, Convenience services and Remarketing. [66]

Maruti Accessories[edit]

Many of the auto component companies other than Maruti Suzuki started to offer components and
accessories that were compatible. This caused a serious threat and loss of revenue to
Maruti Suzuki. Maruti Suzuki started a new initiative under the brand name Maruti Genuine
Accessories to offer accessories like alloy wheels, body cover, carpets, door visors, fog lamps,
stereo systems, seat covers and other car care products. These products are sold through dealer
outlets and authorized service stations throughout India.[67]

Maruti Driving School[edit]

A Maruti Driving School in Bangalore

As part of its corporate social responsibility Maruti Suzuki launched the Maruti Driving School in
Delhi. Later the services were extended to other cities of India as well. These schools are modelled
on international standards, where learners go through classroom and practical sessions. Many
international practices like road behaviour and attitudes are also taught in these schools. Before
driving actual vehicles participants are trained on simulators.[68]

At the launch ceremony for the school Jagdish Khattar stated "We are very concerned about
mounting deaths on Indian roads. These can be brought down if government, industry and the
voluntary sector work together in an integrated manner. But we felt that Maruti should first do
something in this regard and hence this initiative of Maruti Driving Schools." [69]

Awards and recognition[edit]

The Brand Trust Report published by Trust Research Advisory, a brand analytics company, has
ranked Maruti Suzuki in the thirty seventh position in 2013 [70] and eleventh position in 2014[71] among
the most trusted brands of India.

Viewers' Choice Car of the Year published by CNBC-TV18 OVERDRIVE, Overdrive is Indias No.1
Auto Publication for Cars and Bikes in India, has awarded Maruti Suzuki Baleno the Viewers' Choice
Car of the Year 2016[72]

Manufacturing Facilities
7 process shops. 5 assembly lines. Around 1,700 robots.
3 stages of inspection. Takes just 12 hours to make one
car. And we make one car every 12 seconds. In fact,
one more is ready just as you finish reading this line.
It is manufacturing excellence quite at another level. The magnitude becomes clear
when you realise that Kaizen, our philosophy of continuous improvement, has created a
'zero-compromise' quality culture not just for one car or two, but for over 1 million cars
we turn out every year.

Maruti Suzuki vehicles are made through 'Green Manufacturing' processes. All our power
plants use natural gas. We discharge Zero waste outside factory premises. In FY 2011-
12, a total of 12,34,767 cubic meters water was recycled and reused.

Just a few more reasons why there are millions of delighted Indians driving our cars,
with complete peace of mind.

Our Gurgaon Facility


This is where it all began, where the first Maruti 800 rolled out. One that Mr. Harpal
Singh drives to date. A shining example of our manufacturing and product quality.

Spread over 300-acres, the Gurgaon Plant has 25% area dedicated as green area. This
plant turns out 9 lakh cars every year. An advanced K-Series engine assembly has
already produced over 10 lakh advanced K-Series.

Our Manesar Facility

One of Asia's most advanced auto hubs, the Manesar Plant spreads over 600 acres and
houses 3 fully-integrated plants, with an annual capacity of 5.5 lakh cars.

At Manesar, our JV Suzuki Powertrain India Ltd is manufacturing world-class diesel


engines. Currently at 3 lakh engines per year, plans are underway to up production. To
turn out 7 lakh diesel cars annually.