1. Maruti Suzuki India Limited (MSIL, formerly known as Maruti Udyog Limited) is a subsidiary of Suzuki Motor Corporation, Japan. MSIL has be
the Indian car market for over two and a half decades. The company has two manufacturing facilities located at Gurgaon and Manesar, sout
India. Both the facilities have a combined capability to produce over a 1.2 million (1,200,000) vehic
The company plans to expand its manufacturing capacity to 1.75 million
The company offers a wide range of cars across different segments. It offers 15 brands and over 150 variants - Maruti 800, people movers,
international brands Alto, Alto-K10, A-star, WagonR, Swift, Ritz and Estilo, off-roader Gypsy, SUV Grand Vitara, sedans SX4, Swift DZire an
environment friendly initiative, in August 2010 Maruti Suzuki introduced factory fitted CNG option on 5 models across vehicle segments. Thes
Alto, Estilo, Wagon R and
In fiscal 2009-10 Maruti Suzuki became the only Indian company to manufacture and sell One Million cars
Maruti Suzuki has employee strength over 8,500 (as at end Marc
In 2010-11, the company sold over 1.27 Mnvehicles including 1,38,266units of exports. With this, at the end of March 2011, Maruti Suzuki had a
44.9 per cent of the Indian passenger car
Maruti Suzuki's revenue has grown consistently over the years.
Year Net Sales Year Net Sales
2005-06 1,20,034 2006-07 1,45,922
2007-08 1,78,603 2008-09 2,03,583
2009-10 3,01,198 2010-11 3,61,282
The company is listed on Bombay Stock Exchange and National Stock Exchange.
Home : Corporate : Company at a Glance

2. Manufacturing excellence

3. Maruti Suzuki's Million
We began our operations way back in 1983, with the Maruti 800 - the vehicle which brought about a revolution in
the Indian car market.
Today, one in every two cars in India is a product of Maruti Suzuki. Our scale and manufacturing complexity
have today moved to a different league from when it began. We have reached a capacity of one million cars
annual production this year.
This feat is entirely based on the company's constant endeavour to meet aspirations of a large and diverse demography, by providing
the best through innovative products and services.
Today, each car from the Maruti Suzuki factories at Gurgaon, and Manesar, Haryana, North India are the tangible evidence of Quality,
manufacturing standards and efficiency.
Lean Manufacturing Production Management System Facilities
Setting trends in Production Maruti Suzuki has
new products and Management two car facilities in
achieving System (PMS) is India, one at
customer delight the next step Gurgaon and the
starts with towards moving other at
Manufacturing ahead to sustain the Manesar...
Excellence and momentum... more...
Maruti's... more...
more...
Maruti Production System or MPS draws learning's from its parent company Suzuki Motor Corporation's concepts on `lean
manufacturing' under Suzuki Production System i.e. SPS.

4. Setting trends in new products and achieving customer delight starts with Manufacturing Excellence and Maruti's manufacturing
excellence hinges around four important pillars-Cost, Quality, Safety and Productivity.
Cost
Every employee working on the line is 'cost sensitive' and functions in capacity of a Cost Manager. He is a key contributor in
suggesting how to keep costs of production under control.
Quality
A product of poor quality requires repeated inspections, entails wastage in terms of repairs and replacements. "Do it right first time", is
the principle followed to avoid wastage.
To ensure quality, robots were devices and deployed especially where they reduced worker fatigue and were critical in delivering
consistent quality. With consistent improvements in the plant the company was able to manufacture over 600,000 vehicles in 2006-07
with an installed capacity of just 350,000 vehicles per year.
Safety
"Home or work place; Safety takes First Place". This has been the motto of the
company where safety is concerned. Maruti attaches great significance to safety of
its people and strongly advocates that safety at work place adds to quality of the
products and improves productivity of the plant significantly.
In the Japanese manufacturing system, the central role is accorded, not so much to
Quality, Productivity or Cost, but to Safety. When process flow, lay-out and systems
are designed for maximum safety, they automatically contribute to better quality and
productivity.
Production Management System (PMS) is the next step towards moving ahead to sustain the momentum. It is a strategy to achieve
Manufacturing Excellence evolved through participative approach. The system is people driven and ensures involvement of all levels
(Managers, Executives, and Supervisors).
The concept ensures participation and error free communication. The result is clarity of content, better understanding and openness
towards feedback. These values make PMS a sustainable system. Having achieved the target of selling a million cars in the financial
year 2009 - 2010, PMS has lead the production team towards greater enhanced productivity with perfection.

5. PMS is derived from the basic Japanese principles of 5S, 3G and 3K
In order to bring an improvement in overall processes and systems in Production Division through involvement of all levels, PMS was
launched in Maruti Suzuki. Through various phases of PMS the company embarked on its journey of bring in a) Clarity of Role, Non-
duplication of work, Ownership, Commitment and Standardization in all our process and systems across the production division.
Challenge 50 Click here to know more
In the year 2002, to match up to the standards of Suzuki¿s best global plant in Japan - the Kosai plant, we set upon a target of
a 50 per cent improvement in productivity by 2005. This mission was termed Challenge 50.
This challenge was approached in totality. Each process in the production and manufacturing plant was scrutinized and
assessed. Layouts were altered, innovative equipment and processes were introduced and operations relentlessly made lean
and efficient.
In-house automation also played a major role in Challenge 50. We devised robots and deployed them, especially where they
reduced worker fatigue and were critical in delivering consistent quality.
At the end of three years, we achieved 46 per cent increase in Productivity, and a 30 per cent improvement in quality and cost
- a tribute to the vision, courage and team work of our people.
Production Management System Click here to know more
Challenge 50 helped us improve our plant productivity by 46 per cent in three years and cost & quality improved by 30 per
cent.
Moving ahead, the next target was to sustain this momentum.
Production Management System (PMS) was the next bold step in this direction.
PMS is a strategy to achieve Manufacturing Excellence evolved through participative approach.
PMS is
A system which is people driven and ensures involvement of all levels ( Managers, Executives, Supervisors )
A system which ensures ownership
A system which brings in standardization of systems & processes
A system which ensures Sustainability
PMS has entered the fourth phase of implementation and the results have been overwhelming.
Excellence through participative approach

6. PMS is a bottoms-up approach where people of the work area are encouraged to give solutions to the problems at their end. It
is implemented across levels. This motivates the operator and ensures his “ownership” all through the solution finding process.
The concept ensures participation and error free communication. The result is clarity of content, better understanding and
openness towards feedback. These values make PMS a sustainable system.
Clarity of the Role
One of the aspect that have bothered hierarchical structures is the clarity of the roles and responsibility across strata. Clarity
on what is expected out of a supervisor, a manager or a technician at the shop floor has brought in structure and
standardization to production management at Maruti. The result is that job duplication is eliminated and no man-hours are lost
in understanding what each person is expected to do.
The outcome of such clearly defined roles is increased efficiency of operations.
Bringing in Standardization
Through such people participation, PMS has brought in standardization that eliminates any scope of confusion at shop floor. A
visual consistency across the manufacturing facilities is notable. Bins and trolleys are earmarked for tools and components.
Pictorial charts explaining processes and procedures are pasted at convenient and strategic points helping shop floor
employees understand various mechanisms with ease.
Wherever possible a colour coding control or visual control is followed to eliminate operator errors arising out of language
constraints. This helps in clear distinction of different model and its components.
All around Gains
These processes have led to many operational improvements that have saved cost and time. At the same time these have
brought in operational ease and a defined activity flow and sequence.
Marching ahead towards the goal of selling a million vehicles by 2010, PMS will lead the production team towards greater
enhanced productivity with perfection.
Home : Corporate : Suzuki Motor Corporation
The Company started its business in the year 1909 as Suzuki Loom Works and then was
incorporated as Suzuki Motor Corporation in the year 1920.
With headquarters at Hamamatsu, Japan, Suzuki has steadily grown and expanded its business
across geographies. During the post WW II period, the company's 'Power Free' motorized bike
earned a good reputation.
Post the success of its first motorized bike 'Power Free', the company launched a 125cc
motorcycle 'Colleda', and later launched its first lightweight car 'Suzulight' that marked the start
of Japan's automotive revolution. Each of these products were epoch-making in their own right
as they were developed and manufactured by optimizing the most advanced technologies of that

7. period.
Suzuki today offers its customers a wide range of motorcycles, automobiles, outboard motors and related products such as
generators and motorized wheelchairs.
Suzuki's trademark is recognized throughout the world as a brand that offers high quality, reliable and genuine products. Suzuki
stands behind this global symbol with a determination to maintain this confidence in the future as well, never stopping in creating
such advanced 'value-packed' products.
Financial highlights for FY 2009 (1 April 2009 - 31 March 2010)
Net sales ¥ 2.5 trillion (up 1.3% y-o-y)
Operating Income ¥ 80.0 billion (up 0.8% y-o-y)
Net Income ¥ 30.0 billion (up 3.8% y-o-y)
The company's consolidated profits exceeded those of the previous year with ¥79.4 billion of operating income (103.2% y-o-y),
¥93.8 billion of ordinary income (117.8% y-o-y) and ¥28.9 billion of net income (105.4% y-o-y).
Suzuki develops products for the new generation and changeable lifestyles, constantly creating new
technologies and applying them to products with affluent imagination. The team covers a wide range of latest
advances in energy, environment, electronics, communication, information and control applications.
For more information visit http://www.globalsuzuki.com/index.html
Suzuki positively tackles environmental issues with all its products and business activities. Suzuki is continually carrying out
research for the further development of four-wheel vehicles particularly in the improvement of fuel economy and the reduction of
gas emissions and noise.
Home :
Maruti DNA Our Network Board of Directors
The company has a sales network of 802 centres in 555 towns and cities, and provides service support to
workshops in over 1,335 towns and cities (as on March 31, 2010). The company is focused on rapidly expa
service further across the