1. Mayank Mohan(10BM60048)
Prashant Saurabh(10BM60062)
Sudeep Yadav(10BM60089)

2. Introduction
The TVS group was established in 1911 by Shri. T. V.
Sundaram Iyengar
The TVS group is today a leading player in
automobile and automotive industry
The group has 30 companies and employs more than
40,000 people
TVS motor company is the largest among the group
companies in terms of size and turnover

3. TVS Motor Company
It is India’s third largest two-wheeler manufacturer
and one among the top ten in the world
It has 4 manufacturing plants in country
It has 15 percent market share in the two-wheeler
industry in India
More than 15 million customer
Product offerings in all segment of the two-wheeler
industry in India
Product offerings in three-wheeler industry in India

4. Continued..
Products exported to more than 50 countries
The company entered into a technical know-how and
assistance agreement with Suzuki Motor Co Ltd of
Japan in the year 1982
 The TVS group and Suzuki Motor Corporation
parted ways from their 15-year-old joint venture on
September 27, 2001

5. Products
Two Wheeler
Scooterette - Scooty Pep, Scooty Teenz, Scooty Streak
Scooter- Wego
Motorcycles- Sport, City, Jive, Flame, Apache
Three Wheeler
TVS King

6. Continued..

7. Market Position

8. Continued…

9. Performance
Growth of 13.1 % in sales ( 15.2 lacs units )
Impressive growth of 19.4% in scooters and 30.3% in
mopeds
Profit of Rs. 88.01 Cr against 31.08 of 2009
Launched two new products catering entirely new
segments of the market (Jive and Wego)
Doubled it share in domestic three wheeler market
with extensive sales of TVS King

10. My Project
Analysis and improvement of weekly servicing of model
colours for both domestic & export markets”
Learnings Expected
How painting of products is finalized ? ( Market Research)
How is it implemented ? ( Demand Variability )
Difference between Domestic and Export markets
Improve Upon
“Significant reduction in generation of paint sludge has been
achieved through process improvement, use of textured plastics and
pigmented plastics.” ( Annual Report 2010)

11. Expectations
 How and Why it won the Deming Application Award in Quality Management
 To learn how the company has achieved TQM (Total Quality Management )
for 100 % participation of employees
 Understand how the company completed 1300 projects in one fiscal year
through QC teams
 How is it dealing with rising input material costs through ‘global sourcing of
products’ ?
 Any new product upgrades and strategy behind it ?
 Company is renowned for its R&D : Scope for Blue Ocean Strategy
 Environmental Management System (ISO14001:2004) and Occupational
Health and Safety Management System(OHSAS 18001:2007)

12. Project title.
Develop a model for 'production plan smoothening'
based on annual sales data.
LEARNING PATH.
 Analyze the sales pattern and forecasting of the company.
 Study the strategic and marketing plans of the company.
 Study the levels of capacity, inventory and subcontracting of the
company/facility.
 Study the various constraints of production like capacity, stock
outs, problems in supply chain and subcontracting.
 Study the production plan strategy followed in the company.

13. Expectations.
 To have an overview of 100% automated assembly line.
 To have an overview of various production processes and
strategies followed at the TVS motor company, Hosur facility.
 To get an exposure to various IT packages used in industry for
various purpose like inventory management, PPC and MRP.
 To learn how the company is coping up with sudden rise and
slump in demand.
 To have an idea of the contingency plan of the company.

14. Expectations
Looking for hands on experience in a top most
automobile company of India
Will be looking for the core values of the company
that has helped it in surviving in the automobile
market
To understand the use of IT in manufacturing
companies
Learn the practical implementation of TQM
To understand how the company developed its own
R&D to cope up with the departure of Suzuki motors
from the joint venture