I feel like I am living my dream. My team. will do anything I ask for! I can handle any function now!

Transcription

1 10 DTI at Ch h i n d wa r a 12 Leyland Deere th Improve As h o k Le y l a n d Em p l o y e e s Jo u r n a l Ma r c h 2013 I can handle any function now! I feel like I am living my dream. My team will do anything I ask for! I am really proud of the work done in such a short period

2 cover story Great minds make great Banners Banner Project Leaders with the Top Management, Board members and Mission Commanders at the first review session held in July Anything is possible, with the right data and the right people. Feels like I have made a mark on the industry as a whole! I can handle any function now! I am really proud of the work done in such a short period. My team will do anything I ask for! I feel like I am living my dream If one had to capture the status messages of a bunch of Ashok Leyland executives who have just completed or are in the process of completing their banner projects as team leaders, this is how effusive those would read. For, the experience has left them so. Positive and highly motivated, along with an insatiable appetite to scale new heights and conquer more challenges. Ashley News / March

3 Banner Beginnings It was in April 2012 that 80 banner projects were identified as those that would be critical towards implementing the organizational MPB goals for the year and thereby take us closer to the Vision. And who better to bear these banners than the bright young executives who had already been identified by HR through an Emerging Leaders Programme (ELP)? 9 Boards with COT members were formed and 25 Missions identified, with focus on product, quality, cost and market share improvements. Functional experts were roped in as Mission Commanders and the 80 projects were tied to these Missions. The project leaders drawn from emerging leaders were given full freedom to choose their teams, across functions. And depending on the nature of the project, team strength could be anywhere between 5 and 10. While some got to do a project closely related to their functional domain, most got a cross-functional project, providing for a radically different playground to prove their mettle in. So what is that important factor that differentiated this from any such initiatives taken up earlier? It had to be the unbelievable time targets. Some of the areas being explored needed in-depth and hands-on work, that three-month-deadlines looked incredibly short in the beginning to many! Reason why the executives were relieved of all their line responsibilities and devoted themselves to the project at hand completely (of course, in some cases this was not entirely possible and current job responsibilities were juggled with in between). But with focused goals and clearly articulated action plans that were signed off by all concerned, it was all-out carpet-bombing for the teams. All banner projects were identified as organization-wide priorities and leaders focused on execution, ably supported by the Management. At the heart of this initiative is the high impact action learning philosophy solving a challenge or a problem in an unchartered area and finding answers that may not be available currently. For accelerated development of leaders, action learning is the most effective route and the way it has been rolled out and nurtured by top leadership is an industry benchmark. All elements were critically followed, starting from selection of projects that are live and derived from current strategic goals; involvement and sponsorship of top leadership through Board reviews; coaching and co-ownership by Mission Commanders; sense of urgency through unheard of timelines, clear charters with metrics and expected ROI, explains Kalpana Ganesh, GM-HR and adds that through this process we have tangible business benefits on the one hand and leaders who have experienced a hyperbolic development on the other. They have gone back to much enhanced or new roles. Banner projects are definitely here to stay. Bearing the Banners - with pride From KMPL improvement in trucks and buses to product cost reduction and market share improvement, it was actually a varied, multi-pronged attack in the guise of banner projects. Till date, 60 projects have been completed, initiated as part of either Wave One or Wave Two, inform Karthik Jayaraman and Karthik Ganesan of Business Planning, to whom goes the credit of steering the initiative on the ground and guiding the projects to completion. And these waves have sure moved mountains! 10-12% improvement in fuel efficiency on MAV trucks Enhancement of production and supplier capacity for H engines at Hosur immediately benefitting PSB and Ecomet sales A close re-look and deletion of unwanted components in an FESLF bus that resulted in a projected saving of Rs 15 Crores per year Achieved 16% fuel saving by migrating from AL to H engines for harvester combine application (In fact, a complete migration of the PSB portfolio to the H platform has been effected). Introduction of truck-on-truck logistics for finished goods transportation a first in the Indian CV industry! cover story 3 Ashley News / March 2013

4 cover story Team spirit and a can-do attitude were core ingredients for all banner projects. Here is a team that slogged it out at the body builders for getting the new ICV school bus ready. Significant market share increases for MAVs in Indore, Kolkata and Delhi; Tippers in Gujarat Improved market share by demonstrating assured service through EcoXpress Increased participation of mechanics in emitr programmes by 33% Improvement in quality metrics through the chain And moving these mountains were leaders and team members drawn from across the Company, across functions. Hierarchies did not matter, nor did reporting structures. We could walk into any cabin or cubicle, with our banner project identity and get what we looked for. Awareness was clearly there and MD s periodic messages highlighting the crucial nature of the projects helped us totally, say the leaders. For Kalyan S Hatti, a PD man by his own submission, his banner project on increasing the market share for Tippers in Gujarat, gave an opportunity to develop a network beyond traditional PD, a place where I could see myself differently and gauge my hidden potential. He recounts how his experience of meeting a totally different set of people from roadside mechanics to dealers (owners and executives) and our own field staff has changed his perceptions so drastically. Today, I understand the service engineer s side of a story, the perspective of a dealer and customer profitability much better, he says and adds that the best part was to learn and implement the learnings immediately on a live project, aligned to business delivery. Rajendra Deshpande, with Program Quality, is glad that his team s project on defects identification has thrown up an MIS of defects, a veritable knowledge bank for the entire Company. He also recalls how the team had tremendous fun, breaking down the truck to 18 major sub-systems and major sub-assemblies thereafter, to analyse each and every component as a potential root cause and acknowledges the full support the team got from Manufacturing. Fun they had... Ask Chandrasekaran Bhaskaran from PD, whose team successfully completed the full design and proto model of the new 46-seater ICV Front Entry School Bus in a record 68 days, and he says these past six months have been the most thrilling of my ten years here in Ashok Leyland. With a great sense of pride, he recalls how the team came together, changed the way they worked, changed their very attitude, pushed boundaries and saw deliverables in a new light. In those cold, long nights hauled up at the body builders, in a no man s zone in the Andhra hinterland, was forged a bond that by the end of the project resulted not only in a remarkable product but also some close friendships! To M S Sreekumar, who spearheaded the most innovative Truck-on-Truck project (which aims to deliver totally defect-free and zero-km-driven trucks at the customer s doorstep), it was sleepless nights initially. Because the investment the organization was willing to make in this was so huge that I just could Ashley News / March

5 cover story not rest peacefully. But today, that is no match to the tremendous sense of satisfaction it has given to see how the project has altered not only the way Ashok Leyland moves its trucks, but has made the entire industry sit up and take note of this new and profitable initiative, he says, pointing out that more than 9,000 Ashok Leyland vehicles have already been delivered, the ToT way! With Pantnagar in the North and Hosur/ Ennore plants in the South, geography is on our side and helps guarantee return loads for transporters, who again need to invest more in securing these exclusive trailers. There too, we have convinced them to buy our tractors, 100%. As on date, 18 transporters have enrolled and 600 chassis carriers are in use, he says, obviously with a sense of pride at having changed the logistics contours of an entire industry! For Abhishek Abiranjan, the sense of pride has a different source. Leading a banner project on launching a portfolio of fully built buses on the 816 mini bus platform out of the Ras Al Khaimah plant, Abhishek Abhiranjan from International Operations, derived immense satisfaction from keeping his team motivated. And that involved getting at least a couple of his team members (first time overseas travelers) from PD and Pilot Production, Ennore to travel to Ras Al Khaimah to understand the processes there. Having worked in South Africa and GCC as part of his Exports portfolio and also as a plant representative for Exports at Hosur, Abhishek brought his all-round experience to the banner and could mobilise support from associates in the plant. He says how the co-operation extended all around Truck-on-Truck a whole new way to reach brand new trucks to the customer s door step. Abdul Kareem of Pilot Production, Ennore, helps fellow associates on the shopfloor in Ras Al Khaimah. 5 Ashley News / March 2013

6 cover story Banner project leaders with the top Management, Board members and Mission Commanders at the second review session held in December, 2012 helped in achieving an otherwise huge task (of setting up a separate line for minibus in RAK) in a record time. With two protos done and 10 in SOPP, the customized minibus is all set to become a regular model out of the RAK line. It was this total alignment and communication that every banner project brought about, feels T Rajadurai of Corporate Pricing, who led a successful cost reduction project on the FESLF bus. It was a clearly laid out journey towards very clear goals, he says adding that his banner experience has helped him understand and appreciate the workings of other functions much better and I have also learnt to share info the way others want it. That itself is actually an art! On being Guides and Mentors Thanks to the banner project of K. Anbazhagan and his team, the drivers and mechanics of M/s Karkar Agro Industries Pvt. Ltd., Patiala, are happy customers of the new H4 engines powering their harvesting machines used on wheat/paddy fields. Along their banner project journey, the teams had the able support of the Board Members (EDs and functional Heads) and Mission Commanders (functional level top managers). They were always available for any bit of guidance or course correction that the teams needed. But as R Sivanesan, SD-Central Quality points out the team leaders were given a free rein, because that s how you encourage out-of-the- box thinking. We were there to guide them but the process to reach the desired objectives was entirely drawn and executed by them. In a sense this gave the youngsters, limitless power to think and act on their own. When you do not have constraints to pull you down, when you do not carry the baggage of the past, when you think from level zero, that s when breakthrough thinking happens, he explains. For the truck-on-truck project for example, when the cost constraints were taken away from the team, look at what they achieved - not only was the DPV target of 0.8 easily met, it resulted in many other ripple benefits like other repair costs coming down, not to forget the boost it gave to the brand image of Ashok Leyland, when a neat, new vehicle arrived at the customer doorstep, he adds. Charu Belsare, ED-PSB and Board Member for four successfully closed projects, recalls the initial project identification stage, which was a marriage between what s good for the customer with what s necessary for the Company to describe how issues that addressed each and every customer segment was taken up. And today I can visibly see the impact in every customer segment of PSB be it improving the aesthetics of an engine or migration to H engines these projects have definitely increased the volumes of the business and therefore improved the bottom-line, he says. Reiterating the individual development such an exposure offers, Belsare is quick to add that once the project is closed, permanent ownership is assigned and the process is documented. It is the responsibility of the function that benefits from the project to ensure that the ropes to the past are not cut, he points out, echoing Sivanesan s belief that once a banner project is implemented, its sustenance becomes the organisation s responsibility. S Rajesh, GM-Buses, and a Mission Commander for eight projects, feels the benefits themselves will Ashley News / March

7 Future banners/leaders Addressing banner project members after his second review session held in December last, Dheeraj G Hinduja, Chairman, had this to say: It is really heartening to see the improvements done by all of you. The leadership qualities in you have come to the forefront and that is very important. I also see that each one of you is very passionate about what you do. All this sharing of information and working together as a team is ultimately doing good for Ashok Leyland. As I have said before, the spirit of banner projects is in the DNA of this organization. It is important to sustain these improvements. It is important for each one of you to be personally attached to your project. Ultimately, the customers have to see this new way of doing things And that probably sums up the future direction of banner projects. A new way of doing things, that can be seen and felt by the customers. And as for banner project leaders, as Vinod Dasari, MD, said You are like the rudders that manage turbulence in a large ship. Banner projects are not just about improvements. The whole initiative is about leadership development. You are our future leaders! cover story ensure that the projects will be sustained. To him, the more amazing aspect of this exercise was to see youngsters from totally different functions performing very well in hitherto unexplored areas. We had an executive from Project Planning work on market share improvement in Ludhiana and I was quite impressed with some of his out-of-the-box ideas, he points out. He also credits the confidence and go-getter attitude of the younger generation that constantly pushes for action. A project like the long wheel base Stag front entry school bus would have taken much longer if not for the banner project, he feels and is happy that the product is ready in time to meet the demand of the academic year beginning this June. Rajive Saharia, ED-Marketing and a Board Member, sums it up best when he says: I was skeptical about banner projects when the idea was first floated: interventions yield quick results, but become difficult to sustain and secondly, the duration of three months could be inadequate for a person moving across from another function. I was partly wrong. In certain cases (like the Tipper sales project in Karnataka or MAV sales project in Kolkatta, engine aesthetics and many others), the teams gelled, did a quick but thorough mapping of issues, and were able to address key issues, and prove to the operating team that once we activate right, and re-organise ourselves, address our mindsets and fear of failure, we can yield quick results, and yes, they are sustainable. Projects like the Truck-on-truck movement, where we now have a new process established, have created a new business - a first in the industry is something that would have otherwise taken much longer. Irrespective of the outcome of the project, in each case, the leaders and the associated teams have gained substantially. We have people who now appreciate the other side / dimensions of the business, and are far better laterally networked. It has been of huge benefit not only to the project leaders, but to the extended teams where they worked. It has broken many functional barriers and the teams have thought through the business instead of the function. And that s a huge gain to the individuals and hence to the organization! 7 Ashley News / March 2013

8 news India s most efficient 5-axle rigid truck launched The entire development and roll-out of the model, from the time the design was signed-off in March 2012, has been done by a Banner Project team led by K Veerandran of PD. Riding on the positive response to the U3723H displayed at Auto Expo 2012, Ashok Leyland launched the 5-axle 3718il, offering a payload of up to 25 tonnes - the highest in rigid trucks. Feature-rich, the 3718il, in a 10x2 configuration, promises superior performance, durability and best-in-class operational efficiency. Its five axles (two steerable front axles, two rear axles and a self-steerable pusher lift axle at the middle) give the vehicle better balance and greater efficiency in carrying more loads. The lift axle automatically lifts when the vehicle is running in an unloaded condition, translating into additional fuel sav- ing and enhanced tyre life. The 3718il is also equipped with a user-friendly in-line fuel injection pump for higher mileage and lower maintenance cost, a 9-speed gearbox and is powered by a proven, fuel-efficient 180hp H series engine. Vinod K Dasari, MD, explained the significance of the product thus: With the rated payload regime gaining ground because of stricter implementation and the quantum of loads increasing, our 3718il is just the vehicle with enhanced load carrying capacity - more economically - to enhance our customers profitability. Our 3718il has been strategically positioned as a segment splitter: it will be attractive for the hitherto 31-Tonne truck customers owing to its fuel efficiency and extra load carrying capacity while the tractor trailer customers will find it attractive because of better maneuverability, lower operating and maintenance costs. The deep section frames of the 3718il ensures higher load carrying capacity while a long loading span of 29.5 feet enables it to take loads of any density or dimension. Further, the 10x2 configuration makes for superior maneuverability compared to articulated trucks in varied load and operating conditions. The 3718il is best-suited for applications like market load, cement, coal and steel. Did you know? From November 2012 onwards, Ashok Leyland has introduced Twin Speed Rear Axles in 25Tonne and 31Tonne trucks in both 6x2 and 8x2 configurations. Ideal for an open highway condition, the technology allows the driver to shift to fuel-economy mode, while cruising, just by pressing the Twin Speed button. The technology also offers benefits of faster turnaround, improved driveability and reduced noise levels. The roll-out is being done across the country in a phased manner. It will soon be extended to 4x2 Haulage and buses as well. Ashley News / March

9 STALLION Kavach from ALDS Ashok Leyland Defence Systems (ALDS), a joint venture company, engaged in the manufacture of specialized tactical and armoured vehicles, unveiled the STALLION Kavach, an Armoured Troop Carrier (ATC) for the paramilitary and police forces. It is a fact that insurgency and the threat of terrorism in several parts of our country means that there is a need for highperformance, specialized tactical and armoured vehicles and Ashok Leyland Defence Systems is well positioned to leverage technologies and partnerships to address these requirements, said Dr V Sumantran, Chairman, ALDS. Built on the tested and proven STALLION platform and entirely indigenously developed, the Kavach is specially designed for the safe movement of troops and police forces, during counter insurgency operations, with protection levels of NIJ Level III for the crew compartment and 2 HE grenades under the floor. Configured as a 4x4 all-wheel drive, the STALLION Kavach is equipped with a powerful 135kW engine. Safety is addressed through a solid blast protection body to protect troops against a blast of 5 kg of explosives from a distance of 30 meters and can seat at least 12 personnel, including the driver, on special fragmentprotected seats. The STALLION Kavach is provided with 12 self-locking gun ports, a 360 rotatable turret with view port and gun mount, one rear roof hatch for emergency exit and specialized lighting and communication systems. The Kavach enjoys the versatility of the STALLION platform and can be modified into a Command Post, Communication Vehicle, an Ambulance or even a Bomb Disposal vehicle. It will add to the increasing range of tactical and armoured transport solutions from ALDS. news Swadesi Lift Participants of SIAT 2013 held at ARAI, Pune witnessed Ashok Leyland beat scores of many automotive players to win the coveted Mahesh Modi Environmental Technology Award. Our in-house suspension prototype submitted for the competition as Ashok Leyland s Swadesi Lift Axle won the third prize. The Mahesh Modi Award was instituted by ARAI To recognize and honor outstanding technical innovation that has helped India towards environmental improvement. While typical environmental outlook in auto industries has been primarily towards cleaner emissions, we took an unorthodox non-emission route by offering our lift axle as an enabler. A good suspension reduces tyre wear, offers traction and increases fuel economy. AL s lift axle was completely developed in-house and stands level with the best. This innovative journey has also seen the happy fallout of a number of patent submissions. Our in-house technology is yet another testimony to the fact that Ashok Leyland engineers are good at engineering fairly complex commercial vehicle systems ground-up. A beaming Dr. Sahaya Grinspan, who was responsible for conceiving and engineering the suspension, was clearly thrilled: To represent and receive the Award on behalf of Ashok Leyland amidst many industry stalwarts, was a great experience. He never fails to thank all the support offered by the product development team: At every stage of the project, the assistance and support I received from colleagues were excellent. Every project is team work and this came so far due to encouragement and support from all sides. Dr Sahaya Grinspan receiving the award from Ambuj Sharma, I.A.S, Member- SAEINDIA (Joint Secretary, Dept. of Heavy Industries Government of India). The award consists of a plaque, merit certificate and fifty thousand rupees cash. Inputs from: Dr Satya Prasad, Advanced Engg 9 Ashley News / March 2013

10 Chhindwara has one more claim to fame news (TOP) Hon ble Union Minister for Urban Development, Kamal Nath, unveils the inauguration plaque in the presence of R Seshasayee, EVC-Ashok Leyland. B Venkat Subramaniam, ED-SABI, is also present. (BOTTOM) Minister checks out the simulator first hand. Date with Lions! Driving into the district of Chhindwara is a facilitating experience with thick stands of palm trees lining the road on both sides and the Hon ble Minister for Urban Development and Parliamentary Affairs, Shri Kamal Nath, staring down at you from a plethora of huge hoardings. The entire district was agog with the Minister s visit with festoons on the streets, music blaring from loud speakers and security guards looking prim and alert. Hogging a part of all that excitement and attention was Ashok Leyland s third Driver Training Institute (DTI) on the morning of February 18, Situated about 10 kms from the town, the institute looking pristinely white and traditionally bedecked, basked in the hot sun waiting to be inaugurated by Chhindwara s true son of the soil. An integral part of the Company s robust driver care programme, the foundation stone of the DTI had also been laid by the Hon ble Minister himself just under a couple of years before in April, Spread over a total area of 14.5 acres with a built-up area of 40,000 square feet, the DTI has two blocks of buildings housing class-rooms, a laboratory with cut sections, a vehicle demo area, a library, administrative offices, a kitchen, dining hall and a 75-bed hostel. There is also the show piece the state-of-the-art, 6 degree of freedom, motion training simulator, the second in the country after Namakkal. Outside are tracks of all possible configurations stretching over an area of 19,000 square meters. A sudden flurry of activity saw security vehicles screaming to a halt, security and support staff running about and then the Minister was at the gate to cut the ribbon and officially inaugurate the DTI. With photographers and media persons flitting around him like moths around a flame, the Minister was conducted on a quick tour of the facilities that also included unveiling of a plaque, a bus ride around the tracks, trying out the simulator and addressing a press conference. Against the backdrop of a serious shortage of skilled drivers in Chhindwara, a District in Madhya Pradesh, is believed to have been full of Chhind (Datepalm) trees many years ago and hence named Chhindwada ( wada meaning place). There is also another story that because of the population of Lions (called Sinh in Hindi), it was considered that making entry into this district is akin to entering the Lion s den. Hence it was called Sinh Dwara ( Dwara meaning entrance). the road transport sector, the need for well-trained commercial vehicle drivers has assumed grave criticality, said the Hon ble Minister. I am aware of the pioneering work that Ashok Leyland has already done in the area of providing trained drivers to the industry and today s inauguration of this new Driver Training Institute is one more significant step in the right direction. I am delighted that this institute will also help create more employment opportunities for the youth of this region, especially those from the less privileged sections of society for whom this institute will represent an opportunity to make a career. Our Driver Care programme connects with the driver community at three levels, said R Seshasayee, Executive Vice Chairman, Ashok Leyland. At the core, is their relationship with our vehicles and we have constantly been working at improving their overall drivability. At an important second level, is the driver training institutes that train and prepare drivers for life both on and off the road. Finally, there is an emotional connect, for which we have some key initiatives in place in the areas of health and education for their betterment. At the end of the inauguration function, the Minister climbed into a glinting blue chopper and took off to bring to an end to the festivities but marking a beginning of the task for the Company to bring DTI Chhindwara to the caliber of the other DTIs at Namakkal and Burari that are considered among the most comprehensive in India s private sector that have cumulatively trained over 500,000 drivers thus far. Two more DTIs at Kaithal (Haryana) and Bhubaneswar (Odisha) are close to inauguration while another at Rajsamand (Rajasthan) is under construction. Ashley News / March

11 Dheeraj G Hinduja, Chairman Ashok Leyland chosen the CV Man of the Year 2012 Pantnagar and Alwar win Energy Conservation Awards The Pantnagar and Alwar units of Ashok Leyland have won the nation s most coveted Energy Conservation Awards given away by the Ministry of Power, Government of India. While Pantnagar won the second prize in the Major Consumer category, Alwar won the second prize in the Minor Consumer catergory both in the automobile sector. Here are the Awards Committee s observations on the various energy conservation measures that earned them the distinction: news Sridhar Chari, Editor CV Magazine, explaining the rationale behind the Magazine s choice of the recipient of this esteemed annual Award, said: He is not your average scion, who puts in a swagger and makes glib presentations. Unassuming, thinking and measured, he has been able to preside over the fortunes of a major corporate group s activities in India with notable ease. As part of these responsibilities, the MBA from Imperial College London has overall charge of one of India s foremost CV manufacturers. His assured leadership has helped to introduce fresh energy and purpose to the OEM s trajectory. Gaps in market coverage are being bridged fast, even as nontraditional export markets are being actively explored. Our Man of the Year has led this company s successful forays into the small and light commercial vehicle and construction equipment markets. In either case, he has shown commitment towards forging mutually fulfilling partnerships with strong foreign partners. It is perhaps the same people skills that have enabled him to put together a truly accomplished corporate leadership team. We would want this quiet performer to step into the limelight for a change. Alok K Gupta, Plant Director Pantnagar, receives the award from Shri Pranab Mukherjee, Hon ble President of India and Shri Jyotiraditya M Scindia, Hon ble Minister of State for Power, Government of India. Pantnagar The Plant has implemented many ideas to make it energy efficient right from the beginning shop sheds are covered with double insulated sheets to reduce heat load, sky light sheets are used for natural illumination, wind ventilators for natural ventilation, etc. Automatic Power Factor Correction (APFC) Panels are used for maintaining power factor uniform. All energy meters are compatible with SCADA connectivity and many more to make it energy efficient. The plant has also taken measures to become self-sustainable by conserving water through rainwater harvesting, and promote the use of alternative fuels instead of diesel. Alwar The Plant has reduced its fixed power consumption as well as specific power consumption in a considerable manner. Many energy saving projects have been done for reducing the consumption of the major load centres of lights, man-coolers, air compressors, offices, presses and conveyors. The plant has also introduced non-conventional energy sources in its plant like solar and wind energy to control power consumption. A K Chopra, GM-Alwar, receives the award from the President and the Minister. 11 Ashley News / March 2013

12 report One year of Leyland Deere The product has adequately proven its qualitative superiority and the bouquet of customer support services are redefining industry benchmarks. Leyland Deere, the brand born out of the Ashok Leyland John Deere Joint Venture completed one successful year in the market with the first product, the 435 Backhoe Loader (BHL), slowly but gradually beginning to gain ground in its markets of play. First showcased in November 2011 at EXCON, the construction industry s largest trade show, the 435 BHL was initially launched in the four southern Indian States. Within three months of launch, the 100th machine was shipped out and the 500-mark was breached in October The going has been tough what with having to combat a well-entrenched market leader with considerable reach and customer loyalty but the 435 BHL has adequately proven its qualitative superiority and the bouquet of customer support services are redefining industry benchmarks. A case in point is the unmatched Mean Time To Restore (MTTR) of 4.66 hours that Leyland Deere is able to achieve through a welltrained, committed set of channel partners, a detailed service and product training programme, review and feedback mechanisms, same day parts availability and excellent warehousing facilities. All this has translated into Leyland Deere bagging big orders from two heavyweight institutions the Association of Earthmoving Equipment Owners both in Chennai and Nellore and emerging as the No. 2 brand in the Chennai, Nellore and Bangalore nodes. Buoyed by this success, Leyland Deere is now spreading its wings and has already launched in Maharashtra with more States in the western and northern regions of India in its line of fire. With all the initial teething issues resolved, Leyland Deere is poised to sink its teeth into the juicy opportunities that the construction equipment space offers. Ashley News / March

13 A Dost turns one! The Anniversary edition of Dost was embellished with attractive body hues and graphics, specially designed bull bars, fuel tank guards and skirt panels, LED lights and arm-rests, all sitting on top of the tested and proven chassis and drive train. report Standing at one of Ashok Leyland s corporate office windows with a branded coffee mug in hand and peering down at the chaos called traffic on Anna Salai, a most heartening sight is that of a Dost zipping through on its busy way making important last-mile deliveries or off for new pick-ups. This sight has dramatically increased in frequency in recent times as more and more of Dost have driven out of the Company s Hosur plant onto the roads of 9 Indian States. September 11th (an otherwise infamous date for obvious towering reasons!) was made auspicious for the Company as Dost turned one, completing a year of successful performance. To commemorate the occasion, an anniversary edition of Dost was unveiled embellished with attractive body hues and graphics, specially designed bull bars, fuel tank guards and skirt panels, LED lights and arm-rests, all sitting on top of the tested and proven chassis and drive train. The occasion was also an opportune moment to both look back in satisfaction of having produced a winner and look to the future in anticipation of sustaining its triumphant run. The quiet confidence for a continued suc- cess stems from initial customer reactions who have given Dost a rousing thumbs up and as Dr. V. Sumantran, Vice Chairman, Ashok Leyland and Chairman, Nissan Ashok Leyland Powertrain Ltd. says, We had attempted to redefine the benchmark among small LCVs. The results over the past year, measured by customer satisfaction, sustained waiting list and rising share of market are greatly appreciated by us at Ashok Leyland. More than 30,000 Dost vehicles are now in active service so the watcher at the corporate office better watch out or his coffee will grow cold! March 2013 Editor Assistant Editor Correspondents Alwar Bhandara Ennore Vinod Chacko Priya M Rao Vinay Bharadwaj Arvind D Boradkar G Ramakrishnan M Arul Krishnan P Kaniyavan P Meikandan V Krishna Kumar B Murthy G Rajaraman A Mohamed Yusuf P Arulmani M V Rajasekharan Hosur I Hosur II Pantnagar Tech Centre Regions Rajasthan Chandigarh Gujarat Andhra Pradesh Central Tamilnadu & Kerala East R Venkatasubramaniam M B Purnachandra Rao Sameer Adhami B Chandrasekaran Abhishek Bansal Neeraj Goyal Vijay Sadanand Bodade Nikhil Kulkarni Pranita Lanjewar Sudha Badri Mridul Pegu North Maharashtra & Goa Karnataka Arindam Das Madhavi Deshmukh S Arun Kumar For Private circulation only Views expressed in the journal are not necessarily the views of the Company. A Corporate Communications publication. Designed by J Menon, Ashley News / March 2013

14 Improve Sculpting innovation and teamwork on the sands of time September last, some 380 sculptors descended on a world heritage site to chisel out their dreams into reality. With an agenda to Change the game, and to ultimately carve their team s name in the history of Ashok Leyland, these National Qualifiers of 14th IMPROVE found a perfect setting in Mahabalipuram, amidst the sun, sands and sculptures to stage the climax of their successfully implemented projects. For those three action-packed days, these 70 teams became the ambassadors of their Units and Functions. And why not! Selected they were from closely-fought Mini- IMPROVEs that saw a record participation of 8,998 teams, Company-wide. Competing under the three heads of Manufacturing, Manufacturing Support Services and Corporate Functions, these National Qualifiers presented their projects proudly to a select panel of judges, who by the end of the marathon sessions, felt that every project that was staged, deserved to win. No vision can be achieved by a single person. It is really all of you who have to take us to the next level It is all too easy to follow the same route. But the really successful are those who think out-of-the-box, do things differently. In that respect, today, the need of the hour is, apart from being a customer-centric organization, we have to give priority to quality Even with many other competitors in the market today, I truly believe that Ashok Leyland can be a leader in the Indian market. Please continue contributing the way you have, to make Ashok Leyland a global player and the No 1 player in India. Dheeraj G Hinduja, Chairman, in what was a surprise and a debut appearance at IMPROVE. I always look for a RED-YELLOW-GREEN status update. All of you are wearing a YELLOW t-shirt today. We need to make this into a green one And the promise remains. The year we cross 10,000 participants, would be the year we go abroad! Vinod K Dasari, MD.

15 An enthralling dance performance Participants varied talents on display Improve Presentations are on Team TQM Co-ordinators Chairman, EVC and MD share a light moment on stage Team Volunteers

16 winners manufacturing 1 gold 2 silver 4 5 finalist finalist manufacturing support services 7 8 Gold silver corporate functions 10 finalist 11 gold

17 1. Hosur II led by R Raghavan Ramped up multi-model production mix (single axle vehicles) in Line bronze finalist 2. Hosur IIA led by S Arockiaraja Improvements in the fit and finish of the G45 cabin by improving floor panel quality. 3. Ennore led by B Thennarasu Gearbox manufacturing cost reduction by improving the CBN tool life in teeth grinding process through Lean Six Sigma approach. 4. Hosur I led by L Muruganandam Elimination of tappet noise in P 15 engines 5. Ennore led by B Srinivasan A unique customer adoption drive that directly connected the those on the shopfloor with customers, to help solve issues better. 6. Hosur II led by K Dhananjayan - Process simplification in roof clinching operation on vehicle cabins, resulting in an EEI value reduction of 962 index per cabin 7. Pantnagar led by Srimanta Ghosh Automatic traffic control, in place of manual traffic control, for FES/CAB EMS to improve machine availability 8. Hosur I led by S Mathesh - Improvement in Overall Equipment Effectiveness (OEE) of WIDMA machines in HCH Line Hosur I led by M Saravanakumar Reduction of power cost in P15 engine assembly and testing 10. Ennore led by N V Lijo Reduction of power consumption (per unit gear box) from 189 units to 176 units within a time frame of four months 11. Project Planning led by Lokesh Joshi Multi-model management at P15 Engine Assembly, Hosur I, with a TAKT time of 275 seconds 12. Supply Chain Logistics led by Srinath Kasam GPS-enabled tracking of trucks for material movement between plants winners 9 bronze breakthrough awards Bhandara led by S D Goshatwar Creative elimination of 12 silver selector plate dislocation in overdrive gearbox Hosur II led by K Dhananjayan Process simplification in roof clinching operation on vehicle cabins, resulting in an EEI value reduction of 962 index per cabin

18 contest Nothing usual! We are looking for photographs of Ashok Leyland vehicles in interesting situations Vehicles in use for some unique application or carrying some unusual cargo or simply in an unexpected context! Here is an example: We ll choose FIVE most interesting entries for publishing in the next issue (of course, there s a prize too!). Entries will be chosen purely based on interest value and merits of photography. Your photo can either be hard copy (5x7 or 8x10 prints) or soft copy (minimum 300 dpi resolution and not more than 3 MB in size). Employee/spouse/children can participate. ONLY ONE ENTRY allowed per person. Please ensure and declare that the photograph sent by you is original and has been taken by you. (Pl do not send pics similar to this one!) Send to: Editor, Ashley News, No 1, Sardar Patel Road, Guindy, Chennai (or) corpcom@ashokleyland.com Last date for receipt of entries: May 31, Go ahead Shoot! Proud representatives Nominated by the Youth Hostels Association of India (YHAI), R Desigan (of Buses Vertical) and Jaya Suresh kumar (of Sales Planning and Logistics) attended the International Programme on Hostelling for Peace and International Understanding, held last year at Kuala Lumpur, Malaysia. Students from reputed Universities, as well as high profile Hostelling International (HI) members from as many as nine countries, attended the 6-day event, jointly organized by YHAI and UNESCO. Since we enthusiastically participated in many events of YHAI in India, we were chosen to be the representatives of our country at this gathering which aimed to promote peace and goodwill among all the people of the world, says Desigan. Discussions on societies, religion and culture were interspersed with sight-seeing and cultural events, giving the delegates a wholesome experience. An experience of a life-time for us, say Desigan and Jaya Suresh Kumar, with particular reference to the prize they won for donning the traditional veshti (dhoti) during the cultural evening! in brief Ashley News / March

19 Organizational transformation is only possible when the individual changes. Seize the Day The I in Quality During November 2012, the busiest department in all of Ashok Leyland and perhaps even in the entire Indian automotive industry was Helpdesk! Day in and day out, morning, afternoon, evening and night our mailboxes were flooded with messages on Quality. I hope the majority of you hit the delete button only after you had internalized those messages because they clearly reflected our collective seriousness on upping the Quality ante. Plan >> Do >> Check >> Act is what they kept telling us for it represented the TQM way by following the Deming approach. Which begs the question: Who was Deming? Well, it is my pleasure to introduce you to William Edwards Deming, an American statistician, professor, author, lecturer, consultant, flutist, drummer and a music composer to boot with an arrangement of The Star Spangled Banner (the US national anthem) to his credit! He is credited to have made more impact on Japanese manufacturing and business than any other individual out of Japanese heritage! Deming held that by adopting appropriate principles of management, organizations could increase quality and simultaneously reduce costs (by reducing waste, rework, staff attrition and litigation while increasing customer loyalty). He asserted that when organizations concentrated on quality following the ratio: Quality = Results of work efforts Total costs quality improved while costs fall. However, an overemphasis on costs could result in costs actually rising and quality suffering in the process. Basically, advocating a balanced approach. Often, one tends to thrust the burden of improving and maintaining quality onto someone else forgetting that the onus lies squarely on each one of us! Quality has to reside and germinate in the individual. That is exactly what Deming said: Organizational transformation is only possible when the individual changes. His System of Profound Knowledge describes the characteristics of a transformed individual : of being able to set an example, being a good listener, refusing to compromise, continually teaching other people and helping them to pull away from their current practices and beliefs to new ones without a feeling of guilt about the past. This is an excellent personal filter for each one of us and if we are able to pass this filter with flying colors, Helpdesk would have helped us immeasurably!! Editor (vinod.chacko@ashokleyland.com) 19 Ashley News / March 2013

20 recognizing sterling contribution to the company s growth Last date for receipt of nominations: April 22, For more information, log on to the alportal or write to corphr@ashokleyland.com Ashley News / March 2013