Auto Monitor - 1-15 February 2011 by Infomedia18

I N D I A ’ S N O . 1 M A G A Z I N E F O R A U T O M O T I V E N E W S , V I E W S & A N A LY S I S

Auto Monitor Vol. 11 No. 02

w w w. a u to m o n i to r. co . i n

1-15 February 2011

48 Pages

INTERVIEW RECOVERY IN COMPONENT DEMAND FROM EUROPE IS STILL BELOW PEAK CAPACITY LEVEL Hemant Luthra, President, Mahindra Systech, Mahindra & Mahindra

NEWS IN BRIEF Vinod Dasari to take over as ALL MD Vinod Dasari will take over as the Managing Director of Ashok Leyland (ALL) with effect from April, 2011. Dasari is currently the Chief Operating Officer and a whole-time Director of the company. The current MD, R Seshasayee will take over as the Executive Vice-Chairman. Seshasayee has been the Managing Director at ALL since 1998 and his current term was due to expire in March. Dasari joined ALL in 2005 from Cummins India where he served as Joint MD. He began his career with GE and has worked at Timken for two years as President, Global Rail division and MD, Timken India. ALL ended the nine-month period ended December 2010, with sales revenue higher by 69 percent at `7,289.18 crore (`4,312.84 crore). Net profit was also up 66 percent at `333.07 crore (` 201.01 crore). Q3 revenues grew by 22.5 percent to touch `2,227.25 crore (`1,817.49 crore). Net profit for the quarter, however, slipped by 59 percent at ` 43.37 crore (` 104.63 crore).

DATA MONITOR Domestic Top 5 PV-makers Sector

Dec-09

Dec-10

Change

MSIL

71,000

89,469

26.01%

HMIL

22,252

26,168

17.60%

TML

18,863

24,592

30.37%

M&M^

11,872

15,131

27.45%

GMI

8,226

8,425

2.42%

Domestic Top 5 2W-makers Sector

Dec-09

Dec-10

Change

HHML

368,034

488,889

32.84%

BAL

146,407

165,470

13.02%

TVS

102,479

149,357

45.74%

HMSI

110,282

130,128

18.00%

IYM

13,611

26,567

95.19%

Domestic Top 5 CV-makers Sector

Dec-09

Dec-10

Change

TML

27,000

37,100

37.41%

M&M

7,373

9,730

31.97%

ALL

5,533

6,411

15.87%

VECV Eicher

2,378

3,426

44.07%

FML

1,041

1,486

42.75%

* Source: SIAM/ ** Excluding exports/ *** all sub segments considered/ ^ excluding MRPL

` 50/-

TECHNOLOGY THE LOTUS APPROACH FOR ENHANCING VEHICLE Pg 14 DRIVING DYNAMICS

Pg 08

M&M expands utility vehicle portfolio, launches Genio Our Bureau Mumbai

ahindra & Mahindra launched the Genio, a 1.2 tonne pick-up, at `4.99 lakh (BS-3 variant, ex-showroom Navi Mumbai). The pick-up, based on the Ingenio platform, is targeted at the small and medium businesses transportation needs. The BS-4 compliant version would also be available in due course. The Genio will be manufactured at the Chakan facility and is equipped with CRDe engine providing 75 HP power and 220 Nm torque. It would require oil change after around 20,000 kms. It is equipped with LSPV brakes, which adjusts the braking pressure depending on the load of the vehicle and SLR seat belts for the safety of the driver and the codriver. Currently, it is available across 70 dealerships and from mid February it would be available across Mahindra dealerships on a pan India basis. The Genio offers several utility features including a floor console with a mobile charging point, a bottle holder, a coin holder, a wallet case and a mobile case

Dr Pawan Goenka, President, Automotive & Farm Equipment Sectors, Mahindra & Mahindra

and a glove box. It has the turning radius of 6.15 metres enhancing manoeuvrability in city traffic conditions. It is available in four colour options – silver shine (metallic), diamond white, mar-

vel granite and skyline blue. ‘The Genio is an ideal vehicle for businessmen, traders and SMEs. We are targeting the last mile connectivity in the logistics space,’ said President, Automotive &

Avtec to manufacture gensets and gears components Nabeel A Khan New Delhi

vtec is planning to enter gensets and off-highway segments by setting up dedicated lines at the company’s Pithampur facility. ‘We will be manufacturing gensets and offroad engine components from our Pithampur plant and we are looking to notch around `400 crore turnover from these new businesses over the next two to three years,’ said Chief Executive Officer and Managing Director, Av tec, Prabha kar Kadapa in a recent interaction with Auto Monitor. The company currently earns

around 60 percent of revenues from automotive and 40 percent from off-highway segments. ‘We are entering into a new segment of gears and gear boxes for off-highway equipments. The gensets are targeted at various applications including powering air-conditioning for buses,’ he elaborated. He added that the company will also be supplying engines for Daimler’s new LCV expected to be launched in the fi rst half of 2012. Avtec is looking at a 40 percent growth over the next two to three years with a target of touching `1,400 crore revenues by 2013. The company is also planning to diversify into aerospace busi-

ness and is aggressively looking for acquisition opportunities in India and overseas, according to Kadapa. The company notched up a turnover of `500 crore in FY10 and is on track to touch `600 crore this fi scal. It is expected to achieve `1,000 crore in FY12 and `1400 crore by FY 13. ‘We are looking at ramping up capacities further and entering new product lines to realise our growth plans,’ Kadapa said. Avtec is a part of the CK Birla group with interest in automobiles, bearings, powertrain for auto and off-highway segment. The company currently has four

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Contd. on P22

Farm Equipment Sectors, M&M, Dr Pawan Goenka. The pickup segment is around 6,500 units per month in India and growing at a double digit rate, according to the company estimates.

Hispano bags bus order from Avanza Group

ata Hispano Motors Carrocera SA, Tata Motors’ subsidiary in Spain, has won the order for supplying around 500 buses over the next three years to the Avanza Group, a private passenger transportation group in Spain. The order includes the Intea Premium and the Intea low entry buses for medium and suburban routes, the Xerus for long distances routes and the Area and the Habit for urban transportation routes. The buses for medium and long distance routes include air conditioning, LED light, heating system, audio video system, multiplex system and door safety systems.

CONTENTS CORPORATE Setco Automotive on expansion mode, to enter passenger car segment

Mahindra Navistar to foray into heavy buses

Audi unveils R8, to launch three models in current year

Setco Automotive is planning to invest around `100 crore over the next two years to raise its existing capacity and is evaluating entry into clutch actuation systems business

Mahindra Navistar Automotives is mulling launch of its medium duty commercial vehicle (CVs) range including inter and intra-city buses

Audi launched the R8 5.2 FSI with V10 engine at `1.35 crore (ex-showroom Chennai) and is gearing up to launch three models during this calendar year

Indraprastha Gas to put up 107 new CNG stations in NCR

IGL is planning to set up 37 new CNG stations by March this year in the National Capital Region and is aiming to add 70 additional ones by the end of next fiscal

Mahanagar Gas to bid for more distribution business

Mahanagar Gas is planning to expand its fuel dispensing infrastructure to more than 250 stations over the next three years and bid for Raigad and Alibaug distribution business

National manufacturing policy to benefit automotive sector

Industry players are of the opinion that the proposals in the National Manufacturing Policy are likely to benefit the automotive sector

Metzeler Automotive Profiles to set up plant in Chennai

Metzeler Automotive Profiles is planning to set up a new plant in Chennai with an investment of around `five crore to manufacture rubber sealing systems

GLOBAL WATCH Fiat’s Freemont crossover to debut at the Geneva Auto Show

GM expected to add third shift, 650 jobs at Flint plant

Engine makers sign deals with Chinese companies

Engine shortage leaves 3,000 Ford workers idle at Dearborn plant

The Freemont is Fiat’s version of the Dodge Journey and a part of Fiat-Chrysler, CEO, Marchionne’s plan to cut costs and boost capacity utilisation across all facilities

GM announced major investment plan to increase truck production at its Flint Assembly plant, adding a third shift and more than 650 jobs

Navistar and Cummins signed deal with Chinese engine and bus manufacturing companies respectively to grow presence in China

Ford workers at the Dearborn Truck Plant endured temporary layoffs for a week due to a shortage of parts for the V-6 engines offered in the 2011 F-150 pick-up

THE OTHER SIDE

INTERVIEW

28 08

Prabhakar Kadapa, Chief Executive Officer & Managing Director, Avtec

‘We are evaluating engine research & development centre in India’

A Mechanical engineer, Kadapa has worked in various functional areas including R&D, operations, manufacturing engineering & projects, sales & marketing in different companies before taking up leadership position of the overall business operation at Avtec

President and Chief Executive Officer, Achates Power, David Johnson elaborates on the evolution of the opposed piston engine technology for diesels and his company’s future plans

Sandeep Khosla

Associate Vice President: Sudhanva Jategaonkar

Sales Co-Ordinator:

Akshata Rane

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1 - 15 February 2011

CORPORATE

Setco Automotive on expansion mode, to enter passenger car segment Abhishek Parekh Mumbai

etco Automotive is targeting a turnover of around `1,000 crore by 2015 on a consolidated basis. The company is planning to invest around `100 crore over the next two years to raise its existing capacity. It is evaluating an entry into clutch actuation systems business providing it a foothold in the rapidly growing aftermarket for passenger car segment. The share of exports in the overall turnover of the company stood around six percent last fiscal and could grow to around nine to ten percent in this fiscal. The company’s major markets include the Middle East, South East Asia, South Africa, Turkey in addition to the UK and the US. As the hub and spoke model gets more pronounced in the transportation segment, 25 tonne and above capacity trucks and 10 tonne and below trucks would play predominant role in goods carrier segment. This trend has

Asymmetrical columns are turned to allow doors to open easily.

Harish Sheth, CMD, Setco Automotive

also meant that even though the company volumes have not grown substantially, the average price realisation has gone up significantly from around `4,000 to around `7,500 to `9,000 per set. Moreover the new generation trucks with BS IV compliant engines require bigger clutches compared to the previous generation trucks and these clutches are sold at around `9,000 to `10,500 per unit. ‘A clutch plays a similar role in a vehicle as circuit breaker in a house or industrial facility. The major purpose of a clutch is

to absorb the load of the engine rather than pass the load to the gear box. It is much more affordable for a truck operator for his clutch to fail rather than cracks to his gear box which would require gear box to be replaced with major cost implications,’ says Chairman and Managing Director, Setco Automotive, Harish Sheth. The company is dealing with issue pertaining to lower volumes raising the cost of manufacturing. A scenario of low volumes for a particular product could also materialise when sales of particular model is much below the earlier estimates like in case of Tata Motors’ world truck platform. ‘We have to fi nd ways to deal with such situations in discussion with customers. We could share the development cost with customers or insist on higher offtake from customers,’ elaborates Sheth. Setco has commenced exports to some of the European customers of its UK subsidiary Setco Automotive (UK) after jointly

developing the suitable technology. Due to major downturn in the European markets, the export led growth strategy did not materialise as per the initial estimates. But market recovery already underway in Europe as well as North America would mean higher volumes for exports. ‘The major difference between exporting systems vis-a-vis castings or forged components is that in case of the former it takes time for the end customers to place his trust on the brand while in case of components designed to OE or Tier-I specifications it is relatively easier to get recognition and acceptance,’ elaborates Sheth. Setco is looking at growing business from global truck majors like Daimler, Scania and Volvo for their future platform to commence in 2013. Though such business may not be a volume game for the suppliers, the quality standards demanded from suppliers would help the particular supplier in reaching the next level.

Contd. on P22

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Mahindra Navistar to foray into heavy buses Our Bureau Chennai

a h i nd ra Nav i st a r Automotives (MNAL) is mulling launch of its medium duty commercial vehicle (CVs) range including inter and intra city large passenger buses after launching some of its heavy-duty CV range. ‘Rollout of most of the 16 to 49 tonne range of tippers, rigid trucks and tractor trailers will be completed by the end of next fiscal. After that, we will start work on medium duty commercial vehicles. Currently, our presence is limited to small buses like the Tourister but now we will look at the big passenger bus segment as well. We would like to have our presence in the inter and the intra city bus segments as well,’ said Managing Director of MNAL, Rakesh Kalra. He said the medium duty truck range would also be manufactured at the Chakan plant near Pune that currently manufactures its heavy-duty trucks. A four-cylinder engine would be developed for the mid segment trucks at the company’s engine plant. MNAL’s Chakan facility spanning 700 acres has been built with an investment of around `4,000 crore. It has an installed capacity of 50,000 units a year and is fitted with a fully automatic Schuler press line and a second of its kind in the world Ro Dip paint shop. Talking about the company’s future models, Chief Operating Officer of MNAL, Nalin Mehta said that the company had started sales of MN 25 tippers and MN 40 tractors for which trial production had already commenced. Production of the MN 49 model would start in the fi rst quarter of next fiscal. MNAL recently rolled out its MN 25 and MN 31 multiaxle heavy trucks in Chennai priced at `15.55 lakh and `18.94 lakh respectively. ‘These trucks will lead to better operating economics and turnaround time for the operator. The trucks are fitted with the Global Positioning System (GPS), have sleeper cabins and a larger fuel tank and lower maintenance cost compared to competing products,’ added Mehta. He said around 350 engineers have worked on it for around three years with technology provided by its joint venture partner, Navistar of the US. The Maxxforce 7.2 litre six-cylinder diesel engines generating 200 to 220 HP have been almost fully localised. MNAL has sold around 300 trucks since launch. MNAL plans to buy transmissions from Eaton for its truck range with the JV planning to produce the full range of trucks from 3.5 tonne GVW to 49 tonne GVW. The compa ny’s Light Commercial Vehicles (LCVs) are manufactured at its Zaheerabad plant in Andhra Pradesh. MNAL sold around 8,500 LCVs last year with half contributed by the cargo segment and the balance by the passenger range. Over the next two years, Mahindra Navistar plans to commission over 100 dealerships across the country.

Auto Monitor

1 - 15 February 2011

INTERVIEW

Recovery in component demand from Europe is still below peak capacity level

Hemant Luthra, President, Mahindra Systech, Mahindra & Mahindra

After a series of takeovers in India and overseas, the auto component business of Mahindra & Mahindra is on cross road with consolidation on one hand and opportunities within and outside the automotive sector. In a recent interaction with Auto Monitor, President, Mahindra Systech, Mahindra & Mahindra, Hemant Luthra elaborates on the sustainability of demand for automotive components in the domestic and international markets and the way forward. Abhishek Parekh How is the scenario looking in terms of balancing your commitments in the domestic and exports market? The domestic demand is growing so rapidly that it is getting increasingly difficult to meet the commitments to customers. We have sufficient capacity for forged components but we are doubling the existing capacity

in gear manufacturing, castings and stampings. We are in a bit tricky situation. There was a dip in demand from OEM customers in North America and Europe in the last two years. But we are already seeing a revival in demand from North America as well as major markets in Europe from passenger cars and commercial vehicles manufacturers. The other major

Photo: Neha Mithbawkar

issue is that even though there is a significant recovery in demand for components from German customers, it is still below the peak capacity level. Thus we are having to figure out whether to meet demand of our European customers from facility in Germany, which is running much below peak capacity or from our plant in India which is approaching full capacity utilisation stage.

scenario is the near withdrawal of subsidy provided by German government which compensates employers for shorter working hours. If the subsidy is removed, we have to figure out whether to keep the German facility running at lower or no margins as well as accept significant fluctuations in Euro vis a vis the rupee. Hence the best thing that we can do right now in this dynamic and rapidly evolving scenario is to cut costs wherever feasible.

How is the scenario of growing demand in India as well as Europe so tricky for the Systech sector as a comMost of the acquisitions ponent manufacturer and have met and exceeded exporter with facilities in our expectations but there India and overseas? Trying to achieve a profare a couple of acquisitions itable balance even as we we would have been better strive to meet customoff without er demand in India and Europe is the tricky part. The scenario may have been relatively straightforward if How are you managing the our German or any facility in any demand from Indian OEMs? other part of Europe were fully utiWe are running to full capacity lised and our Indian facility would utilisation across all our prodbe in a position to meet the interuct segments. The scenario has national demand with significant become especially challenging spare capacity. But the situation as the growth is eating away the is actually reverse of that and this management time and attention implies that we have to take into at the cost of day to day mainteaccount multiple factors. We are nance and upkeep activities. It having to risk our relationship is unreasonable to expect that with workers in German facility by growth rate in the automotive keeping the plant idle as demand sector can be sustained at curhas still not grown to peak level. rent levels. Moreover, there are Moreover, if Euro declines signifimultiple factors including rise cantly against the rupee it would in the interest rates, base effect imply that net realisation would as well as slowdown in demand be inadequate for the Indian entiwhich could impact vehicle sales. ty (in the Systech sector) meeting But we are still anticipating the demand for European cusaround 10 to 15 percent overall tomer. Adding to this dynamic growth in the automotive sector

in the medium to long term. But I must add that the growth in the automotive sector growth will not translate into corresponding growth for us in identical proportions. We have to decide in which product or system we need to participate and which not to supply. For instance we are not a major supplier to medium and heavy commercial vehicle segment and hence may not benefit much from higher than average growth in that segment while we may benefit from higher than average growth from turbochargers for passenger cars. What kind of growth are you expecting across all the product segments in systech sector? It is difficult to put exact growth level for different products in the Systech sector. We also have to consider the competition from China. There are some products which can be manufactured in huge quantities and supplied to customers from China and we would not enter those products or systems. We are targeting products or systems where we can have a competitive advantage. These could be high or low volume products requiring value addition. What are the key constraints in achieving your growth objectives? Skilled manpower continues to be the major constraint in all our group entities and we have been forced to extend retirement

Contd. on P32

EDITORIAL The two-wheeler growth trajectory D

omestic two-wheeler sales are set to cross ten million units this fi scal. That would mark a major milestone. It is a noteworthy feat as not only is segment getting larger in terms of volumes but also witnessing interesting products from local and global players. Though the Indian two-wheeler segment came into global limelight almost a decade back with Hero Honda becoming the largest manufacturer in the world, the overall market was still relatively smaller and dominated by three odd players then. While Hero Honda sold motorcycles in every nook and corner of the country, Bajaj Auto was making its transition from being a scooter manufacturer to a ‘competent’ motorcycle maker. Kinetic Motors trudged along with its eponymous Kinetic Honda automatic scooters. Enter Japanese players: Honda (Hero Honda’s JV partner) and Yamaha (in venture with Escorts) in the mid to late nineties and the scenario got more interesting. Customers increasingly opted for motorcycles over scooters and, even within scooters, four-strokes over two-strokes. The transition of two-wheeler segment in India from a predominantly scooters market to one dominated by motorcycles was relatively quicker, during the early part of the last decade. Even then volumes were relatively ‘man-

ageable’ and dealers could pay adequate attention to sales and after-sales services. The market is much bigger now and growing. Two-wheelers are sold as high volume ‘consumer durables’ and buyers are more evolved. There is a preference for high powered motorcycles as well as heavier bikes like the Bullet over the more ‘mundane’ ones. It will be interesting to watch the next phase of growth. Is it going to be scooters or motorcycles? Highend motorcycles or the so called ‘mass market’ bikes (between 125 and 150 CC)? Or are we going to see yet another wave of electric scooters’ imports? Will more players opt for greater visibility with participation in Moto GP Racing circuit? Whatever be the direction, there is a high likelihood of interesting development work happening in India. Market leaders like Hero Honda and Bajaj Auto are already on the job. Bajaj Auto, which is working on a new bike prototype with its Austrian partner KTM, is looking for a bigger international presence mainly is developing countries like Nigeria, Ghana, Vietnam and Indonesia. These are the future growth markets for two-wheelers as they are in similar phase of evolution as Indian market was, perhaps a decade back. What would be interesting to watch is how will domestic market demand shape up for motorcycles and how will manufacturers cater to such large numbers. We are likely

to witness around eight million motorcycles sold annually by 2012-13. Apart from mandatory registrations on smart cards (already widespread), manufacturers would have to make available genuine spare-parts in the aftermarket to cater to demand for spares and support services. More importantly, vehicle distribution strategy would have to undergo radical evolution to manage growing demand. Customers cannot be expected to wait endlessly for promised deliveries as is happening now. We are at an interesting juncture currently and the going will get increasingly challenging (and perhaps interesting!) as we move forward.

Abhishek Parekh abhishek.parekh@infomedia18.in

IMAGE of the fortnight

FORTNIGHT’S QUOTES ‘Instead of subsidising yesterday’s energy, let’s invest in tomorrow’s’ US President Barak Obama on additional funding for plug-ins and alternative fuel technologies

‘I think the Nissan people have been as shocked as the Renault people have been by the case,’

‘Instead of huge advertising spend, it makes sense to develop more touch points for personal connect’

Carlos Ghosn, CEO, Renault and Nissan on industrial espionage case

Dr Andreas Schaaf, President, BMW India

‘Mothers don’t really talk about their foster children. We only have one, Seat, and the brand is recovering fast,’

‘Nobody pre-places its capacities and capabilities. They also want to see how (the product) is going, what is the market pull,’

Ferdinand Piech, Chairman, Volkswagen on slow recovery of the group brand in Spain

Auto Monitor Editorial Team Features Editor Shobha Mathur Principal Correspondent Abhishek Parekh Senior Correspondent Nabeel A Khan Correspondent Shambhavi Anand Contributing Editors Sirish Chandran Bertrand D’Souza

Anoop Mathur, President, Two-Wheeler Sector, M&M on suppliers

Design & Photography Chief Photographer Mexy Xavier Asst. Art Director Varuna Naik Senior Designer Ganesh Patere Scanning & Colour Correction Ravikumar Potdar, Ravi Salian, Sanjay Shelar Production Team Dnyaneshwar Goythale, Vikas Bobhate, Pravin Koyande Photographer Neha Mithbawkar, Joshua Navalkar

Send in your feedback and comments to: The Editor AUTO MONITOR, Infomedia 18 Ltd, 4th Floor, Prakashdeep building, 7 Tolstoy Marg, New Delhi – 110001. Ph: +91 11 6630 3282, Email: automonitor@infomedia18.in

Aprilia RSV4 and Vespa LX 125 to debut in India Piaggio Vehicles recently unveiled the Aprilia RSV4 FACTORY and the Vespa LX 125 at the Mumbai International Motor Show. The Aprilia is slated to make its Indian debut later this year while the Vespa LX125 (pictured above) is likely to be launched at the Auto Expo 2012 in New Delhi next year. The company has set up a two-wheeler petrol engine manufacturing facility at Baramati in Mahrashtra with a capacity of one lakh units and the capacity will be further raised to 150,000 units to cater to the domestic and global requirements of Piaggio.

Auto Monitor

CORPORATE

Audi unveils R8, to launch three models in current year Our Bureau Chennai

udi recently launched the R8 5.2 FSI with V10 engine at `1.35 crore (ex-showroom Chennai). The German luxury car maker is planning to follow-up the latest launch by rolling out Audi A8, A7 and A6 models during this calendar year. While the Audi A8 model is slated for a February launch,

1 - 15 February 2011

Audi A7 would hit the track by June and Audi A6 by yearend, according to Head of Audi India, Michael Perschke. The Audi R8 5.2 FSI weighs 210 kg and is powered by a ten cylinder R8 engine delivering 525 HP and accelerates from zero to 100 km/h in 3.9 seconds with a top speed of 316 km. After showcasing Audi R8 5.2 FSI at Chennai, he told media persons that with the new models, the company is optimistic

Michael Perschke, Head, Audi India with the R8 in Chennai

about increasing its market share in the luxury car segment from 20 to 30 percent by 2011 end. In 2010, Audi sold 3,003 units to chalk out a record growth of 81 percent compared to sales of 1,658 cars in 2009. The company expects to maintain the growth momentum and market 4,500 Audi cars in India this year. Talking about the company’s latest Audi model, Perschke said that the hand-made Audi R8 V10 was customisable with the V10 engine built of aluminium in the Audi space frame design. This would enhance performance, comfort, safety and stability of the sports car while reinforcing the brand’s position in the performance car segment. Audi India is strengthening its dealer network across India to tap the growing opportunities in the Indian market post the economic slowdown with plans to open showrooms at Delhi and Ludhiana. Last year, the company inaugurated showrooms in Mumbai, Kolkata, Jaipur and Bangalore.

Tata Venture launched in Maharashtra Our Bureau

ata Motors recently launched its multi-purpose vehicle Tata Venture in Maharashtra priced at range of ` four lakh (ex-showroom Thane) for BS III complaint Anil Kapur, Head-Sales & Marketing, LCVs & SCVs, variant. The company TML and SG Saksena, Head-UV Product Group, TML is likely to offer a BSIV Maharashtra, it will be available complaint variant in the near across 42 dealerships including future as well as offer other fuel 20 passenger car and 22 comoptions depending on the marmercial vehicle dealerships in ket requirements, according to the fi rst phase. company officials. A nationwide Passenger and driver comrollout is also on the cards. fort have been addressed with The Tata Venture is powered dual HVAC, power steering, by a 1.4 litre turbo diesel engine, power windows, reverse parking delivering 71 PS power. The aid, keyless entry with engine mileage as certified by ARAI is immobiliser and rear wipers. A around 15.42 kmpl. It will be semi monocoque construction available in five, seven and eight provides the required rigidity seater options in three row front while the robust shell has energy facing confi guration and will absorbing crumple zones built be available in a range of fi ve in. The Tata Venture meets crash colours and three trim levsafety norms applicable in the els. It comes with a warranty domestic market. of two years or 75,000 kms. In

BMW to launch more models in current year Nabeel A Khan New Delhi

MW India is planning to double the production at its Chennai plant and will set up a dealership in any cities giving them a sales of at least 100 cars a month, President, BMW India, Andreas Schaaf told Auto Monitor. The company is also planning to launch few more models including X3 by the middle of this year. ‘We have grown tremendously

Andreas Schaaf, President, BMW India

in the last few months far more than what we have expected. And hope that the sales will further scale up,’ Schaaf said adding ‘to meet the increased demand, we will soon double the production at our plant by making it a double shift.’ Currently the company has a production capacity of 5,400 units per year on a single shift basis and plans to invest around `70 crore over the next year to add more capacity, according a source in the company. According to the latest data made available by Society of Indian Automobile Manufacturers (SIAM), BMW has sold 5,345 units compared to 5,109 units sold by Mercedes Benz during this period. He further added six-series coupe and then its convertible version may be launched soon

Contd. on P22

Auto Monitor

TECHNOLOGY

1 - 15 February 2011

The Lotus approach for enhancing vehicle driving dynamics from this stage is vital to ensure that there is a coherent direction for the vehicle. The development engineers can directly feedback their understanding of the competitor vehicles gained during the benchmarking activities. This allows us to drill down through the vehicle assessments to understand the fundamental vehicle attributes that defi ne the other vehicles and therefore how we will defi ne our attributes.

Steve Williams

or the Lotus Evora, the brief was simple; to design the best handling car in the world. Currently, the Lotus Elise and Exige are considered benchmarks for driving dynamics and moving from this platform to the Evora was a big step. The former are highly focused sports cars that make few compromises, especially when it comes to handling. The Evora is a very different beast altogether. It sees the re-introduction of power-assisted steering to the Lotus line up along with an increase in the weight and power output of the vehicle. The Evora had to offer the same sort of driver involvement and feel as its smaller stable mate but with an air of elegance and increased refi nement that you would expect from a vehicle in its class.

Development Process We start off with a benchma rk i ng act iv it y usi ng vehicles carefully chosen for specific attributes. After carrying out objective and subjective

assessments of the vehicles we will also carry out objective suspension compliance tests on our custom designed SKCMS rig. This rig test does two things: the fi rst is it gives us an insight into the suspension kinematics and compliance that our competitors use and it also allows us to create handling models that we can run using our RAVEN full vehicle handling software. This allows us to directly compare the handling responses of the vehicles, with one distinct advantage, that we can individually change any parameter such as mass, weight distribution, ride height or suspension characteristics. We can then model the vehicles driving on the same tyre to directly compare the responses, as in some cases it is impossible to compare otherwise. This is the start of the target setting process; not an activity that is carried out in isolation by the vehicle dynamics CAE engineers. At Lotus we feel that involving the whole development team

RAVEN Using RAVEN we start to create a vehicle model that represents the vehicle. The concept parameters used include wheelbase, track and mass estimates and are developed to include all the kinematic and compliant characteristics that will defi ne the handling response of the vehicle. The steering response of the Evora is a great example of this. When we were discussing the Evora concept, we were given the target of class-leading response. For us, this is not just one characteristic but a number of characteristics that add up to the fi nished product. We must remember that the way the vehicle responds to a steering input is the result of the combined effect of many of the K&C characteristics and not just a few. Rather than talking about the specific Evora suspension characteristics, I will talk more openly about the attributes that we target in order to attain the response required. There are a number of properties that add up to give a great steering response.

As we move through our set of standard manoeuvres, we build a picture of how the vehicle is responding and develop it as we go. We would normally start off with a very basic model with an assumed ride rate and then we develop this with the addition of roll centre heights to attain the initial roll gain targets. We build on this with the camber and toe change in the roll to derive a basic level of understeer in the system. Once the initial kinematic targets are developed, we then work on the compliance in the system to hone the consistency of that response.

Steering Linearity An important attribute is steering linearity. In setting targets for the response linearity we wanted to ensure that the vehicles response to handwheel inputs is as linear as possible. We defi ne this using a steady state cornering manoeuvre. The steady state manoeuvre is one where the vehicle is driven around a turning

pad and slowly accelerated. The driver, real or simulated, then changes the handwheel angle and the lateral acceleration generated by the vehicle at steady state. For example, a steady state understeer gradient of 40 degrees per ‘g’ demonstrates that for our given turning circle diameter, a handwheel angle of 40 degrees will produce 1g or 9.81ms-2 of lateral acceleration to the vehicle. The linearity of the vehicle response across the lateral acceleration range is very important in instilling driver confidence. The figure shows two vehicles all in the same class and their differing lateral accelerations. The gradient of the line slopping downwards towards the x axis indicates understeer. We are dialling in the level of understeer that we would like the vehicle to have. We can see that the green plot shows a vehicle with good steering linearity where the vehicle will respond at the same level throughout the manoeuvre, whereas the vehicle depicted in the blue line shows a response that has less linearity. The blue vehicles’ response will be more difficult to predict. If the understeer gradient deviates from a constant level, then the driver can fi nd it difficult to predict the response. Generally, it can be acceptable to have an increasing level as lateral acceleration builds as this is a very safe response, however it does make the vehicle feel less responsive. We chose our level of understeer to give the driver a very responsive feel. Maintaining this gives the security to exploit the capabilities of the vehicle. Towards the limit, we reduce the responsiveness of the vehicle to give the driver fair warning that the limit is on its way. We do this by increasing the understeer gradient, to reach around 4x that of the linear region, by around 0.1g before the limit. Looking at the second vehicle again, over the fi rst third of the plot, we can see that the gradient is increasing so the driver needs to increase the additional handwheel required. This goes up disproportionately to the additional lateral acceleration attained. Then, during the middle section, the gradient tends towards zero and possibly slightly positive. In this oversteering condition, the driver would have to remove steer angle to maintain the correct heading. So, in the space of 0.5g we have gone from a relatively high understeer gradient requiring high levels of steering input to an oversteering condition where the vehicle response is very sensitive to steer angle changes. This is an extreme example but it does demonstrate how the lack of linearity would ultimately compromise the driver’s ability to predict the required steer input for a given turn. Even though in this case as we approach the limit it is a very safe to increase the additional handwheel input.

Speed Conditions Similar tests are performed using a constant speed rather than radius and these are repeated at a number of differ-

ent vehicle speeds. We would then move on to the step steer responses. Again using our RAVEN analysis tool we subject the vehicle to various sharp steering inputs across a number of forward speeds. We try to ensure that the vehicle response levels are consistent across the range of speeds and handwheel inputs, setting a consistent level of yaw gain (the rate of response to the steering input) and yaw damping (the stability of that response). Step steer responses to analyse the phasing of the lateral acceleration and yaw velocity response of the vehicle. Looking at the phasing in this way allows us to consider how the vehicle is responding to the driver input. We can see from Figure 2 that the yaw response leads the lateral acceleration; the driver will feel the car turn in just as the lateral acceleration is building up. This gives a greater feeling of control and improved responsiveness. If the lateral acceleration builds too quickly and leads the yaw response, the feeling would be very different. Building up lateral forces before the car turns in would feel sluggish and unresponsive. Building up yaw rate too quickly however, would feel less stable. Once the targets have been developed and proven out through the full suite of handling manoeuvres, we can compare the concept vehicle responses of the benchmark vehicles. This allows us to check that we are reaching the levels of response needed. When we are happy that we have achieved the desired characteristics, it is time to cascade the targets down to the subsystem levels. This involves using the second piece of in house software, SHARK. This is our subsystem modelling tool that allows us to develop a compliant model of the suspension system. Having set a comprehensive set of targets, we can now work with the package team and build a suspension system that will meet these targets. At this stage, the close relationship between the vehicle design group and the vehicle dynamics CAE team comes into its own and literally dozens of iterations can be evaluated in a very short period of time. We can change suspension hardpoints in real time and very quickly evaluate changes in compliant characteristics. Once the initial kinematic targets have been reached, we move on to developing the compliant solution. Initially working with combined hardpoint stiffness, we then develop the model

to include bushes and local hardpoint structural stiffness. Stiffness of the wheel bearings, suspension knuckles and even wishbones can be considered and optimised. Our aim is to deliver a solution that will tick every box without compromising any other vehicle system.

SHARK Once the subsystem models have reached a suitable level of maturity, we can use the tyre forces generated during the steady state manoeuvre within SHARK to predict the steering efforts. We do this by combining the vehicle motion, to articulate the suspension system to the correct orientation and to the tyre forces as measured throughout the different manoeuvres. These combined with a model to the steering system gives us a torque at the handwheel. We use this to design evaluate the exact level of assistance required in the power assisted steering system for all aspects of the vehicle performance envelope and this can be fed back to the project group. As we move through the project, we continue to develop and check both the subsystem and full vehicle models to ensure that we continue to attain the desired levels of vehicle response. Working closely with the design and development team throughout the programme ensures that, that the maximum benefit of the modelling is made. During the prototype build and development process, the highly detailed models can be used with great effect to provide instant feedback on changes to bushes, bars, geometry and steer components. In an example of how we used this model to reduce the development time on the Lotus Evora, one of the development engineers wanted to look at how the levels of response would change when bush stiffness was changed. Within a matter of hours, we had created specific models for the bush arrangements and run them fi rst through Shark to assess the impact on the K&C and then through RAVEN to see how the handling response changed. This was carried out in the days prior to the development bushes being available and, as a result, fewer permutations were tried, saving valuable time and effort in what was already an incredibly challenging timing plan. (The author is works on vehicle dynamics at UK based Lotus Engineering. Comments can be sent to JLamb@lotuscars.com)

1 - 15 February 2011

Auto Monitor

CORPORATE

MGL to bid for more Indraprastha Gas to put up 107 new CNG stations in NCR distribution business Nabeel A Khan New Delhi

ndraprastha Gas (IGL) is planning to set up around 37 new Compressed Natural Gas (CNG) stations by March this year in the National Capital Region and aiming at adding 70 more stations by the end of FY12. The prominent gas supplier is also planning to infuse an investment of `3,000 crore to enhance CNG business in the next four to five years, Director-Commercials, IGL, Manmohan Singh told Auto Monitor. ‘Ten new CNG stations have come into operation in December in Delhi and NCR and we hope to add 37 more by March. We will also have 70 more station in the region by the end of FY12,’ according to Singh. With addition of ten new stations, now the IGL has got a network of 253 CNG centres in Delhi-NCR and with inclusion of the 37 new stations; it will go up to 290. The company has also applied for land acquisition for 40 new CNG stations in Ghaziabad excluding the 70 new CNG stations to be developed in the region by company in FY12. Singh claimed that the company is growing at 25-30 percent per annum and expected to maintain the momentum. ‘We are likely to touch a yearly turnover of `5,000 crore in another three years from FY11’s projected turnover of `2000 crore,’ Singh added. IGL, incorporated in 1998, took over Delhi City Gas Distribution project in 1999 from GAIL. The project was started to lay the network for the distribution of natural gas

ing years. PNGRB has already held 2 rounds of bids or proposals from interested parties for 16 cities. Encouraged by the upcoming opportunities w ith t he gover n ment’s announcements, IGL is planning to invest over `3,000 crore by 2015. ‘We will invest `3,000 crore in total by 2015, of which ` 1500 Manmohan Singh, Director-Commercials, crore each will be set Indraprastha Gas aside for piped natural gas and compressed natural gas in the National Capital Region businesses,’ Singh said. to the domestic, transport, and He added that IGL is explorcommercial sectors with the ing possibilities for distribution backing of GAIL India and Bharat business in any other city includPetroleum Corporation. ing Ahmedabad, which is so far The government of India occupied by Adani group, but emphasised on its commitment the main focus continues to be towards providing all the support Delhi-NCR.’ IGL currently owns to the utilisation of CNG at a conCNG stations in Delhi, Noida ference and exhibition –Natural and Ghaziabad. The IGL does Gas for Vehicles (NGV) India not have a presence in Gurgaon 2010, held recently in Mumbai. and Faridabad due to some Referring to the critical factors pending litigations. ‘We have a in spreading CNG use across case pending in Supreme Court the country, former Minister of over allotment of supply of CNG State for Petroleum and Natural in Faridabad and Gurgaon and Gas, Jitin Prasada said that the we are waiting for the outcome, government has already sanchowever, we are also looking for tioned 6,335 km of pipeline and options,’ Singh remarked. IGL the Petroleum & Natural Gas foreseeing the competition in the Regulatory Board (PNGRB), is CNG segment has prepared itself in the process of authorising with a vision and mission plan. another 5,000 km of pipelines The company also claims to to connect various parts of the have got order from the railways country. He added for their locomotives. The trial that the government has has already completed and they drawn a list of 201 cities of the are converting a large number of country, where Pipelines Natural locos powered by CNG which is Gas (PNG) and Compressed expected to give them a good volNatural Gas (CNG) facilities ume of business. would be rolled out in the com-

Abhishek Parekh Mumbai

ahanagar Gas is planning to expand its fuel dispensing stations infrastructure to more than 250 stations in the next three years and penetrate densely populated areas in Mumbai. It is also test marketing CNG refi lling in residential localities, where it already supplies Piped Natural Gas (PNG) infrastructure, for safety and other delivery issues. PNG and CNG do not differ in their chemical composition but are supplied at different pressure levels. It is bidding for setting up infrastructure for city gas and CNG distribution in Raigad and Alibaug in Maharashtra and is evaluating possibilities for bidding for other cities in Maharashtra as and when the bids are announced by Petroleum and Natural Gas Regulatory Board (PNGRB). ‘We have to fi nd ways of getting more space (real estate) to open stations, optimize the existing space at the stations and manage the peak hour demand from cab and rickshaw drivers. We are trying to adequately address these issues in the most efficient manner possible,’ says Managing Director, Mahanagar Gas, VC Chittoda . He added that vehicle manufacturers in consultation with appropriate authorities need to arrive at some standard nozzle size which is adequately large to enable faster intake of fuel. The company has added around 60 to 70 newer CNG stations over the last five years. The

company is also in talks with various equipment suppliers to optimise the available space at the stations for faster dispensing and turnaround. Additionally, the company will be setting up four mega stations, which would be double the size of its existing large capacity station with four dispensing counters and three to four dispensing points at each counter.

Contd. on P32

VC Chittoda, Managing Director, Mahanagar Gas

1 - 15 February 2011

Auto Monitor

CORPORATE

National manufacturing policy to beneﬁt automotive sector Shambhavi Anand New Delhi

ith the objective of increasing the contribution of manufacturing sector in Gross Domestic Product (GDP), the government has come out with a draft of the National Manufacturing Policy in December last year. The benefit of the proposals, as mentioned in the draft policy, for the automotive sector would be immense, according to Executive Director, Automotive Component Ma nufacturers Association (ACMA), Vinnie Mehta. ‘The national manufacturing policy talks about setting up National Manufacturing and Investment Zones (NMIZ). Under the draft policy, the manufacturing units in these NMIZs will get an interest subvention of four percent on the working capital. This will give a boost to the automotive sector,’ said Mehta. The main features of the draft include the defi nition or description of the NMIZs, incentives and benefits for the units set in these zones, the simplified clearances and approvals for setting up units in the zone, skill development programmes to cater the needs of the sector, the green incentives and exit policy from the NMIZs. The units in the NMIZs will benefit from the better infrastructure and support services. ‘Since the texture of the automotive industry is such that majority of the companies are small & medium enterprises, any such sustainable scheme will be extremely benefi cial,’ said Mehta. The policy addresses the major pain points faced by the manufacturing units in the automotive sector, especially component suppliers. Pa r t ner a nd L e ader Automot ive Pract ice, PricewaterhouseCoopers, Abdul Majeed said, ‘Automotive industry is a capital intensive industry and it is not always possible for capital to come from the stake holders all the time, especially when it comes to infrastructure. Initiatives like subvention should help the industry in a positive way.’

Working Capital Apart from subvention, the draft of the policy also talks about easier laws and strong infrastructure related support to the units in the NMIZs. The units within the zones will also be exempted from paying a sizeable amount of tax on their income. Labour law could be made more flexible in these zones. ‘Subvention, flexible labour laws, infrastructure facilities like roads, rail, port and power will help in removing the bottlenecks of the industry and are fundamental for the growth of any country. These will help us in taking a leap towards development and being able to sustain high growth of more than eight percent,’ Majeed added. It will be the responsibility of the central government to ensure the availability of external physical infrastructure linkages to the NMIZs including rail, road (national highways), ports, airports, and telecom, in a

time bound manner. This infrastructure will be created and also upgraded through publicprivate partnerships. The state governments will play lead role in setting up NMIZs. Funding of infrastructure including land, reliable power supply, land acquisition, provision of bulk requirements of water and sewerage and effluent treatment linkages will be the responsibility of the state government. The state government may also announce additional package of incentives for the development of NMIZs, including moratorium of all municipal and other local taxes for ten years, for the NMIZ developers as well as the units which are located in the zone.

The NMIZ would have a governing body, Special Purpose Vehicle (SPV ) formed with the constituents of that specific NMIZ. It would also have delegated authority from the state government, ministries in the central government and other government agencies for issuing necessary clearances for the inception and continuation of business ventures inside the NMIZ.

NMIZ Policy The units in these zones will also get incentives like tax exemptions on the expenditures incurred in taking national and international processes or product certifications like ISO 9000 or

BIS 14000. The government will bear 50 percent of the expenditure incurred in fi ling international patents. Preference will be given to units based in NMIZ in government purchases. Additionally, the draft policy has also proposed that the units in the NMIZ may be subjected to simplified clearances required by industrial projects. For instance, the environmental clearance before starting of operations for a mining project varies between three to five years. Such delays prevent faster growth. The national manufacturing policy will ensure that such delays, which hamper faster growth and development, are avoided. On an average, a manufactur-

ing unit in India has to comply with over 70 legislations with each such legislation requiring at least one license or registration certificate. These compliances involve multiple inspections, in some cases monthly and in some yearly inspections, fi ling of returns on monthly, quarterly or yearly basis under these legislations amounting to more than 100 returns to be fi led in a year. The process involves extensive paper work, time and effort on the part of the manufacturers. In national manufacturing zones, there will be a single window clearance both at the central and the state level. The policy has also simplified the closure of a unit in NMIZ.

Auto Monitor

1 - 15 February 2011

CORPORATE

Inadequate component supplies blamed for delayed vehicle deliveries Nabeel A Khan and Shambhavi Anand New Delhi

elay in delivery of cars has been a cause of concern for some time with both OEMs and end customers. Inadequate component supplies have been cited by automobile manufacturers as a major reason for shortage in production and delay in vehicle delivery. In a recent interaction with Auto Monitor, Senior Director, Society of Indian Automobile Manufacturers (SIAM), Sugato Sen said that inadequate as well as delayed supplies from the component makers in India is the key reason for shortfall in production

with many OEMs. ‘OEMs are complaining that the lack of component supply is causing delay in the delivery of vehicles. In many instances, tier-2 and tier-3 suppliers are not investing and coming intune with the increasing demand for vehicles,’ Sen told Auto Monitor. He further added that the industry association is planning to hold a meeting with all the stake holders in the automotive industry to fi nd a solution for the issue. Most of the component manufacturers blame the capacity crunch on the lack of preparedness for the

Vinnie Mehta, ED, Automotive Component Manufacturers Association of India

speedy recovery after the economic slowdown of 2008. Managing Director, Met zeler Automotive Profi les India, RS Gupta said, ‘The impact of economic slowdown on the automot ive indust r y had made us cautious regarding demand and expansion. We had not expected that the recovery would be so fast. The market grew beyond our expectations and so there were some teething troubles in the beginning. But now that we are sure of the increasing demand we have started investing. We are planning to put in an

Exhibit at the prospering manufacturing hub of Automobiles & Auto Components

DIE & MOULD - SOUTH INTERNATIONAL EXHIBITION

investment of `15 crore in FY12.’ Agreeing with Gupta, Executive Director, Automotive Component Manufacturers Association of India (ACMA), Vinnie Mehta said, ‘The capacity crunch caused just after the end of the slowdown was mainly because growth came in too fast. It was beyond anybody’s comprehension that the slowdown would end in such short timeframe. The investors had not envisaged such a speedy recovery and component manufacturers were hesitant to invest.’ Mehta also added, ‘The initial phase of reluctance is well behind us and almost all the component makers are either expanding their capacity or looking at adding greenfield operations.’ Citing the reasons for the reluctance of component manufacturers in investing Mehta said, ‘There are two main reasons for the conservativeness of investors, especially in the automotive sector, fi rstly, the poor return on investment and secondly, the texture of the industry.’ ‘Unfortunately, the return on investment in India is very poor according to the global standards. This is mainly due to the poor state of infrastructure in the country,’ Mehta said. ‘The second reason for reluctance in investing is the texture of the automotive industry. Most of the companies in the auto component sector, except a handful, are medium & small enterprises that do not have access to capital as fi nancial institutions flatly refuse to lend to them,’ added Mehta.

Awareness Drive

INDIA-2011

SOUTH A p r i l 7 1 0 , 2 0 1 1 C h e n n a i T r a d e C e n t r e , C h e n n a i Exhibit Range: * Dies & Moulds, Press Tools * Die Casting machine/moulding machine * Mould base and standard parts of Dies & Moulds * Machine Tools for making Dies & Moulds, C.N.C Milling/Machining centre, E.D.M. Etc.

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Hot Runner Systems * Tool Steel Accessories for Machine Tools * Cutting Tools Heat Treatment * Texturizing * Gauges Die/mould polishing machines CAD/CAM system related to Dies & Moulds Rapid Prototyping & Modeling * Digitizing

For booking and sponsorship enquiries contact:

Tool and Gauge Manufacturers Association Email: diemould@tagmaindia.org / mumbai@tagmaindia.org

www.tagmaindia.org

Talking about ACMA’s role as an industry body in helping the component makers overcome the challenge of poor access to capital Mehta said, ‘Since the automotive sector is witnessing high growth we badly need capital infusion. For this ACMA is trying to propagate some interesting schemes of SIDBI among the component manufacturers so that our member can be made aware of the schemes and benefit from them. We have conducted workshops together with SIDBI in Delhi and are planning to do similar workshops in Mumbai, Pune and Chennai.’ He added that ACMA is planning to take up the issue of funding with the government. Among other issues, ACMA is seeking to highlight fund allocation for the small and medium enterprises (SMEs) on the central level and ensure that the nationalised banks make these funds available at a cheaper rate to the SMEs. The procedure of giving these loans should also be simplified, Mehta said. He further stated that the larger companies need to help the smaller ones by helping them in technology as well as capacity optimisation. Chariman, Subros, Ramesh Suri expressed surprise and disbelief on the component manufacturer not being able to capitalise on the opportunity. ‘The investment and expansion plan depends on the individual entrepreneurs. Though there is a great opportunity in this sector but still some of them are reluctant in investing and not availing the opportunity,’ Suri said.

Auto Monitor

1 - 15 February 2011

CORPORATE

Metzeler Automotive Proﬁles to set up plant in Chennai Shambhavi Anand New Delhi

etzeler Automotive Profi les, is planning to set up a new plant in Chennai with an investment of `five crore, Managing Director, Metzeler Automotive Profi les, RS Gupta told Auto Monitor. ‘We are planning to set up a new plant in Chennai to produce rubber sealing systems. The plant will be spread over five acre. Rather than acquiring land, we will begin by renting a building which can be converted into a plant to suit our needs,’ Gupta said. The company, which already has three facilities in Sahibabad

(Uttar Pradesh), Gurgaon and Dharuhera (Haryana), expects that the new plant to be operational by the end of 2011 or beginning of 2012. The investment in the facility might go upto `20 crore. The new plant at Chennai will cater to the needs of the existing customers including Ford, Toyota and Nissan. It plans to cater to customers in Pune from the new facility. The company plans to expand the capacity of its existing plant in Sahibabad by adding two more extrusion lines to the existing 12 lines. It will also set a mixer in the same facility to mix compounds, which will be

supplied to other component manufacturers. Metzeler Automotive, which is a joint venture of Cooper Standard Automotive and Toyoda-Gosei is currently a Tier I supplier to most of passenger cars and commercial vehicles manufacturers. It manufactures sealing systems made up of rubber for weather-proofi ng vehicles for its OEM clients. The company intends to expand its product portfolio by introducing plastic sealing systems for its existing as well as new customers. ‘Currently, we are manufacturing sealing systems made up of rubber. By 2011 we will also produce plastic com-

ponents which are very much in demand these days,’ Gupta said. The sealing systems produced currently by Metzeler are based on Ethylene Propylene diene Monomer (EPDM) technology, which is a technology for rubberbased products. The company will be setting up two more extrusion lines based on Techno Plastic Products (TPP) technology (plastic based) by July 2011. Metzeler has already bagged the contract for Ford for the new plastic components. The company, which claims to have a market share of 50 percent, is touching a turnover of `230 crore by the end of FY 2011 and is aiming to touch the target of `300 crore by FY 2012.

Avtec to manufacture... Contd. from P1 facilities in India for separate components and OEMS. ‘We are planning to start third shift by March at our Hosur plant from where we supply transaxle to Ford Figo. Ford is also exporting the transaxle from this plant’ Kadapa added. Currently, around 10,000 units are manufactured every month from Hosur plant and after adding third shift, the production will be go upto 12,500 units. The company manufactures off-highway hauling transmissions (both automatic and power shift), in technical collaboration with Allison Transmission and cycling transmissions for off-highway, material handling and locomotive segments, which are designed in-house at its Hosur unit. It also manufactures, on a contract basis, transmission for global automobile manufacturers. The company’s Pithampur facility is categorised into two streams comprising contract manufacturing and proprietary products. This facility supplies various components including cylinder heads, cylinder blocks, crankshafts, connecting rods for engines and gears, sleeves, shafts and transmission cases. Additionally, the company also supplies engines to Tavera Euro III from Pithampur plant. The company’s Kharagpur plant supplies transmission components required for small cars and heavy trucks.

Setco... Contd. from P6 According to Seth, the growth in the fi rst half of the current fi scal for commercial vehicle segment over that of the last fi scal has been close to 30 to 35 percent. But we are likely to close this fi scal with an overall growth of around 25 to 27 percent due to higher base in comparable period last fi scal. Medium and heavy commercial vehicle segment is likely to grow by around 15 to 17 percent over the next two to three years. The company net sales for the last fiscal ending March 2010 stood at `209.1 crore as compared to `160.21 crore in the previous fiscal on a standalone basis. The net profit of the company stood at `17.8 crore as compared to `11.47 crore. Its net sales on a consolidated basis stood at `255.85 crore in the last fiscal as compared to `232 crore in the previous fiscal. The net profit on a consolidated basis stood at `14.31 crore as compared to `13.32 crore in the previous fiscal.

BMW...

Contd. from P12

and the company is looking to offer BMW X3 by the middle of the 2011. BMW India launched its new compact sport-utility vehicle XI at a price tag of `22 lakh and `29.9 lakh (ex-showroom Delhi). It is available in two diesel and one petrol variants. The diesel engine powered by 177 BHP with a torque of 350 Nm from 1750 to 3000 rpm. The car will be available in two options: the X1 sDrive 20d, which is priced at `23.9 lakh and the X1 sDrive 20d exclusive, which is priced at `29.9 lakh.

Auto Monitor

INTERVIEW

1 - 15 February 2011

â&#x20AC;&#x2DC;We are evaluating engine design, research & development centre in Indiaâ&#x20AC;&#x2122; Achates Power was established in 2005 with venture funding from group of investors including John Walton (of Walmart founder family) to the tune of around $50 million. It is focused on providing opposed piston engine technology for automotive and other applications with capabilities for engine development, designing and testing. In an interaction with President and Chief Executive Officer, Achates Power, David Johnson elaborates on the technology evolution roadmap for diesel engines and his companyâ&#x20AC;&#x2122;s future plans. Abhishek Parekh What are the major technological changes that are likely to shape engine manufacturing and designing business? The current economic and political environment seems to be focused on fuel efficiency and reduction of green house gases. We are currently focused on making the opposed piston engine a technology of choice for the diesel engine for automotive sector. Why has the opposed piston engine technology not been widely adopted in the automotive sector? The major challenge in the 1930s and 40s, during the early part of the evolution of automotive powertrain technology, was that the opposed piston technology, despite its benefits, could never emerge as a clean technology. Moreover the technology was rather inefficient as the engine consumed too much oil, did not provide acceptable level of fuel efficiency and could not be relied upon to meet emission standards. The opposed piston engine

technology allows the elimination of cylinder heads in the engine and thus there is no need for engine valves for intake and exhaust of air. This implies that the pistons perform the task of the engine valves. The technology splits the internal engine combustion into two events with pistons moving at slower speed compared to a conventional four-stroke combustion engine. Hence it is possible to churn out more energy and performance with a relatively longer combustion process. We are able to offer a more fuel efficient two-stroke engine with longer combustion cycle for better fuel economy and cleaner performance. The engine is lighter and smaller compared to a conventional fourstroke engine without compromising on any of its performance parameters. The major challenge is to make the technology cleaner to enable wider adoption in the automotive sector. There is still some scepticism among our potential customers regarding the ability of the engine to meet performance and emission compliance expectations. The technology

allows for multiple options for fuel injection and we can reduce the size of the engine from five litres in case of conventional fourstroke to something like three-litre two-stroke ones without any compromises on the performance. What has been the major breakthrough in the technology and how has Achates Power involved in overcoming such technological hurdles? There have been series of technological breakthroughs over a period of time not necessarily David Johnson, President & CEO, Achates Power meant for opposed piston tive sector. We are in a position engine technology but rather to offer the technology at lower more generic in nature, which cost to encourage wider adophas helped the technology evolution. We feel it is logical and tion. More importantly, there are reasonable to direct our efforts now multiple solutions to overat making the most effi cient come many of the concerns over diesel engines currently in the the technology for addressing market offer better performance specific market needs. at lower cost. Over the last twelve to sixteen months, we have generated around 1,500 hours of testing Which markets are you tarbased technical data based on geting in the medium to long term this technology and that is our in transportation segment? major contribution to its evoluIt is important that the engine tion. Initially, we were focused is not heavier & larger and costs more on aviation sector and the more than the engine currently efforts were directed to meet the in use for most automotive applirequirements of that segment. cations. We are looking to be a But as the technology evolved, technology partner to vehicle we realised that we could and engine manufacturers rathmake the technology cleaner er making the engine ourselves. and efficient for targeting the It would be an uphill task for any automotive sector. This allowed player aspiring to become an us to address major issues engine supplier or manufacturconnected to transportation er to exiting or even new vehicle segment including the automomanufacturers as engine is the

most critical component in a vehicle. We are looking to tap opportunities in tractors, construction equipments and gensets, mainly in the emerging markets in Asia and Latin America, where fuel efficiency and volume equation works in the favour of technology like ours. As opposed to engineering services companies, we work with our customers on technology licensing model as most customers would want to perform critical engine development work themselves. How has the downturn in the developed markets in Europe and North America affected your company and what is your outlook? The downturn actually helped us because we could hire talented employees from OEMs and other engine manufacturers to support our growth objectives. Manufacturers with new vehicle development programme with newer engines are good prospects for us. Additionally, we are also looking to tap existing vehicle platforms with a newer and greener engine. Our immediate plan for India is evaluating a research & development facility for continuing our effort to make robust engines for automotive sector. The capability exists here but there are other factors like market access, infrastructure to be considered before making such a decision.

Auto Monitor

ANALYSIS

Cumulative passenger car sales grew by 62.27 percent in 2010-11 to touch 1,415,163 units as compared with 872,089 units in the previous fiscal. Utility Vehicle (UV) sales grew by 21.01 percent in 2010-11 to touch 225,270 units compared with 186,157 units notched up in the previous fiscal. Multi Purpose Vehicle (MPV) sales increased by 50.58 percent in 2010-11 to touch 156,525 units compared with 103,947 units in the previous fiscal. Nissan registered highest growth rate in the passenger vehicle segment with 4884.21 percent to 6,629 units as compared with 133 units in the same period in the previous fiscal. Passenger Cars 2009-10

2010-11

BMW

2,238

4,561

Fiat

18,087

15,231

Ford

20,248

66,609

43,904

63,620

6,458

5,699

HSCI

43,414

44,289

HMIL

22,865

264,399

3,889

6,720

553,714

696,923

MSIL Merc

2,397

103.80%

OEMs

-15.79% 228.97% 44.91% -11.75% 2.02% 1056.35% 72.80%

70.30%

4,082

133

6,629

Skoda

11,992

14,219

18.57%

180,339

36.78%

TKM

7,196

8,363

Audi

1,404

2,645

2,303

30,835

872,089

1,415,163

Total

2009-10

2010-11

ALL

548

504

Force

7,197

11,836

156

277

M&M

56,249

73,448

MNAL

8,028

Piaggio

8,226

6,685

Swaraj

2,605

3,113

19.50%

118,319

141,254

19.38%

-8.03% 64.46%

Cumulative Scooter/Scooterette sales grew from 1,018,926 units registered in 2009-10 to touch 1,517,132 units in 2010-11, a growth of around 48.9 percent. Motorcycles/StepThrough sales increased from 5,339,701 units in 2009-10 to touch 6,654,280 units in 2010-11, a growth of around 24.62 percent. Moped/Electric Scooter sales increased from 419,945 units registered in 2009-10 to 519,636 units in 2010-11, a growth of around 23.74 percent. Mahindra & Mahindra 2W notched up the highest growth rate in scooters segment this fiscal with more than 211.35 percent increase in volumes from 37,977 units in 2009-10 to 118,242 units in 2010-11. It was followed by Suzuki Motorcycles with 81.34 percent growth to touch 163,298 units as compared with 90,052 units in the previous fiscal. Honda Motorcycles & Scooters notched up highest growth rate in motorcycles segment with 62.07 percent increase from 307,356 units in 2009-10 to 498,143 units this fiscal. It was followed by Bajaj Auto with a growth of 45.88 percent this fiscal from 1,232,047 units to touch 1,797,351 units. TVS Motors registered growth of around 24.47 percent in mopeds/electric scooters segment in volumes from 417,463 units in 2009-10 to 519,636 units in 2010-11.

77.56%

30.58% 0.00% -18.73%

Scooter/Scooterettee

25.86%

Nissan

131,847

Cumulative Light Commercial Vehicle (LCV) sales grew by 27.12 percent in 2010-11 to touch 250,543 units as compared with 197,095 units sold in the same period in the previous fiscal. Medium & Heavy Commercial Vehicle (M&HCV) sales grew by 42.85 percent in 2010-11 to touch 223,326 units compared with 156,334 units notched up in the previous fiscal. Three-wheeler sales increased by 19.13 percent in 2010-11 to touch 383,313 units as compared with 321,754 units in the previous fiscal. Hindustan Motors notched up the highest growth rate in the LCV with 77.56 percent gain to touch 277 units this fiscal as compared with 156 units in the previous fiscal. Ashok Leyland notched up highest gain in M&HCV segment with 91.27 percent growth to touch 4,644 units as compared to 2,428 units in the corresponding part of the previous fiscal.

LCVs (PC+GC)

Tata 4884.21%

Tata

Two-Wheelers

Commercial Vehicles

Passenger Vehicles

OEMs

1 - 15 February 2011

VECV - Eicher

3,795

Total

197,095

5,398

27.12%

16.22%

M&HCVs (PC+GC)

88.39%

OEMs

2009-10

2010-11

ALL

33,548

56,119

AMW

2,428

4,644

2009-10

2010-11

BAL

3,501

HHML

143,782

240,306

HMSI

522,689

665,051

M&M 2W

37,977

118,242

SMIL

90,052

163,298

TVS

220,925

330,208

49.47%

1,018,926

1,517,132

48.90%

-99.23% 42.24%

250,543

OEMs

1238.91% 67.28%

62.27%

Total

67.13% 27.24% 211.35%

81.34%

91.27% -90.73%

JCBL

151

Daimler*

121

0.00%

MNAL

247

0.00%

46.74%

Merc Benz

171

Swaraj

3,959

5,374

UV OEMs BMW Force

2009-10 389 4,031

2010-11 371

-4.63%

5,915

Ford

1,521

2,124

39.64%

11,423

14,979

31.13%

1,165

1,961

HSCI

203

397

HMIL

215

Tata

68.33% 95.57% 1553.85%

ICML

828

524

M&M

109,154

123,023

MSIL

2,835

4,698

Merc

455

Nissan

113

362

101,147 13,779

20,854

VECV - Volvo

708

806

Volvo Buses

443

394

Total

156,334

223,326

OEMs

-51.46%

2009-10

2010-11

BAL

1,232,047

1,797,351

HHML

3,196,505

3,604,308

HMSI

307,356

498,143

IYM

170,712

206,404

4,626

45.88% 12.76%

35.74%

134,670

VECV - Eicher

Motorcycles/StepThrough

62.07%

33.14% 51.35%

M&M 2W

-0.40%

13.84% RE

38,612

38,458

SMIL

34,095

33,630

TVS

360,374

471,360

-1.36%

-11.06%

-36.71%

20.91%

42.85%

30.80%

12.71% 24.62%

Total 5,339,701 6,654,280 65.71% 461.73%

3 Wheelers (PC+GC)

220.35%

OEMs

Skoda

404

Tata

21,786

27,347

25.53%

TKM

32,615

42,495

30.29%

Total

186,157

225,270

2009-10

2010-11

Atul

8,101

13,314

Bajaj

131,528

150,503

64.35%

Force

1,310

137

139

Maruti

68,859

118,729

35,088

37,657

0.00%

103,947

156,525

7.32% 50.58%

Total

TVS

417,463

519,636

Electrotherm*

2,482

M&M

31,909

44,471

Total

419,945

519,636

Piaggio

132,923

148,096

Scooters

7,888

9,496

TVS

8,095

17,296

Total

321,754

383,313

24.47%

0.00% 23.74%

72.42%

Tata

2010-11

21.01% 39.37% 11.41% 20.39% 113.66%

2009-10

14.43% -89.54%

2010-11

Force

OEMs

MPV OEMs

Mopeds/Electric

2009-10

19.13%

* Data not available since August 2008 onwards

Auto Monitor

CORPORATE

Captive ﬁnancing to give easy-to-drive options Nabeel A Khan New Delhi

ncreasing number of fi nancing options from captive fi nance companies of OEMs is infusing much needed competition in the vehicle fi nancing business, according to experts. Though OEMs may have a reason to float captive fi nancing arm for their customers, banks are not much perturbed due to limited reach of these captive fi nance operators. ‘As is currently the case, companies which have an inhouse financing arm have a distinct advantage over competitors,’ Assistant Vice President, Institutional Research, Religare Capita l Markets, Kausha l Maroo said adding ‘with more than 70 percent of cars and 90 percent of commercial vehicles being fi nanced - ease of fi nancing, integrated processes (lesser paperwork) and sometimes better rates (as there could be preferential rates or subvention schemes from parent company), can influence purchase decision by customers in favour of the OEMs with in-house fi nancing arms.’ Agreeing with Maroo, Partner, Automotive Practice, Ernst and Young, Kapil Arora, said ‘certainly having capital fi nancing will give the automobile companies an edge over their competitors, who do not have fi nancing arms especially for the luxury class vehicles. Firstly, these in-house fi nancial services can attract more customers because it offers a single window deal for the cus-

1 - 15 February 2011

tomers and secondly, they also give lower interest rate compared to that offered by banks.’ ‘The key reason behind this strategy is to widen their sales numbers. By having their own in-house finance arm, vehicle manufacturers will have greater control over the pricing and loan guarantees,’ says Automotive Practice Leader, PricewaterhouseCoopers India, Abdul Majeed said. Majeed further explained that captive fi nancing also saves the consumers’ time and effort in approaching a bank for a vehicle loan. OEMs with inhouse fi nance arms enjoy a slight edge, he said. Tata Motors and Mahindra & Mahindra were among the early entrants in the captive fi nance business. German luxury car maker BMW set up a fi nance subsidiary in October after terminating its arrangement with HDFC Bank. ‘Captive fi nancing will definitely give an advantage over competitors because of the easy and convenient procedure. We offer a hassle-free fi nancing service with comparatively less paper work,’ said President, BMW India, Andreas Schaaf. Tata Motors Finance (TMF) for Tata Motors & Mahindra & Mahindra Finance Service (MMFSL) for Mahindra & Mahindra have aided both the companies gain and maintain market share over competitors in the commercial vehicles (CVs) and tractor segments respectively, despite similar (vehicle) product offerings by competitors. Especially during downturns or at

times when credit disbursements from banks is low, companies with an in-house fi nancing arm gets to gain market share as it can lure customers with its ability to fi nance, according to Maroo. Chairman, Sonlika Group, L D Mittal pointed out that their larger rival like Mahindra & Mahindra is doing better in terms of tractors sales with inhouse fi nancing offered to their customers through M&M Financial Services. Bankers and stand-alone auto fi nancing services providers also feel that the captive fi nancing may score over them for short period of time but in long-run there will be no impact. ‘We don’t see any great fear to our business in long-run. But occasionally, when the OEMs offer fi nance at lower rate of interest, we tend to lose customers. We have big enough market to run our business smoothly,’ said Senior Vice President, HDFC Bank (Auto Loan), Rajan Pental. However, on asking if the bank was planning any strategy to counter this move, Pental answered in negative. Managing Director, Mazars Advisory, Bharat Dhawan, said ‘There will be not much impact of it if an OEM has captive fi nancing service or not. However, for short time period the captive fi nancial service could help due to one stop solutions.’ ‘I don’t think having captive fi nancing will help much or give any advantage,’ Senior Vice President, Sales and Customer Care Mahindra & Mahindra, Arun Malhotra said.

Recovery in component... Contd. from P8 age of senior managers in certain cases to meet the demand for quality and skilled manufacturing managers. We are addressing the issue by buying entities to gain technology and where this is not possible we are developing systems and hiring top notch talent to fi ll the knowledge gap. Have all your acquisitions met your expectations? Most of them have met and exceeded my expectations but there are a couple of acquisitions, which I feel we would have been better off without. I realise

that it is very difficult to change the culture from a family owned enterprise to a professional one and the effort and energy is better invested in more productive pursuits. For the want of a better yardstick, I would say that one may be better off staying away from acquiring any entity locally or internationally with less than $100 to 150 million in revenues. There are major issues involved in dealing with a small family owned enterprises. These outfits are used to dealing in cash and have their business edifice built purely on trust and relationships rather than systems and processes.

MGL to bid... Contd. from P17 ‘We are most willing to buy land from the government to create infrastructure for refi lling but such land has to be at the rate available for infrastructure projects and not prime property rates. We have also appealed to vehicle manufacturers to provide extended warranties on new as well as retrofitment of CNG kits for their vehicles to boost public confidence in CNG vehicles,’ said Chittoda explaining measures undertaken by the company for wider adoption of CNG. Mahanagar Gas (MGL) was established in 1995 as a joint venture between GAIL, British Gas Group and the Government of Maharashtra. It has set up the natural gas distribution network in Mumbai and its neighbouring areas. It is an ISO 9001:2000, ISO-14001 and OHSAS 18001 certified organisation. MGL has already connected over 4.5 lakh households and over 1,000 small commercial and industrial establishments.

Additionally, it supplies CNG to more than two lakh vehicles including 1.4 lakh rickshaws and over 60,000 taxis/ cars in Mumbai, Thane, MiraBhayander and Navi Mumbai. Besides, over 3,000 buses from transport undertakings, around 3,500 light commercial vehicles and private buses run on CNG supplied through its wide distribution network of over 270 km of steel and above 2,800 km of MDPE pipeline system and around 150 existing CNG fi lling stations having over 700 dispensing points. The company has adopted a Health, Safety, Security & Env ironment (HSS &E) Management system which provides a framework for continual improvement in its performance. It has all the resources and competencies required from concept to commissioning of gas distribution networks available in-house. The entire business in MGL has been integrated through ERPSAP system.

We Are Brimming With Gratitude !!!

We have received your dealershipâ&#x20AC;&#x2122;s nomination for Automotive Dealership Excellence Awards. Thank you for your unwavering support. The participation received from the length and breadth of the country was overwhelming. We now look forward to your presence at the awards ceremony. See you at ADEA.

Special Initiatives Partner

Knowledge Partner

Media Partner

Event First in Business Worldwide

For further details, write to prachi.mutha@infomedia18.in or call +91 22 3003 4650

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GLOBAL WATCH

1 - 15 February 2011

International auto round-up EUROPE

AMERICAS

Renault executives suspected of espionage on electric cars

GM expected to add third shift, 650 jobs at Flint plant

Chief Executive Officer, Renault, Carlos Ghosn recently aired his suspicion that some of the company’s executives have been involved in leaks of its business model about the electric cars that it is developing, according to Bloomberg News. Renault, based in the Paris suburb of Boulogne-Billancourt, fi led a criminal complaint, citing allegations of industrial espionage, corruption, breach of trust and theft in mid January. Three executives who have been fi red have denied wrongdoing. Renault and alliance partner Nissan have invested a combined 4 billion euro ($5.4 billion) in electric-car technology, including lithium-ion batteries developed by the Japanese carmaker in a venture with NEC to power its Leaf model and other Renault vehicles.

GM announced a major investment to increase truck production at its Flint Assembly plant, adding a third shift and more than 650 jobs, according to a report in the Detroit News. The plant in economically ravaged Flint, builds big trucks, such as the Chevrolet Silverado and GMC Sierra. It employs about 2,000 hourly and salaried workers. GM hourly workers on layoff would be eligible for the jobs added at Flint Assembly. The Detroit automaker has spent $35 million making upgrades and other enhancements to its 3.7 million-square-foot Flint factory since 2008.

Fiat’s Freemont crossover to debut at the Geneva Auto Show The seven-seat Freemont is Fiat’s version of the Dodge Journey and is part of FiatChrysler CEO Sergio Marchionne’s plan to cut costs and boost capacity utilisation at the automakers’ factories by cross selling Fiat and Chrysler group models. The company said that the Freemont is a ‘factotum vehicle’ designed to meet the diverse needs of families and those seeking a spacious, comfortable and versatile vehicle to cater for the frenetic pace of everyday life or weekend leisure time, in a vehicle preview. European sales of the Freemont are likely to commence in June. The model will initially come with front-wheel drive and with two Fiat 2-litre MultiJet turbodiesel engines, delivering 140hp and 170hp coupled with a manual transmission. By year end, the Freemont will also be offered with a 276hp 3.6-liter V-6 gasoline engine from the Chrysler Group Pentastar family with four-wheel-drive. The 170hp diesel will also be offered with 4wd version. Both will have automatic transmissions. The Freemont will compete against models such as the Ford S-Max and Ford Galaxy.

Conti hires former Peguform boss Boehm Continental has tapped a powertrain engineer with CEO experience at Peguform to take the helm of its engine-management systems unit, according to a report in the Associated Press. Gerhard Boehm, 53, replaces Peter Gutzmer, an Executive Vice President, Schaeffler Group, Continental’s controlling shareholder, as the current head of the unit. Gutzmer, 57, had been acting chief for more than a year, in addition to his other responsibilities. Boehm had been a business consultant since 2008, when he stepped down as CEO of automotive-interiors and plastics supplier Peguform after the company was sold to Austria’s Polytec Group. Between 2005 and the end of 2008 he steered the privately held company through a restructuring process that returned it to profit before its sale to Polytec. Continental’s engine management systems unit develops and manufactures fuel-management and injection systems for diesel and gasoline engines. The family-owned Schaeffler Group holds around 75 percent stake in Continental following its hostile takeover bid for the bigger company in 2008.

BMW passes Daimler in European sales, Audi remains top luxury brand Audi defended its top spot in luxury-auto sales in Europe last year while BMW AG’s main brand captured second place from Daimler AG’s Mercedes-Benz as premium-car demand revived, according to Bloomberg News. New registrations for BMWs rose 6.5 percent last year to 609,196, the fastest pace among the three brands, exceeding Mercedes’ 586,146, while Audi stayed on top with sales of 623,536, according to data from industry association ACEA. In December, Audi deliveries climbed 16 percent, beating BMW’s 7.3 percent gain and 4.2 percent for Mercedes. Audi aims to dethrone BMW as the global luxury champion by 2015. BMW deliveries were boosted by the revamped 5-series sedan, while Audi was helped by the new A7 Sportback and A1 compact. Mercedes saw registrations decline 0.1 percent as its S- and E-class sedans lifted sales mostly outside of Europe and as buyers waited for the introduction of the new C-class sedan. Overall European new-car registrations declined 4.9 percent to 13.8 million, ACEA data showed.

Buick debuts new compact sedan Buick fi lls out its product line-up with its fi rst compact luxury sedan the Verano to compete with small entries from BMW, Mercedes and Lexus. Based on the Chevrolet Cruze platform but with completely different sheet metal, the Verano will come initially with a 2.4 litre, 180-hp four-cylinder mated to a six-speed automatic. The car is expected to give 31 mpg on the highway. A number of upmarket features will distinguish the Verano interior, including leather trim, heated seats, a seven inch colour screen and remote start that can be activated from a smart phone. Noise suppression is a key feature of the Verano. Pricing is expected to start in the low $20,000 range, when the car goes on sale in the fall.

GM to ramp up Volt production GM plans to boost production of its Volt extended-range electric vehicle from the planned 10,000 to more than 25,000 this year, according to a report in the Detroit News. The $41,000 Volt, built at the Detroit-Hamtramck facility, was named Car of the Year at the North American International Auto Show in Detroit. GM intends to expand the extended-range technology it developed for the Volt to two additional vehicles — a hatchback and a minivan — that should be on the US market by 2013. The automaker will spend $7 billion on product research and development this year compared to $5 billion in 2009, the year it fi led for bankruptcy.

Saab recalls 9-3 sedans over engine stalling Saab is recalling 4,400 passenger cars to fi x fuel pumps that could seize and cause the engine to stall, according to a report in the Associated Press. Saab said the recall affects certain 2010 and 2011 model year 9-3 sedans built from June through October of 2010. The company says some of the fuel pumps may have had components with incorrect specifications. The defective fuel pumps could seize, stopping the flow of fuel to the engine and causing the car to stall. Dealers will replace the defective fuel pumps free of charge.

Ford to invest $400M in Missouri assembly plant Ford plans to invest $400 million in its Claycomo assembly plant during the next two years to build a new model alongside its popular F-150 truck, according to a report in the Detroit News. All 3,750 hourly workers at the plant in suburban Kansas City will be retained, Ford said. It did not reveal when production would begin or the vehicle’s name. In a special session last year, Missouri lawmakers granted Ford tax breaks after the Dearborn-based automaker announced it would move production of its Escape small SUV production from Claycomo to Kentucky. The Kansas City Assembly Plant is the fourth North American facility Ford is retooling for production of new vehicles that the automaker said are at the heart of an increasingly balanced line-up of cars, trucks and utilities.

ASIA Engine makers sign deals with Chinese companies Navistar has won the Chinese government approval for a $400 million joint venture with the state-owned Anhui Jianghuai Automobile Company. Navistar will export services and parts to be used in the manufacture of diesel engines and commercial trucks. The joint venture will develop, manufacture, market and sell heavy-duty trucks and light to medium/heavy-duty engines, primarily in China. The joint venture will be based in Hefei City, Anhui Province. In a concurrent development, Cummins reached an agreement with Zhengzhou Yutong Bus Company to jointly develop and commercialise hybrid power systems for the Chinese bus market. The engine maker is presently a supplier to Yutong, and hopes to increase its penetration of the Chinese market by jointly developing and producing a hybrid bus primarily for the Chinese market. Cummins estimates a potential of more than $500 million in annual sales.

Daimler appoints Frank Deiss to run Beijing Benz Veteran Daimler Executive Frank Deiss will take up a new position with the automaker in March as CEO of Beijing Benz Automotive. Deiss is currently Chief of Procurement, Mercedes-Benz cars and vans. He will replace Guenter Butschek, who has accepted a senior management position at Airbus. Beijing Benz is a 50:50 JV between Daimler and Beijing Automotive Industrial Holding. In 2005, Butschek took charge of the newly formed venture, which opened an assembly plant a year later. The facility produces the C-Class compact car plus a long-wheelbase version of the E-Class. Deiss, 47, has overseen global procurement for Daimler’s car and van divisions since 2005. He joined the company in 1984 as a student of business administration. He will be replaced by Dr. Klaus Zehender, 43, the chief of logistics at the Sindelfi ngen assembly plant, Mercedes’ largest passenger car production site.

GM’s 2010 China sales climb 29 percent on stimulus GM boosted sales in China by 29 percent last year as government stimulus policies and rising incomes spurred demand for its Buick and Chevrolet models, according to

Bloomberg News. Sales totaled 2.35 million vehicles. The growth rate slowed from 2009, when deliveries surged 67 percent to 1.83 million. The company expects sales this year to grow as much as 15 percent, according to President of Local Operations, GM China, Kevin Wale, as the government ends rural subsidies and tax breaks that helped China became the world’s largest auto market. The automaker plans to add about 12 new models in two years to sustain demand, including its fi rst under a new Chinese brand. China raised the sales tax on small vehicles to 10 percent from 7.5 percent in January as it ends measures designed to support auto sales. Rural subsidies, fi rst introduced in March 2009, have also ended. The government said it would set a monthly quota of 20,000 new vehicle licenses in Beijing as the city seeks to ease traffic and cut pollution. Non-transferable license plates will be issued through a lottery system. GM’s car venture with China’s SAIC Motor boosted sales by 42 percent last year to 1.03 million units. Its models include Buick Excelle and Regal cars as well as Chevrolet Lova compacts. Minivan-maker SAICGM-Wuling Automotive increased sales 16 percent to 1.23 million vehicles in 2010. GM plans to export $900 million in vehicles and parts to China under a two-year agreement signed with its fl agship joint venture, Shanghai GM, according to a report in the Associated Press.

Ford in talks with China to lower cost of importing vehicles Ford is looking to boost sales in China and has entered negotiations with Chinese officials to reduce the cost of importing vehicles to that country, according to Bloomberg News. The second largest US automaker signed an agreement today to begin negotiations with the Chinese commerce ministry, said Vice President, International Governmental Affairs, Ford, Stephen Biegun. Similar talks in 2008 resulted in higher sales of the Ford Edge sport-utility vehicle in China. Ford has 2.7 percent of the Chinese market, trailing GM and Volkswagen, according to researcher JD Power & Associates. Ford is spending $1.5 billion on new factories in Asia, including two new assembly plants and an engine plant in China.

1 - 15 February 2011

GLOBAL WATCH

Auto Monitor

Engine shortage leaves 3,000 Ford workers idle at Dearborn plant F

ord workers at the Dearborn Truck Plant are on temporary layoff for a week due to a shortage of parts for the V-6 engines offered in the 2011 F-150 pick-up, according to a report in the Detroit News. A parts shortage has affected availability of the 3.7-litre V-6 and the new 3.5litre EcoBoost V-6, both of which come from Ford’s engine plant in Cleveland. They are two of four powertrain choices for the 2011 model year. The F-150 remains a best-seller for Ford with a nice profit margin. About 3,000 hourly and salaried workers on three shifts are off the job in Dearborn, Ford spokesman Todd Nissen said. While on temporary layoff, the employees will continue to receive unemployment benefits and the company tops that up to approximately 95 percent of their take home pay. Nissen said Ford policy prohibits it from naming the supplier of the parts. But the problem is a capacity issue, not a quality issue, he said. During the sales downturn of the past couple of years, many suppliers cut factories and workers. ‘Now we’re seeing increased demand, and there have been times where suppliers can’t keep up,’ Nissen said. ‘It is a sign there is a lot of demand out there.’ IHS Automotive Analyst, Jim Gillette said being down for a full week due to a part shortage is unusual. But fallout was expected in the wake of the recent recession. ‘One fear during the recent debacle was that suppliers had cut so

Chrysler 300 sedan, minivan to go hybrid

hrysler will bolster its green line-up by adding a hybrid version of the Chrysler 300 sedan next year, and a hybrid minivan in 2013, according to a report in the Detroit News. Chrysler has developed its own hybrid technology, Marchionne said, promising details would be outlined later. The automaker once offered hybrid versions of the Dodge Durango and Chrysler Aspen SUVs, but the vehicles were discontinued in 2008 as the company coped with fi nancial pressures that ultimately led it into bankruptcy. The company is developing a new vehicle architecture, or platform, in the United States to underpin a family of vehicles that will include a conventional minivan with sliding doors, likely for the Dodge brand, as well as a luxury crossover model for the Chrysler brand. The family would be part of Chrysler’s larger goal of eventually producing 80 percent of its product line from four or five architectures, a plan that is just getting under way. The vehicles from the new minivan platform would be built in Windsor. Windsor Assembly is Chrysler’s oldest plant and the only automaking factory in North America running on three shifts. It employs 4,300 workers who build 1,452 minivans a day. The plant is about to add versions for Europe equipped with a 2.8liter diesel engine.

much it would be hard to come back and also that lower tier suppliers would have trouble getting capital (to ramp up production again),’ Gillette said. There have been sporadic shortages such as specialty highstrength steels and rare earth materials, Gillette said. Ford also had a problem several months ago where it could not get a part from Italy that was part of the engine management controller. Gillette said shortages likely will continue to plague the industry for the rest of the decade as auto sales slowly return to past levels of selling 16 million vehicles annually in the United States. And globally, production is at record levels, even with North

America still underperforming. Ford is working with its sup-

ply base to ensure parts makers can meet growing demand as the

industry rebounds, Nissen said. At this time, there are no other vehicles or plants affected by the parts shortage affecting the V-6 engines, he said. For 2011, the F-150 comes with a choice of the two smaller V-6s or two V-8s: a 5-litre or 6.2-litre. All but the 3.5-litre turbocharged EcoBoost V-6 went into production last October, and Ford stockpiled trucks for three months leading up to year-end sales of the new pickups. Ford did not start building the 3.5-liter EcoBoost engine until this month for sale in February. F-Series sales were up 27.7 percent in 2010, and the automaker expects increased sales with the new engine line-up.

Auto Monitor

1 - 15 February 2011

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PRODUCT INDEX Product ............................................................ pg no. 186 series cylinder box...............................................6 5c indexers .................................................................7 Acc. Padel sensor assy. ...............................................35 Ace..............................................................................23,27,29 ADEA - Automotive Dealership Excellence Awards .....34 Alternatives ................................................................5 Auto electric accessories ............................................8 Auto mation mfrs .......................................................7 Auto parts ..................................................................16 Automatic painting system ........................................28 Automation ................................................................38 Axles ...........................................................................16 Batteries .....................................................................5 Bearings .....................................................................9,22 Blow ďŹ lm & plastic molded components ...................37 Bolts ...........................................................................16 Brake pads .................................................................5 Brake parts .................................................................33 Building automation ..................................................38 Buses ..........................................................................23,27,29 Cable carriers .............................................................22 Cable connectors........................................................22 Ced coating machines ................................................38 Ced/ktl coatings .........................................................FIC Cellular foam products...............................................37 Chains.........................................................................22 Chassis ........................................................................33 Chassis components ...................................................33 Chemlok coating machines ........................................38 Clutch housing ...........................................................6 Clutch plates & cover assemblies ...............................5 CNC .............................................................................31 CNC cutting machines ................................................38 CNC electric bender....................................................24,25 CNC hmcs ...................................................................31 CNC laser cutting machines........................................38 CNC lathe ....................................................................7 CNC machines ............................................................31 CNC oval turning centers ............................................31 CNC oxy fuel cutting machines...................................38 CNC plasma cutting machines ....................................38 CNC turn mill centers .................................................31 CNC turning center .....................................................31 CNC vertical machining center ...................................31 CNC/vmc machines.....................................................13 Coating machines .......................................................38 Coating plants ............................................................38 FIC : Front Inside Cover BIC : Back Inside Cover BC: Back cover

Coating systems ..........................................................38 Commercial vehicles ..................................................21 Commerical vehicels- middle east .............................26 Compression springs ..................................................3 Connectors .................................................................22 Countersinks ..............................................................BIC Cutting machines .......................................................38 Cylindrical grinders ....................................................BC Diamond tools............................................................BIC Dip spin coating machines .........................................38 Drilling tools...............................................................BIC E-coatings solutions ...................................................FIC Egr valve .....................................................................35 Electric horn...............................................................8 Electronic brake systems ............................................33 Electronic control unit ...............................................35 Engine block for automobile......................................6 Exhibition- Engineering Expo .....................................1,4 Extension springs .......................................................3 Factory automation....................................................15,38 Filters .........................................................................5 Fluidized bed coating machines. ...............................38 Front axles..................................................................16 Garage equipments for automobile service stations .6 Gasoline systems ........................................................5 Gear pumps ................................................................5 Glide coating machines ..............................................38 Gun drills ....................................................................BIC Halogen lamps ...........................................................8 Hmc horizontal spindle..............................................7 Hollow bars ................................................................19 Horizontal CNC machines...........................................31 Horizontal machining center .....................................31 Horns..........................................................................5 Hvac blower & fan systems ........................................33 Hydrolic brake systems ..............................................33 Imaging & vision systems ...........................................38 Lighting ......................................................................5 Lubricants ..................................................................5 Machinery steel ..........................................................11 Magic ..........................................................................23,27,29 Marking solutions.......................................................17 Metal cutting tools .....................................................39 Milling cutters ............................................................BIC Modular tooling system .............................................BIC Nuts ............................................................................16 Paint circulation system .............................................28 Paint pumps ...............................................................28

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Auto Monitor

1 - 15 February 2011

SIAM DATA

PRODUCTION AND SALES FLASH REPORT FOR DECEMBER 2010 Category Segment/Subsegment Manufacturer.

Production For the month of December 2009

2010

Cumulative April-December 08-09

A: Passenger Cars- No of seats not over 6 A1: Mini - (Upto 3400 mm) Maruti Suzuki India Ltd (Maruti 800 ) 3,696 3,495 29,364 Tata Motors Ltd (Nano) 3,601 2,573 16,803 Total 7,297 6,068 46,167 A2: Compact (3401-4000mm 183 132 10,688 Fiat India Automobiles Pvt Ltd (Palio, Fiat500,Grande Punto) Ford india Pvt Ltd ( Fusion, Figo ) 0 6,261 455 General Motors India Pvt Ltd (Beat, Spark,U-VA) 5,403 4,805 37,145 Honda Siel Cars India ltd (Jazz) 1,066 365 7,675 Hyundai Motors India Ltd(Santro,Getz, i10, i20) 52,523 50,331 399,161 72,655 566,478 Maruti Suzuki India Ltd (Alto,Wagon R,Zen,Swift, A-Star, Ritz) 65,491 Nissan Motor India Pvt Ltd (Micra) 0 12,639 0 SkodaAuto india p.ltd ( Fabia ) 409 2,011 4,062 Tata Motors Ltd (Indica) 5,473 7,176 81,302 Toyota Kirloskar Motor Pvt Ltd (Etios-Liva) 0 16 0 Volkswagen India Pvt Ltd (Polo) 0 2,503 0 Total 130,548 158,894 1,106,966 A3: Mid -Size (4001-4500mm) 0 180 0 BMW India Pvt Ltd (Z4 Roadster) Ford India Pvt Ltd (Ford ikon,Fusion,Fiesta) 2,665 1,466 22,169 General Motors India Pvt Ltd (Cheverlet Aveo NB) 511 272 2,659 Hindustan Motors Ltd (Ambassador, Lancer,Cedia) 882 221 6,428 Honda Siel Cars India Ltd (City) 4,266 4,358 33,200 Hyundai Motors India Ltd (Accent,Verna) 5,169 5,499 35,228 Mahindra Renault Pvt Ltd (Logan) 354 1,302 4,588 Maruti Suzuki India Ltd (SX4,Dzire) 7,520 9,113 70,017 Nissan Motor India Pvt Ltd (Nissan 370Z) 0 0 0 Tata Motors Ltd (Indigo,Marina) 2,050 4,170 10,192 Toyota Kirloskar Motor Pvt Ltd (Etios-Sedan) 0 518 0 Volkswagen - Audi (TT, R8) 0 0 0 Volkswagen India Pvt Ltd (Beetle) 0 3,639 0 Total 23,417 30,738 184,481 A4 : Executive (4501-4700mm) 225 183 937 BMW india pvt Ltd (3 Series) Fiat India Automobiles Pvt Ltd (Linea) 188 172 7,891 625 659 2,633 General Motors India Pvt Ltd (cheverlet Optra, Cruze) Honda Siel Cars India Ltd (Civic) 480 180 4,278 Hyundai Motors India Ltd (Elantra) 0 0 0 Mercedes-Benz India Pvt Ltd (C-Class, 139 139 1,204 SLK Roadster, CLK Cabriolet, E-Coupe) Skoda Auto India Pvt Ltd (Octavia,Laura) 615 471 4,639 Toyota Kirloskar Motor Pvt Ltd (corolla) 801 1,103 6,973 Volkswagen - Audi (Q5) 0 0 0 Volkswagen India Pvt Ltd (Jetta) 0 61 273 Total 3,073 2,968 28,828 A5 : Premium (4701-5000mm) 7 315 1,090 BMW india pvt Ltd ( 5 & 6 Series) Honda Siel Cars India Ltd ( Accord ) 180 119 2,130 Hyundai Motors India Ltd ( Sonata ) 16 11 338 Mercedes-Benz India Pvt Ltd (E-Class, CLS) 141 408 819 Nissan Motor India Pvt Ltd (Teana)** 0 0 0 Skoda Auto India Pvt Ltd (Superb) 329 300 2,306 Toyota Kirloskar Motor Pvt Ltd (Camry ) 0 0 0 Volkswagen - Audi (A4,A6)* 0 0 0 Volkswagen India Pvt Ltd (Passat, Touareg) 0 0 55 Total 673 1,153 6,738 A6: Luxury (5001mm&abve) 0 0 0 BMW india pvt Ltd (7 Series ) Mercedes-Benz India Pvt Ltd ( S-Class) 11 56 243 Volkswagen - Audi (Q7,A8) 0 0 0 Volkswagen India Pvt Ltd (Phaeton) 0 0 0 Total 11 56 243 165,019 199,877 1,373,423 Total A Utility Vehicles B: Max. Mass upto 3.5 tn, B1(a): No of seats not over 7 0 0 0 BMW india Pvt Ltd (X3, X5, X6) Force Motors Ltd (trax) 5 0 19 Ford India Pvt Ltd (Endeavour) 255 132 1,690 General Motors India Pvt Ltd (Tavera, Captiva) 609 699 4,419 Hindustan Motors Ltd (Pajero) 117 194 1,155 Honda Siel Cars India Ltd (CR-V) 0 0 0 Hyundai Motors India Ltd (Tucson) 0 0 0 Mahindra & Mahindra Ltd (Scorpio, Bolero, 7,391 10,424 65,334 Soft Tops, Hard Tops, Xylo) Maruti Suzuki India Ltd (Vitara) 0 0 0 Mercedes-Benz India pvt. Ltd (GL-Class, M Class) 0 0 0 Nissan Motor India Pvt Ltd (X-Trail)* 0 0 0 Skoda Auto India Pvt Ltd (Yeti) 0 140 0 Tata Motors Ltd (Safari) 722 1,542 12,883 Toyota Kirloskar Motor Pvt Ltd (Innova,Prado) 2,795 3,610 18,753 Total 11,894 16,741 104,253 (b) :No of seat inculding driver exceeding 7 but not exceeding 9(7+1&8+1)( M1(B2) ) 0 0 10 Force Motors Ltd (Trax) General Motors India Pvt Ltd (Tavera) 128 158 1,220 International Cars & Motors Ltd (Rhino) 50 55 633 Mahindra & Mahindra Ltd (Scorpio, Bolero, 4,608 5,406 39,918 Soft Tops, Hard Tops, Xylo) Maruti Suzuki India Ltd (Gypsy) 310 245 2,139 Tata Motors Ltd (Sumo, Safari, Winger) 735 636 3,962 Toyota Kirloskar Motor Pvt Ltd (Innova) 2,067 2,477 18,622 Total 7,898 8,977 66,504 19,792 25,718 170,757 Total B1 B2: Max Mass upto 5 tonnes (a) : No of seat inculding driver not exceeding 13(M2(A1)) Force Motors Ltd (Trax, Traveller) 554 779 4,021 General Motors India Pvt Ltd (Tavera) 818 896 4,575 169 24 7,168 Mahindra & Mahindra Ltd (Bolero, Soft Tops, Hard Tops) Tata Motors Ltd (Sumo, Winger) 138 47 5,763 Total B2 1,679 1,746 21,527 21,471 27,464 192,284 Total Utility Vehicles (Uvs) C :Multi Purpose Vehicles (MPVs)-Van type vehicles & Max Mass not excdding 3.5 tonnes (M1( c )) Van Type Force Motors Ltd (trip) 0 30 0 Maruti Suzuki India Ltd (Omini,Versa) 8,136 13,278 69,932 Tata Motors Ltd (ACE-Magic) 3,793 4,667 35,553 Total MPVs 11,929 17,975 105,485 198,419 245,316 1,671,192 Total Passenger Vehicles (PVs) Commercial Vehicles M&HCVs A: Passenger Carriers, A1: Max mass not over 12 tn (b): No of seats over 13 190 121 1,156 Ashok Leyland Ltd JCBL Ltd 0 NA 1 Swaraj Mazda Ltd 95 207 1,602 Tata Motors Ltd 200 467 3,190 VE CVs - Eicher 62 87 1,299 Total A1 547 882 7,248 A2: Max mass exceeding not over 16.2 tn (b): No of seats over 13 Ashok Leyland Ltd 2,576 2,539 13,080 JCBL Ltd 51 NA 150 Swaraj Mazda Ltd 6 4 20 Tata Motors Ltd 1,879 1,463 11,864 VE CVs - Eicher 18 56 171 Volvo Buses India Pvt Ltd 36 24 410 Total A2 4,566 4,086 25,695 A3: Max. Mass exceeding 12 but no exceeding 16.2 tonnes (M3(C)) Passenger Carrier (D) Volvo Buses India Pvt Ltd 10 47 55 Total M&HCVs(passenger carriers) 5,123 5,015 32,998 B: Goods Carriers B1: Max mass over 7.5 tn & less than 12 tn Ashok Leyland Ltd 207 211 1,218 Swaraj Mazda Ltd 484 504 2,820 Tata Motors Ltd 1,653 1,835 14,069 VE CVs - Eicher 1,877 2,489 11,747 Total 4,221 5,039 29,854 B2: Max mass not over 16.2 tn (a): Max mass 12-16.2 tn Ashok Leyland Ltd 985 2,039 9,305 Tata Motors Ltd 3,530 4,961 24,716 VE CVs - Eicher 154 379 1,366 Total B2 4,669 7,379 35,387 B3: Max mass over 16.2 tn (a): Rigid Vehicles (i) Max mass 16.2-25 tn Ashok Leyland Ltd 2,090 2,476 11,380 Asia Motor Works Ltd 358 577 1,858 Force Motors Ltd 0 0 1 Mahindra Navistar Automotives Ltd 0 64 0 Tata Motors Ltd 4,946 5,123 38,199 VE CVs - Eicher 49 74 245 VE CVs - Volvo 0 0 6 Total 7,443 8,314 51,689 (b) Max mass over 25 tn 514 1,075 1,310 Ashok Leyland Ltd Daimler India Commercial Vehicles Pvt Ltd* 0 20 0 Mahindra Navistar Automotives Ltd 0 235 0

Source: SIAM

Domestic Sales For the month of Cumulative December April-December

09-10

2009

29,500 44,385 73,885

2,574 3,610 6,184

9,106 62,289 53,143 1,701 400,603 677,627 42,702 6,561 100,323 16 18,895 1,372,966

2010

Exports For the month of December

Cumulative April-December

08-09

09-10

2009

2010

08-09

09-10

1,798 5,784 7,582

24,594 17,534 42,128

18,982 46,760 65,742

321 0 321

857 0 857

3,552 0 3,552

9,360 0 9,360

532 1 5,477 269 20,479 52,236 0 291 4,228 0 0 83,513

86 1,881 5,471 269 23,849 64,492 1,057 1,853 5,923 0 2,356 107,237

10,036 509 37,882 6,247 200,213 459,507 0 4,265 79,847 0 0 798,506

8,684 52,691 52,379 3,731 236,518 585,523 6,428 6,399 70,273 0 18,697 1,041,323

126 0 22 0 23,650 13,317 0 0 457 0 0 37,572

102 2,086 14 0 18,548 8,632 5,546 0 580 0 0 35,508

491 0 324 34 202,226 100,529 0 16 3,366 0 0 306,986

1,005 7,014 217 15 160,242 95,566 21,283 0 4,897 0 0 290,239

180 14,906 3,183 5,822 37,103 44,888 8,610 93,331 0 34,475 518 0 8,751 251,767

13 1,463 364 930 3,269 1,753 308 7,843 0 5,106 0 0 45 21,094

193 2,313 229 415 4,380 2,196 896 9,362 2 5,234 407 4 3,178 28,809

25 19,739 2,612 6,458 31,129 22,335 3,889 69,613 0 34,466 0 0 58 190,324

248 13,918 2,976 5,699 35,131 27,677 6,720 92,418 8 63,306 407 12 8,883 257,403

0 216 10 0 0 1,315 0 67 0 31 0 0 0 1,639

0 277 29 0 13 2,512 0 69 0 105 0 0 0 3,005

0 1,257 59 0 16 13,248 1,000 403 0 834 0 0 0 16,817

0 1,035 118 1 46 16,709 1,500 577 0 1,292 0 0 0 21,278

1,341 6,390 9,023 3,371 0 1,655

93 476 784 363 0 132

212 189 911 275 0 151

838 8,051 3,410 4,061 0 1,268

1,736 6,547 8,265 3,613 2 1,768

0 18 0 0 0 0

0 5 0 0 0 0

0 255 3 0 0 0

0 124 3 3 0 0

5,029 7,824 0 3,591 38,224

584 852 45 280 3,609

403 917 97 236 3,391

5,590 6,973 195 1,729 32,115

4,839 7,630 530 2,568 37,498

0 0 0 0 18

0 0 0 0 5

0 0 0 0 258

0 0 0 0 130

1,824 1,663 180 1,862 0 3,076 0 0 636 9,241

109 113 20 136 6 238 38 98 76 834

382 185 21 375 14 246 27 252 0 1,502

1,080 1,977 317 777 133 2,137 223 817 516 7,977

2,136 1,814 202 1,875 193 2,981 326 1,657 661 11,845

0 0 0 0 0 0 0 0 0 0

0 8 0 0 0 0 0 0 0 8

0 470 0 0 470 1,746,553

39 51 13 0 103 115,337

58 57 43 2 160 148,681

295 352 392 0 1,039 1,072,089

441 439 446 26 1,352 1,415,163

0 0 0 0 0 39,550

0 0 0 0 0 39,375

0 0 0 0 0 327,613

0 0 0 0 0 321,015

0 24 2,223 5,845 1,975 0 0 75,944

28 5 118 674 131 47 0 7,129

56 0 107 795 184 26 102 9,868

389 21 1,521 5,454 1,165 203 13 63,071

371 24 2,124 7,030 1,961 397 215 74,438

0 0 0 0 0 0 0 208

0 0 0 0 0 0 0 142

0 0 0 2 0 0 0 819

0 0 0 0 0 0 0 942

0 0 0 431 17,640 28,119 132,201

2 15 6 0 759 2,926 11,840

6 127 31 115 1,960 2,975 16,352

69 81 113 0 12,948 19,062 104,110

76 455 362 404 17,415 27,780 133,052

0 0 0 0 32 0 240

0 0 0 0 38 0 180

0 0 0 0 108 0 929

0 0 0 0 213 0 1,155

0 1,044 544 48,176

0 110 58 4,618

0 154 44 5,260

0 1,748 828 38,849

0 1,052 524 47,132

0 0 0 20

0 0 0 59

0 0 38 290

0 1 0 1,059

3,353 8,919 20,194 82,230 214,431

257 381 2,213 7,637 19,477

264 222 2,036 7,980 24,332

2,766 2,769 18,692 65,652 169,762

4,622 4,029 19,726 77,085 210,137

6 50 0 76 316

38 47 0 144 324

54 174 0 556 1,485

166 321 0 1,547 2,702

6,004 7,036 1,452 697 15,189 229,620

543 817 125 702 2,187 21,664

751 865 3 887 2,506 26,838

4,010 4,221 7,234 7,911 23,376 193,138

5,891 6,897 1,453 8,972 23,213 233,350

0 0 0 15 15 331

1 0 24 26 51 375

19 5 68 144 236 1,721

Force Motors Ltd 1 4 54 111 170 2,872

208 120,292 37,535 158,035 2,134,208

0 8,088 4,077 12,165 149,166

37 13,547 4,582 18,166 193,685

0 68,859 35,088 103,947 1,369,174

139 118,729 37,657 156,525 1,805,038

0 93 113 206 40,087

0 160 18 178 39,928

0 997 233 1,230 330,564

0 1,646 108 1,754 325,641

1,218 0 2,542 4,211 1,786 9,757

68 0 110 350 81 609

95 NA 302 302 68 767

821 1 1,291 3,524 1,320 6,957

1,164 0 2,312 4,447 1,771 9,694

23 0 0 132 46 201

23 NA 0 162 0 185

196 0 0 182 53 431

174 0 4 552 117 847

17,703 14 59 13,475 189 205 31,645

2,052 51 6 2,076 9 48 4,242

1,906 NA 4 887 -4 24 2,817

10,099 150 15 10,771 151 385 21,571

13,635 14 51 11,147 110 212 25,169

235 0 0 311 0 0 546

495 NA 0 636 32 0 1,163

1,189 0 0 2,423 45 0 3,657

3,300 0 0 3,853 44 0 7,197

194 41,596

13 4,864

39 3,623

58 28,586

182 35,045

0 747

9 1,357

0 4,088

9 8,053

2,118 3,332 13,277 16,379 35,106

126 512 1,898 1,747 4,283

135 542 2,681 2,179 5,537

955 2,653 13,531 11,168 28,307

1,908 3,011 17,237 15,732 37,888

41 10 247 66 364

53 40 236 123 452

294 161 1,322 493 2,270

241 178 1,784 536 2,739

15,094 36,078 2,821 53,993

1,006 3,741 109 4,856

1,116 4,043 328 5,487

7,461 23,218 676 31,355

11,442 28,000 2,177 41,619

175 300 55 530

466 618 97 1,181

1,522 3,152 703 5,377

3,315 4,241 440 7,996

17,512 3,982 0 522 42,011 653 1 64,681

1,523 337 0 0 5,030 35 0 6,925

1,533 553 0 35 5,124 60 0 7,305

10,041 1,962 0 0 36,371 262 6 48,642

15,931 4,092 0 122 40,718 553 12 61,428

0 0 0 0 290 0 0 290

82 0 0 0 245 0 0 327

214 0 0 0 2,098 63 0 2,375

135 0 0 0 1,864 4 0 2,003

6,987 141 534

253 0 0

920 53 35

1,109 0 0

6,218 121 125

0 0 0

5 0 0

0 0 0

1 - 15 February 2011

Auto Monitor

SIAM DATA

Category Segment/Subsegment Manufacturer.

Production

Domestic Sales Cumulative April-December

Exports

For the month of December

Cumulative April-December

2009

08-09

09-10

2009

2010

08-09

09-10

2009

2010

08-09

09-10

Mercedes-Benz India Pvt Ltd 30 0 100 Tata Motors Ltd 851 3,972 6,739 VE CVs - Eicher 8 84 147 VE CVs - Volvo 131 69 549 Total 1,534 5,455 8,845 8,977 13,769 60,534 Total B3 B4: Max mass over 16.2 tn - Haulage tractor (a) Max. Mass exceeding 16.2 tonnes but not exceeding 26.4 tonnes Ashok Leyland Ltd 0 0 0 Total 0 0 0 (b) Max. mass exceeding 26.4 tonnes but not exceeding 35.2 tonnes 80 386 1,680 Ashok Leyland Ltd Tata Motors Ltd 0 0 1 Total 80 386 1,681 Ashok Leyland Ltd 265 202 1,063 33 48 445 Asia Motor Works Ltd Tata Motors Ltd 0 0 0 VE CVs - Eicher 1 21 8 VE CVs - Volvo 0 8 0 Total 299 279 1,516 Total B4 379 665 3,197 Total M&HCVs (Goods Carriers) 18,246 26,852 128,972 Total M&HCVs 23,369 31,867 161,970 2: Max mass upto 5 tonnes LCVs A: Passenger carriers A1: Max mass upto 5 tn (M2(A2)) (a): No of seats over 13 Force Motors Ltd 522 756 3,864 Hindustan Motors Ltd 0 0 1 Mahindra & Mahindra Ltd 281 0 2,407 Mahindra Navistar Automotives Ltd 0 165 0 Tata Motors Ltd 173 198 3,062 Total A1 976 1,119 9,334 A2: Max mass 5-7.5 tn (b): No of seats up to & over 13 Ashok Leyland Ltd 142 39 746 Force Motors Ltd 1 1 109 Mahindra & Mahindra Ltd 47 0 1,878 Mahindra Navistar Automotives Ltd 0 19 0 Swaraj Mazda Ltd 149 207 1,430 Tata Motors Ltd 690 1,112 9,988 VE CVs - Eicher 166 154 1,648 Total 1,195 1,532 15,799 2,171 2,651 25,133 Total LCVs (Passenger Carriers) B Goods Carrier B1: Max mass not over 3.5 tn Force Motors Ltd 398 698 2,055 Hindustan Motors Ltd 11 5 163 Mahindra & Mahindra Ltd 7,913 11,185 53,647 Piaggio Vehicles Pvt.Ltd 886 804 8,246 Tata Motors Ltd 11,338 19,213 95,480 Total 20,546 31,905 159,591 B2:Max mass 3.5-5 tn 197 108 1,311 Force Motors Ltd Mahindra & Mahindra Ltd 128 0 915 Mahindra Navistar Automotives Ltd 0 0 0 Tata Motors Ltd 528 1,096 3,168 Total 853 1,204 5,394 B3: Max mass 5-7.5 tn Ashok Leyland Ltd 0 0 0 Force Motors Ltd 5 40 98 Mahindra & Mahindra Ltd 402 0 2,927 Mahindra Navistar Automotives Ltd 0 615 0 Swaraj Mazda Ltd 147 173 1,326 Tata Motors Ltd 2,122 2,501 16,889 VE CVs - Eicher 439 808 3,367 Total 3,115 4,137 24,607 24,514 37,246 189,592 Total LCVs (Goods Carriers) Total LCVs 26,685 39,897 214,725 Total Commercial Vehicles 50,054 71,764 376,695 Two Wheelers A: Scooter/Scooterette, Wheelsize not over 12’’ A1: Engine Capacity less than 75cc Mahindra Two Wheelers Ltd 0 1,211 0 TVS Motor Company Ltd 2,183 1,284 19,216 Total 2,183 2,495 19,216 A2: Engine capacity 75-125 cc 750 0 4,460 Bajaj Auto Ltd Hero Honda Motors Ltd 16,048 38,444 147,501 Honda Motorcycle & Scooter India (Pvt) Ltd 68,687 70,016 531,827 Mahindra Two Wheelers Ltd 8,572 16,023 35,503 Suzuki Motorcycle India Pvt Ltd 12,361 20,862 90,221 TVS Motor Company Ltd 22,048 47,176 211,731 Total 128,466 192,521 1,021,243 A3: Engine capacity 125 -250 cc 0 0 0 Honda Motorcycle & Scooter India (Pvt) Ltd LML Limited NA NA NA Mahindra Two Wheelers Ltd 0 0 763 Total 0 0 763 130,649 195,016 1,041,222 Total Scooter/Scooterettee B: Motorcycle/Step-Through: Wheel size more than 12” B2: Engine capacity 75-125 cc Bajaj Auto Ltd 148,604 103,826 1,005,691 Hero Honda Motors Ltd 338,873 429,437 3,082,384 Honda Motorcycle & Scooter India (Pvt) Ltd 3 14,421 69 India Yamaha Motor Pvt Ltd 5,854 5,066 55,351 Mahindra Two Wheelers Ltd 0 716 0 TVS Motor Company Ltd 31,196 49,549 328,574 Total 524,530 603,015 4,472,069 B3: Engine capacity 125-250 cc 69,196 116,051 768,350 Bajaj Auto Ltd Hero Honda Motors Ltd 18,311 37,010 176,476 Honda Motorcycle & Scooter India (Pvt) Ltd 45,593 42,953 353,390 India Yamaha Motor Pvt Ltd 20,056 27,298 153,272 LML Limited NA NA NA Suzuki Motorcycle & Scooter India (Pvt) Ltd 2,373 4,616 34,867 TVS Motor Company Ltd 14,943 26,834 136,124 Total 170,472 254,762 1,622,479 B4: Engine capacity over 250 cc 0 0 0 Honda Motorcycle & Scooter India (Pvt) Ltd India Yamaha Motor Pvt Ltd 0 0 0 Royal Enfield (Unit of Eicher Ltd) 4,532 5,566 40,321 Total 4,532 5,566 40,321 699,534 863,343 6,134,869 Total Motor Cycles/Step-Throughs C: Mopeds: Engine capacity <75 cc, wheels over 12” TVS Motor Company Ltd 48,069 65,001 421,305 Total 48,069 65,001 421,305 D: Electric two Wheelers 0 0 2,549 Electrotherm (india)Ltd TVS Motor Company Ltd 0 0 18 Total 0 0 2,567 878,252 1,123,360 7,599,963 Total Two Wheelers III Three Wheelers (CVs) A: Passenger Carriers A1:No. of seats including driver not exceeding 4 & Max.Mass not exceeding 1 tonnes Atul Auto Limited 844 1,009 3,363 Bajaj Auto Ltd 31,473 35,588 237,207 Force Motors Ltd 35 0 158 Mahindra & Mahindra Ltd 2,668 4,438 22,333 Piaggio Vehicles Pvt.Ltd 11,046 14,645 99,274 Scooters india Ltd 245 299 1,943 TVS Motor Company Ltd 1,077 4,057 8,653 Total 47,388 60,036 372,931 A2: No.of seats including Driver exceeding 4 but not exceeding 7 & Max.Mass exceeding 1.5 tonnes Force Motors Ltd 115 0 685 Mahindra & Mahindra Ltd 0 0 30 Scooters india Ltd 260 324 2,015 Total 375 324 2,730 47,763 60,360 375,661 Total Passenger Carrier B: Goods Carriers B1: Max.mass not exceeding 1 tonnes Atul Auto Limited 659 710 5,197 Bajaj Auto Ltd 663 427 7,690 Mahindra & Mahindra Ltd 1,146 1,052 10,297 Piaggio Vehicles Pvt.Ltd 4,211 5,825 36,450 Scooters india Ltd 261 466 2,155 Total 6,940 8,480 61,789 B2: Others 83 0 907 Force Motors Ltd Mahindra & Mahindra Ltd 0 626 20 Piaggio Vehicles Pvt.Ltd 32 64 32 Scooters india Ltd 288 224 1,998 Total 403 914 2,957 7,343 9,394 64,746 Total Goods Carrier Total Three Wheelers 55,106 69,754 440,407 Grand Total of all Categories 1,181,831 1,510,194 10,088,257

101 32,836 473 677 41,749 106,430

33 1,090 5 131 1,512 8,437

0 2,973 114 162 4,257 11,562

171 6,219 167 663 8,329 56,971

83 19,569 439 691 27,246 88,674

0 82 0 0 82 372

0 75 0 0 75 402

0 235 12 0 252 2,627

0 541 0 0 541 2,544

0 0

72 72

0 0

192 192

433 433

2,413 0 2,413 3,169 546 0 86 104 3,905 6,318 201,847 243,443

180 523 703 228 68 594 1 0 891 1,594 19,170 24,034

327 777 1,104 322 56 641 19 17 1,055 2,159 24,745 28,368

1,658 3,459 5,117 1,404 466 4,054 35 39 5,998 11,115 127,748 156,334

2,535 6,061 8,596 3,286 552 7,491 72 103 11,504 20,100 188,281 223,326

5 0 5 5 0 0 0 0 5 82 1,348 2,095

10 0 10 1 0 0 0 0 1 11 2,046 3,403

118 0 118 69 0 10 0 0 79 389 10,663 14,751

71 0 71 32 0 0 0 0 32 536 13,815 21,868

6,112 4 0 2,376 2,505 10,997

501 0 243 0 257 1,001

734 0 0 140 345 1,219

3,748 4 2,164 0 3,772 9,688

5,910 4 0 2,272 3,580 11,766

20 0 0 0 4 24

12 0 0 0 3 15

122 0 112 0 33 267

96 0 0 0 180 276

714 152 0 1,551 2,182 10,646 2,012 17,257 28,254

97 0 49 0 251 880 77 1,354 2,355

57 1 0 63 237 818 135 1,311 2,530

548 105 1,856 0 1,348 9,674 1,264 14,795 24,483

503 143 0 1,572 2,204 9,630 1,807 15,859 27,625

21 5 5 0 0 112 31 174 198

27 0 0 0 0 199 102 328 343

224 5 131 0 21 1,109 358 1,848 2,115

102 0 12 0 24 1,757 395 2,290 2,566

4,960 325 82,406 6,996 130,339 225,026

387 19 6,965 950 10,388 18,709

610 11 9,730 640 15,366 26,357

1,998 152 49,061 8,226 85,785 145,222

4,696 273 73,448 6,685 107,026 192,128

0 0 761 6 1,049 1,816

16 0 1,019 6 2,435 3,476

4 0 3,914 40 6,450 10,408

44 0 7,699 18 17,858 25,619

902 0 1,088 6,451 8,441

145 148 0 536 829

115 0 1 893 1,009

1,258 939 0 1,860 4,057

920 0 1,131 5,706 7,757

0 0 0 30 30

0 0 0 42 42

9 0 0 104 113

7 0 0 520 527

24 188 0 3,216 1,145 17,464 5,045 27,082 260,549 288,803 532,246

0 8 260 0 155 1,947 314 2,684 22,222 24,577 48,611

0 26 0 582 231 2,250 527 3,616 30,982 33,512 61,880

0 88 2,229 0 1,257 17,228 2,531 23,333 172,612 197,095 353,429

1 167 0 3,053 909 15,312 3,591 23,033 222,918 250,543 473,869

0 0 135 0 66 199 89 489 2,335 2,533 4,628

0 0 50 0 67 344 250 711 4,229 4,572 7,975

0 2 688 0 447 1,668 555 3,360 13,881 15,996 30,747

0 4 188 0 367 2,572 807 3,938 30,084 32,650 54,518

10,494 14,236 24,730

0 1,699 1,699

562 1,304 1,866

0 18,343 18,343

8,342 16,380 24,722

0 0 0

0 252,449 673,339 120,878 163,266 329,423 1,539,355

145 16,081 70,048 8,199 12,389 19,036 125,898

0 36,188 76,307 14,153 21,218 38,659 186,525

3,501 143,782 522,399 37,687 90,052 202,582 1,000,003

27 240,306 665,051 109,832 163,298 313,828 1,492,342

364 604 642 176 40 831 2,657

0 1,400 1,486 132 10 1,841 4,869

1,092 4,040 8,950 969 101 7,507 22,659

0 11,928 10,374 1,294 100 12,330 36,026

0 NA 0 0 1,564,085

0 NA 0 0 127,597

0 NA 0 0 188,391

290 NA 290 580 1,018,926

0 NA 68 68 1,517,132

0 NA 0 0 2,657

0 NA 0 0 4,869

0 NA 133 133 22,792

0 NA 0 0 36,026

1,353,998 3,452,948 144,317 55,918 7,947 469,137 5,484,265

99,296 334,185 11 3,998 0 25,187 462,677

68,005 417,387 13,298 5,198 256 32,250 536,394

618,826 3,026,454 38 48,261 0 261,686 3,955,265

863,925 3,369,608 130,695 55,152 4,626 363,927 4,787,933

57,368 6,368 1 936 0 9,860 74,533

50,685 9,596 2,712 303 0 7,702 70,998

419,116 62,700 20 4,217 0 62,326 548,379

485,231 81,724 16,837 6,925 0 72,921 663,638

1,166,797 247,501 407,643 206,105 NA 34,177 188,205 2,250,428

46,966 17,768 40,223 9,613 NA 2,153 8,954 125,677

97,465 35,314 40,523 21,360 NA 4,619 12,348 211,629

613,221 170,051 307,312 122,442 NA 34,095 98,688 1,345,809

933,426 234,700 367,448 151,218 NA 33,630 107,433 1,827,855

16,290 832 6,829 5,981 NA 224 5,559 35,715

27,520 1,226 6,460 7,969 NA 7 9,114 52,296

143,292 6,567 47,351 37,867 NA 1,271 35,889 272,237

267,790 9,747 43,304 61,335 NA 456 73,725 456,357

0 0 40,293 40,293 7,774,986

0 0 4,235 4,235 592,589

0 9 5,326 5,335 753,358

6 9 38,612 38,627 5,339,701

0 34 38,458 38,492 6,654,280

0 0 120 120 110,368

0 0 49 49 123,343

0 0 1,241 1,241 821,857

0 0 1,655 1,655 1,121,650

524,770 524,770

47,603 47,603

64,796 64,796

417,463 417,463

519,636 519,636

972 972

345 345

4,410 4,410

4,922 4,922

0 0 0 9,863,841

0 0 0 767,789

0 0 0 1,006,545

2,482 229 2,711 6,778,801

0 0 0 8,691,048

0 0 0 113,997

0 0 0 128,557

50 0 50 849,109

0 0 0 1,162,598

7,257 321,317 0 31,843 116,512 2,807 29,153 508,889

416 13,605 29 2,002 10,725 225 1,001 28,003

999 15,480 0 4,144 12,097 302 1,312 34,334

2,936 124,439 144 21,587 96,429 1,935 8,095 255,565

7,135 148,096 5 30,587 104,017 2,825 17,296 309,961

0 17,347 0 90 564 0 211 18,212

20 17,183 0 210 2,322 0 2,119 21,854

11 113,127 0 195 3,182 0 634 117,149

159 174,680 0 1,834 12,293 0 10,498 199,464

84 2,629 2,055 4,768 513,657

22 24 221 267 28,270

0 129 260 389 34,723

239 234 1,929 2,402 257,967

26 2,010 1,880 3,916 313,877

84 0 0 84 18,296

0 0 0 0 21,854

476 0 0 476 117,625

84 0 0 84 199,548

6,150 2,656 8,690 44,877 3,299 65,672

614 623 883 4,029 226 6,375

712 465 942 5,628 359 8,106

5,165 7,089 10,071 36,494 2,114 60,933

6,179 2,407 8,491 44,079 3,078 64,234

0 0 28 26 0 54

0 0 12 75 0 87

16 0 121 231 0 368

2 174 192 756 0 1,124

15 3,390 88 1,587 5,080 70,752 584,409 13,114,704

127 0 0 224 351 6,726 34,996 1,000,562

0 713 0 220 933 9,039 43,762 1,305,872

927 17 0 1,910 2,854 63,787 321,754 8,823,158

106 3,383 0 1,713 5,202 69,436 383,313 11,353,268

0 0 30 0 30 84 18,380 177,092

0 0 60 0 60 147 22,001 198,461

9 0 30 0 39 407 118,032 1,328,452

0 0 84 0 84 1,208 200,756 1,743,513

* Exports of Ford indicate CKDs

2010

For the month of December

Cumulative April-December

Auto Monitor

1 - 15 February 2011

N AMERICAN ASSEMBLY

AUTOFACTS Global Automotive Outlook, 2009 Q1 Release PricewaterhouseCoopers LLP

North America Assby Tracking 11-2010 (Tracking by Brand & Nameplate) November 2010 Ownership Org/ Brand & Nameplate

Volume

YOY % Chg

AM General Corporation (USA) Hummer H2 AutoAlliance International (USA) Ford Mustang Mazda Mazda6 BMW (Germany) BMW X3 BMW X5 BMW X6 CAMI Automotive (Canada) Chevrolet Equinox GMC Terrain Pontiac Torrent Suzuki XL-7 Chrysler Corp LLC (USA) Chrysler 300 Chrysler PT Cruiser Chrysler Sebring Chrysler Town & Country Dodge Avenger Dodge Caliber Dodge Caravan Dodge Challenger Dodge Charger Dodge Dakota Dodge Journey Dodge Nitro Dodge Ram Pickup Dodge Viper Jeep Commander Jeep Compass Jeep Grand Cherokee Jeep Liberty Jeep Patriot Jeep Wrangler Jeep Wrangler Unlimited Mitsubishi Raider Volkswagen Routan Chrysler Group LLC (USA) Chrysler 300 Chrysler PT Cruiser Chrysler Sebring Chrysler Town & Country Dodge Avenger Dodge Caliber Dodge Caravan Dodge Challenger Dodge Charger Dodge Dakota Dodge Durango Dodge Journey Dodge Nitro Dodge Ram Pickup Dodge Viper Jeep Commander Jeep Compass Jeep Grand Cherokee Jeep Liberty Jeep Patriot Jeep Wrangler Jeep Wrangler Unlimited Ram Pickup Volkswagen Routan Daimler AG (Germany) Dodge Sprinter Freightliner Sprinter Mercedes-Benz GL-Class Mercedes-Benz M-Class Mercedes-Benz R-Class Ford Motor Company (USA) Ford Crown Victoria Ford Econoline Ford Edge Ford Escape Ford Expedition Ford Explorer Ford Explorer Sport Trac Ford Fiesta Ford Flex Ford Focus Ford F-Series Ford Fusion Ford Ranger Ford Taurus Ford Taurus X Lincoln Mark LT Lincoln MKS Lincoln MKT Lincoln MKX Lincoln MKZ Lincoln Navigator Lincoln Town Car Mazda B-Series Mazda Tribute Mercury Grand Marquis Mercury Mariner Mercury Milan Mercury Mountaineer Mercury Sable Fuji Heavy Industries (Japan) Subaru Legacy Subaru Tribeca Toyota Camry General Motors Company (USA) Buick Enclave Buick LaCrosse Buick Lucerne

9,104 4,254 4,850 15,526 4,081 8,082 3,363 107,327 787 6,216 4,840 6,888 12,022 1,611 8,311 2,349 16,110 5,062 7,042 5,314 7,110 23,665 10,041 537 2,160 6,048 1,296 195,750 5,575 8,723 12,864 22,301 5,094 13,086 947 11,294 3,157 19,013 49,454 25,475 5,281 3,785 609 495 2,812 1,947 489 611 563 1,294 881 22,664 14,488 609 7,567 233,816 5,465 5,205 1,718

184.4 148.2 226.2 34.3 3.1 -9.6 -100.0 -100.0 -100.0 -2.8 -100.0 -100.0 -79.5 -39.9 -0.9 32700.0 -11.0 -100.0 -100.0 -11.8 -13.8 3.3 -100.0 -100.0 -100.0 125.2 2.7 -3.9 30.7 28.1 -100.0 3.4 -100.0 21.8 17.0 12.1 30.4 10.0 30.3 24.7 16.1 21.2 16.0 114.9 14.1 -29.8 9.2 -4.2 27.0 -37.2 -13.3 -100.0 -46.2 -62.2 36.7 -19.0 -34.8 5.2 -100.0 -26.0 -42.9 -100.0 -76.5 -100.0 21.3 51.0 99.0 -13.9 23.7 63.8 -6.3 10.8

Last 3 Months Assembly Share % 0.9 0.4 0.5 1.6 0.4 0.8 0.3 10.8 0.1 0.6 0.5 0.7 1.2 0.2 0.8 0.2 1.6 0.5 0.7 0.5 0.7 2.4 1.0 0.1 0.2 0.6 0.1 19.7 0.6 0.9 1.3 2.2 0.5 1.3 0.1 1.1 0.3 1.9 5.0 2.6 0.5 0.4 0.1 0.0 0.3 0.2 0.0 0.1 0.1 0.1 0.1 2.3 1.5 0.1 0.8 23.5 0.5 0.5 0.2

YOY Share Chg 0.6 0.2 0.3 0.3 0.4 (-0.0) (-0.1) (-2.0) (-1.4) (-0.6) (-1.3) (-0.3) (-0.2) (-0.3) (-0.5) (-0.0) 0.7 (-0.3) (-0.3) (-0.4) (-0.0) (-0.2) (-0.0) (-1.8) (-0.2) (-0.4) 0.8 (-0.0) (-0.1) 0.1 0.1 2.4 (-0.1) (-0.1) (-0.1) 0 0 0 0 0.2 0.1 0.1 0.1 0.2 0 0.6 0 1.1 (-0.2) 0 (-0.7) 0.4 (-0.4) (-0.1) (-0.0) (-0.1) (-0.1) 0.1 (-0.1) (-0.0) (-0.0) (-0.0) (-0.0) (-0.1) (-0.4) (-0.3) (-0.1) 0.2 0.4 0 (-0.2) 2.8 0.2 (-0.1) 0

Volume 30,992 16,712 14,280 46,164 10,103 25,172 10,889 401,896 1,985 7,316 29,763 14,072 15,185 45,870 9,285 10,690 4,450 35,490 7,781 5,541 54,820 16,754 20,149 16,237 22,354 84,154 35,880 1,664 7,749 21,701 4,766 653,330 15,893 28,530 42,882 74,754 15,779 30,235 3,285 35,119 9,835 63,404 179,558 74,623 17,517 20,088 225 3,911 1,199 8,145 8,360 2,741 2,694 1,641 4,295 4,269 3,602 746 68,411 43,243 1,675 23,493 729,110 17,507 16,347 7,944

YOY % Chg -100.0 -100.0 -4.4 -7.0 -1.2 36.4 11.2 -2.9 -100.0 -100.0 -100.0 14.4 -83.9 -100.0 -38.0 -9.4 -25.9 618.3 10.3 -21.0 -45.1 -17.8 4.9 6.9 -100.0 -100.0 -100.0 -45.8 284.4 -8.7 -2.4 34.7 29.9 -100.0 12.7 -100.0 15.6 27.9 22.5 46.1 13.7 14.0 58.0 47.4 20.2 25.3 64.8 31.3 -15.5 -3.8 5.5 13.4 -27.1 -2.9 -38.7 -25.7 -80.0 70.9 45.9 -0.6 93.5 -100.0 -29.3 -54.7 -59.8 -57.9 -57.2 17.7 38.6 52.1 -9.1 17.2 9.2 4.9 -8.8

Year to Date Assembly Share % 1.0 0.5 0.5 1.5 0.3 0.8 0.3 12.7 0.1 0.2 0.9 0.4 0.5 1.4 0.3 0.3 0.1 1.1 0.2 0.2 1.7 0.5 0.6 0.5 0.7 2.7 1.1 0.1 0.2 0.7 0.2 20.6 0.5 0.9 1.4 2.4 0.5 1.0 0.1 1.1 0.3 2.0 5.7 2.4 0.6 0.6 0.0 0.1 0.0 0.3 0.3 0.1 0.1 0.1 0.1 0.1 0.1 0.0 2.2 1.4 0.1 0.7 23.0 0.6 0.5 0.3

YOY Share Chg (-0.0) (-0.0) (-0.2) (-0.1) (-0.1) 0.3 0.3 0 (-0.0) (-1.6) (-1.1) (-0.5) 0.4 (-0.4) (-0.1) (-0.2) (-0.2) (-0.2) 0.4 (-0.0) (-0.1) (-0.3) (-0.0) (-0.1) (-0.0) (-1.8) (-0.0) (-0.2) (-0.2) 1.2 (-0.1) (-0.1) 0.1 0.1 2.7 (-0.1) 0 (-0.1) 0 0 0.1 0 0.6 0 0.3 0.3 0.2 0.1 0.3 0 1.1 (-0.1) (-0.3) (-0.3) 0.1 (-0.3) (-0.1) (-0.0) (-0.1) (-0.2) 0.1 0.1 (-0.0) 0 (-0.0) (-0.0) (-0.2) (-0.2) (-0.2) (-0.0) 0.1 0.3 0 (-0.2) 1.3 (-0.0) (-0.0) (-0.1)

Volume 1,287 1,287 114,250 73,592 40,658 140,318 10,103 89,613 40,602 1,452,336 30,981 11,083 40,715 121,055 55,354 65,754 155,484 38,350 79,733 17,144 120,815 25,030 71,646 459 5,582 31,914 113,489 59,927 58,900 54,772 79,124 204,338 10,687 122,417 5,982 26,592 74,561 15,282 2,168,446 48,250 113,627 139,638 258,299 47,036 77,102 9,675 68,536 39,438 196,693 592,020 251,007 67,896 80,093 847 15,165 5,698 24,700 22,733 9,202 11,528 2,395 8,170 29,296 23,999 20,839 4,564 222,104 135,358 5,062 81,684 2,592,168 69,114 68,762 27,387

YOY % Chg 227.5 227.5 27.9 17.4 52.4 27.1 26.2 3.1 -100.0 -100.0 -100.0 -100.0 -100.0 -100.0 -100.0 -100.0 -100.0 -100.0 -100.0 -100.0 -100.0 -100.0 -100.0 -100.0 -100.0 -100.0 -100.0 -100.0 -100.0 -100.0 -100.0 -100.0 -100.0 -100.0 -100.0 -100.0 -100.0 183.1 62.4 75.0 193.0 167.1 142.0 867.5 128.1 125.7 201.0 118.8 145.7 169.3 -10.7 65.7 -6.1 141.0 440.0 159.9 126.1 172.4 177.8 336.4 23.0 -100.0 17.7 39.2 35.5 50.2 34.3 20.8 45.5 64.5 36.6 55.1 44.4 30.4 34.1 28.0 16.4 47.7 4.3 84.1 -100.0 39.3 8.9 -4.8 26.9 33.9 35.7 33.3 49.5 27.9 20.8 -5.3 -3.2 0.6 -100.0 44.0 93.6 47.2 1.0 61.3 68.5 239.0 30.4

Assembly Share % 0.0 0.0 1.0 0.7 0.4 1.3 0.1 0.8 0.4 13.1 0.3 0.1 0.4 1.1 0.5 0.6 1.4 0.3 0.7 0.2 1.1 0.2 0.6 0.0 0.1 0.3 1.0 0.5 0.5 0.5 0.7 1.8 0.1 1.1 0.1 0.2 0.7 0.1 19.6 0.4 1.0 1.3 2.3 0.4 0.7 0.1 0.6 0.4 1.8 5.4 2.3 0.6 0.7 0.0 0.1 0.1 0.2 0.2 0.1 0.1 0.0 0.1 0.3 0.2 0.2 0.0 2.0 1.2 0.0 0.7 23.5 0.6 0.6 0.2

YOY Share Chg 0 0 (-0.1) (-0.1) 0 (-0.2) 0.1 (-0.1) (-0.1) (-1.1) (-0.9) (-0.2) (-0.1) (-0.0) (-4.2) (-0.2) (-0.1) (-0.1) (-0.3) (-0.1) (-0.2) (-0.4) (-0.1) (-0.3) (-0.1) (-0.2) (-0.1) (-1.0) (-0.0) (-0.0) (-0.1) (-0.3) (-0.2) (-0.1) (-0.2) (-0.2) (-0.0) (-0.0) 6.5 0 0 0.2 0.5 0.2 0.5 0.5 0.1 0.4 0.1 0.5 0.1 (-0.4) 0 (-0.0) 0.1 0.8 0.2 0.2 0.2 0.3 1.8 0.1 (-0.2) (-0.1) (-0.0) (-0.0) (-0.0) 0 (-1.2) (-0.1) 0 0.2 (-0.1) 0 0 (-0.0) 0.6 (-0.0) (-0.2) (-1.2) 0.1 (-0.2) 0.2 (-0.0) (-0.0) (-0.0) (-0.0) (-0.0) (-0.0) (-0.0) (-0.0) 0 (-0.0) (-0.0) (-0.1) (-0.1) (-0.0) (-0.0) 0 0.3 0 (-0.3) 2.7 0.1 0.4 (-0.0)

1 - 15 February 2011

Auto Monitor

N AMERICAN ASSEMBLY November 2010

Ownership Org/ Brand & Nameplate

Volume

YOY % Chg

Cadillac CTS Cadillac DTS Cadillac Escalade Cadillac Escalade ESV Cadillac Escalade EXT Cadillac SRX Cadillac STS Cadillac XLR Chevrolet Avalanche Chevrolet Aveo Chevrolet C2 Chevrolet Camaro Chevrolet Captiva Chevrolet Cobalt Chevrolet Colorado Chevrolet Corvette Chevrolet Cruze Chevrolet Equinox Chevrolet Express Chevrolet HHR Chevrolet Impala Chevrolet Malibu Chevrolet Silverado Chevrolet Suburban Chevrolet Tahoe Chevrolet Traverse Chevrolet Volt GMC Acadia GMC Canyon GMC Savana GMC Sierra Pickups GMC Terrain GMC Yukon GMC Yukon XL Hummer H3 Hummer H3T Opel-Vauxhall GT Pontiac G5 Pontiac G6 Pontiac Solstice Pontiac Wave Saturn Aura Saturn Outlook Saturn SKY Saturn VUE Honda Motor Company (Japan) Acura CSX Acura MDX Acura RDX Acura TL Acura ZDX Honda Accord Honda Civic Honda Crosstour Honda CR-V Honda Element Honda Odyssey Honda Pilot Honda Ridgeline Hyundai Motor Company (S Korea) Hyundai Elantra/i30 Hyundai Santa Fe Hyundai Sonata/i40 Kia Sorento Mitsubishi Motors Corp (Japan) Mitsubishi Eclipse Mitsubishi Endeavor Mitsubishi Galant Nissan Motor (Japan) Infiniti QX series Nissan Altima Nissan Armada Nissan Frontier Nissan Maxima Nissan Pathfinder Nissan Pickup Nissan Platina Nissan Quest Nissan Sentra Nissan Tiida Nissan Titan Nissan Tsuru Nissan Versa Nissan Xterra Renault Clio Suzuki Equator NUMMI (USA) Pontiac Vibe Toyota Corolla Toyota Tacoma Tesla Motors (USA) Tesla Roadster Toyota Motor Corporation (Japan) Lexus RX Series Toyota Avalon Toyota Camry Toyota Corolla Toyota Highlander Toyota Matrix Toyota RAV4 Toyota Sequoia Toyota Sienna Toyota Tacoma Toyota Tundra Toyota Venza Volkswagen (Germany) Volkswagen Bora Volkswagen Golf/Jetta Variant Volkswagen Jetta Volkswagen New Beetle Total Light Vehicle

4,964 1,354 1,242 1,033 117 6,351 332 1,357 4,710 2,063 5,478 2,756 2,811 995 19,737 22,334 6,261 5,553 17,021 17,514 35,263 5,716 6,714 7,202 7,370 938 1,009 15,509 10,008 4,381 3,335 108,577 119 5,108 2,087 2,523 119 24,623 25,879 1,980 22,429 1,100 10,868 10,751 991 47,347 8,270 12,199 17,829 9,049 2,481 332 645 1,504 83,554 19,945 2,544 3,430 4,928 2,618 2,612 15,145 6,501 1,546 7,002 15,170 1,993 120 61 61 114,769 6,795 2,742 19,182 19,169 8,863 1,021 16,446 2,044 12,269 12,628 10,355 3,255 44,481 75 13,323 31,083 995,498

2.2 23.1 8.3 77.2 -4.9 16.7 65.2 -33.7 3.2 -55.7 -48.5 21.2 -100.0 44.3 19800.0 47.6 -12.9 47.1 25.0 -4.3 39.9 2.0 -37.5 64.0 35.9 -17.7 6.0 22.3 37.6 -100.0 -100.0 -100.0 8.7 -50.4 154.3 67.5 -42.0 5.3 -17.2 -48.7 61.9 -16.9 19.9 30.6 -2.9 76.7 31.8 70.9 27.5 5.8 637.8 44.9 -18.9 12.3 -100.0 -7.5 54.9 -1.8 -26.7 12.8 22.5 40.9 82.9 -25.7 28.5 27.4 7.4 140.0 -100.0 -100.0 -100.0 17.3 17.3 6.3 -3.2 14.3 -38.2 13.3 40.6 -70.5 120.8 -2.1 14.9 214.6 16.1 -57.6 33.3 -97.1 61.2 58.5 -100.0 8.8

Last 3 Months Assembly Share % 0.5 0.1 0.1 0.1 0.0 0.6 0.0 0.1 0.5 0.2 0.6 0.3 0.3 0.1 2.0 2.2 0.6 0.6 1.7 1.8 3.5 0.6 0.7 0.7 0.7 0.1 0.1 1.6 1.0 0.4 0.3 10.9 0.0 0.5 0.2 0.3 0.0 2.5 2.6 0.2 2.3 0.1 1.1 1.1 0.1 4.8 0.8 1.2 1.8 0.9 0.2 0.0 0.1 0.2 8.4 2.0 0.3 0.3 0.5 0.3 0.3 1.5 0.7 0.2 0.7 1.5 0.2 0.0 0.0 0.0 11.5 0.7 0.3 1.9 1.9 0.9 0.1 1.7 0.2 1.2 1.3 1.0 0.3 4.5 0.0 1.3 3.1 100.0

YOY Share Chg (-0.0) 0 (-0.0) 0 (-0.0) 0 0 (-0.1) (-0.0) (-0.3) (-0.6) 0 (-1.2) 0.1 0.1 2 2.2 0.2 (-0.1) 0.4 0.2 (-0.5) 0.1 (-0.0) (-0.5) 0.2 0 (-0.0) (-0.0) 1 0 0.1 (-0.1) (-0.0) (-0.5) (-0.0) (-0.0) 0.3 0.1 (-0.2) 0 (-0.1) (-0.8) (-0.2) 0.7 (-0.0) 0.1 0.2 (-0.0) 1.8 0.8 0.2 0.7 0.1 (-0.0) 0 0 (-0.1) 0.3 (-0.1) (-0.4) 0.1 (-0.0) (-0.2) 0 0 0.3 0.3 (-0.1) 0.1 0.2 (-0.0) 0 (-3.5) (-2.4) (-1.1) 0 0 (-0.3) (-0.1) 0 (-1.5) 0.1 0.2 (-0.3) 0.8 (-0.0) 0.1 0.8 0.1 (-0.5) 0.8 (-0.3) 0.4 1 (-0.3) -

Volume 15,664 5,121 4,995 3,927 593 20,959 1,374 6,407 13,755 8,713 15,307 8,438 9,111 3,029 45,774 57,034 18,466 18,250 41,847 59,829 117,817 16,305 25,006 33,076 23,036 3,133 5,368 56,442 26,046 12,054 10,436 329,650 539 16,634 5,342 8,963 299 75,763 77,686 4,980 69,106 4,097 30,764 31,641 3,836 127,314 8,451 19,085 68,366 31,412 8,775 1,080 2,330 5,365 272,662 70,298 8,306 13,295 17,828 9,153 8,490 44,992 19,891 6,148 20,315 46,416 7,160 370 190 190 348,481 20,537 8,241 62,020 52,240 26,258 5,675 47,011 7,732 37,636 37,575 30,788 12,768 119,866 1,087 35,353 83,004 422 3,172,721

Year to Date

YOY % Chg

Assembly Share %

-2.2 -13.1 30.5 126.6 15.1 50.0 92.7 4.6 11.9 -33.1 -49.7 3.9 -100.0 -16.7 27.2 31.2 -11.7 3.0 4.2 15.2 16.4 -2.9 -22.8 14.5 -16.0 50.6 43.8 9.7 66.8 -100.0 -100.0 -100.0 -100.0 -100.0 -100.0 4.5 19.8 39.8 36.8 -28.1 -6.5 -13.3 8.1 25.5 24.1 19.3 34.0 4.8 81.8 -38.2 113.2 342.4 17.6 157.8 78.7 -6.5 19.3 -100.0 6.7 60.4 43.6 -6.9 4.6 43.8 32.2 83.1 -4.7 18.8 27.6 11.4 -100.0 23.3 -100.0 -100.0 -100.0 12.4 12.4 11.0 -4.8 -8.9 -31.0 9.8 126.3 -45.4 103.5 19.2 24.8 188.4 9.6 -44.2 32.3 -84.1 57.6 56.8 -95.0 10.4

0.5 0.2 0.2 0.1 0.0 0.7 0.0 0.2 0.4 0.3 0.5 0.3 0.3 0.1 1.4 1.8 0.6 0.6 1.3 1.9 3.7 0.5 0.8 1.0 0.7 0.1 0.2 1.8 0.8 0.4 0.3 10.4 0.0 0.5 0.2 0.3 0.0 2.4 2.4 0.2 2.2 0.1 1.0 1.0 0.1 4.0 0.3 0.6 2.2 1.0 0.3 0.0 0.1 0.2 8.6 2.2 0.3 0.4 0.6 0.3 0.3 1.4 0.6 0.2 0.6 1.5 0.2 0.0 0.0 0.0 11.0 0.6 0.3 2.0 1.6 0.8 0.2 1.5 0.2 1.2 1.2 1.0 0.4 3.8 0.0 1.1 2.6 0.0 100.0

YOY Share Chg (-0.1) (-0.0) 0 0.1 0 0.2 0 (-0.0) 0 (-0.2) (-0.6) (-0.0) (-1.1) (-0.1) 0 1.4 1.8 0.1 (-0.1) (-0.1) (-0.1) 0.2 0 (-0.1) (-0.4) 0 (-0.0) 0 0.4 0.8 (-0.0) 0.1 (-0.0) (-0.0) (-0.1) (-0.6) (-0.0) (-0.0) (-0.6) 0 0.1 0 (-0.2) 0 (-0.4) (-0.7) (-0.0) 0.3 0 0.1 0.2 (-0.0) 1.6 0.3 (-0.5) 1 0.7 0 0 0 (-0.0) 0.6 (-0.1) (-0.1) 0.1 0.1 (-0.1) (-0.0) 0.1 0.2 0.2 (-0.0) 0 0.2 0 (-0.0) 0 (-3.4) (-2.3) (-1.1) 0 0 0.1 (-0.1) (-0.1) (-1.2) (-0.0) 0.4 (-0.2) 0.7 0 0.1 0.7 (-0.0) (-0.4) 0.6 (-0.2) 0.3 0.8 (-0.3) -

Volume 56,118 19,494 21,815 12,056 2,466 70,447 4,468 25,405 51,527 46,792 87,268 28,087 91,796 31,991 14,874 47,207 164,812 64,375 67,822 164,813 219,457 419,516 54,799 95,010 111,174 75,411 11,617 20,110 189,626 70,315 46,574 32,766 1,183 321 2,507 2,886 1,199,521 1,859 60,515 18,933 33,415 4,759 274,891 284,891 32,418 232,789 14,837 109,630 111,574 19,010 414,415 8,451 81,197 211,222 113,545 27,662 6,125 6,045 15,492 921,880 3,136 254,218 23,837 47,587 66,465 26,650 26,626 133,553 63,105 26,470 69,063 155,385 24,305 1,480 90,813 63,318 27,495 713 713 1,184,980 76,422 37,312 253,976 176,953 78,738 32,422 139,150 22,944 122,456 83,984 102,235 58,388 397,008 12,164 102,568 242,189 40,087 11,050,318

YOY % Chg

Assembly Share %

71.1 68.1 92.1 148.5 60.2 288.9 60.4 -100.0 48.5 78.4 73.3 19.1 50.3 40.0 35.7 122.1 38.3 45.1 35.1 46.3 36.4 48.5 61.4 16.5 81.2 53.1 58.5 46.9 68.8 105.6 -62.9 -81.8 -100.0 -100.0 -100.0 -100.0 -100.0 -100.0 -49.6 -100.0 -48.4 27.5 14.8 110.9 124.6 34.2 5.9 0.3 585.7 38.8 15.6 44.5 93.8 29.1 114.8 -1.4 104.1 1499.2 69.1 131.8 90.1 47.1 42.9 -51.9 38.2 137.5 77.3 38.0 27.1 92.0 -100.0 -100.0 14.1 145.6 83.8 12.4 80.6 34.3 -100.0 -46.0 -62.2 -100.0 -58.7 -53.0 13.4 13.4 44.4 30.4 46.4 15.7 42.2 578.7 -9.1 94.2 40.5 75.1 116.0 29.8 -16.4 39.7 -35.8 7.2 72.0 39.4 42.8

0.5 0.2 0.2 0.1 0.0 0.6 0.0 0.2 0.5 0.4 0.8 0.3 0.8 0.3 0.1 0.4 1.5 0.6 0.6 1.5 2.0 3.8 0.5 0.9 1.0 0.7 0.1 0.2 1.7 0.6 0.4 0.3 0.0 0.0 0.0 0.0 10.9 0.0 0.5 0.2 0.3 0.0 2.5 2.6 0.3 2.1 0.1 1.0 1.0 0.2 3.8 0.1 0.7 1.9 1.0 0.3 0.1 0.1 0.1 8.3 0.0 2.3 0.2 0.4 0.6 0.2 0.2 1.2 0.6 0.2 0.6 1.4 0.2 0.0 0.8 0.6 0.2 0.0 0.0 10.7 0.7 0.3 2.3 1.6 0.7 0.3 1.3 0.2 1.1 0.8 0.9 0.5 3.6 0.1 0.9 2.2 0.4 100.0

YOY Share Chg 0.1 0 0.1 0 0 0.4 0 (-0.0) 0 0.1 0.1 (-0.2) 0 (-0.0) (-0.0) 0 0.4 1.5 (-0.0) 0 (-0.1) 0 (-0.2) 0 0.1 (-0.2) 0.1 0 0 0 0.6 0.1 0.1 (-0.0) (-0.0) (-0.0) (-0.1) (-0.7) (-0.0) (-0.0) (-0.0) (-0.0) (-0.0) (-0.0) (-1.3) (-0.0) 0.2 0.1 (-0.0) 0 (-0.9) (-1.1) 0.2 (-0.1) (-0.0) 0 0.3 (-0.0) 1.3 0.1 (-0.3) 0.6 0.9 0 0 0 0 0 (-0.1) (-0.1) 0.1 0.1 (-0.0) (-0.0) 0.1 (-0.0) (-0.1) (-0.3) 0.2 0.1 (-0.2) 0.3 (-0.0) (-0.0) (-0.0) (-2.3) (-0.4) (-1.4) (-0.5) (-0.0) (-0.0) 0.1 (-0.1) 0 (-0.5) (-0.0) 0.6 (-0.2) 0.3 (-0.0) 0.2 0.3 (-0.1) (-0.4) (-0.1) (-0.1) (-0.3) 0.4 (-0.0) -

Auto Monitor

THE OTHER SIDE

Getting Personal

1 - 15 February 2011

In Person

with Prabhakar Kadapa, Chief Executive Ofﬁcer and Managing Director, Avtec If not in the auto industry, where would you be? Horology Industry or hospitality Industry What car do you drive? What do you dream of driving? Mitsubishi Outlander, Mitsubishi EVO X Your most recent indulgence… Bought a house in Bangalore What are you currently reading? Strategic Speed by Edwin H.Boswell, White Tiger by Aravind Adiga What is are you doing when not talking auto? Reading books, watching sports activity on TV and indulge in sports Outdoor activity you would miss office for… None Where did you go for your last holiday? Niagara falls, Canada You get angry when… I spot Procrastination

Prabhakar Kadapa is the Chief Executive Officer & Managing Director, Avtec. He is a Post Graduate in Mechanical Engineering from College of Engineering, Jawaharlal Nehru Technical University (JNTU), Anantapur (Andhra Pradesh) and Masters from Central Institute of Tool Design, Hyderabad. He started his career with MICO Bosch in 1981. He subsequently worked with L&T, TIMEX Watches, Mahindra & Mahindra, JCB India and Delphi. Over the last thirty years, he has worked in various functions in operating plants such as R&D, operations, manufacturing engineering & projects, sales & marketing functions before taking up leadership position of overall business management. He has been instrumental in setting-up two greenfield ventures and worked on various concepts BPR, Global Quality Certifications, six-sigma and Lean manufacturing. He has received extensive training in Japan & Europe on various functional and managerial aspects. His wife is a home maker and daughter is pursuing her Masters in Science in the US while son is in high school.

What is the one thing you would like to change about you? Practice more patience Best thing to have happened to you… Yet to get the ultimate

An experience I won’t forget…

Illustration: Sachin Pandit

I made a fi rst overseas travel to Japan 24 years ago to undergo technical and managerial training for a period of six months. This was considered as ‘once in a life-time’ opportunities in those days amongst young engineers, learning the best practices of manufacturing from Japan. My fl ight took off from Mumbai international airport to Narita airport, Tokyo as very few airports in India were ‘international’ in those days. The fl ight took off on the scheduled time and plane was in the air in about fi fteen minutes and dropped off its height by 50 metres due to technical snag, leaving a few of my colleagues heart broken with fear. Any way the fl ight returned back safely to Mumbai run way and to my dismay, I could see no wind shield for the pilot as lightening struck the panel. Those 10 minutes in between announcements in mid-air, I could see fear in the eyes of co passengers (of course I am not as brave either) and life is back with cheer once landed, is memorable to remember. After a gap of eight hours, a new fl ight took off to Tokyo and landed safely. Due to inordinate delays, we were on empty stomach and had to take a quick meal at a fast food joint in the airport. Then I realied the difficulty of being a vegetarian in Japan, got to remove the red meat in fried rice and eat remaining part is a fi rst of its nature for me, the hunger prevailed over a practice. There after I had to modify my eating habits to survive in Japan. With all this initial events, I could complete my training efficiently and returned back to India with improved command on Japanese language, a better manufacturing engineer with a lot of memories”

Regn. No. MH/MR/WEST/20/2009-2011. RNI No. MAHENG/2000/11414 WPP Licence No: MR/Tech/WPP-269/WEST/09-11 Licenced to post without pre-payment at Mumbai patrika channel sorting office G.P.O. Mumbai 400 001. Date Of Mailing: 1st & 2nd Fortnightly Issue. Date Of Publication: 28th of Every Month