Auto Monitor - 1-15 May 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 Vo Vol. 11 No. 08

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

1-15 May 2011

40 Pages

I INTERVIEW COST ADVANTAGE FOR AN INDIAN UNIT C WILL BE UNPARALLELED W

AUTOPINION INDIAN AUTO SECTOR: TOWARDS THE TOP Pg 14 GEAR

Pg 08

Pawan Kumar Ruia, Chairman, Ruia Group Pa

` 50/-

Ford India lends corporate intelligence

NEWS IN BRIEF Kimura is Renault Nissan CEO & MD

T Murrali Chennai

enault-Nissan Automotive India (RNAIPL) recently announced the appointment of Kou Kimura as the new CEO & MD for its manufacturing facility at Oragadam, near Chennai with effect from April, 2011. He is a Graduate in Mechanical Engineering from Touhoku University in Japan.

Logan renamed Verito

ndia has emerged as a critical part of Ford Motor Company’s strategy for Asia Pacific and Africa regions for growth in these markets. The ASEAN region is also an important market but much slower than China and India. ‘All we see here is a huge opportunity and all we need to do is to move quickly and execute in an unbelievably professional manner. Figo is a good example for this,’ said the President and Managing Director of Ford India, Michael Boneham. Currently 15 to 20 engineers, who developed Figo, are working for Ford’s facilities across the world working on global programmes. Boneham told Auto Monitor that, ‘We have exported corporate intelligence to Ford’s plants globally.’ This is specifically to derive the best cost price for new programmes being developed by the parent company. These platforms and models might as well come to India as the products launched in the country have already been part of global programmes. Therefore it made

Michael Boneham, President & Managing Director, Ford India

tremendous sense for the Ford India to depute its engineers to work in different locations. ‘We put in to the corporate book of intelligence, all the things that we learned while developing Figo, for the benefit of every programme that is planned, by Ford Motor Company,’ he said. Elaborating on a couple of learning instances, he continued, ‘If the door of Figo is damaged in an accident, the outer skin alone can be replaced rather than chang-

ing the entire door.’ The second example was the child part strategy, which helped to contain the cost of ownership substantially. For instance, if the HVAC system is faulty, only the defective component needs to be replaced rather than changing the entire system. While it gives significant savings for the customers, for Ford India, it is an initiative in value engineering. In addition, it became one of the key selling points. ‘This is something that we really worked hard here on Figo, which is shared with other Ford plants,’ he pointed out. The company is involved in designing and engineering new products so that the base product is suitable for India and the same when up-scaled, can cater to global markets. Instead of the top-down approach of developing a whole product and strip it down to adapt to different markets, the strategy is to work the other way. This methodology helps the company achieve best cost price for the new products, he stated. Figo gave the confidence for the company to announce eight new products in the following five years. It marked the begin-

ning of the global platform and all the eight new vehicles will share the same traits.

Investments Ford India is gearing up for the next course of investments for the new products as well as expansion plans. ‘We have got investments heading for the next products that are planned. For the eight new products the investments will be very significant. So far, we have invested $ one billion and the next phase of investments will come in starting from now.’ he said.

Going Global Ford India perceives that the production will increase consistently as Figo is to be exported to about 50 countries before the end of this year. The exports began with South Africa followed by Nepal and Mexico. According to him, ‘CBU from India is fantastic news,’ for markets where Ford is present and so Ford India is geared to export the car to newer destinations. However, there are a few challenges including localisation and human resource, which the company has already begun addressing, he concluded.

DATA MONITOR Domestic Top 5 PV-makers Sector

Mar-10

Mar-11

Change

MSIL

79,530

110,424

38.85%

HMIL

31,501

31,822

1.02%

TML

32,269

32,830

1.74%

M&M ^

14,247

16,929

18.83%

GMI

11,297

9,365

-17.10%

Domestic Top 5 2W-makers Sector

Mar-10

Mar-11

Change

HHML

405,240

504,452

24.48%

BAL

194,846

220,081

12.95%

TVS

126,669

162,719

28.46%

HMSI

136,878

137,262

0.28%

IYM

17,864

25,784

44.33%

Domestic Top 5 CV-makers Sector

Mar-10

Mar-11

Change

TML

38,777

44,601

15.02%

ALL

9,299

11,312

21.65%

M&M

10,974

10,893

-0.74%

VECV Eicher

3,649

4,722

29.41%

FML

1,584

1,897

19.76%

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

RGF to focus on eco-friendly fasteners Abhishek Parekh Beckingen, Germany

uia Global Fasteners (RGF) is developing an improved range of fasteners to cater to the evolving demand of OEMs in Europe and for the international markets. The key areas of improvement are reduction in weight and usage of eco-friendly materials without significant additions in costs. ‘The future product development is the reduction in weight so that the vehicles have better fuel efficiency,’ said Plant Manager at RGF’s Beckingen facility, Jorg Bosch, during an interaction with Auto Monitor as a part of media tour of RGF’s facilities in Germany recently. Kolkatabased Ruia Group acquired Acument GMBH last year in order to get a foothold and expand its presence in the European auto component segment.

NEW

Jorg Bosch, Plant Manager, RGF

Ruia Global Fasteners has developed a range of eco-friendly products covering vehicle assembly and enabling customers to improve fastening with lighter weight products. The new Eco range includes Eco pierce, Eco form and Eco grade. Though company officials declined to specify the development costs for this improved range of fasteners,

| | | | | |

these products will need to be competitively priced and would be required to meet internal cost and volume parameters of RGF. Bosch added that the Eco family, including aluminium fasteners, have been under development in order to reduce weight and consequently CO2 pollution. They are mainly used for the fastening of steel, magnesium and aluminium components, which are being increasingly used in existing and new generation four-wheelers and commercial vehicles. The product range includes ballstuds, screws, cold formed specials and plugs. These fasteners applications are mainly in gearboxes, steering columns, oil pumps and engine covers. Though RGF supplies these fasteners to its customers comprising mainly European OEMs including Volvo, Volkswagen and Opel, their customers have been demanding new lighter and spe-

Gandhi Park Gujarat University Exhibition Hall Auto Cluster Exhibition Centre Chennai Trade Centre Poddar Plaza Garware Stadium

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cialised components for the new generation models and platforms under development. RGF officials estimate that the market size for these fasteners could be around ten percent of the total fasteners market of around Euro 3.3 billion. RGF is looking to assist its existing and new customers in new product/ platform development as well as in alternative technologies like electric and hybrid vehicles. ‘As we have been a partner for many OEMs for some time now, we started making intensive developments especially for electric vehicles months ago and were able to provide the OEMs with useful information for the more efficient design of the prototypes of these new products/technologies. As these are new developments, it is difficult to provide more information on commercial production or our penetration for these products.’ said Bosch.

ON SHELF PARTS AVAILABILITY AT 9 LOCATIONS IN INDIA MAKES KEEPING OUR “BEST SERVICE” PROMISE REALLY EASY.

We use our Haas machining centers and turning centers for machining a variety of large oilfield components. For us in the manufacturing industry, a machinery supplier relationship is like a marriage. A mismatch can cause an ugly divorce. We can definitely say with hindsight, after purchasing 11 Haas machines over the past 5 – 7 years, that we took the right decision to go with Haas, both from a product and a service point of view, and our relationship continues.

MR. N H JESWANI GENERAL MANAGER, PARVEEN INDUSTRIES PVT LTD NAVI MUMBAI

Haas Factory Outlet – India locations NORTH, WEST AND EAST AREAS: telephone – 022-27742181, 9320178231 SOUTH AREAS: telephone – 080-41179452 / 53 Email: indiasales@haascnc.com | www.HaasCNC.com | Made in the USA

CONTENTS CORPORATE Gabriel introduces hollow piston rods; to supply suspension to Honda

Gabriel India has introduced hollow piston rods for struts and is jointly developing suspension systems for Honda Brio

06 GLOBAL WATCH Sixty GM models on their way to China

Nissan to boost US production and Leaf offerings

Volvo and SAIC form joint venture for HEV buses

Skoda expands Czech plant to build low-cost Logan rival

GM will roll out more than 60 new and upgraded models in China during the next five years in a bid to roughly double its sales

Nissan will build Infiniti in Tennessee as it ramps up production in North America by 2015 and offers more customers a chance to buy the Leaf

Volvo Buses and SAIC Motors enter in joint venture for driveline systems for alternative technologies such as hybrids and electric for buses

Arvind Walia, Managing Director, Gabriel India

Hyosung re-enters India with GT650R and ST7

Skoda is expanding capacity at its Mlada Boleslav plant north of Prague to add third model to rival Renault’s Dacia Logan

S&T Motors has announced the launch of two new super bikes in India - GT650R and ST7 to be made available in Pune, Mumbai, NCR, Bangalore and Goa

Rapid evolution witnessed in automotive designing: Pininfarina Pininfarina is bracing up for presence of more automotive designers from India on the global arena and quality output coming from OEMs and vehicle design firms in India

THE OTHER SIDE

Lumax Automotive System to enter joint venture to fuel growth

Lumax Automotive is looking for land to set up a new plant in Manesar

Continental to acquire Modi Tyre Company

Continental has signed an agreement with Modi Rubber, for the acquisition of a 100 percent shareholding in Modi Tyres Company, a subsidiary of MRL

Dealers optimistic on profitability this year: JD Power survey

Gajanan Gandhe, Senior Vice President, Asian Operations, IAC

Gandhe is responsible for the Asian regional operations and growth strategy, which presently comprises two JVs, manufacturing sites in India and China and regional headquarters in Shanghai

Growth in the light-vehicle market has spurred optimism among many automotive dealerships on profitability in current fiscal, according to a recent JD Power survey

Ashok Leyland to set up new driver training institute at Chindwara

The new school will have all the necessary facilities for CV driver training including tracks like eight-curve, S-curve, six-lane roads, village roads and a state-of-the-art simulator

Sandeep Khosla

Associate Vice President: Sudhanva Jategaonkar

Sales Co-Ordinator:

Akshata Rane

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Auto Monitor

1 - 15 May 2011

CORPORATE

Gabriel introduces hollow piston rods; to supply suspension to Honda Brio Nabeel A Khan New Delhi

Photos: Shamik Banerjee

s the Indian automotive industry fuelled by increasing demand rallies high, Gabriel India, one of the major suspension component manufacturers, is in full swing to boost its presence in the market. The company wants to harness the opportunity of incorporating more cost effective technologies, augmented localisation and expanding orders. Gabriel India, a fully owned subsidiary of Anand Group of companies, has taken a major step forward to introduce ‘price effective’ hollow piston rods for struts in India. It has already signed Volkswagen as its fi rst customer. In India the piston rods are generally solid. Hollow piston rod in struts is a technology which is used by many OEMs worldwide, but the company claimed that no one was using it so far in India. Volkswagen also uses this technology globally, and now Gabriel would be supplying the rods to them in India very shortly. ‘We have already developed the product and got it cleared at a number of testing centres including Volkswagen. The mass production will start in a couple of months from its Pune plant. We also hope to supply the hollow piston rods in the global markets as the quality of the product is virtually same,’ Managing Director, Gabriel India, Arvind Walia told Auto Monitor. The company will be fi rst supplying the strut with the hollow piston rod for Polo — the hatchback car of Volkswagen in India, in two to three months time. Walia added that the European car manufacturer is planning a huge volume for India, but Gabriel was not able to confi rm any specific number. As the price of aluminium and other metals are skyrocketing, this new option will reduce the input cost substantially as the company claims that the new hollow piston rods will help in the sinking consumption of the alu-

Arvind Walia, Managing Director, Gabriel India

minium by 500 grams in each car. In another move, the company has signed a joint development agreement with Honda Siel Cars for the suspension system in India, for their soon to be launched hatchback car — Brio. The company sees it as a good boost as Honda was initially strongly associated with Showa, Japan. And now, for the first time, Gabriel has worked out a deal with the Japanese car maker in India. However, the company claimed that it would be supplying the same to export markets for Honda. The component manufacturer also said that Honda had recently sent a team from Japan to its plant to see the viability for global supply. ‘We are in the initial stage; the basic intent has been signed. We have developed some prototype products and are in the process of fi nalising. I am not sure but they (Honda) were talking about 70,000 units per annum from next year,’ Walia explained. According to sources, Honda is looking at selling 60,000-70,000 Brio per annum by next year.

Localisation Considering the fact that rising opportunity begets tough com-

petition, Gabriel India doesn’t want to leave any stone unturned to milk the maximum from the zooming potential in the market. And with this view, it has got into localising an array of input components like suspension oil and rubber seals. So far, the company was importing these products from Japan and Europe. Now it has got the locally produced seals and suspension oil validated by its partners and OEMs. ‘We have developed a substitute of suspension oil which we were earlier importing from Japan. Other localisation solutions that we have developed are rubber seals which are very important for shock absorbers, and were earlier imported from Japan, Europe and Spain,’ Walia added. The company has developed the oil in collaboration with Hindustan Petroleum (HP). It first gave the specifications to HP following which the oil was produced and tested at Gabriel. Gabriel has already got clearance from the Maruti Suzuki to supply suspension systems for the newer models of Wagon R and A-Star in two to three months with the locally produced oil in it. The company claims that this

A technician checking leaks in the piston rods at Gabriel plant. (Inset) Struts manufactured by the company

new oil is equivalent to the oil it was importing, and will be more cost effective. It touted the cost effectiveness to the extent of 60 percent in terms of the imported oil without affecting and impairing the functionality.

Building road to growth Recognising the important steps for maintaining a sustained growth, the company has put all the plans in place which include installation of high-tech instruments and investments. The company, which manufactures mainly suspension systems including shock absorbers and struts for all three segments of the automotive industry, touched a turnover of `600 crore in FY10 and the company plans to touch a `2000 crore revenue in the next four years. The company plans to invest around `80 to `100 crore in modernising the equipment and research and development. ‘In terms of organic expansion, if we were to maintain the same market share which we intend to double up, virtually all of us are producing to full capacity and now all the OEMs are also planning to double their numbers for next few years. So we will also have to

expand. Organic growth is surely on the cards but the detailing will take some time. We will try to expand our existing plant in Gurgaon,’ Walia maintained. Gabriel has six plants with a total manufacturing capacity of over 10 million shock absorbers and struts front forks. The company caters to the requirements of all segments — original equipment, replacement market and exports for application in two, three and four-wheelers as well as for the Indian Railways. The company claims to have a dominant position in commercial vehicles which is closer to 75 to 80 percent of the total market size while it taps 35 percent of total passenger car segment and about 25 percent in two-wheelers segment in India. The result of the company for this fiscal year was not published yet, but said that the growth was substantial and more than the rise in the automotive industry this fiscal which was around 30 percent. The reason for lesser share in two-wheelers segment Gabriel cited, was in-house production facility of the two major twowheeler manufacturers in India — Hero Honda and Bajaj. The company has also started exporting to many countries both to the OEMs and suppliers. The company is also exporting to the neighbouring countries in the replacement market besides Turkey and Philippines. The major export revenue of the company comes from ASEAN countries. The company has installed substantial automation systems in its plant. Walia said that he did not see technological advancement as a means for cost reduction but chiefl y for the improvement of quality of the products. The company has introduced latest technology like-Dynachrome plating, laser and robotic welding among many others. Admitting shortage of skilled manpower at all the levels, the company claimed to have developed an elaborate recruitment and training system for shop floor staff. The programme where it ensures that all the workers stay for at least three years and in this time period it makes them equipped with good skill so that they can be promoted to the staff levels.

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Auto Monitor

1 - 15 May 2011

INTERVIEW

‘Cost advantage for an Indian unit will be unparalleled’ Kolkata based Ruia Group is looking to establish a major presence in the auto component sector with the acquisition of Germany based Acument (now renamed Ruia Global Fasteners). Chairman, Ruia Group, Pawan Kumar Ruia speaks to Auto Monitor on the changing scenario in the automotive supply landscape and significance of German acquisition for the Ruia Group. Abhishek Parekh What are the key focus areas for turnaround in the fi nancial performance of Acument? Ruia Global Fasteners (RGF, formerly Acument) is positioned in the high priced, technology intensive, quality conscious segment of the automotive fastener industry. It is currently occupying third position in Europe with an around 18 percent marketshare. That leaves ample scope for the company to move into areas it has not delved into. Also, during the restructuring of the company, Daimler, a high-value account had left Ruia Global

Fasteners’ fold due to uncertainty and mismatch of expectations. The current association with the Ruia Group would help RGF take advantage of the excellent relationship that the Ruia Group has with OEMs, especially Daimler, to bring that business back. The growth graph charted so far has been in accordance to the growth projections of the European market in general. So the gradient is gradual. We are looking for a major turnaround in the financial performance and bring all the facilities back to profitability in the coming quarters even as European and North American auto sales pick up pace.

What are the plans for expansion or new products across facilities in Germany? The consolidation of business in Europe will take two paths. The fi rst is regrouping all OEM customers and building confidence. We are also evaluating

business case for new or additional product lines including parking brake and fasteners for automatic transmission. The second part of the strategy is to explore the India growth plan as there is big scope for Indian OEMs to be engaged and nurtured as customers. Needless to mention that Ruia Group’s general good relations with OEMs will come in handy to gain business. Also, there are plans to set up an Indian manufacturing facility in the near future as well as an R&D unit in Germany for RGF. Additionally, we are identifying non-automotive business opportunities. We are passing through the consolidation period and it will be tough but the growth curve for RGF thereafter should be steep. What were key considerations in the acquisition of Acument and how does it fit into your overall scheme of entering the automotive sector in India and internationally? The key consideration was technology. The technical backbone of RGF is possibly one of the strongest in the European auto ancillary world. There is perhaps not a single car in Europe without at least one RGF part in it. That provides a measure of the credibility enjoyed by RGF in Europe. It has several product and process patents with innovations being a way of life.

With the Indian automobile market in the boom phase, technology needs will be very high in the demand list, especially if India is to become the prime supplier of auto ancillary products around the world. RGF is positioned to be a leader in that respect. An Indian production facility is expected soon and the techno-cost advantage of this unit will be unparalleled in the auto ancillary world. What are the key issues in turnaround and kick starting business at Gumasol, the solid tyres and rubber products business in Germany? The key issue for Gumasol is input cost. The company is tackling this at the moment with production outsourced from Sri Lanka. The acquisition presents a great opportunity for the Ruia Group’s other companies in India which have expertise in basic tyres and can avail of solid tyre technology from Gumasol to manufacture in India itself. That will keep Gumasol within the cost-control periphery. We are also considering product diversification and Gumasol’s unique position in the market in the solid tyre segment provides ample potential to cater to the growing infrastructure segment. In fact, with Jessop & Co (Ruia Group) being in the infrastructure segment, a strategic product mix can be very helpful. Going forward, what position are you seeking to achieve in the automotive sector in domestic and international markets? We are evaluating the scenario on this front. What is clear is that we intend to stay on in a particular industry segment only if we can reach the top three positions in real time. Otherwise we have no business being there. Therefore we study every product line very carefully before showing our interest in it, considering the possibilities it holds vis-à-vis the entire automobile industry and vis-à-vis the overall vision of the group. Do you have long term plans to be a systems suppliers for castings or forged components supplier to OEMs? Cold and hot forms are already part of the Ruia Group’s product lines, from its different companies, but whether it can become a focused segment has to be studied in detail for a decision to be arrived at.

EDITORIAL Compatible curriculum is crucial

rowing demand on account of increasing per capita income coupled with rising disposable income in rural areas has encouraged homegrown auto companies to enhance their capital expenditure. This phenomenon has also enabled the multinational companies to zero in on India for their investments either through acquisitions or setting up subsidiaries. The recent announcement of Continental buying out Modi Tyres is a classic example. Similarly, Indian companies have also been acquiring business overseas to expand their global footprint — Tata Motors, Ashok Leyland and Mahindra & Mahindra to name a few, are already in full swing and the list will only grow bigger as the urge to expand is exploding. The promising growth has whetted the appetite of almost all the players in the domestic auto industry and the component segment. Some of the vehicle manufacturers have clearly set the agenda of acquiring assets and customers of global companies as part of their strategy to grow. Likewise, the component manufacturers are also looking at similar options. A recent addition in this list is the Kolkata headquartered Ruia group which has acquired a slew of fi rms in Germany. Besides, several companies are scouting for technology to enhance their product offerings and capture a sizeable market share. Few regional players including Atul Auto are exploring possibilities for probable technology partnerships from abroad. According to SIAM, the Indian auto industry is gearing up to invest up to $17.12 billion in creating fresh capacities across the next four years. Given the healthy demand outlook, the vehicle manufacturers and their component counterparts are increasing capital expenditure to match the demand. However, there are two major challenges that hamper the prospects — non-availability of lands/ skyrocketing real estate prices and lack of required talent to support expansion plans. The only way to tackle the real estate challenge is to move away from clusters while maintaining just-in-time supplies. This is possible with the road infrastructure getting better by the day. It will, to an extent, solve the issue of avail-

ability of manpower for the lower end jobs. However, the case of jobs that call for graduate engineers remains an issue. According to an informal study shared by many in the industry, only two to three percent of the engineers who pass out from colleges are employable. This is due to a chasm between the industry and the academia, which eventually shackles the prospects of the manufacturing industry. Therefore the companies spend a lot of time and money on training resources. To address the issue, the curriculum of the technical institutes and engineering colleges needs to be realigned so that the graduates are employable in the future. The auto industry growth is likely to soften in the current fiscal. However, it is not an indication of negative growth, though the industry continues to face issues relating to rising input costs and hardening of interest rates. Instead, it is only moderating to correct itself accordingly. Growing oil prices and the unresolved crisis in some parts of the globe is a cause of concern for developing economies that are import dependent, as it can fuel the inflation further. However, it has not significantly affected vehicle buyers so far in India. SIAM is confident that India will become the sixth largest automobile market in the world this year, surpassing Brazil. More than 50 cars are expected to be launched this year in the country. The vehicle manufacturers will be ready with the strategies to garner market share in the highly competitive space and it will be interesting to see the plan of action of each company. In addition to analysis and articles on technology, you will fi nd in this issue, interesting stories on few companies including Ruia Group, Gabriel and Siemens. Do send us your feedback.

T. Murrali t.murrali@infomedia18.in

IMAGE of the fortnight

FORTNIGHT’S QUOTES ‘Our investments can make a difference because we essentially saved the US auto industry,” Barack Obama, US President on government investment in the auto industry

‘To all the customers who made the decision to buy a vehicle made by us, I sincerely apologize for the enormous delay in delivery’ Akio Toyoda, Toyota President in the aftermath of the earthquake and consequent production slowdown for Toyota

‘Operational integration is more important than legal integration’ Sergio Marchionne, Fiat Chrysler, CEO on Fiat’s stake in Chrysler

‘If we feel some SsangYong products need engines with lower horse power, M&M engines are easily available’ Dr Pawan Goenka, M&M President (Automotive and Farm Equipment Sectors) and President, SIAM

‘We are spending £1 billion a year on product creation and engineering & design facilities’ Ralph Speth, JLR, Chief Executive

Auto Monitor Editorial Team Editor T. Murrali Principal Correspondent Abhishek Parekh Senior Correspondent Nabeel A Khan Correspondents Shambhavi Anand, TS Bhargav, Akmal Rahman B Senior Copy Editor Nandita Rohit Kapadia Contributing Editors Sirish Chandran Bertrand D’Souza

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

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(L-R) Bill Donnelly, Director, Sales & After Sales; Lalit Choudary, Director Performance Cars and Marek Reichman, Director Design, at the launch announcement Aston Martin in India

Aston Martin debuts in India In what could be one of the world’s most expensive cars, the Aston Martin One-77 price, starting from over `20 crore was launched in Mumbai recently. The range will also be launched in Delhi soon. Unveiling the V8 Vantage S, the Rapide and the handcrafted One-77, Sales Director of Aston Martin, Bill Donnelly said, ‘We aims to sell around 30 cars across brands by the end of this fi nancial year in India.’ Managing Director of Performance Cars, Lalit Choudary said, ‘We are looking at the four-door Rapide to lead in the sales as far as value proposition and day-to-day driving is concerned.’ UK based Aston Martin has tied up with Performance Cars, a division of Infi nity Cars based in Mumbai as the authorised dealer of the British luxury sports car brand. The Design Director, Aston Martin, Marek Reichman pointed out, ‘The designs are bespoke and the different wheel styles will be customised to suit the client’s preferences. Also, the cars have been tested on the Indian roads; the driving experience at low speed and over bumps was splendid.’

Auto Monitor

1 - 15 May 2011

CORPORATE

Siemens technology to bring PLM solutions to mobile devices Shambhavi Anand New Delhi

iemens PLM Software, a business unit of the Siemens Indust r y Automat ion Division, which provides Product Lifecycle Management (PLM) solutions to various automotive companies globally, has launched a technology to enable the users to access design solutions, development solutions and digital manufacturing solutions to access data on mobile devices like iPads. The technology, which is known as High-Defi nition-PLM (HD-PLM) will be incorporated in the various designs (CAD/ CAM/CAE), Digital Lifecycle Management (DLM) systems and digital manufacturing systems of Siemens to encourage faster communication and decision making

processes between the various stakeholders of the industry. ‘HD-PLM is a technology that has found application in all the other products that we offer, like digital product development solutions (in NX, the CAD system) and the digital lifecycle management product called Team Centre used for data sharing solutions. Because of this technology, various applications provided by Siemens can now be accessed on mobile platforms like iPads. This will enable faster decision making during the course of design, development across the entire life cycle,’ said Director (Marketing), Siemens Industry Software, Vivek Marwaha. Manufacturing companies can, with the PLM application software manage the entire lifecycle — right from the time the product is conceived to its design, va lidat ion, ma nufactur ing

process planning, actual manufacturing and retirement — either through a discrete set of software or an integrated application. Broadly, the PLM comprises three kinds of automation — author engineering applications like CAD/CAM/ CAE, product data management, data collaboration or the DLM systems, which enables data flow and digital manufacturing. Headquartered in Plano, Texas, Siemens PLM Software has more than 69,500 customers worldwide across sectors, with automotive division being the highest revenue generator. The portfolio of its various automotive clients include Ashok Leyland, Tata Motors, Maruti, Mahindra and Mahindra, Bajaj Auto among the OEMs among many others and JBM, Subros, Bharat Forge, Brakes India among the suppliers.

The company acquires close to 150-200 customers every year ranging from big to small companies. Asia Motor Works is the latest to join hands with Siemens. Recently, Daimler AG has also signed a contract with Siemens to use the CAD software as their standard for their worldwide vehicle development. Starting in the summer of 2012, Daimler will integrate work from over 20 development centres and their most important suppliers on a single product development platform that will be Siemens. Siemens PLM Software has received Frost & Sullivan’s 2010 Customer Value Enhancement for the Automotive Industry award for implementing strategies proactively to create value for its customers with a focus on improving the return on the investment. ‘In order to be able to upgrade our

Vivek Marwaha, Director (Marketing), Siemens Industry Software

customers’ products with the fast growing industry, we have programme officers in their work place to capture the requirements and incorporate them as a part of the planning and development process. ’ Marwaha said.

Hyosung re-enters India with GT650R and ST7 Our Bureau New Delhi

orean two wheeler manufacturer S&T Motors has announced the launch of two new super bikes in India — GT650R and ST7 in New Delhi recently. The bookings for the two super bikes, which are better known by the brand name Hyosung have started from the day of the launch and will be initially available in fi ve cities; Pune, Mumbai, Delhi, Bangalore and Goa. The GTR650R, which will be available in six different colours is priced at `4,75,000 (ex-showroom price in Delhi) for a single tone colour and `4,90,000 for double tone colour. It is powered by a four-stroke, 647 cc, 90-degree V-twin engine. Peak power is a 73 BHP at 9,000 RPM while peak torque is 6.2 kgm at 7,250 RPM. The gearbox is a 6-speed,

The ST7 comes with a 5-speed gearbox. S&T Motors have partnered with Garware Motors to market and sell the bikes in the Indian market. They will be imported from Korea as CKD units and will be assemble here at the plant set up by Garware Motors with the help of S&T Motors. Garware Motors, which is a wholly owned subsidiary of Garware Bestretch has set up an assembly plant at Wai in Maharashtra with a capacity to manufacture up to ten bikes Diya Garware, MD, Garware Motors; Taekwon Kim, CEO, S & T Motors, Shrikant Patankar , a day. It has invested President, Garware Motors and Justin Lee – Head, Overseas Sales & Marketing, S&T Motors `20 crore in the first phase of setting up the plant. The (ex-showroom Delhi). The bike one-down, five-up unit. The bike plant has a full-fledged assembly is powered by a four-stroke, liqfeatures adjustable upside-down line, storage facility, quality centre uid-cooled, fuel-injected, 678.2 forks up front and a monoshock and automatic testing line. cc 90-degree V-twin. Max power disc brake. Hyosung will be providing is 62 BHP at 8000 RPM and max The ST7 will have three colour Garware Motors with technical torque is 5.8 kgm at 7000 RPM. choices and is priced at `5,69,000

& manpower support right from setting up the assembly plant, assembling the product, sales and marketing as well as after sales service. The bikes will be sold though exclusive dealerships of Garware and Hyosung motorcycles and will have 3S services (sales, spares and services). Garware Motors expects to sell a minimum of 2,000 units in the fi rst year. They also plan to open five more dealerships in Hyderabad, Cochin, Chennai, Ahmedabad and Chandigarh within next two months. The company expects to attain such a huge sales volume owing to the strategic pricing structure. However, for the company to owe a dedicated dealership for the two bikes will not be an easy task. As going by its yearly sales projection of 2,000 units even in the current network of 15 dealerships, one dealer can sell an average of 150 bikes a year. Though, the company is offering a margin of `40,000 on each bike, it translates into a profit of `60,00,000 annually. Looking at the rise in the property and operating cost in the cities, the question for survival for the dealership will remain until the company doesn’t have additional plans — like more launches or other benefits. Talking about competition, MD, Garware Motors, Diya Garware said, ‘These are the fi rst bikes to be launched in the 650-700 cc ranges in the Indian market and we don’t see any competition.’ When asked about Harley Davidson, which has a model priced at `6,50,000 (exshowroom Mumbai) she stated, ‘Harley is an iconic brand and we don’t see it as a competition.’ It should be noted that this is the second entry of Hyosung in the Indian market. In 2008, the company, which was then known by the name Hyosung Motors and Machinery, used to sell its Comet and Aquila models in India through Kinetic Motors. Hyosung Motors and Machinery was later acquired by S&T Motors in 2007 and the name change to S&T Motors.

Auto Monitor

1 - 15 May 2011

AUTOPINION

Indian auto sector: towards the top gear lot of joint ventures have taken place, while others have invested heavily on R&D to build their own empires and the rest have perished. • Customer: Armed with higher buying power and an ever increasing expectation from products and services, the customer is undoubtedly the king and has propelled a fierce competition among the major players in the market.

Dinesh Supekar, Partner, Price Waterhouse & Co

he Indian Auto Sector is one of the most promising sectors in the Indian economy. The sector has grown by leaps and bounds in the past few years. Most global car manufacturers have setup their presence in India which further corroborates the potential of the Indian auto sector. The significance of India in the global passenger car and commercial vehicles segment is depicted in the pie chart (Fig 1). India is the world’s seventh largest manufacturer of passenger car and commercial vehicles after China, Japan, USA, Germany, South Korea and Brazil. The fi nancial year ended 31 March 2011, has been a momentous year for the auto sector in India. The auto sector grew around 26 percent compared to the year ended 31 March 2010. According to SIAM data, the total vehicle sales (two wheelers, four wheelers, and commercial vehicles) in India stood at 15,513,156 units for FY2011 as compared to 12,295,397 units in the previous fi nancial year. Though most of the developed countries have still not come out from the recession, the Indian auto sector could withstand the same and achieved an excellent year-on-year growth. Such strong growth has been on account of varied factors viz strong domestic economy of India, new product launches, etc.

Factors that’s boosted growth Some of the influencing factors which have played the key role in the growth of the Indian automobile industry are: • Government: The Indian government has, in the recent past, started providing a conducive atmosphere to attract investments which is also evident from large scale investments made by MNCs auto companies in India in last few years. • Competition: With the coming of the multinationals, there is immense pressure on the Indian companies. As a result, a Fig1: The global passenger and commercial vehicles segment

China 25%

Others 27%

Brazil 5%

Japan 5%

India 5% South Korea 5%

United States 5% Germany 5%

Green Agenda With the rising fuel prices and keeping in line with the global thinking, the government is making efforts to promote green mobility. In the initiative, the Government has given various sops to promote manufacture of green vehicles in the recent Union Budget. The Union Budget provided for full exemption from basic customs duty, Special Additional Customs Duty (SACD) and concessional countervailing duty of customs at the rate of five percent for certain specific parts of hybrid vehicles namely battery packs, battery chargers, electric motor and motor controllers. These parts were earlier subject to 10 percent rate of countervailing duty of customs. The government has further proposed to launch National Mission for Hybrid and Electric Vehicles in collaboration with all stakeholders which will provide impetus to this initiative. Though this is a welcome move, the stakeholders have apprehensions on achieving the intended objective as infrastructural bottlenecks, lack of affordable technology and high operating costs could make the commercial introduction of eco-friendly vehicles unviable in the near future. The industry feels that the government should simultaneously focus on creating adequate infrastructure to boost the growth of hybrid or green vehicles such as make provisions for developing charging points for electric vehicles and also to provide subsidy to promote R&D work in this area.

Tax Developments The government, during the recession period, had provided stimulus package for the auto sector in terms of reduced excise duty rate on vehicles. Provided below are the factors that are influencing the auto sector: A. Continuation of post stimulus excise duty structure: Though the Indian economy has recovered from the recession, in order to boost further growth in the auto sector, the government continued with the post stimulus excise duty structure. They did not tinker with the excise duty in the recent budget and continued with the same rate of 10 percent for small cars and 22 percent for big cars. The table (Fig 2) summarizes the excise duty rates as applicable for passenger cars. The intent for not increasing the duty rates may be to align the same with GST structure which is on the cards. Further, the auto industry was expecting a rationalisa-

tion of excise duty on big cars by removal of additional excise duty of `15,000 from such vehicles. However, this did not fi nd favour with the government. The continuation of post stimulus excise duty structure is a welcome move which would boost further growth in the sector. B. The CKD unit for customs duty: This is a very important development which has knocked down the aspirations of car manufacturers, especially in the premium car segment, to exploit the emerging Indian market. In the recent Union Budget, the government has introduced a restrictive defi nition of the term ‘Completely Knocked Down’ (CKD) unit. This defi nition is relevant since the customs duty varies significantly for a CKD unit vis-à-vis Completely Built Unit (CBU). Earlier, in the absence of a defi nition, there existed an ambiguity on the eligibility of vehicles to avail the concessional rate of basic customs duty of 10 percent as available to vehicles imported in CKD form. The defi nition of CKD now specifically excludes a kit containing a pre-assembled engine or a gearbox or transmission mechanism or a chassis where any such parts or sub-assemblies are installed. This change has led the industry to rethink on their business model especially for car manufacturers having significant import content in their production activities. The industry has expressed concerns that this defi nition seems to be highly restrictive and all the CKD operations currently being pursued by automobile manufacturers could get adversely affected on account of increase in customs duty rates for CKDs and potentially bringing them at par with those of CBUs. The revision would lead to an additional payment of 50 percent customs duty on CKD imports which have preassembled engine or gearbox or transmission. Some have expressed apprehensions that such a restrictive defi nition is not consistent with globally established trade practices and could act as a stumbling block to foreign investment in India. The continuous dialogue between industry representatives and the Ministry of Finance has fi nally led to some respite to the industry post budget. The ministry has modified the customs duty rate from 60 percent (as proposed in Budget 2011) to 30 percent for such CKD imports having preassembled engine or gearbox or transmission. This will result in 20 percent additional duty outfl ow for such manufacturers. BMW, Audi, Skoda, Volkswagen are some of the companies which will be affected by this radical change. It remains to be seen as to whether these companies increase the prices of the vehicles or are forced to change their business model. Considering the highly competitive Indian auto market, it seems that the players would need to restructure their business model rather than passing on the incremental duty costs to the customers. C. Reduced tax for foreign dividends: The Indian auto players are scouting for overseas acquisitions to go global. In order

to boost overseas expansion, the government has provided tax sops in terms of reduced rate of tax on foreign dividend income. The tax rate has been reduced from 30 percent to 15 percent on foreign dividend income in the recent Union Budget. Though business factors are the key drivers of any acquisition or expansion, this concessional rate of tax would be an icing on the cake resulting in potential tax savings to Indian headquartered companies who are looking for overseas expansion.

Key challenges Though this sector looks very promising, it is fraught with certain macro challenges: 1. Rising input prices: The auto industry uses a variety of raw material which includes steel alloys, aluminium and rubber components. Typically, the input costs comprise 55 percent to 60 percent of the total costs. Any fluctuation in raw material prices has more or less direct impact on prices of vehicles. In the past one year, the prices of metals and rubber products have seen double digit growths. The Original Equipment Ma nufacturers (OEMs) in India are not able to absorb the inflationary pressures and have started increasing prices of vehicles. In April 2011, most of the OEMs in India (Tata Motors, Maruti Suzuki, Mahindra and Mahindra, Hyundai Motors, Ford) increased the prices of their vehicles ranging from one-three percent to curb inflationary pressures. 2. Rising fuel prices: The prices of crude oil in the global market have been steadily rising for the past year and are hovering around $100 a barrel. The recent deregulation of petrol prices has seen a steep rise in petrol prices in India. In the last one year, the petrol prices have increased approximately 20 percent. This has severely impacted the sale of motor vehicles. 3. Uncertain tax environment: Most of the companies in the auto sector especially the foreign MNC’s are facing significant tax litigation in transfer pricing. This has created uncertainty in the minds of foreign investors. The government should curb this uncertainty by evolving measures which can put the litigation at rest. Some such measures could be involvement of industry representatives while deciding

the transfer pricing issues as it is very important to understand the nuances of the industry while adjudicating on these matters. The resolution to transfer pricing litigation also demands some efforts on tax payers’ front. It is important that the tax payers have well documented transfer pricing policy which is followed in spirit during the relevant year. Any deviation from the transfer pricing should be well documented so as to mitigate transfer pricing challenges.

Road ahead Global auto companies are investing in India to tap the growing demand resulting from increase in per capita income and also the rise in disposable income in rural areas on account of government spending in various rural development programs. As per SIAM, the Indian auto industry is geared up to invest up to $17.12 billion in fresh capacity in the next four years. Despite the issues of rising input costs and hardening of interest rates, automobile fi rms in India are expecting demand for vehicles to be high during the fi nancial year 2012 which will be primarily driven by rising income levels and new model roll-outs. Given the healthy demand outlook for future years, majority of the auto fi rms in India are likely to increase capital expenditure. The government looks determined to promote green mobility in India. This is evident from the tax concessions awarded in the recent budget to this segment. The industry expects the government to provide further boost to infrastructure and R&D in this field to pick up pace with the global development in this regard. Last but not the least, the government should continue to focus in creating a stable and a certain business environment to attract more foreign investments in this sector. (Assisted by: Navneet Kothari, Senior Manager, Price Waterhouse & Co and Tejas Dharwadkar, Manager, Price Waterhouse & Co. The author can be reached at dinesh.supekar @in.pwc.com)

Fig 2: Excise incentives to auto firms Type of car

Small cars (motor vehicles of length not exceeding 4000 mm)

Motor Capacity

Less than or equal to 1200 cc per unit in case of petrol/CNG/ LPG variant Less than or equal to 1500 cc per unit in case of diesel variant

Big cars Hybrid vehicles/ electrically operated

Exceeding 1500 cc capacity

PreStimulus

Post Stimulus

12%

10%

12%

10%

24% + `15,000

22% + `15,000

12%

(Current applicable rates)

Auto Monitor

1 - 15 May 2011

CORPORATE

Rapid evolution witnessed in automotive designing: Pininfarina Abhishek Parekh Mumbai

ndependent design f irm Pininfarina is bracing for presence of more automotive designers from markets like India on the global arena and quality output coming from OEMs and vehicle design firms in India. ‘Currently we are at an interesting juncture in automotive desig n ing profession. The vehicle lifecycle and development time is getting shorter in recent years and this is putting pressure on designers and production to shorten the time taken for bringing new vehicles to the market. At the same time, core values of brand and appeal have to be maintained w it hout compromising t he quality of work,’ said Senior Exterior Designer, Pininfarina, Hubert Tassin. In an exclusive interaction with Auto Monitor, he elaborated that some the major challenges that would face the automotive designing fraternity would be reduced time available for designing and development, working in a global scenario and extensive use of digital tools for minimising development time and need for prototypes. He added that promising areas including designing hybrid

(Centre)Hubert Tassin, Senior Exterior Designer, Pininfarina

and electric vehicles will have their own set of challenges for automotive designers in the coming years. ‘Electric and hybrid vehicles pose unique set of challenges for designers as there is a constraint on how many features and components can be accommodated in a vehicle design. Moreover the vehicle has to be attractive enough for enticing customers to buy them,’ he added. Pininfarina studio in Italy has developed three concepts for electric vehicles stressing on the theme of practicality and convenience. Though Tassin refused to elaborate on whether these concepts would be brought to commercial pro-

duction stage or passed to an OEM for further development, he emphasised on importance of alternative drive vehicles for the growth of Pininfarina. Ta l k ing of independent design firms like Pininfarina, he said that efforts toward conceptualisation of designs and implementing ideas with the aid of digital tools could be defining characteristic of a designer. ‘A designer, as opposed to an artist, has to ensure that design has to be acceptable to a large number of people and commercial viability, practicality and aesthetic values of a vehicle has to be maintained,’ said Tassin. He added that designers have to be in tune with their

times and entertain themselves in order to be relevant and make productive contribution to their projects. Design is a ref lection of one’s’ experience and personality to a large part, according to Tassin. Pininfarina is one of the oldest independent design fi rms in Europe. It provides design, product and process engineering and manufacturing of niche vehicles are its main areas of business. The Aerodynamic and Aeroacoustic Research Centre completes the range of services offered to OEM. The Special Projects section is ready to bring customers’ dream cars to life. Pininfarina Extra provides concept and designing services

Lumax Automotive Systems to enter joint venture to fuel growth Shambhavi Anand New Delhi

umax Automotive systems, the Manesar (Haryana) based auto component maker which was earlier a part of Lumax Group, is looking for land to set up a new plant in Manesar near the existing one. The company is also in the process of signing a joint venture to foray into new products and expand its customer base. It also plans to tap the export market in Europe and North America. The company which is a single source supplier of air fi lters to Honda Motorcycle & Scooter India (HMSI) produced 1.6 million fi lters only for HMSI and two million including other customers. Due to the growth in the OEM customers, it is planning to increase production by 30 percent this year. ‘Once we expand to the tune of 30 percent our existing plant in Manesar will reach its full capacity. By next year there will be no scope of further expansion. We are looking for land to set up a new plant in Manesar,’ Group Chief Executive Officer, Lumax Automotive Systems, VK Talwar told Auto Monitor. The company will be producing fi lters for the new models of HMSI also. The company will manufacture all the three products at the new plant. Lumax Automotive Systems also plans to export its products

to the European and the North American markets. ‘From next year, we intend to earn 10-12 percent of our turnover from exports. We will start exporting in phases. In the fi rst phase we will tap the European market and in the next phase we will set our foot in the North American market,’ Talwar said. The company is already in conversation with some European and North American players for the same and has received good response. It has gone through the primary audit and fared well due to its quality and price estimation. The deal will be fi nalised after the next round of auditing. The company is making special efforts to increase the share of exports to 25 percent by 2015. Lumax currently manufactures air fi lters, plastic parts and rear view mirrors. Moreover, it has another manufacturing facility in Pune for Mahindra and Mahindra and Piaggio among others. The company also owns a facility in Aurangabad is planning to enter into a JV with an international player to produce oil fi lters and fuel fi lters. Though the company did not disclose the identity of the international player with which dialogues are going on, it said that this is mainly to exchange technology and increase its customer base. The company which does not have a strong presence in the southern part of the coun-

try plans to increase its foot hold and customer base in that region after the JV is sig ned. ‘Our current manufacturing capacities a re eit her in northern or western India. With this JV, there is a probability of setting up production facilities in the southern region also. We will be able to target customers like Ford, Hyundai and Mazda if this materialises.’ said Talwar. As a part of the JV there also might be a possibility of a buy back. Technology exchange being an important part of the JV, the probable JV partner either might transfer some of their manufacturing facility to India or ask Lumax Automotive Systems to create parallel facility here and supply them the materials produced in those facilities. The JV might successfully conclude by the second half of this fi nancial year when the equity base will be worked out. The Indian partner might have to invest around $10 million in the next two years on the conclusion of the JV. The company is also focusing on expanding their plastic

for product and interior design. Some of the major customers include Ferrari, Maserati, Fiat, Lancia, Alfa Romeo, Peugeot, Citroen, Rolls-Royce, Daewoo, Honda, Hy unda i, Genera l Motors, Brilliance, AviChina – Hafei, Chery, JAC, Ford, Jaguar, Volvo and Mitsubishi. It is one of the few design and engineering firms to have a dedicated product development centre in Shanghai, China. It entered into an agreement with the National Institute of Design, Ahmedabad in 2006 for cooperation in automotive design including education curriculum, internships for students, applied research and joint projects.

Tata Indica Marathon Our Bureau Chennai

A rear view mirror by Lumax

business. Currently the company manufactures individual plastic parts for customers like HMSI, General Motors and Maruti Suzuki and intends to move towards assembling parts and painting these assemblies if required. ‘We currently do not have a partner for our plastic business but we intend to upgrade ourselves by joining hands with other companies to upgrade our services for the OEMs. These probable partners should either be suppliers to OEs or have significant relations with them.’ Talwar said. The company also plans to increase its mirror business but its major focus for the next two years is the fi lter and plastic business. At the end of FY11 the company expects to have a turnover of `140 crore and targets a turnover of `200 crore for the next fi scal.

ata Motors orga nised Indica eV2 Mileage Marathon in Chennai to witness the fuel efficiency of new Indica eV2 with a mileage of 25 kmpl certified by the Automotive Research Association of India (ARAI) for CR4 diesel engine. The CR4 engine results in 32 percent rise in power, 65 percent rise in torque as well as 46 percent improvement on fuel efficiency. This mileage of 25 Kmpl is hinged on three technological advancements. Optimising gear ratios, making the car more aerodynamic and reduction in weight.

Nearly 50 customers across the city participated in 50 km plus marathon drive to test 25 kmpl, mileage. Tata Motors had identified a pre-defined circuit, covering the city highway drive. The top three winners were selected based on the best mileage obtained, which was measured by the fuel consumed during the marathon.

Auto Monitor

1 - 15 May 2011

CORPORATE

Continental to acquire Timken to expand capacity Modi Tyre Company Our Bureau Chennai

Our Bureau Mumbai

ontinental has signed an agreement with Modi Rubber (MRL), for an acquisition of a 100 percent shareholding in Modi Tyres Company (MTCL), a subsidiary of MRL. After completion of the transaction, MTCL will become a fully owned subsidiary of Continental

Corporation. The company will focus on local production and distribution of bias and radial truck/bus tires as well as radial passenger car tires for the Indian market. The completion of the transaction is subject to fulfi lment of several conditions. This development underlines Continental’s commitment to the Indian market and is part of the company’s strategy to invest in growing markets in Asia for its core businesses. Continental is a supplier of brake systems and components for powertrains and chassis, instrumentation, vehicle electronics, tyres and technical elastomers. It also has a major presence in networked automobile communication. They Continental’s revenues in 2010 stood at around Euro 26 billion.

o expand the taper roller bearing manufacturing capacity in India, Timken India is planning to invest `360 million at its facility at Mahindra World City, near Chennai. Currently the plant manufactures eight to 12-inch bearings catering to construction equipment and power. The second phase of expansion is to manufacture up to eight-inch bearings for automotive and the commercial production, which is expected to start early 2012. According to the Managing Director, Timken India, Ajay Kumar Das, ‘The project scheduled to commence production in the second quarter of 2011, will enable a capacity increase of 2.4 million races of up to eight inches tapered roller bearings. This size is used in construction and other off-highway vehicles as well as

heavy trucks and other commercial vehicles.’ The company is planning to spend around `80 crore to `100 crore towards the sales promotion of the 12 to 18-inch bearings. It also has aggressive expansion plans for the near future in India which will be investing `200 crore in Chennai for capacity expansion to primarily cater to the domestic market. ‘In the last few years, our focus was significantly into strengthening operations in China and India also had a place in our expansion plans. With the growth of Indian economy, we expect our expansion operations would be balanced Ajay Kumar Das, MD, Timken India between China and India,’ huge spending on infrastructure said Chairman, Timken India, in India and China, we intend to Ward J Timken. build a strong delivery position The company is also planin the market to tap the arising ning to invest in its Jamshedpur potential in infrastructure secfacility and engineering centre tor like power industry.’ in Bangalore. Ajay said, ‘With a

Dealers optimistic on proﬁtability Abilities India to set this year: JD Power survey up new plant Our Bureau Mumbai

ecent growth in the lightvehicle market in India has spurred optimism among many automotive dealerships, with more than 60 percent indicating that they expect to generate a profit by the end of their current fiscal year, according to a recent JD Power Asia Pacific 2011 India Dealer Satisfaction with Automotive Manufacturers Study. More than 80 percent of these dealers say they expect their 2011 profits to exceed their 2010 profits. The 2011 India Dealer Satisfaction with Automotive Manufacturers Study is based on responses from 545 dealer principals or dealership general managers located in more than 170 cities throughout India. The study was conducted in association with the Federation of Automobile Dealers Associations (FADA), and was fielded between September 2010 and January 2011. The inaugural study measures dealer satisfaction with vehicle manufacturers or importers and identifies dealers’ attitudes regarding the automotive sales business. Overall dealer satisfaction is determined by examining nine factors: marketing and sales activities, product, vehicle ordering and delivery, sales team, parts, warranty claims, aftersales team, training and support from the manufacturer. Among the manufacturers included in the study, Toyota ranks highest with a score of 890 and performs particularly well in all nine factors. Following Toyota in the rankings are Chevrolet (809) and Maruti Suzuki (798). The study is designed to provide manufacturers with insights about dealer opinions and attitudes to help them improve dealer relations. In addition, the study identifies key dealer-related opportunities and challenges to assist automakers in achieving their overall business objectives. ‘India’s light-vehicle market is growing rapidly, and the changing market environment underscores

the need for automakers operating in India to develop strong and competitive dealer networks,’ said Executive Director, JD Power Asia Pacific, Singapore, Mohit Arora. The study fi nds that dealerships that indicate they expect to generate a profit by the end of the fi scal year are notably more satisfied with their respective manufacturers than are dealerships that indicate they expect a fi nancial loss. Among dealerships that expect to be profitable in 2011, satisfaction averages 780 on a 1,000-point scale. In comparison, among dealerships that expect to incur fi nancial loss, satisfaction averages 609 — a difference of more than 170 points. The study also finds that dealerships that receive regular and frequent visits from manufacturer sales representatives are notably more satisfied than dealers that have less-frequent contact with the OEM. Among dealerships that indicate they are visited by a manufacturer’s representative an average three to five times a month, satisfaction averages 787. In contrast, among dealerships that receive visits once a month, on average, satisfaction averages 740. ‘This suggests the existence of a reciprocal effect between satisfaction and expected profitability for automotive dealerships,’ said Arora. ‘Dealers that are more engaged with their respective manufacturers are also more satisfied, which may help improve dealer profitability. In turn, boosting profitability for dealers may also help manufacturers increase their bottom line.’ Despite the relatively high levels of expected profitability among dealerships in India, the study fi nds that dealers for domestic manufacturers (those headquartered in India) are sig-

Nabeel A Khan New Delhi

G nificantly less satisfied with their expected profitability than are dealers for manufacturers based in the United States or Japan. Forty-two percent of dealers of manufacturers based in India say they are ‘dissatisfied’ with their dealership’s expected profitability. Among dealers affi liated with manufacturers based in the United States or Japan, 16 percent and 19 percent of dealers, respectively, say the same. Conversely, 16 percent of dealers affi liated with US-based manufacturers and 10 percent of dealers for manufacturers based in Japan indicate they are ‘delighted’ with their expected profitability. However, only four percent of dealers of domestic manufacturers say the same. In 2011, overall dealer satisfaction with automotive manufacturers averages 749. The study fi nds there is ample opportunity for manufacturers to improve in the factors for marketing and sales and support from the manufacturer, which are the least satisfying among the nine factors measured. In the marketing and sales factor, increasing subsidies for marketing expenditures and shortening the claims process for reimbursement of marketing expenses may have the most notable positive impacts on satisfaction. Such initiatives would also make it easier for dealerships to conduct business with the OEMs and have a positive effect on satisfaction in the support from the manufacturer factor. In addition, it can also help in establishing processes for attracting and retaining highly qualified employees.

haziabad-based Abilities India Pistons & Rings (AIP) is planning to manufacture connectin g rods and also has kick started work on its new design, research, testing and skill development centre at its existing plant at an investment of `2crore. The company has bagged a fund of `94 lakh from the Department for Scientific & Industrial Research while the rest of the rest will be funded New CNC piston machining line at the AIP plant by the company. The company has spread its AIP will start the proexport business in the US, Latin duction of piston rods from July America and China mainly. It and hopes to make an annugets 45 percent of total export al business of around `12 crore business from USA and ten perfrom next year. The company cent from China. The company is is setting up separate facility for now looking at spreading its tenmanufacturing of piston rods at tacles to other export markets. existing plant. The company has a three‘We will achieve a turnover of point strategy to maintain the `40 crore this year and will suregrowth — innovation, skilled ly touch `100 crore by FY14. And human resource and continuous with- the production of piston improvement. It has invested over rods we will be able to get an addi`15 crore since last year in bringing tional business of around `one new technology and automisacrore every month,’ Managing tion. The company has recently Director, AIP, Sunil Arora told installed latest technologies like Auto Monitor. The company closCNC piston machining line and es its fi nancial year in June. CMM that have helped it becomAuto Monitor was fi rst to report ing a lean manufacturing line. when AIP was selected among one With the installation of CMC, the of the four companies to be chosen company could bring its workforce by the Automotive Component down from 11 to seven persons Ma nufacturers Association to perform the same work with a (ACMA) and the Technology reduced error ratio. The company Information, Forecasting and has also hired two highly experiAssessment Council (TIFAC) to enced researchers to lead their set-up an e-foundry project, as research and design team. part of the Government of India’s The company will soon start Automotive Mission Plan 2016 a skill development centre at its that targets at making Indian plant where it will train its peofoundries more competitive in ple. It has also started work to put the global market. up an automotive testing centre The company which gets over within its existing plants where 80 percent of its revenue from the company plans to provide exports is exploring its opportuvalue addition to components nity in India where its presence is or for those who wants customstill at a nascent stage and in this ised changes in the components. move the company is setting up The company hopes that the testa new plant for an Indian OEM. ing facility will be operational by The company did not reveal any next year. further detail.

1 - 15 May 2011

CORPORATE

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Ashok Leyland to set up new driver training institute at Chindwara A

shok Leyland has founded a new driver training institute, a pilot project with the Government of India at Chindwara, Madhya Pradesh. The foundation stone was laid by the Hon’ble Union Minister of Urban Development, Government of India, Kamal Nath for the Hinduja flagship company recently. The function was held in the presence of an array of government officials and senior personnel from the Company. Spread over 15 acres, this new facility will have all the necessary facilities for heavy commercial vehicle driver training including tracks like eight-curve, S-curve, six-lane roads, village roads and a

Maruti Suzuki volume rises 24 percent in 2010-11

aruti Suzuki India registered total income (net of excise) of `37,522.4 crore for the fiscal 2010-11, a growth of 24.6 percent over the previous year. The company’s net profit during the year stood at `2,288.6 crore, a drop of 8.4 percent over 2009-10. Total sales of 12,71,005 vehicles during fiscal 2010-11, a growth of 24.8 percent over fiscal 2009-10 (10,18,365 units). The company exported 1,38,266 units in the last fiscal. It’s profit was impacted by adverse currency movement, particularly on exports, higher commodity prices and new model launches, according to a company statement. The total income for the fourth quarter of 2011 stood at `10,212.1 crore, a growth of 19.19 per cent compared to Q4 2009-10. The net profit in the fourth quarter stood at `659.9 crore.

TML sells 110,785 units in March globally

he Tata Motors Group global wholesales, including Jaguar Land Rover, were 110,785 units in March 2011, a growth of nine percent over March 2010. Cumulative sales for the fi scal (April 2010-March 2011) are 1,081,245 higher by 24 percent compared to the corresponding period in 200910. The Group global wholesale for FY 2010-2011 is marked at `1.08 million. Global sales of all commercial vehicles — Tata, Tata Daewoo and the Tata Hispano Carrocera range — were 56,814 units in March 2011, cutting a growth of 19 percent. Cumulative sales for the fi scal are 512,269 units, a growth of 24 percent. Global sales of all passenger vehicles were at 53,971 units in March 2011. Cumulative sales for the fi scal are 568,976 units, a growth of 24 percent. Global sales of Tata passenger vehicles and the distribution offtake in India of Fiat cars were flat at 29,870 units for the month. Cumulative sales for the fi scal are 327,403 units, a growth of 23 percent.

state-of-the-art simulator. Ashok Leyland will provide trained manpower, develop and conduct appropriate courses. Speaking at the function, Kamal Nath said, ‘This centresponsored institute will help the drivers to know the fundamentals of driving heavy duty commercial vehicles. The comprehensive driver engagement programme will enable drivers to handle the overall on-road safety measures efficiently and help them avoid mishaps. The Indian automobile industry is growing at a rapid pace and the increased focus on road and infrastructure development will boost freight movement across the country. This driver training institute

will help create more employment opportunities in the region.’ Commenting on the development, Executive Vice Chairman, Ashok Leyland, R Seshasayee said that Ashok Leyland was been one of the few auto companies that has instituted a comprehensive driver engagement programme to strengthen its relationship with the driver community. ‘The company is already running two-driver training institutes in the country at Namakkal in Tamil Nadu and the other at Burari, near Delhi, that trains about 40,000 drivers every year with more such being planned at Haryana and Rajasthan.’ he added.

Kamal Nath, Hon’ble Union Minister of Urban Development unveiling the plaque on the occasion of the Foundation Stone laying of Ashok Leyland’s new Driver Training Institute at Chindwara

Auto Monitor

ANALYSIS

The passenger car segment grew by 29.73 percent, Utility Vehicles grew by 18.87 percent and Multi-Purpose Vehicles grew by 42.1 percent in this period in April-March 2011 period. March 2011 ﬁgures for domestic sales of Passenger Cars show a growth of 24.37 percent over the same month last year. However, in absolute numbers, this segment recorded highest ever sales. Nissan led the passenger car segment with a growth of around 5,963.29 percent from 207 units to touch 12,551 units last ﬁscal as compared to the previous period.

Passenger Cars

The overall commercial vehicles segment registered growth of 26.97 percent during April-March 2011 as compared to the same period last year. While Medium & Heavy Commercial Vehicles (M&HCVs) registered growth of 31.78 percent to touch 322,788 units, Light Commercial Vehicles grew at 22.88 percent from 287,777 units to touch 353,620 units. Three-wheelers sales recorded a growth rate of 19.44 percent in April-March 2011 to touch 526,022 units. While passenger carriers grew by 22.03 percent during April-March 2011, goods carriers registered growth of 9.45 percent. Force Motors registered highest growth in the LCV segment to touch 16,458 units. AMW notched up a growth of 79.14 percent to touch 6,793 units for the last ﬁscal as compared 3,792 units in the previous ﬁscal.

OEMs

2009-10

2010-11

BMW

3,461

6,281

Fiat

24,804

21,112

Ford

34,324

95,395

70,636

87,153

9,037

7,202

-20.31%

HSCI

61,329

58,951

-3.88%

HMIL

314,967

358,904

5,332

10,009

765,533

966,447

MSIL Merc

3,611

81.48%

LCVs (PC+GC) OEMs

-14.88% 177.93%

ALL

23.38%

13.95% 87.72% 26.24% 65.80%

5,987

Nissan

207

12,551

Skoda

17,502

21,693

23.95%

256,202

27.21%

201,399

TKM

10,140

19,225

Audi

1,961

3,982

4,094

51,608

1,528,337

1,982,702

Total

BMW Force

2009-10 480 5,917

16,453

20,063

1,654

2,570

HSCI

474

512

467

ICML

1,010

611

M&M

150,627

170,214

MSIL

3,932

5,666

Merc

149

683

Nissan

212

479

328

M&M

86,316

103,661

MNAL

10,234

Piaggio

11,094

9,124

Swaraj

3,637

4,293

168,484

201,018

VECV - Eicher

20.09% - 0.00% -17.76%

Scooter/Scooterettees

18.04%

287,777

46.10% 20.89%

2009-10

2010-11

ALL

57,135

83,099

45.44%

3,792

6,793

JCBL

179

Daimler*

214

- 0.00%

MNAL

843

- 0.00%

Merc Benz

215

5,727

7,810

55.38% 8.02%

155,137

BAL

3,760

HHML

208,440

342,991

HMSI

739,947

893,335

M&M 2W

70,008

158,733

SMIL

140,983

230,603

TVS

299,396

448,108

49.67%

1,462,534

2,073,797

41.79%

-99.28%

21,146

VECV - Volvo

1,006

1,002

Volvo Buses

607

560

Total

244,944

322,788

Total

126.74%

OEMs

2009-10

BAL

1,781,768

2,414,603

HHML

4,293,991

4,926,390

HMSI

452,116

658,067

IYM

223,305

277,546

5,181

50,098

54,475

8.74%

SMIL

47,486

50,678

6.72%

TVS

492,358

632,150

45.55%

23.84% 42.77%

30,190

M&M 2W

-0.40% - 7.74% 31.78%

125.94%

24.52%

TKM

53,703

64,863

20.78%

3 Wheelers (PC+GC)

18.87%

22.86%

9,019,090

2009-10

2010-11

Atul

12,288

19,150

Bajaj

176,050

205,603

OEMs

2009-10

2010-11

55.84%

TVS

564,813

697,418

16.79%

Force

1,699

143

2,482

M&M

44,438

62,142

567,295

697,418

Piaggio

180,797

202,591

Scooters

11,720

14,036

23.48%

Electrotherm*

- 0.00% 22.94%

2010-11

39.84%

237

- 00.00%

TVS

13,400

22,357

M&M

889

- 00.00%

Total

440,392

526,022

Maruti

101,325

160,626

Tata

48,931

51,755

58.53% 5.77% 42.10%

Total

12.05% 19.76% 66.84%

Force

150,256 213,507

28.39%

Mopeds/Electric

OEMs

-91.58%

MPV

Total

- 0.00%

44,223

2009-10

24.29%

358.39%

35,516

OEMs

14.73%

36.37%

44.10%

Tata

324,212

35.52%

13.00%

1,276

272,740

2010-11

-61.40%

-39.50%

Total

63.57%

Motorcycles/StepThroughs

Total 7,341,122

Skoda

20.73%

-62.57%

192,127

VECV - Eicher

64.55%

79.14%

AMW

Tata

21.94%

2010-11

22.88%

353,620

OEMs

Swaraj

2009-10

7,804

29.73%

66.25%

OEMs

19.31% 38.37%

5,640

Two-wheelers witnessed a growth of 25.82 percent during April-March 2011 registering 11,790,305 units against 9,370,951 units during the same period in the previous fiscal. Mopeds, Motorcycles and Scooters grew by 23.53 percent, 22.86 percent and 41.79 percent respectively last fiscal. Motorcycle sales grew to 840,941 units in March as com pared to 708,369 units in corresponding period in the previous fiscal. Honda Motorcycles’ sales were up by 45.55 per cent in the last fiscal, while Bajaj Auto’s sales zoomed 35.52 percent in the last fiscal. In scooter segment,the sales of HMSI grew by 64.55 percent while TVS Motor sales grew by 49.67 percent in the last fiscal. Hero Honda reported its best sales for March at 504,452 units, registering a jump of 24.48 percent over the same month last year. Bajaj Auto witnessed 12.95 percent jump in its March sales at 220,081 units against the same month in the previous fiscal. TVS Motor Company reported total domestic two-wheeler sales of 162,719 units in March 2011 registering a growth of 28.46 percent. India Yamaha Motors registered the highest growth in domestic two-wheelers sales at around 44.33 percent to touch 25,784 units in March.

15.09%

1160.58%

3235.71% HMIL

285

43.00%

M&HCVs (PC+GC)

103.06%

8,645 3,142

16,458

-13.79%

89.60%

798

2,599

11,509

Total

2010-11

Ford

2010-11 700

Tata

UV OEMs

2009-10 812

Force

5963.29%

Tata

Two-Wheelers

Commercial Vehicles

Passenger Vehicles

1 - 15 May 2011

19.44%

* Data not available since August 2008 onwards

1 - 15 May 2011

CORPORATE

Maruti Suzuki’s K-magic bolsters sales

he K-series engine first offered on the A-star, has helped boost the model lineup and has added to the overall growth story of Maruti Suzuki to become bestsellers in their categories. Powered by the K-series, the Estilo has grown by over 25 percent in just concluded 2010-11 fi scal, as compared to previous fi scal. Moreover, Alto has grown 47 percent, WagonR 12.5 percent, Swift over 21 percent and DZire over 29 percent. ‘Customers are realising the benefits of K-series engines as these delivers best-in-class fuel efficiency with very low CO2 emissions and is also low on maintenance. This helps in keeping the cost of ownership low in these cars. Looking at the popularity of the K-series engine, we are considering to ramp up our K-series engine

Touch-up curing system from Litel

itel Infrared Systems, Pune, has recently commissioned multiple lines of overhead rail mounted Infrared (IR) Touch-up Curing systems for Toyota Kirloskar’s car plant in Bangalore. These next-generation IR Touch-up Systems are state-of-the-art with smart controls and automation. Each unit can store individual programmes that cure waterbased eco-friendly paints in addition to PU paints. Litel has also recently developed mobile IR touch-up units that can cover major and minor paint touchup areas of the automobile. New installations are also in progress at Audi, Skoda, Volkswagen, Nissan and Volvo.

Natrip selects Moog for order in india

oog recently announced that the company has been awarded a contract to supply structural and fatigue test systems to the National Automotive Testing and R&D Infrastructure Project (NATRiP) in India. This project w ill create state-of-the-art automotive research and development, testing and validation infrastructure for the rapidly developing automotive industry in India. Moog’s advanced test systems will enable automotive OEMs and component manufacturers to have the most modern test facilities to meet international standards and significantly reduce the development time for new vehicles. The Moog contract will be managed by Moog India with engineering support from Moog in the United States, Europe and China. ’The automotive markets constantly require new test solutions, high-performance equipment and more innovative approaches. We are excited to bring our global resources together to support this project,’ said General Manager, Asia-Pacific at Moog, Lars Rasmussen. Moog’s systems will deploy the latest control technology to enable simulation of road data on automotive components and reproduce the fatigue experienced by vehicles in actual road conditions. In addition to this significant order, the company has recently worked with the Indian Railways to supply test equipment that boosts freight capacity.

Auto Monitor

manufacturing capacity further.’ informed C h ief GM (Marketing), Maruti Suzuki, Shashank Srivastava. The compa ny has strategically introduced this all-aluminium light weight and fuel efficient engine on most of its models. The fiscal sales of Estilo jumped to over 52,000 units against 41,000 units in the 2009-10 fiscal. The K-series engine has also strengthened the Alto by increasing the sales by over 50 percent averaging over 30,000 units per month. Before intro-

duction of Alto K10, Alto sales averaged around 20,000 units per month. Maruti Suzuki registered Alto sales at 3.47 lakh units in fiscal 2010-11, a growth of over 47% over previous fiscal at 2.35 lakh units.

Essar commissions CSP

ssar Steel announces the commissioning of its stateof-the-art Compact Strip Production mill (CSP mill) with a capacity of 3.5 MTPA. This is a key part of the company’s plan for expanding its steel production capacity at its Hazira complex from 4.6 MTPA to 10 MTPA. The expansion is being done at a cost `13,500 crore. The CSP mill was supplied by SMS Siemag, Germany and is equipped with the most advanced level automation system. As part of this expansion, Essar Steel has already commissioned two iron making units — a blast furnace with a capacity of 1.73 MTPA and a DRI unit of 1.74 MTPA, a conarc furnace of 2.5 MTPA and a continuous caster of 1. 45 MTPA. In addition, the company has also invested in power plants of 1015 MW at cost of `3450 crore and a all-weather port of 30 MTPA at a cost of `1350 crore.

Tata Motors ties-up with SBI for financing

ata Motors has entered into an agreement with State Bank of India (SBI) for providing channel fi nancing facilities to their auto dealers. The bank will provide fi nancing for both, the passenger vehicles and commercial vehicles range. With this agreement, the dealers of Tata Motors will have access to ready upstream fi nance from SBI to meet their working capital requirements in addition to their existing retail fi nance arrangements. SBI has evolved a new technolog y plat form for achieving benchmark levels of service in Inventory Funding. According to SBI, the electronic dealer fi nance platform will provide the best-in-class customer experience to the dealers, thereby effectively partnering Tata Motors in realising the company’s growth ambitions.

Auto Monitor

1 - 15 May 2011

STUDY

The ‘Vision’ that boosted proﬁtability

Didier Lacroix

ognex Corporation the world’s leading supplier of vision systems, sensors and bar code readers presents an application of industrial vision in the automobile industry. Operating

at Renault’s factory at Sandouville, France, the Renault LHA factory plant specialises in the manufacture of top-of-the-range vehicles: the Laguna line of automobiles, the Vel Satis and Espace IV. As the main production plant for these vehicles, it occupies a total surface area of 152 hectares, 60 hectares of which is built on, and employs nearly 6000 people. The site includes four manu fac t u r i ng depa r t ment s : pressing, sheet metal, paintwork and assembly, along with eight departments and sections carrying out support functions. The production capacity is 1900 vehicles per day. The Sandouville factory was the Renault Group’s fi rst bodywork-assembly plant to receive ISO 14001 certification in December 1998. Here is an illustration of what can be obtained by using industrial vision to do qual-

ity checks before adding value to parts on a production line. The vision application presented here was set up in the pressing workshop. This workshop produces sheet metal parts that make up the body shell of the vehicles. The pressing workshop supplies the sheet metal workshop which carries out the assembly of the various parts of the body shell. This then passes on to the paint shop before final assembly. The vision system installed is designed for checking the right and left sides of the body shell of the Laguna cars. The same installation is therefore able to check four different parts. Each side of the body shell is made up of two parts which have been assembled by laser welding. It is around the weld that defects can appear and need to be detected. While the various pressing operations

— which give the part its shape — are being carried out, clear or partial breaks can be produced. As the parts are stored manually at the end of the line, those parts showing such faults are easy to spot and remove. It is not so easy to spot the faults that are often small holes, some of which can measure less than 3/10th of a millimetre, which form along the bead of the weld. If they are not detected, or not removed before the vehicle is assembled, the consequences can cause heavy fi nancial losses to the company… and sometimes the chassis has to be disposed. Initially, checking the welding was done by operators who had to struggle to handle parts of a considerable size and weight: the sides of the body shell measure around 3.4 metres in length, 1.6 metres wide and weigh nearly

30kg. To carry out the operation, they used to place a light source on one side of the part and check from the other side that the light did not pass through, showing breaks or holes in the part. This form of control, even when it was done in the optimum way, cannot highlight holes of a very small diameter. As a result, numerous defective parts passed through undetected. Thus a solution had to be found which was capable of resolving the issues while carrying out a continual and reliable check of the lower body shells. At Renault Sandouville, Patrice Dumont is the Automated Systems Manager. He is part of the DIVD (the decentralised vehicle engineering department) Pressing Section, attached to the Renault Technocentre at Saint Quentin in Yvelines. It was only when Dumont attended a seminar by the machine vision company: Cognex, he realised that vision systems were a better alternative to other control procedures, and that they could be the solution to the problem. They reduced the difficulty of certain tasks that are normally carried out by operators and guaranteed quality and improved productivity. Dumont decided to evaluate the solution based on industrial vision systems and an integrator of the Renault Sandouville factory was called in. It was necessary to ascertain that the checks could be suitably carried out with a vision system and a prototype could be quickly produced for a fi rst test. Several vision systems manufacturers were called upon, but Cognex was the most reactive, and it was the In-Sight vision sensors range which were chosen for the operation. By July 2002, the prototype was tested and the trials proved conclusive; the tests carried out were 100 percent accurate. The Cognex In-Sight vision sensors detected all the faults. It was specified that the system should be capable of detecting holes with a diametre of 3/10th of a millimetre. In reality, the system would demonstrate that it could do better than that. The fi rst test bench was put into service around mid-2003. A second test bench, with smaller dimensions, was ordered later for checking the side frames of several vehicles (Laguna, Vel Satis and Espace) on another line. Each test bench has four Cognex In-Sight vision sensors.

The body shell test bench The fi rst test bench is a metal frame around five metres long and two metres wide, weighing five tonne, with a five centimetre thick platform holding the structures on which the parts to be checked are placed, along with a backlighting system with LED indicators. The test bench was put in place by a bridge at the end of the pressing line each time the manufacture of the Laguna lower body shell is started up. Four Cognex In-Sight 1000 cameras, each placed in protective casing, are positioned at the top, over the platform, on the cross support beam. A control screen is fi xed on one side of the test bench, in a box where the control system is also installed. A marking system for defective parts is fitted at the other end. The parts to be checked — body shell sides — measure around 3.4 metres long, 1.6 metres wide, and weigh nearly 30kg.

1 - 15 May 2011

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STUDY

Laguna

They are put onto the supports provided for this purpose on the test bench by a robot. There are two areas to be checked. The target areas measure approximately ten centimetres in length, by five centimetres wide, with a covering. Two of the cameras are inclined at 45°, the part forming a U-shape over the welded area. The cameras are able to detect very low light levels coming from the backlighting system and passing through any holes, some of which are only a tenth of a millimetre in diameter. If the part is declared sound, this is displayed on the control screen. The defective part is also captured on the screen, and a red light comes on at the end of the line for each fault, and fi nally, the part is marked by a jet of ink which stops it from being used. The speed of the control carried out on the line was a determining factor of the project: all the steps in the procedure cannot affect the production rate in any case. At this stage, the Cognex systems proved their worth: the production rate specified in the Terms and Conditions was 900 partsper-hour; the current production rate is 420 parts per hour for the body shell sides and 850 partsper-hour for the side frames. The system is connected to a PC fitted with a hard drive for saving the photos of the defective parts detected over one year. This procedure allows the problems encountered to be analysed at a later date; it contributes in ensuring the traceability of parts and for monitoring the various shifts (days, hours, cameras 1 and 2…).

Simplicity of operation The aim of this project was to find a method or a system for automating the checking of welds. The principle of the checks relies on the backlighting of the area to be inspected. Resorting to a camera to check whether the rays of light cross through the welded area was logical. However, in order to ‘industrialise’ the solution, there were still several points to be checked: firstly that the tools for processing the images acquired were efficient enough — ie precise and reliable — to recognise all the types of faults, including those difficult to detect with the naked eye, and secondly to carry out a 100 percent check without reducing the speed of production. ‘We had to teach the system what faults were to be identified’, stated Patrice Dumont. ‘That was done progressively, at the same time that we were familiarising ourselves with the system. Once the system had memorised the type of fault, the recognition rate was 99.99%’, he added. The main concern which had to be resolved concerned the ambient lighting — reflections appeared on the parts that occasionally disrupted

the operation. Placing curtains at the end of the line resolved this problem. Presently, the welding checks are carried out reliably on the entire production (body shell sides and side frames). With the fault recognition rate obtained,

the defective parts are very quickly identified and removed at the end of the pressing line. ‘An end to the time when entire body shells had to be sent to the scrap yard’, stated Patrice Dumont. ‘The savings made at this stage alone fully justify the investment.

Vel Satis

The fact that the vision control point is shared by four parts also contributes to the increase in its profitability.’ This method of checking welds with industrial vision tools is of interest to other sites and is likely to be brought into general use. A

patent has been registered covering the principle used. (The author is Senior VP, Worldwide Sales & Marketing, Cognex Inc. The views expressed are personal and may not represent those of the organisation.)

Auto Monitor

1 - 15 May 2011

STUDY

The tractor Industry: ICRA Anjan Ghosh, Subrata Ray & Deepak Jain

he strong recovery witnessed in the tractor market during 2009-10, after a period of cyclical downturn, has continued in the current fi scal with the April-Dec 2010 period reporting a growth of 25.2 percent over the corresponding previous year. The key factors enabling the growth of demand during the current fi scal have been good south-west monsoons in majority of the states resulting in robust farm sector growth (expected to be around 5.4 percent for 2010-11); strong rural liquidity sustained by higher Minimum Support Price (MSP) for crops and enhanced employment opportunities under National Rural Employment Guarantee Act (NREGA) and other government schemes. These factors apart, non-agricultural use of tractors continued to increase, benefiting tractor demand. Also, with increasing infrastructure projects and rural employment schemes, employment opportunities, availability of labour for agricultural activities continued to decline, persuading even farmers with medium-sized land holdings to either rent or purchase tractors. The Indian tractor market is primarily a medium HP market; however, there is a gradual shift towards higher HP segments supported by a number of factors including increasing tractor penetration in southern region which has traditionally been a higher HP market, replacement

enable the industry to remain robust. The currently low levels of tractor penetration in India, strong governmental focus on availability of fi nance for agriculture mechanisation tools and on rural development, high irrigation potential and increase in the use of tractors for non-agricultural applications augur well for the industry.

Future growth to be driven by low tractor penetration

The tractor industry reported a Compounded Annual Growth Rate (CAGR) of over 20 percent in volume terms during the period 2003-07. The long up-cycle in demand was supported by several factors including excise duty exemptions on tractors (200405), thrust on rural development, improved availability of credit for tractor purchase, and low interest rates. The industry has regained positive ground during 2009-10 and 9M 2010-11 with respective y-o-y volume growth rates of 28.3 percent and 25.2 percent. The growth has been further facilitated by the government support for rural development and agriculture through increased budget allocations for the same. During 2010-11, the performance of northern states has been below par with single digit growth rates mainly on account of the high tractor penetration levels as well as floods resulting in crop failures in pockets of UP, Haryana and Punjab. The future volume growth in Punjab and Haryana, thus, is expected to remain under pressure. UP, though, is expected to grow at a relatively higher rate on account of low penetration in eastern UP even though Annual trend in tractor sales volumes the penetration levels in western UP remain high. Going forward, the volume growth in northern region, traditionally the biggest tractor market by volumes is expected to remain moderate. The central (MP and Chhattisgarh) Source: Industry, ICRA estimates and western regions (Maharashtra and Gujarat) have reported strong volume growth demand for higher HP tractors rates during 9M 2010-11 on back in northern region, increasing of strong growth in Maharashtra use of tractors in non-agriculturand MP. Maharashtra has seen al applications and the growth high growth of 58 percent owing in exports which again is a high to good monsoons, growth in HP market. Additionally, the realisations of crops like cotton sub 20 HP segment targeting the and sugarcane and growth in marginal farmers, which has in commercial industry data usage the past been catered largely by of tractors. MP has also reported smaller local players, has now strong growth during 9M 2010-11 attracted major players like M&M on back of the good crops (mainly and is likely to see renewed activsoya bean), increased area under ity over the medium term. These cultivation and increasing comsmall tractors have a potential mercial usage of the tractor in to replace bullock carts in the the state with the ongoing infrafield and the demand potential structure development. remains high with around 39 The southern region has percent of the area under cultireported y-o-y volume growth of vation owned by marginal/small 21.9 percent during 9M 2010-11 farmers; this segment, however, after subdued performance duris expected to face competition ing 2009-10. AP and Karnataka from the second hand market of which contribute to majority of higher HP tractors. the volumes in southern region The profitability of tractor have done well during 9M 2010players has declined during the 11 with the AP market growing current fi scal, with the comat 20 percent after a period of demodity prices hardening; in growth in FY09 and FY10 (due spite of robust demand allowing to tightening of credit availabilthe manufacturers to affect price ity) and the continued growth increases. of Karnataka market (27 percent Overall, with the tractor y-o-y growth during 9M 2010-11) demand being closely linked on account of low penetration to agricultural output, growth levels and various supportive in farm mechanisation and factors including good sugarcane farmersâ&#x20AC;&#x2122; remuneration are the produce & increasing commerlong-term demand drivers that

cial usage of tractors. The growth levels in eastern region have moderated during 9M 2010-11 after a period of healthy growth during 2008-09 and 200910 mainly on account of the below par performance of Bihar (y-o-y de-growth of 2.7 percent during 9M 2010-11) which is the biggest tractor market in the region and bad monsoons in West Bengal and Jharkhand. The volumes in Bihar were also impacted by the bad monsoons (25 percent lower than normal), high base due to sharp growth of 66 percent during 2009-10. With the tractor market maturing in northern region, the future growth in tractor volumes is expected to be driven by other regions where the penetration levels remain low.

Credit availability drives tractor volumes The tractor industry benefits significantly from the governmental focus on agriculture. The institutional fi nancing for agricultural and allied activities at `3,66,619 crore during 2009-10 has grown at a strong CAGR of over 24 percent during FY01 to FY10 period. The overall fi nancing availability has improved sharply from `2,169 per hectare during 200-01 to `15,936 per hectare during 2007-08 (CAGR of 33 percent); however, the fi nancing availability varies across the states. States such as Punjab, Haryana and UP enjoy high credit availability which has led to much higher farm mechanisation levels in these states in comparison to states such as MP, Maharashtra, Gujarat, Bihar and Rajasthan where the fi nancing is scarce. Financing availability remains one of the key facilitators for increase in tractor penetration and going forward, the growth in tractor volumes remains dependent on the improvement in credit availability in states with lower institutional credit penetration. The governmentâ&#x20AC;&#x2122;s policy of supporting agriculture through farm credit under priority lending, however, remains a positive factor.

ture development in the country including highway construction has led to an alternative use of tractors in transportation and haulage; as per discussion with industry players, around 25-30 percent of the tractors are being used in non-agricultural applications. The fact that the rural liquidity remained strong in spite of the below average monsoon during 2009-10 (only 77 percent of the long term average monsoon levels) is heartening and points to reducing linkages between monsoon rains and the performance of tractor industry. This trend is particularly strong in states such as Punjab, (98 percent area under irrigation), Haryana (88.5 percent), UP (74.9 percent) and Bihar (63.1 percent) where the area under irrigation is high which has led to high tractor penetration levels as compared to the national average. The tractor industry continues to remain exposed to the vagaries of monsoon in absence of any substantial increase in the irrigated area, which has increased only to 46.8 percent in 2007-08 from 35.1 percent in 1990-91.

Demand for high HP tractors remains strong The Indian tractor market has traditionally been a medium HP market, with 31-40 HP tractors accounting for 42.3 percent of the total industry volumes during 9M 2010-11. During 9M 2010-11, the 31-40 HP category reported sales of 1,67,123 tractors at y-o-y growth of around 11 percent which remains much lower than the overall industry growth of around 25 percent during the same period. The 21-30 HP segment also reported a low growth rate of around nine percent. In comparison, the higher HP segments have reported strong growth rates during the period. The 41-50 HP segment at 108,535 tractors during 9M 2010-11 has grown by around 48 percent

in exports which again is a high HP market. The penetration levels in northern region are high, so majority of the incremental demand is replacement demand wherein the farmers are upgrading to higher HP tractors. During 9M 2010-11, around 82 percent of the sales in Punjab have been in the >41 HP segment. The other states where higher HP tractors are preferred include Maharashtra, TN and Haryana (where over 50 percent of incremental volumes are from >40HP segment). These are also the regions where the tractors are increasingly being used for nonagricultural applications and also witnessing labour shortage as the migrant labour movement to these states has reduced post NREGA introduction. The shift towards higher HP segment augurs well for the tractor industry as it results in higher realization per tractor leading to lower overheads and higher EBIDTA per tractor. The shift towards the high HP segments is thus expected to continue on back of growth in southern markets, replacement demand from northern states, increasing non-agricultural use of tractors in infrastructure industry and growth in exports.

Outlook

Tractor sales are expected to remain healthy in fi scal 201112 mainly on back of good rabi crop expected this time around with normal monsoons and continuing fi rmness in the prices of agricultural products as reflected in food infl ation running in double digits. Moreover, improving farm mechanisation levels (with cheap labour availability in rural areas declining), increasing non-agricultural use of tractors, higher credit disbursements for agriculture, and governmental focus on the farm sector (larger budgetary allocations) are also expected to encourage tractor sales. The industryâ&#x20AC;&#x2122;s profitMovement in HP wise segment mix ability is expected to remain healthy on back of robust demand and government support in Robust demand factors spite of the high comThe strong growth in tracpet it ive i ntensit y tor volumes has been aided by and vulnerability to a number of structural changes adverse movement in in the tractor market. There is commodity prices and an inherent expansion in tractor irregular monsoons. demand on account of shortWhile some states age of farm labour/increase in in the northern region wage rates due to the alternative Source: Industry Data; ICRA Estimates have achieved high levels of employment opportunities availtractor penetration and farm while the >51 HP segment has able to workers under NREGA mechanisation, on an all-India grown by 52 percent, albeit on leading to increasing tractor viabasis, the penetration remains a lower base, during the same bility even for small/medium size low, which along with the curperiod. The segment mix, thus, land owners. rent shortage of farm labour and has shifted towards higher HP The strong rural liquidity on consequently rising labour costs, segments. back of rising income levels and are expected to lead to greater The shift towards higher HP appreciation of land prices has farm mechanisation levels and segments is supported by a number been a strong demand driver use of tractors. The long-term of factors including increasing for growth in tractor volumes. prospects for the Indian tractor tractor penetration in southern The appreciation of land value industry hinge on agricultural parts of the country which has has also contributed to highgrowth and government suptraditionally been a higher HP er disposable incomes with the port in areas such as fi nancing market due to higher HP tractor farmers. The ongoing infrastrucavailability, tax exemptions, and requirement Tractor penetration & financing availability i n fi scal stimulus for rural developpadd y ment. Overall, ICRA expects the fields, replacelong-term growth rate for the ment demand Indian tractor industry to trend for higher HP around 8-10 percent; margintractors in ally higher than the historical northernregion, average of 6-8 percent, supincreasing use ported by increasing tractor of t ractors penetration. in non-agricultural applications (The authors work with ICRA. Source: ICRA Research; Agricultural Statistics at a Glance 2010 and the growth Views expressed are personal)

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1 - 15 May 2011

TECHNOLOGY CORPORATE

Cleaning robots that work in perfect choreographic harmony Joachim Wünsch

ndustrial robots, as a rule, make excellent employees—at least for industrial users. They never complain, do not call in sick and—increasingly advantageous in our day and age—lack the urge to pop out for a cigarette break. Afforded the right maintenance, they just keep on pulling their weight, even under conditions that no human would tolerate. Rarely will an industrial robot act on its own whims—unless as scripted by its programme. You may have witnessed the TV commercial of a French car manufacturer in which a spray-painting robot gets ‘creative’ and produces Picasso-style artwork on a car body. A robot system of a different calibre recently left the workshops of Dürr Ecoclean in Monschau, Germany, en route to its destination in an automotive manufacturing plant. No less than four of these electromechanical team members are intended to serve in a single cleaning line there (Pic 1). And the way in which the four robot cells operate side-by-side seems to suggest a choreographic sensibility on the part of their programmers. Yet the purpose of this “ballet” is simply to advance parts flexibly to a higher level of cleanliness—in a succession of steps which involves a complex sequence of movements. But let us start at the beginning. In the automotive industry, demands on the cleanliness of the assembly parts are growing more exacting by the day. ABS controllers, injectors and highpressure diesel injection pumps tolerate no contamination whatsoever, whether in the form of oil residue from prior production steps or as solid particles adhering to their surface. Such foreign matter may cause part failures which, in turn, lead to vehicle breakdowns—a worst-case scenario for any manufacturer.

Seamless process managment For a parts supplier, the cleanliness problem is further aggravated by the multitude of different parts which may go into the same car series. To explain this phenomenon, let us consider a diesel injection pump. Almost without exception, car manufacturers today sell their vehicles all over the world. But different markets impose different standards in terms of exhaust gas control, fuel grades, torque curves, or even general engine performance data. One way of handling these parameters is by adapting and changing the design of the injection pump. Although it may look virtually identical anywhere in the world, this kind of pump comes in many variations— the size and number of holes, geometries or surface fi nishes may vary. The variations must be managed across products of varied sizes and numbers stretching to several hundred thousand items per year. And whenever a manufacturer includes a new engine in its range or modifies an existing type, its suppliers have to respond quickly and reliably. A new or modified part must not be allowed to be become a ‘show

Robolink: The complex sequence choreographed at Dürr Ecoclean 1

A four-cell Robolink system during assembly. The loading station is on the left margin. The exit station on the far right, delivers parts in a cleanroom production environment.

A camera fitted in the black box (centre) reads the part code and feeds the data to the system, thus enabling the programme to start. A part (entering the system) in front of the camera is located on a three-point fixture.

In cell 2, high-pressure deburring is performed with the aid of a high-pressure lance. The hatch in the chamber wall (top right) forms the point of transfer to the adjacent cell.

stopper’ in the ongoing production run. A solution to these issues is provided by the Dürr Ecoclean system mentioned earlier. The fourth of these installations— code named ‘Robolink’—has just been completed and handed over to the customer. For a Robolink system to work efficiently, the range of components to be handled must share identical robot gripping points. Once this is ensured, the system can clean parts in any succession or quantity—even the one-off items—in one continuous sequence.

3–2–1–dry! The ‘choreographed’ cleaning process always starts at the loading station, where the code appearing on each part is read by a camera (Pic 2) which feeds the required information to the cleaning system and enables the program to start. The fi rst robot, located in cell 1, grips the part and executes the preset cleaning program. In this installation, the fi rst cell is a pre-wash performed by an injection flood wash system using stationary spray nozzles (Power-IFW, Pic 3). Flexibility is ensured by replaceable mounting plates on the multi-purpose tank which allow further cleaning processes to be added as required. Once this robot has completed its wash program, it unloads the part on a small transfer table attached to the wall of the neighbouring robot cell 2. A hinged hatch near the transfer table opens automatically and allows the robot in cell 2 to grip the part. The part

The robot in the first cell feeds a part to the IFW. The Powerwasher features an additional cleaning lance on the tank at the top right. The hatch on the left connects the cell to the loading station.

Transfer from chamber 3 (fine-cleaning) to chamber 4 (vacuum drying), where the parts are air-blown before being vacuum-dried.

is then subjected to a high-pressure deburring cycle at 300 to 600 bar pressure, depending on user specifications (Pic 4). The highpowered pumps needed for this step are pressure-controlled via variable frequency drive units. The options available include high-pressure components such as lances for deep holes, nozzle rakes for smaller surfaces, or rotary nozzles covering larger areas. Moreover, flat and solidjet nozzles can be employed for pinpointed deburring tasks.

Vacuum-drying chambers in cell 4. In order to ensure short cycle times, the robot loads and unloads the chambers alternately.

It took one year to develop the system. Flexibility was identified as the key objective. This involved the creation of various programming and plant control options, plus the possibility to retrofit additional robots.

Streamlined cycle Since high-pressure deburring takes the longest time of all processing steps involved (depending on the part geometry), cell 2 in the Robolink line is larger than the others. It can, if necessary, accommodate a second robot (which would then be the fifth in the entire system) to guarantee the desired cycle time of around 40 seconds. A potential bottleneck at the high-pressure deburring station can thus be easily avoided. Part transfer to robot 3 in the third cell is once again accomplished by a small wall-mounted table with a hatch behind it. In this cell, the part undergoes fine cleaning with a subsequent blow-off cycle (Pic 5). This blow-off step removes the cleaning fluid from the part already in the transfer station. The air is applied by the blue nozzles shown in Pic 5.

Progressively finer The step-by-step nature of the cleaning process is reflected in the gradual fi ltration of the

cleaning fluid. In chamber 1, particles down to 20µm are fi ltered out, while in cell 2, solids down to 5µm particle size are removed. In cell 3, the fi lter captures particles down to as small as 1µm. Also, to avoid re-contamination by the surrounding shop air at the high degree of cleanliness, the system’s air handling equipment features a sophisticated design. The entire Robolink installation is run at a positive pressure to prevent any ingress of dirt-laden air. The cleaned parts exit from the system in cleanroom production environment. However, before this happens, the parts must be dried in the fourth cell. The last robot takes the part from the transfer station at cell 3 and places it in one of the two vacuumdrying chambers. While the part is dried and eventually exits from the station through an air lock, the robot already loads or unloads the second chamber. The two

chambers are thus used in parallel to allow sufficient drying time. In this manner, cycle time targets can be met or even reduced, and there is no standstill time of the robot as it will make use of the drying phase by moving on to handle another part. Depending on the customer’s manufacturing environment, the fi nished parts can then be removed by hand or delivered to their destination by a belt conveyor.

System Development In all, it took one year to develop this system in close coordination with the customer, an OEM supplier to the automotive industry. The resulting equipment meets all of the end user’s requirements. Along with the actual cleaning specification, flexibility was identified as a key objective. This involved the creation of various programming and plant control options, plus the possibility to retrofit additional robots and nozzle systems. Theoretically, the system can handle 9,999 different parts using a separate programme for each. Each cell operates independently and the enclosed utility systems, handling background functions such as the supply of cleaning fluid and fi ltering tasks, allow the Robolink to serve diverse requirement scenarios. It will be interesting to see where this type of ‘choreographed’ robot technology will make its next performance. (The author is the Key Account Manager, Dürr Ecoclean GmbH. The views expressed are personal)

1 - 15 May 2011

GLOBAL WATCH

Auto Monitor

Sixty GM models on their way to China G

M, anticipating further strong growth in Chinese auto sales, will roll out more than 60 new and upgraded models in China during the next five years in a bid to roughly double its sales in the world’s top auto market, according to a report in the Detroit News.

Future Growth Estimates GM executives described the plan as ambitious, but noted that GM and its Chinese partners doubled their sales between 2008 and 2010 in the fast-growing market. Although growth is expected to moderate this year after a 46 percent sales surge in 2009, and a further 32 percent rise in 2010, auto executives and analysts say that the demand is likely to keep growing. JD Power and Associates estimates that in 2015, auto sales in China will reach 29 million vehicles, compared to 16.5 million in the US. This year, demand has slipped back because the Chinese government ended an incentive program for buyers of cars with small, fuel-efficient engines and heightened restrictions on car purchases in Beijing to curtail congestion. GM’s Buick and Chevrolet brands will account for nearly half of the new models. But GM also expects growth from new brands, such as the affordable ‘Baojun’ brand that it is establishing with its Chinese venture partners, Shanghai Automotive Industry Corp and Wuling Motors.

Auto Market in China Under Chinese rules, foreign automakers may produce vehicles locally in collaboration with Chinese partners. GM’s Chevrolet brand will bring out 15 new models and upgrades, ranging from affordable small cars to mid-size sedans, in the next five years, while Buick will introduce 12 new and upgraded products featuring new technology as well as fi ne styling and interiors. GM unveiled a sleek Buick concept, a plug-in hybrid Envision SUV with a panoramic roof and scissors doors, at an event featuring singers, dancers and Buick dealers from various regions of China performing a skit.

Latest Launches The Envision, developed in China by Shanghai GM’s Pan Asia Technical Automotive Centre ‘makes a significant statement for Buick styling and technology, and will influence upcoming models from the brand,’ said Vice President of global design at GM, Ed Welburn. GM also will show the all-new Chevrolet Malibu sedan and a new Chevrolet Captiva SUV during a recent press preview in Shanghai, as well as the Baojun 630, a compact family car and the fi rst model produced under the new Baojun brand. GM also plans to step up introductions of clean, advanced technology vehicles. It will start selling the Chevrolet Volt extended range electric car in China later this year.

Electric Cars The automaker will cooperate with SAIC, its main partner, to develop electric vehicle architecture and establish a battery lab at the GM Advanced Technical Centre in Shanghai. Shanghai GM, as GM’s main venture partnership is known, unveiled a

small Chevrolet Sail electric concept car in December. While the Chinese government is vigorously promoting the development of plug-in and allelectric cars, one of the leading analysts on China and President of the Hong Kong-based investment advisory fi rm Dunne & Co, Michael Dunne said that it would take years for electric and plug-in hybrid sales to reach significant levels in China. Dunne added, that China’s provinces were reluctant to scale back the booming and lucrative business of making conventional cars. ‘You’ve got a lot of push and pull between the centre and the provinces,’ he said in a recent presentation to reporters. GM’s Wale said plug-in and electric vehicle sales in China would be ‘not large volumes’ in 2015.

Auto Monitor

GLOBAL CORPORATE WATCH

1 - 15 May 2011

Nissan to boost US production and Leaf offerings N

issan recently said that it will build an Infi niti in Tennessee as it ramps up production in North America by 2015 and offers more customers a chance to buy the Leaf. The Japanese automaker said at the New York International Auto Show that it will up production in North America from 69 percent to more than 85 percent of vehicles sold by 2015. The move will boost production from 1.1 million vehicles in 2010 to more than 1.7 million this year. Nissan had its best ever sales month in the US in March, up 28 percent over 2010 to a market share of 9.7 percent. The company’s market share in the US hit 8 percent in 2010, with sales up

Volvo and SAIC JV for HEV buses

olvo Buses and Chinese SAIC Motors have agreed to form a joint venture company for driveline systems for alternative technologies such as hybrids and electric buses. The new company is a 60:40 partnership owned by SAIC and Volvo respectively. Volvo will invest 40 million RMB and SAIC 60 million RMB in the ‘Shanghai Green Bus Drive System Co’ that will be based in Shanghai. For the past ten years, Volvo and SAIC have together successfully operated the joint venture company Sunwin Bus, one of the largest city bus manufacturers in China. After securing approval from the relevant governmental authorities, a new facility will be constructed featuring a plant and offices for Shanghai Green Bus Drive System Co, which is scheduled to be fully operational in the fourth quarter of 2011. Accelerating the development of the strategic new energy vehicle industry is a top priority for the Chinese government. The government aims to form a new energy vehicle industry chain and to build industrial bases in a number of cities including Shanghai. SAIC Motors aims to increase the use of electric vehicles and later also fuel cell vehicles, while also supporting the industrialisation of hybrid and pure-electric vehicles. Volvo Buses has commenced serial production of its Volvo 7700 Hybrid and the double-decker Volvo B5L Hybrid buses. Hybrid bus availability is equally as high as the level for diesel buses, and in terms of fuel consumption it is very clear that Volvo has the most fuel-efficient hybrid solution in the world. The new joint venture company in China will act as the carrier for the new energy bus industrialisation. Research and development projects within SAIC Motors and Volvo Buses regarding new energy driveline systems, which will be industrialised in the new company. The new company will concentrate on assembling new energy driveline systems and complete vehicle matching, protot y pe ma nu f ac t u r i ng and testing new energy driveline systems.

by 17 percent. Nissan unveiled a new 2012 Nissan Versa that gets a combined city/highway 33 mpg, up 5 mpg over the current version. Nissan is also cutting 150 pounds from the Versa as it boosts its fuel economy. The vehicle goes on sale this summer and will start at $10,990. Nissan Versa sales were up 20 percent in 2010 to 99,705. What’s more, the Infi niti JX three-row crossover will be produced at Nissan’s Smyrna plant. Nissan is moving production of its Xterra SUV and Frontier pickup models from Smyrna to Canton (Miss). The Infi niti JX is slated to go on sale in spring 2012 as a 2013 model. The production model will make its global debut

at the 2011 Los Angeles auto show in November. Nissan also said that it will offer additional US customers a chance to buy an all-electric Leaf. Beginning May, the company will reopen reservations to select consumers as both vehicle production and US deliveries move into the thousands. Nissan expects to sell more than 10,000 Leafs in the US this year. Chairman of Nissan America, Carlos Tavares said that the Leaf order-to-delivery turnaround times will be reduced to 90-120 days, from the current wait of four to seven months. Tavares declined to say how many customers would be invited to buy a Leaf, but said

new customers could end up getting one by summer if they order in early May. He also stated that Nissan will cut the charging time in half with the 2013 model Leaf that will be assembled in Tennessee when it doubles the capacity of the onboard charger. Nissan has sold about 452 Leafs in the US through March and expects to have sold about 900 through April. Reservations fi rst will reopen in launch states of Arizona, California, Hawaii, Oregon, Tennessee, Texas and Washington. Individuals who already have registered on the Nissan website — a group that now totals 340,000 people — will be given the fi rst opportunity to

reserve a spot in line to purchase a Leaf. More markets will follow, with in the south-eastern states — Alabama, Florida, Georgia, North Carolina, Mar yland, South Carolina and Virginia — coming this fall and nationwide ordering in 2012. Tavares took a shot at GM’s extended range Chevrolet Volt when asked about the fact that GM has sold more than 1,200 Volts — compared with fewer than 500 Leafs through March 31. ‘The Chevy Volt is a hybrid because it has a tailpipe,’ Tavares said. ‘We are not concerned by that comparison. We are just comparing the Nissan Leaf with cars that have no tailpipe.’

1 - 15 May 2011

GLOBAL WATCH

Auto Monitor

International auto round-up EUROPE

AMERICAS

Fiat to pay $1.27 billion for 16 percent of Chrysler

Chevy to sell high-mpg Malibu

Fiat has agreed to pay $1.27 billion for another 16 percent stake in US carmaker Chrysler this quarter, the Italian automaker said, in a deal that was faster and cheaper than expected. Fiat has reached an agreement with Chrysler and its other shareholders to exercise an option to buy the 16 percent stake in the second quarter, it said in a statement. Fiat received an additional five percent in Chrysler from the US government last week, giving it a 30 percent holding, by reaching targets that included Fiat executing franchise agreements with 90 percent of its dealers in Latin America to carry Chrysler products. Fiat agreed with the US government after Chrysler emerged from bankruptcy in 2009 to share technology and management in exchange for an initial 20 percent stake and performance goals to increase to 35 percent without paying any cash.

Chevrolet will sell a high fuel-economy version of the all-new 2013 Malibu, which will use its new gas-saving e-assist technology, according to a report in The Detroit News. The new Malibu Eco will go on sale next summer, along with the base model of the next-generation mid-size sedan. With the e-assist battery technology, the Malibu Eco will get 26 miles per gallon city, and 38 mpg highway — making it GM’s most fuel efficient mid-size car ever, said GM’s North American President, Mark Reuss. Chevrolet has yet to announce pricing on the Malibu Eco. E-assist uses a small lithium-ion battery and electric motor to assist the engine at times when the car is stopped or going up steep inclines. Unlike a plug-in car, the battery is charged by energy capture through regenerative braking. The new e-assist technology will come standard on the 2012 Buick Lacrosse going on sale later this year, and be available on the Regal, as well. The Malibu Eco’s launch comes as gas prices top $4 a gallon in some parts of the country, and are becoming a stronger consideration for car buyers in choosing new vehicles.

Daimler, Renault-Nissan in talks on fuel cells Daimler is talking to partners Renault and Nissan about working together on fuel cell technology, the German automaker’s head of research and development told Reuters in an interview. ‘Fuel cell technology is also electric so it could make a lot of sense to join forces also in this field,’ said Board Member for R&D, Daimler, Thomas Weber. Last year, Daimler, Renault and Nissan formed a global alliance in which the Japanese automaker and its European counterparts swapped stakes in each other to cooperate on the development of small cars, commercial vehicles and future powertrains.

Skoda expands Czech plant to build low-cost Logan rival Skoda is expanding capacity at its Mlada Boleslav plant north of Prague to add a third model to rival Renault’s Dacia Logan. The new low-cost family sedan will be built alongside Skoda’s current compact Octavia and subcompact Fabia models. It will help the VW unit grow sales in central and eastern European markets and contribute to the automaker’s aim of selling 1.5 million cars a year by 2018. Skoda’s rival to the Logan will use components from both the Fabia and Octavia and will be built on a lengthened Fabia platform, reports stated. Despite being seen as a competitor to the Logan, it is expected to be more expensive and upscale then Renault’s car, which starts at Euro 7,300 in Germany. Skoda plans to internationalize its business by selling up to half its cars outside Europe in the future. In particular, the automaker is targeting sales in developing markets such as China, India and Russia. Expansion at the Mlada Boleslav plant will begin in July and is expected to take a year to complete. In addition to adding a new model, Skoda plans to increase the output of its compact Octavia model from 800 to 1200 units a day.

Volvo Technology Transfer sells TranSiC AB holding Volvo Technology Transfer (VTT) has sold its share of TranSiC AB to the US company Fairchild Semiconductor Corporation. VTT fi rst invested in TranSiC AB shares in autumn 2006 and has since been an active shareholder. Following the sale, TranSiC will become a part of Fairchild and will continue its operations in Kista, Sweden. TranSiC AB, with ten employees, designs, develops and sells silicon carbide transistors for various applications including the growing market for hybrid vehicles. ‘Together with the founders of TranSiC, Volvo Technology Transfer, Industrifonden and Midroc New Technology have demonstrated how it is possible in a volume-driven, competition-exposed industry such as electronic components, to make successful investments by matching the right level of technology with the right application area, in this case hybrid systems for vehicles and solar energy.’ said President, Volvo Technology Transfer, Johan Carlsson. TranSiC is a high-tech company that has developed silicon-carbide bipolar junction transistors (BJTs), which enable excellent performance over wide temperature intervals, thus providing improved efficiency in energy conversion. The transaction will not have a material impact on the Volvo Group’s earnings or fi nancial position.

Magneti Marelli employee sentenced for embezzling nearly $1M An employee of Magneti Marelli North America was sentenced to 30 months in prison for embezzling nearly $one million from the supplier. Mateus Ribiero Da Costa, a Brazilian with legal residence in the United States, submitted false invoices and expense reports and forged letters to his employer from April 2007 through June 2010, the Federal Bureau of Investigation said in a statement. Da Costa reported the false claims using a fake vendor that appeared to be related to work Magneti Marelli had with GM of Mexico, the FBI said. Da Costa told his employer he was paying the vendor on his corporate credit card and fi led false expense reports to recoup the fictitious payments, according to the statement. Magneti Marelli reimbursed to Da Costa $985,359, which he transferred to an account in Brazil, the FBI said. Magneti Marelli is a unit of Fiat, which holds management control and a 30 percent ownership stake in Chrysler.

Toyota extends cuts in North America Toyota extended its North American production slowdown through June as fallout of the aftermath of the earthquake. The world’s largest automaker is halting production on Mondays and Fridays at its 13 US and Canadian plants for at least another six weeks, and idling all North American plants for a week in May. The moves will shrink its 2011 production by 150,000. Toyota’s US Sales Chief Bob Carter said that the automaker hasn’t adjusted its 2011 sales target downward, and hopes to make up for lost production in the second half the year. Toyota dealers in the US have about 250,000 vehicles on hand, but fuel-efficient models such as the Prius and Corolla are in shorter supply. Another 50,000 or 60,000 vehicles are in the short-term pipeline. Like Toyota, Nissan doesn’t expect to reduce its 2011 sales targets, said US’s Sales and Marketing Chief, Brian Carolin. March was the best US sales month in Nissan’s history, with sales up 28 percent over March 2010.

Nissan sees big April sales boost for electric Leaf A top Nissan executive expects sales of its electric car, the Leaf, to take a big leap this month. Senior Vice President, Sales and Marketing, Nissan North America, Brian Carolin said that by the end of April, Nissan was expected to have sold about 900 in the United States. Through the fi rst three months of sales in 2011, Nissan sold just under 500 Leafs in the United States. Nissan sent about 600 Leafs to the United States just before the March calamity. Carolin expects total US Leaf sales for 2011 to be ‘a little north’ of 10,000. Nissan closed a waiting list after 20,000 people made refundable deposits. Nissan is beginning the reprogramming of 5,300 Leafs worldwide to address a ‘handful’ of complaints the automaker has received of difficulty restarting the vehicle.

ASIA Lamborghini’s China sales may surpass US on Euro 255,000 Aventador Automobili Lamborghini will probably for the fi rst time in 2011, sell more supercars, including the Euro 255,000 Aventador, in China than in the United States — a sign of the Asian country’s growing importance to luxury carmakers. The Aventador LP 700-4 has sold out the fi rst 18 months of production, and China accounts for a fi fth of buyers so far, CEO Stephan Winkelmann said. The Aventador, replacing Lamborghini’s top-of-theline Murcielago model, has a 700 HP V-12 engine that surges to 100 kmph (62 mph) in 2.9 seconds. The Volkswagen division, which competes with Fiat’s Ferrari, wants to decide by the end of the year whether to add a third model to complement the Aventador and Gallardo lines. Lamborghini is counting on the Aventador to help capitalise on surging demand for luxury autos in the world’s largest auto market. The Sant’Agata Bolognese, Italy-based company is aiming to more than double China-based dealerships to 20 this year from nine in 2009, the CEO said. Global sales at Lamborghini fell 14 percent last year to 1,302 autos as the carmaker ended production of the Murcielago in May 2010. Chinese deliveries more than doubled to 206 cars from 80 in 2009.

ciency. All 2012 Nissan Versa sedans will come standard with antilock brakes with electronic brake-force distribution and brake assist when the car goes on in summer. It will be offered in three trim levels: 1.6 S (available with the manual and the CVT), 1.6 SV and 1.6 SL (both CVT only). The SV adds cruise control, chrome grille accents, upgraded cloth seats and power windows, while the SL goes a step further with 15-inch aluminium wheels, fog lights, variable intermittent wipers, Bluetooth, an upgraded audio system with steering-wheel audio controls and a 60/40-split folddown rear seat.

Nissan hopes to break ‘econobox’ stereotype with new Versa

TRW will open new China tech centre in 2013

Nissan is positioning itself to take advantage of the small-car movement that is sure to follow with the new 2012 Versa sedan. Carrying over from the previous Versa sedan, value will remain a key draw for the new model with a base price of just $10,990. Nissan worked extensively on the Versa sedan’s packaging to make it more efficient, beginning with the move onto a new front-wheel-drive global ‘V’ platform. The new chassis has the same 102.4-inch wheelbase as the outgoing car yet weighs 150 pounds less than the previous ‘B’ platform, thanks to a 20 percent cut in components used. In the powertrain department, the 1.6-litre I4 was heavily revamped with two streamlined injectors per cylinder and twin continuously variable valve timing to increase effi-

TRW Automotive Holdings will open a new technical centre in Anting, China in 2013. The facility will handle R&D, engineering design and application as well as testing and validation work across all of the steering and safety system maker’s product lines, the company said. TRW will invest a double-digit-million amount in the facility, which will be near its electronics and steering plant, a spokeswoman said. The 32,000 square metre facility will be able to accommodate more than 1,000 engineers, the US-based supplier said. The company currently has 18 facilities, including its Asia Pacific headquarters, in China. TRW ranks no 11 on the Automotive News Europe list of the top 100 global suppliers, with sales to automakers of $11.6 billion in 2009.

Auto Monitor

ADVERTISERSâ&#x20AC;&#x2122; LIST CORPORATE

1 - 15 May 2011

Pg No. .... Advertiser ......................................................Tel ................................................ E-mail ...................................................... Website

6 ............ Auroral Sinter Metals Co., Ltd. .......................+886-37-542-988 ......................... sh69032.tw@msa.hinet.net ..................... www.auroral-sinter.com.tw

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29 .......... G W Precision Tools India Pvt Ltd ..................+91-80-40431252 ........................ info@gwindia.in ...................................... www.gwindia.in

BIC ......... Guhring India Private Limited .......................+91-80-40322500 ........................ info@guhring.in ..................................... www.guhring.in

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9 ............ Havells India Ltd. ...........................................+1800-11-0303............................. marketing@havells.com .......................... www.havells.com

8 ............ IGUS India Pvt Ltd..........................................+91-80-39127800 ........................ info@igus.in ............................................ www.igus.in

19 .......... ISMT Limited..................................................+91-20-66024901 ........................ sachin.joshi@ismt.co.in ........................... www.ismt.com

21 .......... Jyoti CNC Automation Pvt. Ltd. ......................+91-2827-287081......................... info@jyoti.co.in ....................................... www.jyoti.co.in

FIC ......... Kamal Envirotech ..........................................+91-124-4367305......................... enquiry@giaatech.com............................ www.giaatech.com

BC .......... Micromatic Machine Tools .............................+91-80-41492285 ........................ mmtblr@acemicromatic.com .................. www.acemicromatic.com

13........... Padmini VNA Mechatronics Pvt. Ltd. .............+91-124-3207398 ......................... sales@padminiengg.com......................... www.padminivna.com

12 .......... Perfect Oil Seals & Irp....................................+91-20-30687701 ........................ sales@posil.co.in ..................................... www.posil.co.in

7 ............ Schuler India Pvt Ltd .....................................+91-22-66800300 ........................ info@schularindia.com ........................... www.schulergroup.com

23 .......... Selvel Auto Traders ........................................+91-130-2243148 ......................... senior@ndf.vsnl.net.in............................. www.senior-rubbers.com

17........... Small Industries Devt Bank Of India ..............+1800 22 6753 .......................... cibcell@sidbi.in

............................... www.sidbi.in

12 .......... Sreelakshmi Traders ......................................+91-44-24343343 ........................ sreelakshmitraders@gmail.com .............. www.sreelakshmitraders.com

5 ............ Tata Motors Ltd..............................................+91 22 66561866......................... charu.gulati@tatamotors.com ................. www.tatamotors.com

15........... Yamazaki Mazak India Pvt Ltd ......................+91-2137-668800 ........................ sudhir_patankar@mazakindia.com ........ www.mazak.com

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1 - 15 May 2011

PRODUCT CORPORATE INDEX

Auto Monitor

Product ............................................................ pg no.

Crane duty motors ........................................................................ 9

Rubber parts for automobile industry ......................................... 23

5c indexers ................................................................................... 3

Cutting machines.......................................................................... 11

Scada & dcs implimentaion ......................................................... 11

Acc. Padel sensor assy. ................................................................. 13

Cylindrical grinders ...................................................................... BC

Self adhesive tapes ....................................................................... 12

Aluminium processing.................................................................. 7

Diamond tools .............................................................................. BIC

Sheet metal frming....................................................................... 7

Automation mfrs .......................................................................... 3

Dip spin coating machines ........................................................... 11

Solid carbide drills........................................................................ 29

Auto Monitor Brand ad................................................................. 27

Drilling tools ................................................................................. BIC

Solid carbide drills with ic ............................................................ 29

Automation................................................................................... 11

E-coatings solutions ..................................................................... FIC

Solid carbide mills ........................................................................ 29

Automobile parts.......................................................................... 6

Egr valve ....................................................................................... 13

Solid carbide reamers .................................................................. 29

Bearings ........................................................................................ 8

Electric motor lamination systems............................................... 7

Solid carbide reamers with ic ....................................................... 29

Billet shearing machines .............................................................. 25

Electronic control unit.................................................................. 13

Solid carbide special drills ........................................................... 29

Blanking lines ............................................................................... 7

Exhibition-Engineering Expo........................................................ 1,4,20

Solid carbide special mills ............................................................ 29

Brake motors ................................................................................ 9

Factory automation ...................................................................... 11

Solid carbide special reamers ...................................................... 29

Building automation .................................................................... 11

Financial assistance schemes for msmes ..................................... 17

Stainless steel gear parts .............................................................. 6

Buses............................................................................................. 5

Flange motors ............................................................................... 9

Taps............................................................................................... BIC

C frame power press ..................................................................... 25

Fluidized bed coating machines. ................................................. 11

Teﬂon oil seals .............................................................................. 12

Cable carriers................................................................................ 8

Foot mounting motors ................................................................. 9

Transmission gears ....................................................................... 6

Cable connectors .......................................................................... 8

Forging press ................................................................................ 25

Turrets .......................................................................................... BC

Cables ........................................................................................... 9

Friction drop hammers ................................................................ 25

Vaccum pump ............................................................................... 13

Ced coating machines................................................................... 11

Friction screw press ...................................................................... 25

Valve stem seals............................................................................ 12

Ced/ktl coatings ............................................................................ FIC

Glide coating machines ................................................................ 11

Ventilators .................................................................................... 12

Chains ........................................................................................... 8

Gun drills ...................................................................................... BIC

Vertical line series ........................................................................ 21

Chemlok coating machines .......................................................... 11

H frame power press .................................................................... 25

Vertical machining centers........................................................... BC

CNC ............................................................................................... 21

Hammers ...................................................................................... 25

Vmc vertical machines ................................................................. 3

CNC cutting machines................................................................... 11

Hmc horizontal spindle ................................................................ 3

Vmc-linear series .......................................................................... 21

CNC hmcs ...................................................................................... 21

Hollow bars................................................................................... 19

CNC laser cutting machines .......................................................... 11

Horizontal CNC machines ............................................................. 21

CNC lathe ...................................................................................... 3

Horizontal machining center ....................................................... 21

CNC lathes ..................................................................................... BC

Hydroforming ............................................................................... 7

CNC machines ............................................................................... 21

Imaging & vision systems ............................................................. 11

CNC oval turning centers .............................................................. 21

Laser systems ................................................................................ 7

CNC oxy fuel cutting machines ..................................................... 11

Metal cutting tools ....................................................................... 29

CNC plasma cutting machines ...................................................... 11

Milling cutters............................................................................... BIC

CNC turn mill centers.................................................................... 21

Modular tooling system ................................................................ BIC

CNC turning center ....................................................................... 21

Motors........................................................................................... 9

CNC vertical machining center ..................................................... 21

‘O’ rings ......................................................................................... 12

CNC/vmc machines ....................................................................... 15

Oil seals......................................................................................... 12

Coating machines ......................................................................... 11

Paint shop equipments ................................................................ 11

Coating machines ......................................................................... 11

Paint shop machines .................................................................... 11

Coating plants............................................................................... 11

Powder matallergy products ........................................................ 6

Coating systems ............................................................................ 11

Power chucking cylinders............................................................. BC

Commercial vehicles..................................................................... 5

Pre tereatment systems ................................................................ 11

Connectors.................................................................................... 8

Reamers ........................................................................................ BIC

Countersinks ................................................................................. BIC

Rotary tables ................................................................................ 3

Aftermarket Retail Sales & Service Dealer Network Spare Parts

Feel the pulse of the trade Auto Monitor India’s No. 1 Magazine for Automotive News, Views & Analysis

FIC : Front Inside Cover BIC : Back Inside Cover BC: Back cover

Auto Monitor

1 - 15 May 2011

EUROPEAN SALES

New Registrations in Enlarged Europe*-By Manufacturer GROUP

BRAND

MV-Motor Vehicles (LV+CV) Aston Martin Aston Martin BMW BMW Mini Other Total China Brilliance Changan Great Wall Landwind Lifan Other Total Chrysler Chrysler Dodge Jeep Total DAF DAF Daimler Mercedes Smart Other Total Fiat Alfa Romeo Fiat Iveco Lancia Other Total Ford Ford Mercury Other Total GM Chevrolet Opel Other Total Jaguar Land Rover Jaguar Land Rover Total Japan Daihatsu Honda Mazda Mitsubishi Nissan Subaru Suzuki Other Total Korea Daewoo Hyundai KIA Other Total MAN MAN Other Total MG Rover Rover Porsche Porsche PSA Citroen Peugeot Total Renault Dacia Renault Other Total Scania Scania Toyota Toyota Lexus Total Volkswagen AG Audi Seat Skoda Volkswagen Other Total Volvo Trucks Volvo Other SAAB Volvo Other Total Total PC- Passenger Cars Aston Martin Aston Martin BMW BMW Mini Other Total China Brilliance Changan Great Wall Landwind Lifan Other Total Chrysler Chrysler Dodge Jeep Total DAF DAF Mercedes Daimler Smart Other Total Fiat Alfa Romeo Fiat Iveco Lancia Other Total Ford Ford Mercury Other Total GM Chevrolet

2010 AUGUST

2009 AUGUST

% CHANGE

YEAR TILL DATE 2010

20.93 13.18 16.56 -16.13 13.74

104 41198 8656 26 49880 0 0 161 0 1 1 163 661 414 1482 2557 2806 51292 5647 104 57043 11443 71534 6322 8052 240 97591 86624 0 0 86624 12916 79294 118 92328 949 4048 4997 816 12037 10244 11295 38509 3966 14835 1221 92923

86 36399 7426 31 43856 0 1 109 1 2 3 116 701 1076 1352 3129 1930 48107 5903 59 54069 8118 89825 6254 10308 276 114781 94249

-100.00 47.71 -100.00 -50.00 -66.67 40.52 -5.71 -61.52 9.62 -18.28 45.39 6.62 -4.34 76.27 5.50 40.96 -20.36 1.09 -21.89 -13.04 -14.98 -8.09

3 94252 12161 71788 173 84122 995 3816 4811 1521 11958 11758 8709 31028 2977 14607 1340 83898

-100.00 -8.09 6.21 10.46 -31.79 9.75 -4.62 6.08 3.87 -46.35 0.66 -12.88 29.69 24.11 33.22 1.56 -8.88 10.76

256 88149 17985 76 106210 0 1 471 0 3 2 477 1259 864 2968 5091 5963 107477 12024 288 119789 23679 145755 13368 15825 671 199298 187736 1 2 187739 25472 159109 186 184767 2545 10926 13471 2056 23770 23682 22887 78128 7218 30912 2784 191437

29621 17813 610 48044 3478 15 3493

26908 19175 630 46713 2050 14 2064

10.08 -7.10 -3.17 2.85 69.66 7.14 69.23

58181 38904 1183 98268 7227 47 7274

2361 79290 90400 169690 19744 118587 16 138347 2284 46130 988 47118 46501 20936 37779 134064 43 239323 2715 1649 18286 4287 24222 1164613

1603 82998 92805 175803 19127 111186 0 130313 1536 47197 979 48176 40879 23038 33471 121188 90 218666 1739 1088 16094 2867 20049 1131712

47.29 -4.47 -2.59 -3.48 3.23 6.66

5462 159219 183528 342747 41584 230399 18 272001 5028 100985 2388 103373 94661 44736 74496 279253 180 493326 6174 3531 39525 7894 50950 2399101

Source: Association Auxiliaire de lâ&#x20AC;&#x2122;Automobile

GROUP

Jaguar Land Rover

Japan

Korea

MAN MG Rover Porsche PSA

Renault

Scania Toyota

Volkswagen AG

Other

Total

BRAND 2010 AUGUST Opel 72655 Other 106 Total 85649 Jaguar 949 3383 Land Rover Total 4332 Daihatsu 810 12030 Honda Mazda 9932 Mitsubishi 9517 Nissan 34353 Subaru 3959 Suzuki 14758 Other 256 Total 85615 Daewoo 29302 Hyundai KIA 17724 Other 575 Total 47601 MAN Rover Porsche 2331 Citroen 64753 Peugeot 77002 Total 141755 Dacia 18707 94425 Renault Total 113132 Scania Toyota 42955 Lexus 986 Total 43941 Audi 46358 20812 Seat Skoda 37537 Volkswagen 120695 Other 43 Total 225445 SAAB 1649 18237 Volvo Other 2189 Total 22075 1018413

% CHANGE 9.05 -32.91 8.53 -4.53 -3.67 -3.86 -46.71 0.64 -13.87 31.21 22.85 33.30 1.49 113.33 9.97

YEAR TILL DATE 2010 145259 165 170840 2544 9223 11767 2041 23761 23175 19230 69783 7197 30737 517 176441

26424 19081 576 46081

10.89 -7.11 -0.17 3.30

57450 38724 1078 97252

1603 69531 79734 149265 17806 92017 109823

45.41 -6.87 -3.43 -5.03 5.06 2.62 3.01

5367 130514 156680 287194 39132 183566 222698

44640 979 45619 40774 22841 32897 110705 90 207307 1087 16067 1539 18693 1004781

-3.77 0.72 -3.68 13.70 -8.88 14.10 9.02 -52.22 8.75 51.70 13.51 42.24 18.09 1.36

94149 2386 96535 94396 44462 74040 249616 180 462694 3531 39415 3610 46556 2097484

8.33

120

106 50 66 84 200

5.66 92.00 -1.52 -13.10 17.00

334 183 164 114 461

7932 17 16176 3635 4 19832 9974

12.13 5.88 -11.03 -2.37 -75.00 -9.44 17.42

18357 39 28113 7150 5 35307 25592

26 5151 1 13 5190

3.85 28.73 -100.00 -7.69 28.52

54 13838

305 1 4 226 1293 2999 7 65 1096 5691

118.03 500.00 75.00 38.05 24.13 36.41 0.00 18.46 -23.08 22.09

1704 15 9 507 3275 8202 21 175 1992 14196

483 94 54 631 0 13451 13052 26503 1321 17726 19047 2521 105 196 572 10299 11172 27 545 572 109713

-34.37 -5.32 -35.19 -30.11 7.98 2.39 5.23 -21.50 24.70 21.50 24.47 36.19 -36.73 -57.69 27.91 22.47 81.48 103.30 102.27 11.85

728 180 105 1013 95 28682 26780 55462 2452 42329 44781 6785 265 274 455 29215 30209 110 2219 2329 250658

92 15 3 18 70 6

128 12 3 15 28 5

-28.13 25.00 0.00 20.00 150.00 20.00

143 56 7 63 177 8

0.00

104 41161 8654 26 49841 0 0 49 0 1 1 51 564 349 1409 2322

86 36365 7424 31 43820 0 1 3 1 2 3 10 651 1010 1268 2929

-100.00 1533.33 -100.00 -50.00 -66.67 410.00 -13.36 -65.45 11.12 -20.72

256 88031 17983 76 106090 0 1 137 0 3 2 143 1075 698 2854 4627

37211 5647

36052 5903

3.21 -4.34

78019 12024

LCV-Light Commercial Vehicles up to 3.5t ** BMW BMW 39 Mini Total China Great Wall 112 Chrysler Chrysler 96 Dodge 65 JEEP 73 Total 234 DAF DAF Mercedes 8894 Daimler Fiat Alfa Romeo 18 Fiat 14392 Iveco 3549 Lancia 1 Total 17960 Ford Ford 11711 Other Total GM Chevrolet 27 Opel 6631 SAAB Other 12 Total 6670 Jaguar Land Rover Jaguar 665 Land Rover Japan Daihatsu 6 Honda 7 Mazda 312 Mitsubishi 1605 Nissan 4091 Subaru 7 Suzuki 77 Other 843 Total 6948 Korea Daewoo Hyundai 317 KIA 89 Other 35 Total 441 Porsche Porsche 30 Citroen 14524 PSA Peugeot 13364 Total 27888 Renault Dacia 1037 Renault 22105 Total 23142 Toyota Toyota 3138 Volkswagen AG Audi 143 Seat 124 Skoda 242 Volkswagen 13173 Total 13682 Other Volvo 49 Other 1108 Total 1157 Total 122711

42858 11425 56899 45 8051 240 76660 74701 0 0 74701 12888

41955 8101 73494 61 10304 276 92236 84073

2.15 41.03 -22.58 -26.23 -21.87 -13.04 -16.89 -11.15

3 84076 12133

-100.00 -11.15 6.22

90043 23640 117109 91 15820 671 157331 161647 1 2 161650 25416

LBC- Light Buses & Coaches upto 3.5 tn Mercedes Daimler Fiat Fiat Iveco Total Ford Ford GM Opel Chevrolet Total Japan Nissan Toyota Total

6.17 48.70 -2.26 0.92 -2.20 13.75 -9.12 12.87 10.62 -52.22 9.45 56.12 51.56 13.62 49.53 20.81 2.91

20.93 13.19 16.57 -16.13 13.74

2009 AUGUST 66627 158 78918 994 3512 4506 1520 11954 11532 7253 27963 2970 14542 120 77854

21 13913

1 - 15 May 2011

GROUP Korea

PSA

Renault Volkswagen AG

Other Total

EUROPEAN SALES

BRAND 2010 AUGUST Hyundai Kia Other Total Citroen 0 Peugeot 4 Total 4 Renault 18 Audi Seat Skoda Volkswagen 53 Total Dodge Other 80 343

Total Light Commercial Vehicles up to 3.5t (LCV+LBC) BMW BMW 39 Mini Total China Great Wall 112 Chrysler 96 Chrysler Dodge 65 JEEP 73 Total 234 DAF DAF Daimler Mercedes 8986 Fiat Alfa Romeo 18 Fiat 14407 Iveco 3552 Lancia 1 Total 17978 Ford Ford 11781 Other Total GM Chevrolet 27 Opel 6637 SAAB Other 12 Total 6676 Jaguar Land Rover Jaguar 665 Land Rover Japan Daihatsu 6 Honda 7 Mazda 312 Mitsubishi 1605 Nissan 4092 Subaru 7 Suzuki 77 Other 843 Total 6949 Korea Daewoo Hyundai 318 KIA 89 Other 35 Total 442 Porsche Porsche 30 Citroen 14524 PSA Peugeot 13368 Total 27892 Renault Dacia 1037 Renault 22123 Total 23160 Toyota Toyota 3138 Audi 143 Volkswagen AG Seat 124 Skoda 242 Volkswagen 13226 Total 13735 Other Volvo 49 Other 1188 Total 1237 Total 123054 CV-Commercial Vehicles (trucks) over 3.5t ** China Other Chrysler Other 1 DAF DAF 2780 Daimler Mercedes 4685 Fiat Fiat 160 Iveco 2245 Total 2405 Ford Ford 48 Chevrolet 1 GM Opel 2 Other 0 Total 3 Japan Mitsubishi 173 Nissan 64 Other 118 Total 355 Korea Daewoo MAN MAN 3346 PSA Citroen 10 Peugeot 18 Total 28 Renault Renault 2023 16 Other Total 2039 Scania Scania 2168 Toyota Toyota 39 Volkswagen AG Volkswagen 130 Volvo Trucks Volvo 2549 Other 429 Total 21006 BC-Buses & Coaches over 3.5t DAF DAF Daimler Mercedes Others Total Fiat Fiat Iveco Total

Auto Monitor

26 410 104 514 68 480 548

2009 AUGUST

% CHANGE

YEAR TILL DATE 2010

GROUP Ford GM Japan

4 3 7 66

-100.00 33.33 -42.86 -72.73

2 5 7 35 MAN

-8.62

125

PSA

83 393

-3.61 -12.72

195 756

8.33

120

Renault Scania Volkswagen Volvo Trucks Others Total

106 50 66 84 200

5.66 92.00 -1.52 -13.10 17.00

334 183 164 114 461

8060 17 16188 3638 4 19847 10002

11.49 5.88 -11.00 -2.36 -75.00 -9.42 17.79

18500 39 28169 7157 5 35370 25769

26 5156 1 13 5195

3.85 28.72 -100.00 -7.69 28.51

54 13846

305 1 4 226 1293 3000 7 65 1096 5692

118.03 500.00 75.00 38.05 24.13 36.40 0.00 18.46 -23.08 22.08

1704 15 9 507 3275 8203 21 175 1992 14197

484 94 54 632 0 13455 13055 26510 1321 17792 19113 2522 105 197 574 10354 11230 27 628 656 110106

-34.30 -5.32 -35.19 -30.06 7.95 2.40 5.21 -21.50 24.34 21.17 24.43 36.19 -37.06 -57.84 27.74 22.31 81.48 89.17 88.57 11.76

730 180 105 1015 95 28684 26785 55469 2452 42364 44816 6785 265 274 456 29339 30334 110 2414 2524 251414

44.27 32.76 21.21 7.21 8.04 4.35 -50.00 100.00 -100.00 -40.00 6.13 -1.54 -4.84 0.85

3 5917 9836 364 4951 5315 95 1 4 0 5 382 142 270 794

0 1927 3529 132 2094 2226 46 2 1 2 5 163 65 124 352 1875 9 13 22 1357 0 1357 1420 35 120 1479 328 14721

3 466 59 525 11 461 472

78.45 11.11 38.46 27.27 49.08 50.26 52.68 11.43 8.33 72.35 30.79 42.69

766.67 -12.02 76.27 -2.10 518.18 4.12 16.10

21 13921

6914 16 39 55 4430 18 4448 4780 53 266 5835 879 45196

46 1122 288 1410 113 1169 1282

BRAND 2010 AUGUST Ford 94 Chevrolet 0 Opel Nissan Mitsubishi Toyota Others 4 Total MAN 132 15 Others Total 147 Citroen 3 Peugeot 12 Total 15 Renault 16 Scania 116 Volkswagen 13 Volvo 166 481 2140

Total Commercial Vehicles (Trucks) & (Buses) over 3.5t China Other Chrysler Other 1 DAF DAF 2806 Daimler Mercedes 5095 Others 104 Total 5199 Fiat Fiat 228 Iveco 2725 Total 2953 Ford Ford 142 Chevrolet 1 GM Opel 2 Others 0 Total 3 Japan Mitsubishi 173 Nissan 64 Others 122 Total 359 Korea Daewoo Hyundai Total MAN MAN 3478 Others 15 Total 3493 PSA Citroen 13 30 Peugeot Total 43 Renault Renault 2039 Others 16 Total 2055 Scania Scania 2284 Toyota 39 Toyota Volkswagen AG Volkswagen 143 Volvo Trucks Volvo 2715 Others 910 Total 23146

% CHANGE -26.56

YEAR TILL DATE 2010 225 1

-100.00

175 14 189 3 3 6 20 116 9 260 372 2104

-24.57 7.14 -22.22 0.00 300.00 150.00 -20.00 0.00 44.44 -36.15 29.30 1.71

313 47 360 5 24 29 39 248 32 339 991 5007

0 1930 3995 59 4054 143 2555 2698 174 2 5 2 9 163 65 124 352

45.39 27.53 76.27 28.24 59.44 6.65 9.45 -18.39 -50.00 -60.00 -100.00 -66.67 6.13 -1.54 -1.61 1.99

3 5963 10958 288 11246 477 6120 6597 320 2 4 0 6 382 142 275 799

2050 14 2064 12 16 28 1377 0 1377 1536 35 129 1739 700 16825

49.24 48.70 11.43 10.85 56.12 30.00 37.57

7227 47 7274 21 63 84 4469 18 4487 5028 53 298 6174 1870 50203

1617 2005 989

52.81 48.58 7.89

5268 6415 2344

5 1267 974 0 974 1412 1342 137 9748

80.00 88.63 64.68 64.89 52.83 81.97 16.06 56.76

25 5219 3582 4 3586 4763 5594 360 33574

21 241 104 345 365 111 15 126

3 318 59 377 339 163 14 177

600.00 -24.21 76.27 -8.49 7.67 -31.90 7.14 -28.81

38 703 288 991 871 277 47 324

116 166 277 1417

116 260 240 1512

0.00 -36.15 15.42 -6.28

248 339 560 3372

53.83 38.61 76.27 39.55 7.83

5306 7118 288 7406 3215

100.00

74.90 7.14 74.24 64.68

5496 47 5543 3582 4 3586 5011 5933 920 36946

HCV-Heavy Commercial Vehicles (trucks) over 16t ** China Other DAF DAF 2471 Daimler Mercedes 2979 Fiat Iveco 1067 Ford Ford GM Chevrolet Japan Other 9 MAN MAN 2390 Renault Renault 1604 Other 2 Total 1606 Scania Scania 2158 Volvo 2442 Volvo Trucks Others 159 Total 15281 HBC-Heavy Buses & Coaches over 16t DAF DAF Daimler Mercedes Other Total Fiat Iveco MAN MAN Others Total Renault Renault Scania Scania Volvo Trucks Volvo Others Total

2009 AUGUST 128

Total Heavy Commercial Vehicles (Trucks & Buses) over 16t China Other DAF DAF 2492 1620 Daimler Mercedes 3220 2323 Other 104 59 Total 3324 2382 Fiat Iveco 1432 1328 GM Chevrolet Japan Others 10 5 Total MAN MAN 2501 1430 Others 15 14 Total 2516 1444 Renault Renault 1604 974 Other 2 0 Total 1606 974 Scania Scania 2274 1528 Volvo 2608 1602 Volvo Trucks Others 436 377 Total 16698 11260

69.66 7.14 69.23 8.33 87.50 53.57 48.08

64.89 48.82 62.80 15.65 48.29

*EU 15 + EEFTA (Iceland, Norway & Switzerland) + Western Europe (10 new members) â&#x20AC;&#x2DC;(*) EU27 including Bulgaria and Romania; data for Malta and Cyprus not available

Auto Monitor

1 - 15 May 2011

SIAM DATA

PRODUCTION AND SALES FLASH REPORT FOR FEBRUARY 2011 Category Segment/Subsegment Manufacturer.

Production For the month of March 2010

2011

Cumulative April-March 09-10

10-11

Source: SIAM

Domestic Sales For the month of March 2010

I Passenger Vehicles (PVs) A : Passengers Cars - No. of Seates Including Driver not exceeding 6 A1 : Mini - (Upto 3400 mm) Maruti Suzuki India Ltd (Maruti 800 ) 3,008 3,757 39,356 39,338 2,762 Tata Motors Ltd (Nano) 4,330 9,317 29,839 67,963 4,710 Total 7,338 13,074 69,195 107,301 7,472 A2: Compact (3401 - 4000 mm) Fiat India Automobiles Pvt Ltd (Palio, Fiat500,Grande Punto) 1,409 1,234 14,934 12,862 956 Ford india Pvt Ltd ( Fusion, Figo ) 5,934 10,650 8,505 90,633 7,210 General Motors India Pvt Ltd (Beat, Spark,U-VA) 8,306 7,719 60,320 74,207 8,195 Honda Siel Cars India ltd (Jazz) 960 240 10,209 3,510 571 Hyundai Motors India Ltd(Santro,Getz, i10, i20) 49,616 54,164 542,369 537,451 28,749 Maruti Suzuki India Ltd (Alto,Wagon R,Zen,Swift, A-Star, Ritz) 70,756 91,294 781,059 933,076 54,763 Nissan Motor India Pvt Ltd (Micra) 0 10,277 0 75,029 0 SkodaAuto india p.ltd ( Fabia ) 536 1,800 5,947 11,233 769 Tata Motors Ltd (Indica) 14,108 12,524 122,001 143,278 11,618 Toyota Kirloskar Motor Pvt Ltd (Etios-Liva) 0 0 0 58 0 Volkswagen India Pvt Ltd (Polo) 0 3,919 0 29,124 456 Total 151,625 193,821 1,545,344 1,910,461 113,287 A3: Mid-size (40001-4500 mm) BMW India Pvt Ltd (Z4 Roadster) 0 0 0 180 13 Ford India Pvt Ltd (Ford ikon,Fusion,Fiesta) 1,885 1,567 28,068 18,835 1,853 General Motors India Pvt Ltd (Cheverlet Aveo NB) 512 146 3,832 4,050 419 Hindustan Motors Ltd (Ambassador, Lancer,Cedia) 997 786 9,013 7,179 1,062 Honda Siel Cars India Ltd (City) 4,112 5,805 45,980 49,898 4,338 Hyundai Motors India Ltd (Accent,Verna) 4,109 4,810 46,741 56,931 2,708 Mahindra Renault Pvt Ltd (Logan) 614 1,005 6,225 11,702 351 Maruti Suzuki India Ltd (SX4,Dzire) 10,392 13,952 99,877 132,653 10,453 Nissan Motor India Pvt Ltd (Nissan 370Z) 0 0 0 0 0 Tata Motors Ltd (Indigo,Marina) 4,511 7,996 26,257 60,303 7,537 Toyota Kirloskar Motor Pvt Ltd (Etios-Sedan) 0 3,587 0 8,575 0 Volkswagen - Audi (TT, R8) 0 0 0 0 0 Volkswagen India Pvt Ltd (Beetle) 0 4,066 0 20,049 62 Total 27,132 43,720 265,993 370,355 28,796 A4: Executive (4501-4700 mm) BMW india pvt Ltd (3 Series) 280 594 1,531 2,462 298 Fiat India Automobiles Pvt Ltd (Linea) 1,314 777 11,262 8,954 1,203 General Motors India Pvt Ltd (cheverlet Optra, Cruze) 854 942 4,966 11,770 850 Honda Siel Cars India Ltd (Civic) 1,088 420 6,689 4,692 742 Hyundai Motors India Ltd (Elantra) 0 18 0 18 0 Maruti Suzuki India Ltd (Kizashi) 0 0 0 0 0 Mercedes-Benz India Pvt Ltd (C-Class,SLK Roadster, CLK Cabriolet, E-Coupe) 98 266 1,585 2,337 101 Skoda Auto India Pvt Ltd (Octavia,Laura) 657 725 6,463 6,859 721 Toyota Kirloskar Motor Pvt Ltd (corolla) 962 951 9,797 10,703 983 Volkswagen - Audi (Q5) 0 0 0 0 32 Volkswagen India Pvt Ltd (Jetta) 0 0 273 3,591 142 Total 5,253 4,693 42,566 51,386 5,072 A5: Premium (4701-5000 mm) BMW india pvt Ltd ( 5 & 6 Series) 48 200 1,234 2,705 194 Honda Siel Cars India Ltd ( Accord ) 180 300 2,857 2,384 211 Hyundai Motors India Ltd ( Sonata ) 50 0 426 201 44 Mercedes-Benz India Pvt Ltd (E-Class, CLS) 243 269 1,409 2,737 255 Nissan Motor India Pvt Ltd (Teana)** 0 0 0 0 21 Skoda Auto India Pvt Ltd (Superb) 310 468 3,166 4,105 334 Toyota Kirloskar Motor Pvt Ltd (Camry ) 0 0 0 0 137 Volkswagen - Audi (A4,A6)* 0 0 0 0 113 Volkswagen India Pvt Ltd (Passat, Touareg) 0 181 55 820 84 Total 831 1,418 9,147 12,952 1,393 A6: Luxury (5001mm & above) BMW india pvt Ltd (7 Series ) 0 0 0 0 54 Mercedes-Benz India Pvt Ltd ( S-Class) 59 40 375 658 63 Volkswagen - Audi (Q7,A8) 0 0 0 0 8 Volkswagen India Pvt Ltd (Phaeton) 0 0 0 0 0 Total 59 40 375 658 125 192,238 256,766 1,932,620 2,453,113 156,145 Total A I Passenger Vehicles (PVs) B: Utility Vehicles (Uvs) B1: Max Mass upto3.5 tonnes (a): No. of seats including driver not exceeding 7 (M1(B1)) BMW india Pvt Ltd (X3, X5, X6) 0 176 0 393 46 Force Motors Ltd (trax) 14 20 39 49 15 Ford India Pvt Ltd (Endeavour) 451 380 2,649 3,147 415 General Motors India Pvt Ltd (Tavera, Captiva) 711 565 6,322 7,706 886 Hindustan Motors Ltd (Pajero) 281 223 1,643 2,578 278 Honda Siel Cars India Ltd (CR-V) 0 0 0 0 66 Hyundai Motors India Ltd (Tucson) 0 0 0 0 0 Mahindra & Mahindra Ltd (Scorpio, Bolero, Soft Tops, Hard Tops, Xylo) 8,755 10,568 90,892 106,690 8,650 Maruti Suzuki India Ltd (Vitara) 0 0 0 0 19 Mercedes-Benz India pvt. Ltd (GL-Class, M Class) 0 0 0 0 21 Nissan Motor India Pvt Ltd (X-Trail)* 0 0 0 0 68 Skoda Auto India Pvt Ltd (Yeti) 0 375 0 1,469 0 Tata Motors Ltd (Safari) 2,474 3,015 19,817 26,329 2,012 Toyota Kirloskar Motor Pvt Ltd (Innova,Prado) 3,398 3,208 28,291 37,656 3,414 Total 16,084 18,530 149,653 186,017 15,890 (b): No. of seats including driver exceeding 7 but not exceeding 9 (7+1 & 8+1) (M1(B2)) 0 0 10 0 0 Force Motors Ltd (Trax) General Motors India Pvt Ltd (Tavera) 105 95 1,517 1,371 105 International Cars & Motors Ltd (Rhino) 82 21 819 610 70 Mahindra & Mahindra Ltd (Scorpio, Bolero, Soft Tops, Hard Tops, Xylo) 5,507 5,866 54,975 64,572 5,402 Maruti Suzuki India Ltd (Gypsy) 833 1,179 4,572 5,015 658 Tata Motors Ltd (Sumo, Safari, Winger) 2,032 1,866 9,157 13,672 603 Toyota Kirloskar Motor Pvt Ltd (Innova) 2,341 2,140 25,268 26,820 2,377 Total 10,900 11,167 96,318 112,060 9,215 Total B1 26,984 29,697 245,971 298,077 25,105 B2: Max. Mass upto 5 tonnes (a): No. of seats including driver not exceeding 13 (M1(A1)) Force Motors Ltd (Trax, Traveller) 694 1,141 5,850 8,700 703 General Motors India Pvt Ltd (Tavera) 837 718 7,079 9,425 842 Mahindra & Mahindra Ltd (Bolero, Soft Tops, Hard Tops) 184 0 7,751 1,452 195 Tata Motors Ltd (Sumo, Winger) 225 48 6,232 922 1,423 Total B2 1,940 1,907 26,912 20,499 3,163 Total Utility Vehicles (Uvs) 28,924 31,604 272,883 318,576 28,268 C: Multi Purpose Vehicles (MPVs)-Van type vehicles & Max Mass not exceeding 3.5 tonnes (M1(c)) Van Type Force Motors Ltd (trip) 0 51 0 327 0 Mahindra & Mahindra Ltd (Gio) 0 668 0 1,218 0 Maruti Suzuki India Ltd (Omini,Versa) 11,099 14,734 103,015 163,279 10,875 Tata Motors Ltd (ACE-Magic) 4,347 4,794 48,893 50,783 4,366 Total MPVs 15,446 20,247 151,908 215,607 15,241 Total Passenger Vehicles (PVs) 236,608 308,617 2,357,411 2,987,296 199,654 II Commercial Vehicles (CVs) M&HCVs A: Passenger Carriers A1: Max. Mass exceeding 7-5 tonnes but not exceeding 12 tonnes (M3(B1)) (b): No. of seats including driver exceeding 13 (M3(B1)) Ashok Leyland Ltd 137 147 1,549 1,551 83 JCBL Ltd 0 0 1 0 0 Swaraj Mazda Ltd 326 378 2,236 3,400 339 Tata Motors Ltd 349 368 4,343 5,473 559 VE CVs - Eicher 203 245 1,910 2,430 232 Total A1 1,015 1,138 10,039 12,854 1,213 A2: Max. Mass exceeding 12 but no exceeding 16.2 tonnes (M3(C)) (b): No. of seats including driver exceeding 13 (M3(C2)) Ashok Leyland Ltd 1,970 1,884 18,055 23,244 2,180 JCBL Ltd 21 12 178 67 21 Swaraj Mazda Ltd 11 7 45 74 2 Tata Motors Ltd 1,715 1,244 16,895 17,471 1,923 VE CVs - Eicher 7 38 215 272 5 Volvo Buses India Pvt Ltd 42 31 500 281 42 Total A2 3,766 3,216 35,888 41,409 4,173 A3: Max. Mass exceeding 12 but no exceeding 16.2 tonnes (M3(D))A3: Max. Mass exceeding 12 but no exceeding 16.2 tonnes (M3(D)) Passenger Carrier (D) Volvo Buses India Pvt Ltd 10 40 84 289 20 Total A3 10 40 84 289 20 Total M&HCVs(passenger carriers) 4,791 4,394 46,011 54,552 5,406 II Commercial Vehicles (CVs) M&HCVs B: Goods Carriers B1: Max Mass exceeding 7.5 tonnes but not exceeding 12 tonnes (N2(A3)) Ashok Leyland Ltd 237 369 1,992 3,013 161 Swaraj Mazda Ltd 403 568 4,189 4,826 484 Tata Motors Ltd 2,228 2,079 20,471 18,898 2,872 VE CVs - Eicher 2,032 2,244 17,549 22,879 2,213 Total 4,900 5,260 44,201 49,616 5,730 B2: Max. Mass not exceeding 16.2 tonnes (N3(A)) (a): Max. Mass exceeding 12 tonnes but not exceeding 16.2 tonnes (N3(A1)) Ashok Leyland Ltd 1,878 2,374 14,426 20,820 1,759 Tata Motors Ltd 5,803 5,937 39,688 52,189 4,599 VE CVs - Eicher 239 600 2,034 4,335 245 Total B2 7,920 8,911 56,148 77,344 6,603 B3: Max Mass exceeding 16.2 tonnes-Rigid Vehicles (N3(B1)) (a) Max. mass exceeding 16.2 tonnes but not exceeding 25 tonnes Ashok Leyland Ltd 3,249 2,024 19,606 24,060 3,183 Asia Motor Works Ltd 232 696 2,872 5,796 446 Force Motors Ltd 0 0 1 0 0 Mahindra Navistar Automotives Ltd 0 65 0 680 0 Tata Motors Ltd 7,355 5,478 56,795 57,082 7,046 VE CVs - Eicher 128 97 497 882 140 VE CVs - Volvo 0 2 14 3 0 Total 10,964 8,362 79,785 88,503 10,815 (b) Max. mass exceeding 25 tonnes Ashok Leyland Ltd 645 2,471 2,901 12,216 761 Daimler India Commercial Vehicles Pvt Ltd* 0 11 0 193 0 Mahindra Navistar Automotives Ltd 0 71 0 814 0 Mercedes-Benz India Pvt Ltd 33 0 174 101 7

2011

Exports Cumulative April-March

For the month of March

Cumulative April-March

09-10

10-11

20010

2011

09-10

10-11

2,915 8,707 11,622

33,028 30,350 63,378

26,485 70,432 96,917

1,014 0 1,014

598 0 598

5,626 0 5,626

12,462 0 12,462

1,106 8,926 6,448 152 29,896 78,460 2,060 1,753 6,937 0 3,881 139,619

13,676 7,825 61,022 7,541 284,109 633,190 0 6,501 114,415 0 698 1,128,977

12,102 78,116 72,062 4,862 323,538 808,552 12,302 11,078 97,845 0 28,904 1,449,361

151 0 33 2 21,966 14,355 0 0 315 0 0 36,822

92 1,478 26 2 20,592 10,757 13,457 0 262 0 0 46,666

756 0 402 51 266,664 139,991 0 16 4,739 0 0 412,619

1,200 11,017 265 17 210,220 122,867 55,321 0 5,652 0 0 406,559

10 1,228 198 845 2,773 1,782 1,018 13,910 1 7,197 3,257 3 3,994 36,216

46 26,499 3,793 9,037 45,028 30,418 5,332 99,315 0 56,634 0 0 192 276,294

264 17,279 3,586 7,202 46,631 35,099 10,009 131,272 10 87,925 8,101 30 18,778 366,186

0 154 0 0 16 1,568 0 74 0 14 0 0 0 1,826

0 100 0 0 6 3,138 0 28 0 27 0 0 0 3,299

0 1,537 81 0 54 18,994 1,000 539 0 898 0 0 0 23,103

0 1,138 129 1 60 22,849 1,904 697 0 1,423 0 0 0 28,201

305 759 1,104 379 0 103 360 591 953 110 205 4,869

1,517 11,128 5,821 5,985 0 0 1,675 7,831 9,743 293 2,444 46,437

2,381 9,010 11,505 5,012 2 138 2,766 6,598 10,707 803 3,221 52,143

0 49 0 0 0 0 0 0 0 0 0 49

0 30 0 0 0 0 0 0 0 0 0 30

0 358 3 0 0 0 0 0 0 0 0 361

0 164 5 3 0 0 0 0 0 0 0 172

392 216 23 305 11 390 67 236 0 1,640

1,509 2,775 440 1,438 207 3,170 397 1,202 760 11,898

3,080 2,446 265 2,662 239 4,017 417 2,383 663 16,172

0 0 0 0 0 0 0 0 0 0

0 1 0 0 0 0 0 0 0 1

0 0 0 0 0 0 0 0 0 0

0 9 0 0 0 0 0 0 0 9

60 53 105 15 233 194,199

389 498 466 0 1,353 1,528,337

556 559 766 42 1,923 1,982,702

0 0 0 0 0 39,711

0 0 0 0 0 50,594

0 0 0 0 0 441,709

0 0 0 0 0 447,403

260 20 331 787 220 56 121 10,320 14 113 29 275 2,688 3,234 18,468

480 41 2,599 7,681 1,654 474 14 88,566 91 149 212 0 19,199 28,448 149,608

798 49 3,142 9,365 2,570 512 467 105,353 96 683 479 1,276 25,862 37,968 188,620

0 0 0 0 0 0 0 261 0 0 0 0 0 0 261

0 0 0 0 0 0 0 112 0 0 0 0 17 0 129

0 0 0 2 0 0 0 1,493 0 0 0 0 138 0 1,633

0 0 0 0 0 0 0 1,260 0 0 0 0 262 0 1,522

0 94 20 6,025 606 507 2,215 9,467 27,935

0 2,063 1,010 54,265 3,841 5,487 25,255 91,921 241,529

0 1,379 611 63,399 5,570 5,431 26,895 103,285 291,905

0 0 0 116 0 21 0 137 398

0 0 0 142 27 21 0 190 319

0 0 38 533 57 286 0 914 2,547

0 1 0 1,405 226 382 0 2,014 3,536

1,146 734 5 1,764 3,649 31,584

5,876 6,709 7,796 10,830 31,211 272,740

8,596 9,319 1,462 12,930 32,307 324,212

0 0 2 20 22 420

35 0 0 0 35 354

19 5 83 169 276 2,823

73 4 54 122 253 3,789

33 579 14,416 5,030 20,058 245,841

0 0 101,325 48,931 150,256 1,951,333

237 889 160,626 51,755 213,507 2,520,421

0 0 150 0 150 40,281

0 0 118 31 149 51,097

0 0 1,362 251 1,613 446,145

0 0 2,014 273 2,287 453,479

219 0 541 652 259 1,671

1,107 1 1,821 5,251 1,726 9,906

1,588 0 3,287 5,684 2,285 12,844

44 0 25 5 0 74

51 0 1 58 19 129

306 0 110 353 93 862

265 0 8 742 136 1,151

2,093 12 19 1,506 27 35 3,692

15,298 178 42 16,850 202 506 33,076

18,837 67 76 15,012 157 288 34,437

237 0 0 501 0 0 738

365 0 0 381 3 0 749

1,774 0 0 3,388 45 0 5,207

4,543 0 0 4,832 64 2 9,441

37 37 5,400

101 101 43,083

272 272 47,553

0 0 812

0 0 878

0 0 6,069

13 13 10,605

427 589 3,042 2,493 6,551

1,502 3,864 21,214 17,099 43,679

2,811 4,447 25,489 22,583 55,330

132 0 256 37 425

13 0 204 41 258

500 161 1,892 550 3,103

321 178 2,549 651 3,699

2,393 5,766 536 8,695

11,884 35,496 1,225 48,605

16,833 41,122 3,523 61,478

269 377 66 712

257 715 160 1,132

2,279 4,038 830 7,147

4,133 6,095 676 10,904

2,440 740 0 92 5,728 112 2 9,114

18,747 3,063 0 0 54,231 502 13 76,556

22,595 6,055 0 339 55,581 805 14 85,389

0 0 0 0 337 10 0 347

93 0 0 0 202 0 0 295

214 0 0 0 2,859 84 0 3,157

288 0 0 0 2,505 4 0 2,797

2,214 48 111 0

2,500 0 0 215

11,215 214 478 83

0 0 0 0

5 0 0 0

0 0 0 0

1 - 15 May 2011

Auto Monitor

SIAM DATA

Category Segment/Subsegment Manufacturer.

Production For the month of March 2010

2011

Domestic Sales For the month of March

Cumulative April-March

2010

2011

Exports Cumulative April-March

09-10

For the month of March

10-11

20010

Cumulative April-March

09-10

10-11

2011

09-10

10-11

Tata Motors Ltd 4,028 6,482 14,021 VE CVs - Eicher 101 58 326 VE CVs - Volvo 121 71 872 Total 4,928 9,164 18,294 15,892 17,526 98,079 Total B3 II Commercial Vehicles (CVs) M&HCVs B: Goods Carriers B4: Max. Mass exceeding 16.2 tonnes-Haulage Tractor (Tractor-Semi Traller/Traller)(N3(B2)) (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 Ashok Leyland Ltd 499 783 2,650 Tata Motors Ltd 0 0 1 Total 499 783 2,651 (c) Mass exceeding 35.2 tonnes Ashok Leyland Ltd 712 829 2,368 Asia Motor Works Ltd 120 78 653 Mahindra Navistar Automotives Ltd 0 23 0 Tata Motors Ltd 0 41 0 VE CVs - Eicher 0 29 9 VE CVs - Volvo 1 45 13 Total 833 1,045 3,043 1,332 1,828 5,694 Total B4 Total M&HCVs (Goods Carriers) 30,044 33,525 204,122 Total M&HCVs 34,835 37,919 250,133 II Commercial Vehicles (CVs) LCVs A: Passenger Carriers A1: Max. Mass upto 5 tonnes (a): No. of seats including driver exceeding 13 (M2(A2)) Force Motors Ltd 729 852 5,775 Hindustan Motors Ltd 0 0 1 Mahindra & Mahindra Ltd 271 0 3,057 Mahindra Navistar Automotives Ltd 0 251 0 Tata Motors Ltd 520 349 4,427 Total A1 1,520 1,452 13,260 A2: Max. Mass exceeding 5 tonnes but not exceeding 7-5 tonnes (M3(A)) (b): No. of seats including driver exceeding 13 (M3(A2)) Ashok Leyland Ltd 120 134 1,126 Force Motors Ltd 36 7 173 Mahindra & Mahindra Ltd 150 0 2,189 Mahindra Navistar Automotives Ltd 0 146 0 Swaraj Mazda Ltd 223 330 1,948 Tata Motors Ltd 1,451 1,198 13,827 VE CVs - Eicher 194 439 2,223 Total 2,174 2,254 21,486 Total LCVs (Passenger Carriers) 3,694 3,706 34,746 II Commercial Vehicles (CVs) LCVs B: Goods Carriers B1: Max. Mass not exceeding 3.5 tonnes (N1) Force Motors Ltd 613 800 3,691 Hindustan Motors Ltd 55 16 277 Mahindra & Mahindra Ltd 11,022 12,481 84,240 Piaggio Vehicles Pvt.Ltd 904 653 11,095 Tata Motors Ltd 16,042 19,185 139,260 Total 28,636 33,135 238,563 B2: Max Mass exceeding 3.5 tonnes but not exceeding 5 tonnes (N2(A1)) Force Motors Ltd 157 99 1,876 Mahindra & Mahindra Ltd 199 0 1,474 Mahindra Navistar Automotives Ltd 0 18 0 Tata Motors Ltd 793 1,295 5,428 Total 1,149 1,412 8,778 B3: Max Mass exceeding 5 tonnes but not exceeding 7.5 tonnes (N2(A2)) Ashok Leyland Ltd 0 0 0 Force Motors Ltd 17 76 168 Mahindra & Mahindra Ltd 542 0 4,500 Mahindra Navistar Automotives Ltd 0 359 0 Swaraj Mazda Ltd 111 183 1,871 Tata Motors Ltd 2,592 3,073 24,056 VE CVs - Eicher 432 753 4,741 Total 3,694 4,444 35,336 Total LCVs (Goods Carriers) 33,479 38,991 282,677 Total LCVs 37,173 42,697 317,423 Total Commercial Vehicles 72,008 80,616 567,556 IV Two Wheelers A: Scooter/Scooterettee : Wheel size less than or equal to 12” A1: Engine Capacity less than 75cc Mahindra Two Wheelers Ltd 2,065 271 2,290 TVS Motor Company Ltd 2,516 1,752 26,721 Total 4,581 2,023 29,011 A2: Engine Capacity 75cc and above but less than 125cc Bajaj Auto Ltd 0 0 4,460 Hero Honda Motors Ltd 22,940 37,559 212,751 Honda Motorcycle & Scooter India (Pvt) Ltd 78,459 79,786 753,517 Mahindra Two Wheelers Ltd 11,610 10,852 66,650 Suzuki Motorcycle India Pvt Ltd 17,250 21,653 141,353 TVS Motor Company Ltd 28,162 47,435 285,835 Total 158,421 197,285 1,464,566 A3: Engine Capacity 125cc and above but less than 250cc Honda Motorcycle & Scooter India (Pvt) Ltd 0 0 0 LML Limited NA NA NA Mahindra Two Wheelers Ltd 0 0 832 Total 0 0 832 163,002 199,308 1,494,409 Total Scooter/Scooterettee IV Two Wheelers B: Motor cycles/Step-Throughs : Big Wheel size more than 12” B2: Engine Capacity 75cc and above but less than 125cc Bajaj Auto Ltd 143,333 171,924 1,437,546 Hero Honda Motors Ltd 367,730 443,033 4,135,344 Honda Motorcycle & Scooter India (Pvt) Ltd 18,772 16,337 28,578 India Yamaha Motor Pvt Ltd 7,059 5,138 77,338 Mahindra Two Wheelers Ltd 0 49 0 TVS Motor Company Ltd 40,944 51,856 444,306 Total 577,838 688,337 6,123,112 B3: Engine Capacity 125cc and above but less than 250cc Bajaj Auto Ltd 114,538 135,081 1,076,357 Hero Honda Motors Ltd 26,323 34,853 248,149 Honda Motorcycle & Scooter India (Pvt) Ltd 49,858 48,473 496,099 India Yamaha Motor Pvt Ltd 17,840 30,366 206,633 LML Limited NA NA NA Suzuki Motorcycle & Scooter India (Pvt) Ltd 4,490 6,056 49,157 TVS Motor Company Ltd 25,756 21,865 192,570 Total 238,805 276,694 2,268,965 B4: Engine capacity 250cc and above Honda Motorcycle & Scooter India (Pvt) Ltd 0 163 0 India Yamaha Motor Pvt Ltd 0 0 0 Royal Enfield (Unit of Eicher Ltd) 4,702 6,277 52,780 Suzuki Motorcycle India Pvt Ltd 0 0 0 Total 4,702 6,440 52,780 Total Motor Cycles/Step-Throughs 821,345 971,471 8,444,857 C: Mopeds: Engine capacity less than 75cc & with fixed transmission, big wheelsize>12” Engine Capacity<75cc Mopeds TVS Motor Company Ltd 54,521 65,443 571,070 Total 54,521 65,443 571,070 D: Electric two Wheelers Electrotherm (india)Ltd NA NA 2,549 TVS Motor Company Ltd 0 0 18 Total 0 0 2,567 Total Two Wheelers 1,038,868 1,236,222 10,512,903 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 712 898 5,049 Bajaj Auto Ltd 34,031 40,533 337,125 Force Motors Ltd 0 0 174 Mahindra & Mahindra Ltd 2,779 4,502 31,693 Piaggio Vehicles Pvt.Ltd 12,486 13,233 134,650 Scooters india Ltd 464 503 3,087 TVS Motor Company Ltd 2,450 4,427 14,858 Total 52,922 64,096 526,636 A2: No.of seats including Driver exceeding 4 but not exceeding 7 & Max.Mass exceeding 1.5 tonnes Force Motors Ltd 2 192 894 Mahindra & Mahindra Ltd 0 100 30 Scooters india Ltd 296 336 2,878 Total 298 628 3,802 Total Passenger Carrier 53,220 64,724 530,438 B: Goods Carriers B1: Max.mass not exceeding 1 tonnes Atul Auto Limited 719 1,065 7,330 Bajaj Auto Ltd 373 602 9,082 Mahindra & Mahindra Ltd 1,690 1,365 13,974 Piaggio Vehicles Pvt.Ltd 5,383 5,837 50,818 Scooters india Ltd 542 563 3,468 Total 8,707 9,432 84,672 B2: Others Force Motors Ltd 100 0 1,231 Mahindra & Mahindra Ltd 0 510 20 Piaggio Vehicles Pvt.Ltd 0 19 88 Scooters india Ltd 270 338 2,745 Total 370 867 4,084 Total Goods Carrier 9,077 10,299 88,756 Total Three Wheelers 62,297 75,023 619,194 Grand Total of all Categories 1,409,781 1,700,478 14,057,064

48,930 751 890 63,895 152,398

1,792 103 84 2,747 13,562

4,518 105 30 7,026 16,140

10,341 351 941 14,348 90,904

30,542 698 816 44,046 129,435

10 0 0 10 357

74 0 0 74 369

304 12 0 321 3,478

675 0 0 675 3,472

0 0

69 69

0 0

410 410

433 433

4,458 0 4,458

519 1,057 1,576

651 991 1,642

3,409 5,514 8,923

4,347 8,471 12,818

5 0 5

48 0 48

137 0 137

124 0 124

4,968 782 42 41 158 183 6,174 10,632 289,990 344,542

576 117 0 999 0 1 1,693 3,269 29,164 34,570

759 75 15 1,135 16 38 2,038 3,680 35,066 40,466

2,688 729 0 6,240 41 52 9,750 18,673 201,861 244,944

4,873 738 26 10,226 139 172 16,174 28,992 275,235 322,788

0 0 0 0 0 0 0 74 1,568 2,380

1 0 0 0 0 0 1 49 1,808 2,686

71 0 0 10 0 0 81 628 14,356 20,425

35 0 0 0 0 0 35 592 18,667 29,272

8,313 4 0 2,974 3,591 14,882

710 0 275 0 393 1,378

884 0 0 193 372 1,449

5,621 4 2,814 0 5,199 13,638

8,183 4 0 2,873 5,267 16,327

4 0 0 0 45 49

0 0 0 0 30 30

156 0 112 0 89 357

112 0 0 0 225 337

983 160 0 1,870 2,864 14,234 3,015 23,126 38,008

77 28 181 0 246 1,750 266 2,548 3,926

116 5 0 162 383 1,441 404 2,511 3,960

812 158 2,211 0 1,835 13,963 1,796 20,775 34,413

699 149 0 1,912 3,020 12,856 2,517 21,153 37,480

12 0 0 0 0 145 0 157 206

28 5 0 0 2 561 45 641 671

283 5 135 0 28 1,492 406 2,349 2,706

164 10 12 0 34 2,791 451 3,462 3,799

7,288 341 115,906 9,140 186,591 319,266

681 54 9,990 927 12,723 24,375

853 28 10,893 680 15,872 28,326

3,678 281 76,487 11,094 121,403 212,943

6,627 324 103,661 9,124 152,201 271,937

13 0 909 12 1,641 2,575

63 0 1,486 0 2,484 4,033

60 0 6,213 52 10,797 17,122

165 0 11,516 18 24,897 36,596

1,231 0 1,106 9,612 11,949

131 181 0 689 1,001

101 0 0 1,025 1,126

1,886 1,469 0 3,933 7,288

1,219 0 1,134 8,419 10,772

0 0 0 58 58

10 0 0 119 129

9 0 0 210 219

19 0 0 758 777

24 330 0 4,595 1,716 25,173 7,132 38,970 370,185 408,193 752,735

0 34 347 0 279 2,375 445 3,480 28,856 32,782 67,352

0 54 0 306 127 2,553 770 3,810 33,262 37,222 77,688

0 166 3,335 0 1,802 23,986 3,844 33,133 253,364 287,777 532,721

1 280 0 4,315 1,273 22,275 5,287 33,431 316,140 353,620 676,408

0 0 130 0 5 360 52 547 3,180 3,386 5,766

0 4 42 0 93 746 75 960 5,122 5,793 8,479

0 2 1,076 0 473 2,350 636 4,537 21,878 24,584 45,009

0 24 293 0 547 3,865 1,124 5,853 43,226 47,025 76,297

10,947 19,063 30,010

1,526 2,249 3,775

566 1,729 2,295

1,626 24,568 26,194

9,706 21,120 30,826

0 0 0

0 360,443 906,324 159,114 230,718 457,503 2,114,102

62 23,550 77,618 11,227 17,416 25,127 155,000

0 35,732 80,085 12,205 21,565 39,251 188,838

3,760 208,440 739,657 68,077 140,983 274,828 1,435,745

27 342,991 893,335 148,169 230,603 426,988 2,042,113

0 784 782 112 0 1,128 2,806

0 2,240 1,232 224 0 1,675 5,371

1,092 5,832 11,397 1,459 146 10,066 29,992

0 18,482 13,792 1,738 144 18,156 52,312

0 NA 653 653 2,144,765

0 NA 0 0 158,775

0 NA 0 0 191,133

290 NA 305 595 1,462,534

0 NA 858 858 2,073,797

0 NA 0 0 2,806

0 NA 0 0 5,371

0 NA 133 133 30,125

0 NA 0 0 52,312

1,831,942 4,695,069 191,845 69,920 8,556 598,159 7,395,491

103,891 356,746 16,901 4,573 0 36,668 518,779

109,255 434,812 12,587 4,413 0 45,033 606,100

928,882 4,055,304 25,087 62,555 0 359,689 5,431,517

1,159,187 4,589,003 165,866 67,420 5,181 477,543 6,464,200

35,222 7,590 1 1,527 0 9,412 53,752

38,256 8,792 4,000 400 0 13,982 65,430

533,126 82,824 24 9,026 0 90,851 715,851

639,463 102,524 28,547 8,648 0 109,468 888,650

1,572,161 353,182 551,861 292,425 NA 51,648 252,829 3,074,106

90,893 24,944 42,359 13,281 NA 4,119 9,615 185,211

110,826 33,908 44,577 21,366 NA 5,647 12,547 228,871

852,886 238,687 427,023 160,715 NA 47,486 132,669 1,859,466

1,255,416 337,387 492,188 210,067 NA 50,678 154,607 2,500,343

14,842 1,024 6,768 8,069 NA 220 8,425 39,348

16,052 368 4,697 10,584 NA 116 8,080 39,897

191,971 9,043 68,097 56,097 NA 2,111 57,592 384,911

332,974 12,057 61,898 86,881 NA 704 95,213 589,727

163 0 57,351 0 57,514 10,527,111

0 10 4,369 0 4,379 708,369

13 5 5,952 0 5,970 840,941

6 35 50,098 0 50,139 7,341,122

13 59 54,475 0 54,547 9,019,090

0 0 387 0 387 93,487

0 0 410 0 410 105,737

0 0 2,216 0 2,216 1,102,978

0 0 2,606 0 2,606 1,480,983

704,575 704,575

53,010 53,010

64,159 64,159

564,584 564,584

697,418 697,418

1,102 1,102

325 325

6,905 6,905

6,295 6,295

NA 0 0 13,376,451

NA 0 0 920,154

NA 0 0 1,096,233

2,482 229 2,711 9,370,951

NA 0 0 11,790,305

NA 0 0 97,395

NA 0 0 111,433

50 0 50 1,140,058

NA 0 0 1,539,590

10,456 435,721 0 45,012 157,370 4,169 40,112 692,840

785 12,579 3 2,844 11,504 418 2,060 30,193

930 17,128 0 3,839 11,763 443 1,510 35,613

4,986 164,502 152 30,387 130,138 3,029 13,400 346,594

10,261 201,246 10 42,566 141,042 4,134 22,357 421,616

0 15,070 0 180 498 0 518 16,266

18 15,576 0 156 1,492 0 2,917 20,159

29 164,909 0 609 4,603 0 1,716 171,866

250 231,107 0 2,265 17,155 0 17,503 268,280

293 2,729 2,949 5,971 698,811

31 1 249 281 30,474

0 125 288 413 36,026

325 255 2,694 3,274 349,868

26 2,517 2,784 5,327 426,943

42 0 0 42 16,308

70 0 0 70 20,229

602 0 0 602 172,468

154 0 0 154 268,434

8,865 4,679 12,276 62,292 4,810 92,922

717 1,718 1,527 5,081 519 9,562

1,059 645 1,256 5,881 508 9,349

7,302 11,548 13,777 50,659 3,418 86,704

8,889 4,357 11,932 61,549 4,697 91,424

0 0 156 47 0 203

0 0 96 5 0 101

28 0 313 306 0 647

6 174 333 858 0 1,371

15 5,186 166 2,453 7,820 100,742 799,553 17,916,035

118 0 0 197 315 9,877 40,351 1,227,511

1 549 0 222 772 10,121 46,147 1,465,909

1,222 19 0 2,579 3,820 90,524 440,392 12,295,397

107 5,127 0 2,421 7,655 99,079 526,022 15,513,156

0 0 0 0 0 203 16,511 159,953

0 0 24 0 24 125 20,354 191,363

9 0 90 0 99 746 173,214 1,804,426

0 0 162 0 162 1,533 269,967 2,339,333

Auto Monitor

THE OTHER SIDE

Getting Personal with Gajanan Gandhe, Senior Vice President, Asian Operations, IAC

If not in the auto industry, where would you be? Nuclear Physics What car do you drive? What do you dream of driving? I have a company car which is mostly an SUV or a minivan depending on which location I am in, primarily because of the space and safety aspects of these vehicles. For driving pleasure, I dream of driving a BMW or a Mercedes convertible in the evening. Otherwise I like the S-Class Mercedes for riding comfort. Your most recent indulgence… The iPad What are you currently reading? Multiple books, the Bhagwad Gita being the most interesting What is Mr Gajanan Gandhe doing when not talking auto? Watching sports, movies, meeting friends or relaxing An outdoor activity you would miss office for… Being in the Chamba Valley in the Himalayan Mountains by the Beas River Where did you go for your last holiday? On a cruise on the Yangste River and the Three Gorges Dam in China You get angry when… While I try my best to control my anger, I do not appreciate when people lie to cover their mistakes What is the one thing you would like to change about you? Improve my health and lose some weight Best thing to have happened to you… Having a great family with a wonderful wife and two boys

1 - 15 May 2011

In Person Gajanan V Gandhe is Senior Vice President, Asian Operations for International Automotive Components (IAC) Asia, a subsidiary of International Automotive Components Group North America. In this role, Gandhe is responsible for the Asian region (Korea, China, India and ASEAN Region) operations and growth strategy, which presently includes two JVs, manufacturing sites in India and China and regional headquarters in Shanghai. Additionally, he has helped expand new business with global and local OEMs, including Mercedes, BMW, Volvo, General Motors, SAIC, Geely, BBDC, Mahindra and Mahindra and Mahindra International. Gajanan has more than 20 years of engineering and management experience in the automotive industry in US, India and China. Prior to IAC, he worked in numerouss leadership positions rs, Dow Automotive with Easi Engineering, General Motors, lished the India and Lear Corporation. He established n and was recentEngineering Centre for Lear Corporation ear Corporation ly the Director of Engineering for Lear in China. rom Oakland Gajanan earned his MBA from er’s of Science University, US (Rochester), a Master’s rginia Tech in Engineering Mechanics from Virginia (Blacksburg) and a Bachelor’s of Science m IIT degree in Civil Engineering from ed Bombay, India. In 2009, he graduated ol from the Harvard Business School Advanced Management Program, a two-month intensive executive management program designed for select business leaders from around the world.

An experience I won’t forget…

Illustration: Sachin Pandit

I was driving with my wife and two kids on the fast lane of the Mumbai-Satara highway just past Pune, when a State Transport bus came right in the middle of our lane wanting to take an illegal turn. I tried hard to brake but still had a headon collision with the bus. All of us survived the crash as we had our seat belts on, and the car was designed for frontal crash. We decided never to drive late night after that incident.

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