ABV Indian Institute of InformationTechnology and Management, Gwalior MIS PROJECT REPORT (MIS Employed in Maruti Suzuki India Ltd.) Submitted to: Submitted by: Dr. Vinay Singh Pooja Karmakar (2016MBA-20) Sh rahi Singh Karanwal 1 | Page (2016MBA-28) Acknowledgement We are thankful to the prestigious campus of ABV IIITM Gwalior for providing us the esteemed platform for enhancing our knowledge and skills of management discipline. We are also thankful to our mentor Dr. Vinay Singh for his time to time guidance for the improvement of project work. This unique way of making the MIS concepts seems really interesting and without his guidance project would have been gone off the track. We hope the project work is up to the expectations. Last but not the least, we are thankful to our parents and friends for their cooperation and also to our group members for working as a very cooperative team and putting in the best efforts to make the project successful. 2 | Page INTRODUCTION................................................................................................... 5 Profile.................................................................................................................. 5 Industrial relations............................................................................................... 10 INFORMATION SYSTEM USED IN MARUTI SUZUKI...................................................12 ORACLE................................................................................................................ 13 SALE PROCESS OF MARUTI SUZUKI........................................................................19 CUSTOMER INTERACTION SYSTEM (C.I.S.)..............................................................19 DEALER MANAGEMENT SYSTEM (D.M.S.)...............................................................21 PROCESS FLOW..................................................................................................... 21 DMS (DATA MANAGEMENT SOFTWARE)..................................................................24 The Maruti System Architecture..........................................................................29 BACKGROUND...................................................................................................... 30 Design Goals............................................................................................... 30 Design Approach and Principles.......................................................................31 Customer Relationship Management:............................................................................. 34 Maruti and CRM....................................................................................................... 34 Key Initiatives................................................................................................... 34 Setting up "Express Service Bays" & "2 - Technician Bays"...........................................34 Service at Door Step through Maruti Mobile Support...................................................35 Maruti Auto Card................................................................................................ 35 Maruti Call Center.............................................................................................. 35 Maruti on Road Services....................................................................................... 35 N2N................................................................................................................ 36 Market Research Department................................................................................. 36 Types of CRM.................................................................................................... 36 Operational CRM............................................................................................... 36 Analytical customer relationship management................................................36 3 | Page Collaborative CRM............................................................................................ 37 Other advantage: which help in CRM............................................................................. 37 A Buying Experience like No Other...................................................................37 Quality Service across 1036 Cities...................................................................37 One Stop Shop.................................................................................................. 38 The Low Cost Maintenance Advantage.............................................................38 SUPPLY CHAIN MANAGEMENT:.............................................................................. 39 COMPUTER INTEGRATED MANUFACTURING(CIM):..................................................40 Model of an Executive Support System...........................................................................41 ESS is used for decision making functions at the highest level...............................................42 RECOMMENDATIONS:............................................................................................ 43 CONCLUSION....................................................................................................... 44 4 | Page Maruti Udyog Limited was renamed Maruti Suzuki India Limited. Govt. 18. The company offers a complete range of cars from entry level Maruti 800 and Alto. SX4 and Sports Utility vehicle Grand Vitara. It was the first company in India to mass-produce and sell more than a million cars. is India's largest passenger car company.28% of the company was owned by the Indian government. of India no longer has stake in Maruti Udyog. It is largely credited for having brought in an automobile revolution to India. Maruti Udyog Limited (MUL) was established in February 1981. The company's headquarters are located in Delhi. INTRODUCTION Maruti Suzuki India Limited (Hindi: ममारुतत ससजक ज क इइंतडियमा तलितमटट डि) a partial subsidiary of Suzuki Motor Corporation of Japan. As of 10 May 2007. Until recently. based on the Suzuki Alto kei car which at the time was the only modern car available in India. of India sold its complete share to Indian financial institutions. its only competitors. Profile Maruti Suzuki is India's number one leading automobile manufacturer and the market leader in the car segment. A star. Govt. Estillo and sedans DZire.the Hindustan 5 | Page . both in terms of volume of vehicles sold and revenue earned. The BJP-led government held an initial public offering of 25% of the company in June 2003. Wagon-R. though the actual production commenced in 1983 with the Maruti 800. With this. accounting for over 45% of the domestic car market.2% by Suzuki of Japan. It is the market leader in India and on 17 September 2007. Swift. and 54. to stylish hatchback Ritz. Grand Vitara is imported from Japan as a completely built unit (CBU). The company annually exports more than 50. Manesar and Gurgaon facilities have a combined capability to produce over 700. remaining all models are manufactured in Maruti Suzuki's Gurgaon Plant. Suzuki’s technical superiority lies in its ability to pack power and performance into a compact. A-star. launched in February 2007 comprise a vehicle assembly plant with a capacity of 100. Through 2004. the term "Maruti" is commonly used to refer to this compact car model ("Maruti" is another name of the Hindu god. During 2007-08. Maruti Suzuki has produced over 5 Million vehicles. It has been rated first in customer satisfaction among all car makers in India from 1999 to 2009 by J D Power Asia Pacific.000 units annually. Nearly 75.024 were exported. WagonR. The Manesar facilities. Swift DZire. Eeco. Maruti Suzuki Alto tops the sales charts and Maruti Suzuki Swift is the largest selling in A2 segment.000 units per year and a Diesel Engine plant with an annual capacity of 100. Maruti 800. over six million Maruti Suzuki cars are on Indian roads since the first car was rolled out on 14 December 1983. depending upon export orders.Ambassador and Premier Padmini were both around 25 years out of date at that point. Maruti Suzuki offers 15 models. The company is a subsidiary of Suzuki Motor Corporation. Gypsy. The rest is owned by public and financial institutions. Its manufacturing facilities are located at two facilities Gurgaon and Manesar south of Delhi. Japan.000 cars annually. till 2004. Due to the large number of Maruti 800s sold in the Indian market. Ritz.000 people are employed directly by Maruti Suzuki and its partners. Maruti Suzuki’s Gurgaon facility has an installed capacity of 350. Estilo. Maruti Suzuki sold 764. More than a million units of this car have been sold worldwide so far. was the India's largest selling compact car ever since it was launched in 1983. Maruti 800. which owns 54. More than half the cars sold in India are Maruti Suzuki cars. Grand Vitara. Maruti Suzuki has been the leader of the Indian car market for over two decades.000 cars and has an extremely large domestic market in India selling over 730.842 cars. Hanuman). Suzuki Motor Corporation. Alto. SX4. It is listed on the Bombay Stock Exchange and National Stock Exchange in India. Omni. Swift. Maruti Suzukis are sold in India and various several other countries.000 engines and transmissions. Swift. of which 53.2 per cent of Maruti Suzuki. 6 | Page . Currently.000 units per annum. Swift DZire. In all. the parent company. A-star and SX4 are manufactured in Manesar. Models similar to Maruti Suzukis (but not manufactured by Maruti Udyog) are sold by Suzuki Motor Corporation and manufactured in Pakistan and other South Asian countries. is a global leader in mini and compact cars for three decades. lightweight engine that is clean and fuel efficient. Osamu in an article writes that it subtly massaged their (Indian delegation's) egos and also convinced them about the sincerity of Suzuki's bid. Nissan and Honda. This highly profitable joint 7 | Page . While the major companies were personally represented in the initial rounds of discussion. Besides being Suzuki's largest subsidiary in terms of car sales. After the death of Sanjay Gandhi. was designed and is made only in India. A-Star. Suzuki Motor Corporation was at that time a small player in the four wheeler automobile sector and had major share in the two wheeler segment. Chairman and CEO of the company ensured that he was present in all the rounds of discussion. Initial rounds of discussion were held with the giants of the automobile industry in Japan including Toyota. Delhi. Suzuki's fifth global car model.Partner for the joint venture Sanjay Gandhi owned the Maruti Technical Services Limited. Maruti Suzuki is also Suzuki's leading research and development arm outside Japan Relationship between the Government of India. Joint venture related issues Maruti Suzuki's A-Star vehicle during its unveiling in Pragati Maidan. Suzuki in return received a lot of help from the government in such matters as import clearances for manufacturing equipment (against the wishes of the Indian machine tool industry then and its own socialistic ideology). the Indira Gandhi government assigned a delegation of Indian technocrats to hunt for a collaborator for the project. land purchase at government prices for setting up the factory Gurgaon and reduced or removal of excise tariffs. under the United Front (India) coalition and Suzuki Motor Corporation over the joint venture was a point of heated debate in the Indian media till Suzuki Motor Corporation gained the controlling stake. Suzuki's bid was considered negligible. Osamu Suzuki. This ensured that Suzuki conscientiously nursed Maruti Suzuki through its infancy to become one of its flagship ventures. which ran into trouble and was liquidated. Currently he is on the Board of Directors. After completing his five year tenure. Jagdish Khattar. 1988 as Director. The relation strained when Suzuki Motor Corporation moved to Delhi High Court to bring a stay order against the appointment of Mr.Bhargava was the managing director of the company since the inception of the joint venture. and had stated in parliament that the Suzuki Motor Corporation is unwilling to localize manufacturing and reduce imports. Joining in 1982 he held several key positions in the company before heading the company as Managing Director. Later in 1987 he was promoted as Chief General Manager. S. The success of the joint venture led Suzuki to increase its equity from 26% to 40% in 1987 and further to 50% in 1992. Bhaskarudu. Till today he is regarded as instrumental for the success of Maruti Suzuki. Mr. Media stated from the Maruti Suzuki sources that Bhaskarudu was interested to indigenise most of components for the models including gear boxes especially for Maruti 800. This remains true. Bhaskarudu had joined Maruti Suzuki in 1983 after spending 21 years in the Public sector undertaking Bharat Heavy Electricals Limited as General Manager. Bhaskarudu as the Managing Director on 27 August 1997. Suzuki Motor Corporation didn't attend the Annual General Meeting of the Board with the reason of it being called on a short notice. Materials and in 1993 as Joint Managing Director. Productions and Projects. In 1982 both the venture partners had entered into an agreement to nominate their candidate for the post of Managing Director and every Managing Director will have tenure of five years. Many politicians believed. Government of India refuted the charges. the Ministry of Industries. Bhargava later assumed the office of Part-Time Chairman. Bhaskarudu was "incompetent" and wanted someone else. 1989 Director. Till today the issue of localization of gear boxes is highlighted in the press. and from 1 January 2000.L.venture that had a near monopolistic trade in the Indian automobile market and the nature of the partnership built up till then was the underlying reason for most issues. Initially R. The issue was resolved in an out-of- court settlement and both the parties agreed that R S S L N Bhaskarudu would serve up to 31 December 1999. Later Suzuki Motor Corporation went on record to state that Mr.S. However. 8 | Page . Suzuki also felt that Bhaskarudu was a proxy for the Government and would not let it increase its stake in the venture. The Government nominated Mr.C. Mr. If Maruti Suzuki would have been able to indigenise gear boxes then Maruti Suzuki would have been able to manufacture all the models without the technical assistance from Suzuki. even today the gear boxes are still imported from Japan and are assembled at the Gurgaon facility. Executive Director of Maruti Udyog Limited would assume charges as the Managing Director.N. The Staff union opposed this sell-off plan on the grounds that the company will lose a major business advantage of being subsidised by the Government. In December the company's shareholders met in New Delhi in an AGM that lasted 30 minutes. demanding among other things. demanding revision of the incentive-linked pay and threatened to fast to death if the suspended employees were not reinstated. Maruti Udyog Limited had relatively few problems with its labour force. About this time. going on a six-hour tools-down strike at its Gurgaon plant. the NDA government. a better pension scheme and other benefits. irked over the suspension of nine employees. A major row broke out in September 2000 when employees of Maruti Udyog Ltd (MUL) went on an indefinite strike. The management has refused to pass on the benefits citing increased competition and lower margins. was accepted by the workforce of the company without any difficulty. first instituted in Japan in the 1970s. Its emphasis of a Japanese work culture and the modern manufacturing process. Employees struck work for six hours in October 2000. and the conflict between the United Front Government and Suzuki may have been the cause of unrest among employees. At the same time around 1500 plant workers from the MUL's Gurgaon facility were agitating outside the company's corporate office demanding commencement of production linked incentives. The standoff with the management continued to December with a proposal by the management to end the two-month long agitation rejected with a demand for reinstatement of 92 dismissed workers.Industrial relations For most of its history. with four MUL employees going on a fast-unto-death. revision of the incentive scheme offered and implementation of a pension scheme. 9 | Page . following a disinvestments policy. when it became predominantly government controlled for a while. proposed to sell part of its stake in Maruti Suzuki in a public offering. But with the change in management in 1997. Structuring. This involves Instant generation of Business analysis report control and monitoring of Man and machine. storage & retrieval of data. 10 | P a g e . Support operations and decision MAKING. INFORMATION SYSTEM USED IN MARUTI SUZUKI MANAGEMENT INFORMATION SYSTEM (MIS): It is the integration & Streamlining of business processes involving Process adherence. 11 | P a g e . Standardizing on Oracle technology and applications would also lower support costs and ensure easy upgrades in the future.ORACLE rHyOpioCnEf-mhFgR5. Its principal activities include the manufacture and sale of motor vehicles and spare parts via a 300-strong dealer network scattered across India.1dSPcvutl&eas Oracle Full Stack: “The open interfaces of Oracle E-Business Suite offered the best integration with our legacy systems. Information Technology.” Rajesh Uppal. First established in 1981. Chief General Manager. the company is now a fully-fledged subsidiary of the Suzuki Motor Corporation. 12 | P a g e . Maruti Suzuki India Limited Maruti Suzuki India Limited has led India’s car market for more than a quarter of a century. “We evaluated several packages but found that the open interfaces of Oracle E-Business Suite offered the best integration with our legacy systems. and human resources functions. procurement. increasing the scale of its operations and prompting a review of its processes and systems.” 13 | P a g e . including Maruti staff. When it came to selecting a solution for the ERP system. insurance. Maruti again turned to Oracle. “Standardizing on Oracle technology and applications would also lower support costs and ensure easy upgrades in the future. Maruti used a number of home-grown systems to manage its various lines of business. Many of these disparate systems could not talk to each other. The Need to Strengthen Management Control Prior to employing Oracle. Oracle Consulting was engaged to install a number of Oracle E-Business Suite modules and integrate them with Maruti existing systems. Oracle also assisted Maruti with change management. and employees of third-party organizations. Why Oracle? Maruti has a successful history of Oracle implementations. beginning with the deployment of Oracle Database and Oracle Real Application Clusters as a stable foundation for its nationwide dealer management system. requiring staff. This time. “Oracle Consulting were exemplary in their conduct throughout the project. It also gained a more manageable and scalable platform to support its rapidly expanding business. “We found that many of the systems integrators did not have sufficient knowledge of Oracle E-Business Suite to guarantee a smooth deployment. By standardizing on a single Oracle platform.” said Uppal.The year 2002 saw Maruti add finance. the company decided to work directly with the vendor to deploy the ERP system. Oracle consultants. The eight-month project involved managing up to 50 people. we would have easy access to technicians with an in-depth understanding of the product and consultants with extensive project management experience and business understanding.” Maruti had previously used external parties to develop and deploy its Oracle solutions. “By engaging Oracle Consulting. and pre-owned car businesses to its portfolio. leasing.” said Uppal. a critical part of the process to ensure quick user acceptance. the company achieved better control of its finance. The dealer management system itself was developed using Oracle Fusion Middleware products. These included Oracle Certified Advantage Partner IBM. deploying the software. including determining Maruti’s requirements and developing a project plan. Oracle Consulting provided three months of post-implementation support. and manage the implementation team Achieved seamless integration with legacy systems. competency assessments. Oracle Consulting was selected to supervise the implementation. Oracle Consulting was responsible for managing the different parties involved in the implementation.Implementation Process In addition to designing the system and providing advice on business process reengineering. and a range of Oracle Human Resources applications. Key Benefits Strengthened management by consolidating on a single financial platform Gained deep insight into financial performance by using Hyperion to analyze budgets and consolidated accounts Lowered procurement costs by streamlining purchasing process Provided HR staff with greater control over recruitment. compensation management. and staff development Ensured a smooth rollout by engaging Oracle Consulting to supervise the design and deployment of the solution. Oracle Procurement. and also assisted Maruti for one month in the lead-up to the company’s year-end closing. To support this growth and improve efficiency. Maruti decided on a phased migration to Oracle E-Business Suite. payroll. the company decided to replace its financial. and human resources systems with Oracle Financials. designing the system. Oracle Consulting deployed the Oracle Human Resources modules. 14 | P a g e . leave management. As a first step. To minimize the impact of the system change on its business. managing the various parties involved. ensuring senior managers have visibility into business performance Promoted user acceptance by developing extensive training programs to help staff transition to the new system Maruti serves within India. the company decided to revamp its information technology systems to provide end-to-end visibility into the organization. and providing post-implementation support. purchasing. who completed part of the functional work (writing custom extensions code and installing Oracle Financials and Oracle Procurement). and gained a comprehensive general ledger that assists in the management of all financial information. It alerts us to possible problems before they impact our operations and has helped improve the accuracy of our forecasts.” Oracle’s acquisition of Hyperion in April 2007 is good news for Maruti. “We use Hyperion to complete scenario. “Now that Streamlined Procurement Lowers Costs Maruti implemented Oracle Purchasing to manage procurement of capital goods. According to Uppal. We are able to respond faster to changing market conditions. while others relied on basic spreadsheets to manage the process.and project-based analytics. This made it difficult for the organization as a whole to have control over capital and services purchasing. we found that the application integrated easily with the Hyperion system. “The system supports all types of reporting and analysis. and conduct financial reporting in compliance with generally accepted accounting principles (GAAP) in India. giving staff and senior management deeper insight into our performance as and when they need it. consolidate accounts across nine subsidiaries. “When we implemented Oracle Financials. With Oracle. 15 | P a g e . so there were no interruptions to the business when we cut over to Oracle from our legacy financial system.” Uppal said.” said Uppal.Standardization Improves Financial Insight The problem with using multiple systems to manage finances was the lack of control over processes and information quality. services. Differing data formats required tedious consolidation. and indirect consumables. Maruti now has a standardized platform to oversee procurement. Prior to implementing Oracle Purchasing. some subsidiaries had a rudimentary system. With Oracle Financials. The system is integrated with Oracle Financials and is currently used by around 10 budgeting staff in Maruti’s finance department. Maruti was able to standardize on a single financial management platform. which boosts our competitiveness. leading to escalating costs and excess inventory. An automated workflow sends purchase orders along the approvals chain and keeps staff in the accounts payable department aware of all procurement activity. Each office followed different workflows. which often meant one division lagged behind another in delivering information. The company has set up a list of preferred suppliers to cut down on the number of vendors it deals with and ensure it has control over costs. preventing real-time access to critical statistics. the company achieved tight control over accounts payable and accounts receivable. Drilling Down to Details with Hyperion Maruti has used Hyperion business performance management software for the past two years to analyze budgets. Uppal said it was adopted quickly after an intensive period of training. Maruti reported better control over HR functions such as recruitment. including direct item procurement. they can search the database and run reports to determine the best candidate for the job. compensation management.” Tight Project Management Ensures Swift Deployment As with all Oracle Consulting-led deployments. After implementing a range of Oracle Human Resources applications.While moving to an electronic system was a major change for most staff. If a new position needs to be filled. “Our HR staff love the system because it has released them from mundane tasks and allowed them to focus their energies on value-adding activities such as performance assessment and staff development.” said Uppal. and costs have been reduced. Maruti deployed Oracle Self-Service HR to free HR staff from basic duties such as changing staff address details and answering queries about payment details and leave entitlements. the time card system for attendance. What the company needed was a single. integrated system to manage its employees. from the initial order to receipt of goods and payment. The details of each employee are stored into a single database. and staff development. A key project challenge was interfacing the Oracle modules with Maruti’s legacy systems. payroll. and the company quickly discovered that using mismatched systems to manage human resources was inadequate. leave management. efficiency has improved. and 16 | P a g e . Oracle Consulting ensured a fast. a major asset for any organization. from which HR staff can access a complete personal and work history. “This helps us attract and retain high-quality people. and ensure there are proper training programs in place to advance their knowledge. “We have a good system that has streamlined procurement and given staff the ability to track the entire process. Staff are encouraged to update their details and apply for vacation time using the system. dispatch systems. Staff can also run reports to determine the skill level of various employees. A steering committee was set up to guide the implementation and ensure consultants had recourse to senior executives for advice. problem-free installation by employing Oracle’s Business Flow Accelerators—an implementation approach that leverages predefined business flow templates to reduce the time and cost associated with application deployments. Their managers can then approve the request online. The project plan delineated the responsibilities of each party and incorporated monthly milestones and testing deadlines.000 people across India. consultants sat down with Maruti managers and key business users to scope out their requirements. “Staff are happier.” Integrated HR System Smartens Workforce Management A period of rapid growth saw Maruti’s workforce expand to 5. competency assessments.” said Uppal. The open. and provided additional training for our super users. helped us design a train-the-trainer program. Oracle Consulting helped ensure tight integration for real-time performance. The Oracle team advised Maruti on process changes and contributed to training programs.” said Uppal. The integration had to be completed without any impact on the company’s business.” 17 | P a g e . Process-wise. “Their assistance was a huge help in overcoming resistance among users and adjusting them to the new system.” said Uppal. Maruti is considering expanding its Oracle footprint. they were happy to adopt the Oracle applications. “With Oracle Consulting.the Hyperion business intelligence platform. so we can access real-time information across all our businesses. For example. we got a total solution—a partner with end-to-end responsibility for developing. installing. “Oracle Consulting developed the user manuals. Maruti generates more than 2.000 invoices each day and any lengthy interruptions could have disastrous impacts on cash flow further down the line. “We would like to further automate supply chain management and integrate more processes with the Oracle ERP system. procurement. The company is evaluating Oracle Advanced Supply Chain Management and Oracle Enterprise Asset Management. modular structure of Oracle E-Business Suite ensured the technical side of the integration was relatively painless. which frequently deals in large volumes. and supporting the solution.” Future Plans After the success of the financials. the team contributed indirectly to Maruti’s efforts to transition users to the new modules. “We are also looking at integrating more systems with Oracle. Once they understood how it worked and the benefits it generated. Ensuring a Smooth Transition While Oracle Consulting was not actively involved in change management. enabling budget and credit checks to be completed online in the legacy system. I expect Oracle Consulting to play a role in future projects. and human resources deployment. True Value. 18 | P a g e .S. Exchange. All daily inquires are feed in the system and Appointments are taken accordingly.I. SOURCES OF CUSTOMER Walk In Reference Telephone CUSTOMER IDENTIFICATION Identification of customer is done according to • Usage • Requirement • Repayment option • Year of repayment • Mid class CUSTOMER INTERACTION SYSTEM (C. and Driving School. Apart from selling car it also provide services facility to its car owner like – Insurance.) All data collected by the agent is processed in a system called C. Finance.I.SALE PROCESS OF MARUTI SUZUKI Maruti Suzuki sells its car through showroom across India.S. Pre-sales Sales Post –sales All these are inter-related to each other 19 | P a g e .S.M. DEALER DATA D. Connection Process SHOWROOM PROCESS FLOW There are three broad processes at a showroom.M.DEALER MANAGEMENT SYSTEM (D.S.M.) All the data collected by the various dealers and showrooms is processed in D.S. prices etc. it greatly increases the chances of him purchasing the car from your showroom. Accessories. extended warranty etc. At this stage. • Create interest and preference for MUL • Give a detailed demonstration and test drive • Provide clarification to queries and handle objections 20 | P a g e . Preventive maintenance of the car The Sales Activities Include: • Visit the prospects • Understanding needs of the prospects • Give a proposition to the customer. pre owned cars. Positive/Negative Full technical tests Pre Advance -Booking Launch Pre-Sales The pre-sales process is very important because if a customer has a satisfying experience during this process. range offered. the customer is indecisive as to which car to buy and from where to buy The customer acquires Knowledge about MUL ‘s range of cars Allied services like finance. insurance. • In case there are too many Sales cases. accessories etc. a special focus is required to serve these Post Sales Follow UP (PSF) Parameters A. Number of customers contacted 21 | P a g e . • Follow-up with the customer • Secure order from customer • Offer allied services like finance. Number of cars sold B. insurance. • Advice customer on all matters related to his car. so that you know what they are doing in market and what response. where the customer is the king. he would like to make enquiries at all reachable sources. PSF percentage (B/A *100) D.” DMS does the following: a) It can keep a record of all enquiries and can generate timely reports whenever required. c) After collecting all information. 22 | P a g e . C. Satisfaction % (D/B * 100) A database is complied which includes the above said parameters. It is also important to keep an eye on the marketing team. d) DMS not only generates Performa Invoice or allot the enquiries to sales executives. Number of dissatisfied customers F. Number of satisfied customers E. it will ask for all required details. Now it depends upon the seller that how efficiently he manages these enquiries and makes efforts to convert the same into productive ones. • Customer Complaints received by dealer are through : E-mail Internet survey forms Telephone Letter Consumer Forum / Legal Notices This data is compiled in software database. DMS (DATA MANAGEMENT SOFTWARE) According to Maruti “Today’s market is a customer-oriented one. they are getting from the market. If a person wants to purchase something. b) At the time of enquiry feeding. It is very important to keep track of each and every enquiry until and unless it is not converted or closed. but it will keep record of the enquiry until and unless the enquiry is not converted or closed. it can generate a Performa Invoice/Offer Letter for the customer. there is an option to allow/disallow the color’s availability. visiting register. An important thing is the availability of the color option. conversion ratio. per day enquiry list. That means within each & every basic model. closed enquiry register. booking register. target v/s achievement report (executive wise/overall) and many more that will definitely help Maruti which believes in customer care and 100% conversion of enquiry The minimum system specifications for using DMS are: • Pentium PC (with CD ROM Drive to install the s/w) • 80 Column DOT MATRIX PRINTER (can be shared within the network) • Windows 95/98/Me or Windows NT/2000/XP • 64 MB RAM • 200 MB free hard disk space There are several DMS Forms: Model Details Basic Models • The information about all the basic models have to be entered using this form. e) DMS generates several reports that help the management as well as the sales team. expenses per enquiry. enquiry lost with reason. pending enquiry register. test drive register. f) It generates reports like enquiry register. 23 | P a g e . 24 | P a g e . If it is “Metallic” then there you have two frames (one is price detail & the second is colors detail for the metallic) to specify the information regarding that option. If you have allowed both color types in the color availability box of the Basic Model Master. but still it will remain in the database 25 | P a g e . Now. then you are free to make entries into the “Metallic” and “Non-Metallic” frames. and insurance amount & handling charges • After. Only the selected colors will be displayed in the enquiry form with this model • There is an option . select (put ticks) the colors from the frames that are available with the model. • Model Variant To make an entry for a variant model. There are options to enter sale price.to make you free from the burden to select the models from the bunch. booking price. If you select “No”. The other frame (which belongs to non-metallic option) is disabled. it is necessary to select its basic model.“Active” . in the enquiry form. RTO amount. you have automatically got the information of the colors availability. then the variant model will not be displayed in the enquiry form. this. you are having the options to add or modify the model colors. You can specify the rates of the accessories along with the associated model. you can specify the details of the accessories and basic models on which these are applicable. According to your specification of the colors. the executives may not be directly using the software. in case if you want to enter or alter a status you can do it with the Status Details form. • Accessories Details In this form. We are providing a list of most commonly used status names and we think that these may fulfill all your needs. A username and password must be provided if you are making a new entry. • Color Details In this form. we have provided a User Manager with the help of which you can create a new user with manager level rights. Only the company name & the city in which it is situated have to be entered. you will have the list of accessories in the booking form with their sale & purchase price. This is because DMS considers each executive as a user with the operator level rights. 26 | P a g e . According to your selection. The status that is being entered defines the exact position of an enquiry. He has to feed his entries and alter them on his own. • Insurance Details Here you can maintain the information regarding the insurance companies. • Financer Details In the financer master form. However. Only insurance company name & its working city are necessary to make the alteration in to that form. Hence. You can make a new entry as well as change an existing entry. You can change the price of the accessory in the booking form. all the information is maintained related with the finance company. Some predefined status is related with report generations are locked from changes. you will have the list of the colors in the Model Variant Details form Executive details • This form is used to create an executive profile. For them. so that it can be self. • Status Details The status details are one of the most important features of AutoSoft. it is very important to select an appropriate name for the status. A photograph of the executive can also be scanned into the system and can be saved with the profile. The others can be altered as your requirement. which is applicable to that sale only. The ‘Close’ field is used to determine whether an enquiry with the given status is active or not. In some companies.defining. We are also maintaining the information regarding the attendance of the executives in a specific training. • Mode Details There can be various ways through which an enquiry can be made. how many executives out of the given list have attended the training? With the help of these training details we are generating various MIS reports. so that in future you can pay more attention on a specific region where your market is strong and maybe you can arrange a camp in that area. so you can find out the total information of a particular training with just one click over there. The enquiries can be categorized into various areas. • Area Details This form can be used to manage various work areas in your dealership. Searching facility is also available. which have been conducted during a particular time period. • Training Details In the Training master form. you can enter the information about the training. These are the enquiry modes. That is. which can be specified using this form. Mode is basically used in the Enquiry Details form to maintain the customer communication with our company. The details provided here can help the management to find out an efficient person for a special task. • Offer Details It is used just to maintain such special offers that are applicable to various basic models 27 | P a g e . The Maruti System Architecture 28 | P a g e . The first version of the system was designed as an object- oriented system with suitable extensions for objects to support real-time operation. fault tolerance is the ability of a system to support continuous operation in the presence of faults. they have implemented Maruti directly on 486 PC hardware. heterogeneous environment. The initial version of the distributed Maruti has also been implemented. Design Goals The design of a real-time system must take into consideration the primary characteristics of the applications which are to be supported. HARDWARE: Most recently. based on the lessons learned from the first design. allowing Maruti applications to run across a network in a synchronized. Unix was not a very hospitable host for real-time applications.BACKGROUND The Maruti project started in 1988. The design of Maruti has been guided by the following application characteristics and requirements: Real-Time Requirements The most important requirement for real-time systems is the capability to support the timely execution of applications. No changes to the UNIX kernel were made in that implementation. providing Maruti applications total control over resources. The proof-of-concept version of this design was implemented to run on top of the UNIX operating system and supported hard and non-real-time applications running in a distributed. they proceeded with the design of the current version of Maruti and changed the implementation base to CMU Mach which permitted more direct control of resources. which was operational in 1990. In this context. and therefore have fault tolerance requirements. Fault Tolerance Many of the mission-critical systems are safety-critical. The feasibility of the fault-tolerant concepts incorporated in the design of Maruti system was also demonstrated. as very little control over the use of resources can be exercised in that system without extensive modifications to the kernel. Therefore. 29 | P a g e . hard real-time manner. 30 | P a g e . The basic design approach is outlined below: Resource Reservation for Hard Real-Time Jobs Hard real-time applications in Maruti have advance resource reservation resulting in a priori guarantees about the timely execution of hard real-time jobs. integration of all the requirements in a single system is a formidable task. connected through a local area network. For example. maintaining the system in a safe and stable state at all times. Design Approach and Principles Maruti is a time-based system in which the resources are reserved prior to execution. The resource requirements are specified as early as 31 | P a g e . system control and coordination becomes a much more difficult task than if the system were implemented in a centralized manner. Because of the conflicting nature of some of the requirements and the solutions developed to date. The time-driven architecture provides predictable execution for real-time systems. a necessary requirement for critical applications requiring hard real-time performance. the real-time requirements preclude the use of many of the fault handling techniques used in other fault-tolerant systems. thus allowing for reasoning about real-time properties in a natural way. The computers and other resources in the system may be homogeneous or heterogeneous. without violating the timing constraints. The resource reservation is done on the time line. The techniques learned in the design and implementations of centralized systems do not always extend to distributed systems in a straightforward manner. A scenario defines the set of jobs executing in the system at any given time. A hard real-time system must be capable of switching from one scenario to another. This is achieved through a calendar data structure which keeps track of all resource reservations and the assigned time intervals. Due to the autonomous operation of the components which cooperate. Distributivity The inherent characteristics of many systems require that multiple autonomous computers. Scenarios Many real-time applications undergo different modes of operation during their life cycle. cooperate in a distributed manner. Integration of Multiple Requirements The major challenge in building operating systems for mission-critical computing is the integration of multiple requirements. and refined through all phases of application development. analyzed. 32 | P a g e . possible in the development stage of an application and are manipulated. As fault handling may result in violation of temporal constraints. • Predictability through Reduction of Resource Contention Hard real-time jobs are scheduled using a time-driven scheduling paradigm in which the resource contention between jobs is eliminated through scheduling. there may be resource contention leading to lack of predictability. and the capability to switch modes of operation. Under anticipated load and failure conditions. Fault tolerance is supported by early fault detection and handling. replication is used to make the application resilient. the system provides basic dispatching mechanisms for a time-driven system. Separation of Mechanism and Policy In the design of Maruti. the aim of the Maruti project has been to develop a system which can be tailored to use in a wide variety of situations-from small embedded systems to complex mission critical systems. it is imperative that the design be such that it is portable to different platforms and makes minimal assumptions about the underlying hardware platform. Portability and Extensibility Unlike many other real-time systems. This is countered by eliminating as much of resource contention as possible and reducing it whenever it is not possible to eliminate it entirely. Fault detection capabilities are integrated with the application during its development. such as non-real-time activities. resilient application structures through redundancy. keeping the design of specific scheduling policies separate. Since resources may be shared between jobs in the calendar and other jobs in the system. not all jobs can be pre-scheduled. The lack of predictability is compensated by allowing enough slack in the schedule. Thus. the system can be tailored and optimized to different environments. This results in reduced run time overheads and leads to a high degree of predictability. The same approach is followed in other aspects of the system. By separating the mechanism from the policy. it may become necessary for the system to revoke the guarantees given to the hard real-time applications and change its mode of operation dynamically so that an acceptable degraded mode of operation may continue. Integrated Support for Fault Tolerance Fault tolerance objectives are achieved by integrating the support for fault tolerance at all levels in the system design. an emphasis has been placed on separating mechanism from policy. Failure of a replica may not affect the timely execution of other replicas and thereby the operation of the system it may be controlling. Portability and extensibility is also enhanced by using modular design with 33 | P a g e . With the rapid change in hardware technology. However. permitting the use of application-specific fault detection and fault handling. for instance. In this environment temporal accuracy is maintained with respect to a virtual real-time. well defined interfaces. In this way we may debug an application while maintaining all temporal relationships. This allows for integration of new techniques into the design with relative ease. Support for Multiple Execution Environments Maruti provides support for multiple execution environments to facilitate program development as well as execution. In this environment the same code which runs in the other two environments can execute while access to all UNIX debugging tools is available. Soft. In addition. a process we call temporal debugging. Since they may be sharing data and resources. the Maruti/Virtual environment has been designed to aid the development of real-time applications. they must execute within the same environment. Support for Distributed Operation Many embedded systems need several processors to carry out their computations. The virtual time may be paused at any instant and the debugging tools used to examine the state of the execution. Support for Temporal Debugging When an application executes in the Maruti/Virtual environment its interactions are carried out with respect to virtual real-time which is under the control of the user. Support of Hard. soft. 34 | P a g e . Real-time applications may execute in the Maruti/Mach or Maruti/Standalone environments and maintain a high degree of temporal determinacy. and Non-Real-Time in the Same Environment Many critical systems consist of applications with a mix of hard. The user may speed it up with respect to actual time or slow it down. their use in hard real-time applications requires operating system support for coordinated resource management. When multiple processors function autonomously. Maruti provides coordinated. and non-real- time requirements. time-based resource management of all resources in a distributed environment including the processors and the communication channels. The Maruti/Standalone environment is best suited for the embedded applications while Maruti/Mach permits the concurrent execution of hard real-time and non-real-time UNIX applications. The approach taken in Maruti is to support the integrated execution of applications with multiple requirements by reducing and bounding the unpredictable interaction between them. the company strengthened the existing practices and experimented with many new initiatives by way of kaizens (continuous improvements) to delight its customers. Maruti is investing a lot of money and effort in building customer loyalty programmes. the products are supported by rapidly expanding networks. the market structure changed drastically. pre owned cars and so on. 35 | P a g e . which it had not faced in the last 18 years.Technicians Bays. Key Initiatives Setting up "Express Service Bays" & "2 . reducing profits. As a result of the internal turmoil and the changes in the external environment.Customer Relationship Management: In these competitive times the challenge is to keep inventing newer ways of doing things to keep the customers in your fold. and increase in inventory levels. spares. and included new service programs to meet unsaid needs of customers. Maruti faced a depleting market share. D. These initiatives ranged from product design and quality to network expansion. The company takes great pride in sharing that customers have rated Maruti Suzuki first once again in Customer Satisfaction Survey conducted by independent body. and all of them were in expansion mode last year to enable the company get closer to the customer. The company has retained its competitive edge by offering high quality products. Power Maruti and CRM Post 1998. Over the last few years. The company has diverse networks for new cars. This forced Maruti to create the land-mark in CRM by launching a website for the customers in the year 1998. J. In the field.Technician Bays" As the name suggests the company set out to delight its customers by offering them faster car service by introducing new concepts such as Express Service Bays & 2. These are done for customers who are hard pressed for time. service. Both the initiatives undertaken in this direction have helped improve customer interface and also helped increase the productivity and capacity of existing workshops. Maruti on Road Services The MOS ensures: Round-the-clock services in most of the cities A computerized call-monitoring system dispatches a mobile MOS van to the customer at the earliest All MOS vans are managed by qualified Maruti Authorized Dealers / MASS technicians who are trained by Maruti in problem diagnosis 36 | P a g e . The CIC will help MUL rapidly build an information pool of over 3 million Maruti owners as well as that of its prospective customers. Maruti Mobile Support is a first of its kind initiative and is expected not only to help the company reach out customers in metro cities but also as a mean to reach semi urban /rural areas where setting up of new workshop may not be viable Maruti Auto Card Maruti Auto Card in association with Master Card. Service at Door Step through Maruti Mobile Support Another unique initiative is the door step service facility through Maruti Mobile Support. Maruti Call Center Maruti has proper customer complain handling cell under the CRM dept. brings the customer all the advantages of an international credit card in addition to bringing the customer an opportunity of earning valuable Auto points for his next Maruti car. the better its predictions and recommendations will be. The customer are charged only Rs. Convenience services and Remarketing. and staff can retrieve customer information as necessary. Interactions with customers are generally stored in customers’ contact histories. They capture the CRM data throughout the customer buying cycle through their CRM softwares and analyse the changing customer trends.100 on labour and spares N2N Maruti’s N2N Fleet Management Solutions for companies. Maintenance. along with the information necessary for carrying out the tasks. 37 | P a g e . Services include end-to-end backups/solutions across the vehicle’s life: Leasing. Market Research Department Their Market Research department remains on its toes to study the changing consumer behaviour and market needs. It makes heavy use of data mining and other techniques to produce useful results for decision making. data is gathered from various CRM efforts and analyzed to identify cross. takes care of the A-Z of automobile problems. Operational CRM Operational CRM refers to the customer facing business processes such as sales. It is at the analytical stage that the more information that the analytical software has available for analysis. eliminating the need to individually obtain this information directly from the customer. The tasks that come from these processes are then passed on to the employees responsible for them. Maruti enjoys 70% repeat buyers which further bolsters their claim of being customer friendly Types of CRM There are three main parts of the CRM process in Maruti: analytical.and up-selling opportunities. and collaborative. operational. This provides staff members with immediate access to important information on customer products and prior calls etc. Managing Campaigns Enterprise marketing Automation Sales force Automation Sales Management System Analytical customer relationship management In this aspect of CRM. marketing and service. This data gathering is a ongoing process which allows for business decisions to be continually refined over time based on feedback from earlier analysis. D. Analyzing customer behaviour in order to take decisions regarding products and services. Least problems experienced with vehicle serviced. phone. 6.Sales intelligence CRM Sales intelligence CRM is similar to analytical CRM but is intended as a more direct sales tool Features include alerts sent to sales staff regarding: Designing and executing targeted marketing campaigns. Collaborative CRM Collaborative CRM streamlines interactions with customers through all channels – email. and data together to allow companies to better serve and retain their customers. and fax – by supporting ease of interaction and coordinating employee teams and customers. best service delivery. Power CSI study also reveals that 97% of Maruti Suzuki owners would probably recommend the same make of vehicle. 5. Quality Service across 1036 Cities In the J. 3. employees. with a workforce of over 6000 trained sales personnel to guide MUL customers in finding the right car. Management information system (Forecasting or Budgeting). 2. processes. letter. best service initiation experience.eg customer acquisition and cross selling. It’s a customer relationship management solution that brings customers.D. best in-service experience. best service advisor experience. Other advantage: which help in CRM A Buying Experience like No Other Maruti Suzuki has a sales network of 307 state-of -the-art showrooms across 189 cities. while 90% owners would probably repurchase the same make of vehicle. The J. Power CSI Study Maruti Suzuki scored the highest across all 7 parameters: 1. most user-friendly service and 7. 4. 92% of Maruti Suzuki owners feel that work gets done right the first time during service. highest service quality. One Stop Shop 38 | P a g e . Whether it is easy finance. exchange. It is in the economy segment that the affordability of spares is most competitive. Not so in the case of a Maruti Suzuki. fleet management services. Following diagram summarizes the role of CRM in MARUTI SUZUKI: 39 | P a g e . and it is here where Maruti Suzuki shines. insurance.Maruti Suzuki is set to provide a single-window solution for all car related needs. customers will find all car related needs met under one roof. The Low Cost Maintenance Advantage The acquisition cost is unfortunately not the only cost customers face when buying a car. At Maruti Suzuki. . The entire process is IT driven and any exception during production. planning. and Windows FTP technology. and dispatch status to the distributor. All of the above processes are detailed in databases which are maintained under high security and accuracy. It covers the entire process from when a distributor orders a vehicle to production to shipment. there is transparency in the export supply chain. Oracle forms. It also updates distributors' systems to facilitate their dispatch planning. It facilitates electronic transfer of orders and acknowledgements. 40 | P a g e . and factory dispatch can be traced and corrective action made with no delay. These are the various processes which are involved in the Supply Chain Management.SUPPLY CHAIN MANAGEMENT: Using a combination of Unix Shell programming. It provides all stakeholders complete visibility of an order's progress. and communicates the daily progress of a production plan.Net. the availability of process planning and its data. It is also known as flexible design and manufacturing • CIM is most useful where a high level of ICT is used in the company or facility. manufacturing can be faster and less error-prone. Hence Maruti uses this system which assists in designing the automobiles which bring about innovation in the product line of Maruti. Through the integration of computers. • This integration allows individual processes to exchange information with each other and initiate actions. CAD SOFTWARES: Solid Edge Unigraphics(NX-5) Autocad Tecnomatix Teamcenter(CAM) 41 | P a g e . Typically CIM relies on closed-loop control processes. such as CAD/CAM systems.Following is the Distribution Network followed in Maruti: COMPUTER INTEGRATED MANUFACTURING(CIM): • (CIM) is the manufacturing approach of using computers to control the entire production process. although the main advantage is the ability to create automated manufacturing processes. based on real-time input from sensors. In nutshell. The Information management. process management and global collaboration supported by Teamcenter® software More efficient and innovative design and manufacturing with NX™ software Ability to simulate manufacturing processes using Tecnomatix® software 42 | P a g e . PLM’s information management capabilities address the issue of the many platforms. The number of ECN errors has also been cut in half. Cost reduction. an improvement of 54 percent. which had been occurring to some extent before the PLM implementation. On a recent program. resulting in program delays. is even more effective now. Maruti has reduced prices for five car models 43 | P a g e . knowledge capture and support for global collaboration. engineering change notice (ECN) time at Maruti has decreased by 50 percent. From the business perspective. Factory simulation functionality has had equally beneficial results.PRODUCT LIFECYCLE MANAGEMENT: It has PLM solution with capabilities for information management. NX and Tecnomatix. such delays are now avoided. local variants and export destinations. Maruti has seen a 50 percent reduction in assembly/build issues. The company has Experienced a reduction in design-to-launch time of 25 percent. design reviews include digital mockups. and expects a further reduction of 15 percent as more of the collaboration with Suzuki and suppliers is done electronically in real time. In addition. digital design reviews revealed 36 issues that previously would not have been detected until the prototype stage. Process management permits concurrent development and faster change management and provides a platform for other process improvements Since implementing the UGS PLM solution. Since the implementation of Teamcenter. process management. From the customers’ perspective. Digital 3D plant layouts reduce errors and have cut personnel costs for accommodating new product introductions. the move to the UGS PLM solution is seen in lower prices. With 3D parametric models now representing all elements of a vehicle. all this means vehicles get to market sooner. With the UGS PLM implementation. which people find much easier to understand than drawings. 44 | P a g e .Model of an Executive Support System ESS is used for decision making functions at the highest level. Selection of SAP as ERP Package because of the following reasons: 45 | P a g e . RECOMMENDATIONS: 1.This shows that Enterprise system incorporates every aspect of an organisation. and other information technology components must be created or acquired using a development methodology that ensures that Maruti Records are created. All Information System content must be retained in accordance with the Record Retention Policy and Schedule. orders are moved to a manufacturing floor where they are reconditioned. applications. authorizing the sharing of Information only among those who can demonstrate a legitimate business need. Each Information System must have a process to ensure the regular and systematic review and compliance with applicable retention requirements. maintained and disposed of in accordance with the ILM Policies. o Confidentiality ensures that Information is not disclosed to anyone who is not authorized to access it. It also ensures that Information has not been changed and has not been exposed to unauthorized modification. etc. orders are very standard and late deliveries are not a problem because a backlog of inventory is available. Maruti Information Systems Must Meet ISP&P Requirements. Later. Economic Order Quantity Concept Traditionally. 3. System. Retention of Information. or disposal. 2. In support of this is the idea of need- to-know. Developers of Information Systems Must Comply with ILM Policy Requirements. buyers purchased based on the Economic Order Quantity concept. inspected. and moved to a warehouse. This model encourages buyers to place large orders to achieve price breaks. Information Systems must also meet the following information security requirements set forth in the GM ISP&P: o Availability ensures that Maruti Information is accessible when and where it is needed. o Integrity ensures that Information is correct or accurate to the degree anticipated by those who use it. 46 | P a g e . Orders are then delivered to a receiving area. Manages the complete vehicle order to delivery process. infrastructure. Resource Planning. With this system. Manufacture and deliver components Handle warranty claims with efficiency and accuracy Enhance dealership management Improves relationship with customers and partners Improves logistics. ‘win-win’ negotiating styles. the system informs the parts manager and forwards an order to any of part distribution centers. 8. Development of a network with experts in the fields of Benchmarking. and can account for regional discrepancies 47 | P a g e . as well as local usage data. It knows national averages for dealership parts use. This model is characterized by the following: A high frequency of both formal and informal communications Cooperative attitudes A trusting relationship Problem-solving. The system compares a dealer's daily sales to its inventory list. 4. collecting data as ebXML through an automated polling system. there can be a centralized. build. As a part of Inventory Management System. and buy innovative new vehicles 6. The alternate approach to the adversarial model used in the past is the partnership model. Lean Enterprise and Supply Chain Management 7. with an emphasis on managing total costs Long-term business agreements Open sharing of information by multi-functional teams Vendor certification and defect prevention approaches 5. If any part falls below five units. Web-based system which tracks what parts are used each day out of a dealer's inventory. A strategy of “leaning” the supply chain through internet technology which involves using the Web to design. E-procurement process which is the reverse auction process where vendors bid online to supply requirements. Six Sigma. The total investment of Rs. When IT sector flourished and attracted the whole world to its functionality.CONCLUSION From all the above information and data collected . it can be concluded that Maruti Suzuki has eventually developed its infrastructure from non-IT based to simple computerization of its internal data base and employee work track and then to networking the whole organization via LANS. 100 crores per annum is not an expenditure but an asset because ROI increased by 34% in the early years of implementation of IT infrastructure. 48 | P a g e .MANS and WANS. Eventually. Maruti Suzuki too realised its importance and started adapting IT at various levels from apex level to executive level to operational level. For future SAP ERM is recommended so that company has a competitive edge in the sector. the organization has implemented ERP ORACLE for all its operations like DMS ( Data Management System) CRM (Customer Relationship Management) MOS (Maruti on road services) SFA (Sales Force Automation) SMS (Sales Management System) SCM ( Supply Chain Management) DN (Distribution Network) CIM ( Computer Integrated Manufacturing) PLM (Product Life-cycle Management) ESS (Executive Support System) CCS (Customer Care System) Currently Maruti Suzuki is successfully reaping the benefits of its MIS . First of all the systems used were CAD/CAM at operational level and TELNET (Black and white Unix based) at all levels. http://www.com/company-at-a-glance.marutisuzuki. http://www. http://www.com/n2n-leasing.marutisuzuki.com/company-profiles.com/Information. http://www.aspx 3.aspx 5.BIBILIOGRAPHY: 1. http://www.com/technology.aspx 4.aspx 2.aspx 49 | P a g e .marutisuzuki.marutisuzuki.marutisuzuki.