“A STUDY ON TQM & STRATEGIES ABOUT TVS MOTORS
AT SAI ENTERPRISE LTD, GAURIBIDANUR”
Dissertation Submitted to the
Bangalore University
In partial fulfillment of the requirement for the award of
MASTERS OF COMMERCE
Submitted by
Rakshith.M.S
(Reg. No: 14NMCOM026)
Under the Guidance of
Prof. Sunil M Rashinkar
Associate Professor
Sindhi College of Commerce
Bengaluru
SINDHI COLLEGE OF COMMERCE
#33/2B, Hebbal, Kempapura
Bengaluru-560024
2016
GUIDE CERTIFICATE
This is to certify that a project report titled “A STUDY ON TQM &
STRATEGIES ABOUT TVS MOTORS AT SAI ENTERPRISE
LTD, GAURIBIDANUR” is based on the original work conducted by
Rakshith.M.S of 2nd year M.Com IV semester bearing Register
No.14NMCOM026 under my guidance and supervision. This project report has
not formed the basis for the award of any other degree/diploma by Bangalore
University.
Place: Bangalore
Date:
Guide signature
Prof. Sunil M Rashinkar
DECLARATION
I hereby declare that project report entitled “A STUDY ON TQM &
STRATEGIES ABOUT TVS MOTORS AT SAI ENTERPRISE
LTD, GAURIBIDANUR”is prepared by me during the academic year 201516 under the valuable guidance and supervision of Prof. Sunil Rashinkar,
submitted in the partial fulfillment of the requirement for the award of the Post
Graduate Degree in “Masters of Commerce” of Bangalore University.
I also declare that this project is the result of my own effort and has not presented
to any other university or institute for the award of degree or diploma.
Place: Bangalore
Date:
Rakshith.M.S
(14NMCOM026)
ACKNOWLEDGEMENT
This study would not have been possible without the time, input and co-operation
of many individuals to whom I am eternally grateful.
I would like to thank the inspiration and constant support of Dr. Mrinmoy
Biswas, Dean, Sindhi College of Commerce.
I am indebted to my guide Prof. Sunil M Rashinkar, Associate Professor, Sindhi
College of Commerce, Bengaluru for his guidance. Even I would like to extent
my gratitude to Dr. Rahul K Kavishwar, HOD, Department of PG, Sindhi
College of Commerce, Bengaluru.
I would like to take this opportunity to thank the constant support of my parents
and family for their assistance and co-operation.
I would like to acknowledge Almighty for showering his blessings on me.
I would like to thank everyone who has been of any assistance to me in
conducting this study.
Rakshith.M.S
(Reg. No: 14NMCOM026)
CONTENTS
SL.NO
TOPIC
PAGE NO
1
Introduction
1
2
Review of Literature
24
3
Research Design
28
4
Data Analysis and Interpretations
69
5
Summary of Findings, Suggestions
&Conclusion
75
Bibliography
Annexure
List of Tables
Serial
No
Name of the Tables
Page No
1
Motorcycle Usage
69
2
Number of two-wheelers used by individual/family
70
3
4
5
6
Number of TVS products
Satisfaction level
Ratings
Purpose of TVS product
71
72
73
74
List of Charts
Serial
No
Name of the Graphs
Page No
1
Motorcycle usage
69
2
Number of two-wheelers used by individual/family
70
3
Number of TVS products
71
Satisfaction
72
5
Ratings
73
6
Purpose of TVS product
74
4
CHAPTER-1
INTRODUCTION
A Study on TQM and its Strategies at TVS Motors
Chapter No 1
Introduction
1.1 Introduction to Automobile Industry:
The Automobile/Automotive industry is a wide range of companies and organizations
involved in the Designing, Development, Manufacturing, Marketing and selling of motor
vehicles. A very important economic sector of the World is automobile sector. This industry do
not include industries dedicated to the maintenance of automobiles. The term Automobile was
proposed by SAE member Elmer Sperry and was created by the combination of Greek and
Latin words viz. Greek word Autos meaning Self and Latin word Motivus meaning Of Motion.
This represents all those vehicles which are self-powered. Automobile industry was begun in
the 1890s with hundreds of manufacturers who had pioneered the motor world. United States
led the world in overall automobile production for few decades. In 1929, before great
depression the US had a 90% production of automobiles/motor vehicles. In 1980, Japan
overtook US and became world’s leader and then again in 2009 China took over Japan’s
position to become the world’s leader in automobile manufacturing.
The Automotive Industry in India is one of the largest industries in the context of
world’s scenario and it accounts for 7.1 percent of the country’s Gross Domestic Product
(GDP). The two wheeler segment with 81% market share is the leader of Indian Automobile
Market, owes to the growing middle class and the young generation. The further growth of the
industry is due to the increasing growth, innovation and demand and the companies also started
exploring the rural markets which results an overall passenger vehicles segment of 13% market
share. India is also a prominent auto exporter and also has strong export growth. The last
financial year 2014-15, the automobile exports grew by 15%. Government of India has made
several initiatives with the major automobile players in the Indian market to make the twowheeler and four-wheeler market a leader in the world by 2020. In India many of the twowheeler manufacturers were granted license in early 60’s well after the tariff commission was
enabled. Chennai, Tamil Nadu is home to around 35%-40% of India’s total automobile
industry.
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

Royal Enfield (India), Madras- technical collaboration with Royal Enfield, UK to manufacture
the Enfield Bullet range of motorcycles.
Bajaj Auto- technical collaboration with Piaggio, Italy to manufacture their best-selling Vespa
range of scooters and three- wheelers with commercial option as well.

Automobile Products of India (API), Bombay- technical collaboration with innocent of Milan,
Italy to manufacture their Lambretta range of Mopeds, scooters and three-wheelers. This
company was actually Rooters group car plant that was bought by M.A.Chidambaram family.

Mopeds India Ltd, Tirupathi- technical collaboration with Motobecane, France to manufacture
the best-selling Mobylette mopeds.

Escorts Group, New Delhi- technical collaboration with CEKOP of Poland to manufacture the
Rajdoot 175 motorcycle whose origin was DKW RRT 125.

Ideal Jawa, Mysore- technical collaboration with CZ- Jawa of Czechoslovakia for its Jawa and
Yezdi range of motorcycles.

Escorts Yamaha, 1984- a joint venture with Yamaha to manufacture motorcycles. In 2008
became India Yamaha Motor.

Hero Motors- a former moped and scooter manufacturer based in Delhi, India. It’s a part of
multinational company Hero Motorcorp (formerly Hero Honda) and hero Cycles, among
others.

Kinetic Honda- a joint venture between Kinetic Engineering Ltd, India and Honda Motor
Company, Japan. The JV was during 1984-1988 for manufacturing 2-stroke scooters in India.
In 1988, the Joint venture was terminated after which Kinetic Engineering continued to sell the
models under the brand name of Kinetic until 2008 later which the interests were sold to
Mahindra.

Standard- produced by Standard motor Products in Madras from 1949-1988. Indian Standards
were variations of vehicles made in the UK by standard-Triumph. Standard Motor products was
the Vanguard, which began to be assembled in 1949. The company was dissolved in 2006 and
the old plant was scraped.

The turn of the twentieth century witnessed the lowering of the automobile industry. Tinkering
by bicycle, motorcycle and machinery entrepreneurs in Europe and the United States led to the
first prototypes of automobiles in the late19th century. French woodworking machinery makers
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Rene Panhard and Emile Levassor built their first car in 1890 with an engine designed in
Germany by Gottlieb Daimler and Wilhelm Maybach. Armand Peugeot, a French bicycle
maker, licensed the same engine and sold his first four lightweight cars in 1891. German
machine manufacturer Carl Benz followed the next year with his four-wheeled car and in 1893
Charles and Frank Duryea built the first gasoline-powered car in the United States. Ransom
Olds has been credited for the first mass producer of gasoline-powered automobiles in the
United States, making 425“Curved Dash Olds” in 1901. The first gasoline-powered Japanese
car was made in 1907 by Komanosuke Uchiyama, but it was not until 1914 that Mitsubishi
mass-produced cars in Japan.

Many significant contributions to the process, product, and organization throughout the
twentieth century can be witnessed from all the regions in the North America, Europe, and
Asia. The competitive structure of the automotive industry that exists today are being shaped
from these innovations. The organization of production inputs such as labor and suppliers of
components and materials as well as the distribution channels are also important aspects of the
growth and development of the industry. Furthermore, various forces outside the industry
shaping the industry structure and strategies are trade flows, regional and international
movement of capital, regional and global policies on trade, environmental regulation, and
intellectual property, and the infusion of information technology throughout the procurement,
production and distribution systems.

Approximately one in a ten jobs in industrialized countries are accounted from the automotive
industry which has become more dynamic and vast. Developing countries often look to their
local automotive sector for economic growth opportunities, particularly because of the vast
linkages that the auto industry has to other sectors of their economy.
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1.1.2 Modern Economic Origins of the Automobile Industry

The auto industry has passed through several stages: (1) craft production (1890-1908), in which
dozens of small enterprises vied to establish a standard product and process; (2) mass
production (1908-1973), precipitated by Henry Ford’s moving assembly lines, which became
the standard operating mechanism of the industry; and (3) lean production (1973–present),
which was initially developed at Toyota under the leadership of Taichi Ohno during the 1950s,
and which introduced a revolutionary management process of product-development and
production.

Mechanization of auto production has also been transformed over the past century, led by the
need for faster and lower-cost production on the supply side of the industry. Ford’s massproduction system relied on standardized designs to enable the construction of assembly plants
that were fully automated and utilized interchangeable auto parts. In its heyday, between 1908
and 1920, Ford streamlined the assembly process to the point where it took just over an hour
and a half to produce one car. Setting the industry standard for production enabled Ford to take
the lead in market share, but it also led to a complacent mindset that hindered innovation. In the
1920s General Motors improved on Ford’s assembly line process by introducing flexibility into
the production system, enabling faster changeovers from one model to the next. However, it
took half a century after Ford stopped mass producing Model T’s in 1927 for another
production paradigm to emerge as the standard in the global automotive industry. Toyota’s lean
production system—which had its beginnings in 1953—drove productivity to new heights by
replacing the “push” system with a “pull” system. Instead of producing mass quantities of
vehicles and pushing them through to dealerships to sell to customers or hold as inventories, the
lean system pulled vehicles through the production process based on immediate demand,
minimizing inventories at suppliers, assemblers, and dealerships. Just-in-time production also
gave a larger responsibility for product design, quality, and delivery to assembly workers and
suppliers than did the mass-production system. Suppliers were not vertically integrated into
auto assembler operations, but rather networked to the assemblers via long-term contracts. This
total system of cost-minimization and responsiveness to customer demands revolutionized auto
manufacturing on a global scale, although the model has been adapted to regional conditions.
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
Product innovation in the automotive industry has mainly been a response to customer
demands, although product positioning is a critical strategic variable for automakers. Ever since
General Motors began producing different types of vehicles for different product segments,
thereby ending the reign of Ford’s low-price, monochromatic Model T, the ability to vary
products on several dimensions has been the main strategic variable of auto producers. U.S.
automakers have mainly been responsive to customers’ desires for comfort, speed, and safety,
and have developed rugged drive trains, plush suspensions and interiors, and stylish chassis and
bodies. In contrast, European auto producers have focused their attentions on performance and
agility features of vehicles, such as steel-belted radial tires, disc brakes, fuel injection, and
turbo diesel engines. For Japanese producers, the miniaturization culture and the scarcity of
fuel, materials, and space largely determine the specifications of cars.

Organizational innovations have also occurred over the past century. In concert with the
introduction of mass production techniques came the vertical organization of production
processes. Auto assemblers internalized the production of critical components in an effort to
minimize transaction costs associated with late deliveries and products that were not produced
to exact specifications. For example, the share of components purchased from outside suppliers
relative to the wholesale price of an American car dropped from 55 percent in 1922 to 26
percent in 1926. During the Great Depression, this propensity to internalize production eased,
with suppliers gaining independence and importance in the replacement parts market.
Automakers found that a highly vertical organizational structure did not permit the flexibility in
operations necessary for product innovation. In the 1930s, Ford’s vertically integrated and
centrally controlled organizational structure gave way to the multidivisional organizational
structure that was implemented by Alfred Sloan at General Motors Corporation (GM). Sloan’s
decentralized configuration of GM fostered an independent environment for the development,
production, and sales of a wide variety of vehicles. With the lean production revolution came
the introduction of organizational reform referred to as the extended enterprise system.
Although Japanese auto manufacturers established and diffused efficient mechanisms of supply
chain management throughout the industry, Chrysler Corporation is credited with successfully
implementing these innovations in the American venue.
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1.1.3 COMPETITIVE STRUCTURE

Rivalry among assemblers in the automotive industry, once contained within national
boundaries, has evolved into global competition. First movers established market dominance in
the early 1900s, and their brands are still the most recognized by consumers today. The fact that
auto producers choose market strategies based on what their rivals are doing indicates that this
is an oligopolistic industry. What is interesting here is that market leadership remains dynamic:
It is not a given that General Motors or Toyota or DaimlerChrysler will be the market leader of
tomorrow.

Before industry standards for products and production were established, hundreds of
automakers existed, each vying to establish a beachhead in the industry. In the United States,
for example, the year 1909 saw the largest number of automakers in operation in a given
year—272 companies. It is estimated that in the first twenty years of the industry’s existence,
over five hundred firms entered the industry in the United States alone. The 1920s brought a
wave of precipitous exits by auto manufacturers, with many firms merging into more profitable
companies. In the 1930s General Motors became the market leader, with Ford slipping to
second place because of a yearlong changeover in production from the Model T to the Model
A. By 1937 General Motors, Ford, and Chrysler—long referred to as the Big Three—had 90
percent of total sales in the U.S. market, forming a dominant-firm oligopoly (General Motors
accounted for 44.8%, Chrysler 25%, and Ford 20.5%). By the 1960s, only seven domestic auto
producers remained.

In the late 1990s Japanese auto manufacturers took over more than a quarter of the U.S. market,
and Big Three market share slipped below 70 percent. Today, there are only two-and-a-half
U.S. automakers—General Motors, Ford, and DaimlerChrysler—collectively capturing 58.7
percent of the U.S. market. GM still has the largest share of the U.S. market (27.3%), but
Toyota’s market share in the United States is just one percentage point below Chrysler’s (13%).
Worldwide, market concentration has also been declining since the mid-1980s, with entrants
such as Hyundai/Kia diluting the collective market share held by dominant automakers.
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
Market rivalry in the auto industry centers on two strategic variables: (1) product variety and
quality, and (2) transactions price, which is manipulated to boost sales. The tension between
shareholder concerns about short-term profitability and a company’s desire for long-term
viability is palpable. Automakers must attract and maintain a solid customer base, building
allegiance to brand name in an effort to maximize earnings in the long term. Maintaining high
customer repurchase rates is critical to long-term profitability in the industry. Therefore,
automakers attempt to attract and keep customers from the purchase of their first car in their
late teens until retirement and thereafter. Product variety at all of the major automakers spans
the full spectrum from small to full-sized cars, although some automakers are better known in
particular market niches. For example, Mercedes, BMW, Lexus, Infiniti, and Acura capture a
third of the upscale market in the United States, whereas Buick, Ford, Mercury, and Toyota are
known for their family-styled traditional cars. Turnkey reliability is the hallmark of Japanese
makes, whereas Ford, Chevrolet, and Toyota appeal to buyers of small or sporty vehicles. The
fastest growing market segment in the United States in recent years has been sport utility
vehicles (SUVs). By the early 2000s, SUVs captured 55 percent of vehicle sales.

Auto producers have used various means to develop a full line of product offerings for a broad
spectrum of customers. For example, GM has historically used acquisition or shareholdings to
offer a variety of brands—including Chevrolet, Oldsmobile, Pontiac, Buick, GMC, and
Cadillac. In the late 1970s, GM purchased shares in Suzuki and Isuzu subcompacts and
imported those vehicles, in part to satisfy Corporate Average Fuel Efficiency requirements. In
recent years, Ford-Mercury-Lincoln has also diversified its portfolio by acquiring Volvo and
Jaguar. Toyota, Honda, and Nissan initiated a clever marketing ploy in the 1980s aimed at
selling luxury vehicles in the United States: They named their luxury brands Lexus, Acura, and
Infiniti, respectively, even though these cars are built on the same platforms as their other
vehicles.

Product quality has been converging over time. As recently as 1998, European and Japanese
makes had fewer vehicle defects than average for cars in their first few months on the road,
whereas U.S. and Korean cars had more defects than average. By 2004 vehicles from all four
regions were within ten defects per hundred vehicles of the average, which had fallen from 176
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to 119 defects per hundred vehicles. Interestingly, both the Japanese and the South Korean
newcomers outperformed U.S. and European vehicles on this quality scale.

To attract customers to a brand, small cars are at times used as a loss leader; that is, a firm will
sell their low-end vehicle at a price below invoice, while recuperating large returns on SUVs,
luxury brands, and specialty cars. Another pricing strategy that is often used by automakers to
clear inventories and to get the customer in the door is discounting. At particular times of the
model year (which typically begins in October and ends in September of the following year)
direct assembler-to-customer discounts as well as dealer-to-customer discounts are used to
adjust transaction prices to ebbs and flows in demand. If the revolutionary pull system becomes
pervasive in the auto industry, the need to manage inventories through end-of-model-year
discounting could become obsolete. However, product positioning will continue to be an
important competitive variable for automakers because demographic attributes drive the needs
and desires of customers.

Automotive suppliers have been gaining global importance in the automotive industry, taking
on the primary responsibility for product development, engineering, and manufacturing for
some critical systems in the automobile. In its initial stage of development, the auto industry
was comprised of auto assemblers that integrated parts production into the enterprise.
Independent auto parts producers mainly supplied aftermarket parts. Throughout the twentieth
century, this vertically integrated structure within assemblers has been replaced by a more
network-oriented tiering structure. Here, assemblers coordinate design and production efforts
with premier first-tier suppliers, while these suppliers are responsible for global coordination of
the supply of their subassemblies and for the coordination of production by sub-tier parts
manufacturers. Thus, first-tier suppliers have been rivaling automakers in market power and in
share of value added to any given vehicle. While it seems unlikely at this time that such
suppliers will evolve into complete vehicle manufacturers, the profit generated by the sale of a
vehicle is shifting toward the supplier and away from the traditional assembler. Automakers,
therefore, face stiff rivalry both from other automakers and from dominant suppliers. Only a
select few suppliers have achieved “true global competency” in the production of automotive
systems, but the industry trend is pointing in this direction. The “Intel Inside” phenomenon
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seen with computers—in which the supplier’s brand identity is critical for the sale of the final
product—has not yet taken over the automotive industry, although “Hemi Inside” could be an
emerging example.

As manufacturing momentum shifted toward auto parts suppliers, so too did the share of labor.
Since the early 1960s, total employment in the U.S. auto industry has ranged between 700,000
and just over 1 million workers. Up until the mid-1980s, auto assemblers employed the
majority of those workers, but from then on the employment share for automotive parts
suppliers in the United States has consistently been greater than the share of workers at
assembly plants. Between 1987 and 2002, the share of automotive sector employment at
assembly plants declined from 44 percent to 36 percent, whereas the share of workers at
automotive suppliers increased from 46 percent to 54 percent. Add to this change the influx of
mostly non-unionized automotive transplants (foreign suppliers and assemblers), the
outsourcing of parts and assembly to foreign nations, and the general sectoral shift away from
manufacturing toward the service sector, and it is clear that the 1980s marked a turning point
for labor in the U.S. auto industry.

Labor unions that represent autoworkers in the United States have had to weather a myriad of
undulations in domestic business cycles since 1935, when the United Auto Workers (UAW)
was founded. (Other unions that represent auto workers in the United States include the
International Association of Machinists and Aerospace Workers of America, the United
Steelworkers of America, and the International Brotherhood of Electrical Workers.) Recent
changes in the organization of the auto industry and in the ownership of domestic firms,
however, present uniquely formidable challenges to union strength. First, the implementation of
lean manufacturing techniques and the drive to achieve globally competitive prices, quality,
and delivery standards is likely to precipitate job cuts as suppliers strive to increase
productivity. Second, only a few automotive transplants in the United States allow union
status—namely, NUMMI (GM-Toyota), Diamond Star (Chrysler-Mitsubishi), and Auto
Alliance (Ford-Mazda), all of which are joint ventures with U.S. companies. Yet, total
transplant employment is rising: Between 1993 and 2003 employment at transplants in the
United States rose from 58,840 to 93,408. The UAW continues to strive to organize labor at
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transplants and is targeting supplier parks near unionized assemblers in an attempt to maintain
locational control. Third, outsourcing of production in a continuously globalizing industry
diminishes the bargaining power of unions not just in the United States, but in Europe as well.
Fourth, auto assemblers and suppliers are increasing their utilization of temporary workers. In
Germany, BMW has a pool of temporary workers that can be utilized at different factories as
needed, and in the United States auto assemblers are increasingly employing contract workers
to reduce costs.

The globalization of the auto industry appears to challenge the status quo for labor in traditional
regions of vehicle production. As employment in the industry shifts toward the supplier sector
and toward emerging economies, the attempt to maintain good wages at traditional plants is
paramount for autoworkers. Total hourly labor cost at GM and Ford for 2005 was estimated at
$65.90, with $35.36 in wages and $30.54 in benefits, healthcare, and retirement costs. Other
estimates for 2004 show earnings of production workers at assembly plants at $1,217 per week,
whereas workers at parts plants earn $872 weekly, and workers in all manufacturing industries
make an average of $529 per week. Autoworkers—particularly those who work in assembly
plants in developed countries—certainly have a great deal at stake as the industry continues to
globalize.

By contrast to labor, the power that dealerships exert on assemblers has historically been
minimal. The push system of production meant that dealerships were the repositories for the
inventory overruns of auto assemblers. Also, up until the 1960s, dealerships could legally be
controlled by automakers. Therefore, auto dealers earn the majority of their profits from
aftermarket sales of parts, accessories, supplies, and service, all of which are a small portion of
their business. With the movement toward a pull system of production, dealerships could play a
more important role in the automotive industry. However, the countervailing threat to
dealerships is Internet-based sales, an innovation that stands to mitigate the market power of
dealerships vis-à-vis auto assemblers.
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1.1.4 Major Countries of Production and Consumption

The Worldwide Big Three automakers are General Motors, Toyota Motor Corporation, and
Ford Motor Company. In 2004 these companies had worldwide market shares of 13 percent, 11
percent, and 10 percent, respectively, and production shares that closely mirrored these
numbers. Interestingly, the geometer of automotive production is the Asia-Pacific region, with
over 23 million units produced in 2004. Japan was the dominant producer, with China a distant
second at half of Japan’s output that year. Western Europe and North America ranked a distant
second and third in worldwide production, respectively, producing between 16 and 17 million
vehicles in 2004. Germany is the dominant producer in Western Europe, while the United
States produces the lion’s share of vehicles in North America.

The biggest consumers of vehicles are North Americans, with Asian Pacific and western
European customers a close second and third. Although per-capita ownership of vehicles in
China is very small (1.5 vehicles per 100 households compared to 50 vehicles per 100
households in Japan in 2001), the number of vehicles sold in China in 2004 fell only a few
hundred thousand short of vehicle sales in Japan. In addition, the growth rate of sales in Japan
between 2003 and 2004 was a sparse 0.1 percent, whereas China experienced a 17.2 percent
growth in vehicle sales during that period. The other countries with over a million in vehicle
sales per year that also had double-digit growth in vehicle sales in 2004 were Russia (24
percent), India (18.2%), Brazil (17%), Mexico (11.8%), and Spain (10.2%). Market
opportunities in these countries are highly dependent on macroeconomic performance and
policies. Hence, automakers pursue a portfolio approach to production and marketing, given the
fragility of economic growth in these regions.

Since the 1960s, auto analysts have looked to a few regions for sources of new productive
capacity: Eastern Europe, Latin America, India, and China. By 1980, however, the eastern
European motor industry had stagnated and during the 1980s severe economic and political
turmoil caused halting growth in the Latin American automotive sectors. In the 1990s
liberalization of trade and investment policies gradually emerged in India and China. Today,
China has captured attention as the location for new automotive productive capacity. Beginning
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with Volkswagen’s investment in 1985, all of the major automakers have established
productive capacity in China through joint-venture relationships with local automakers.

In the mid 1970s passenger car production was practically nonexistent in China. Thirty years
later, sales and profit rates had soared, although capacity utilization is low (between 50% and
60%) and inventories are high relative to their Japanese, European, and U.S. competitors. If
China continues on its pathway from centrally planned economy to modest marketization, and
continues to become more fully integrated into the global economy, then its domestic
automotive industry will most likely steadily expand.

IMPORTANCE OF THE INDUSTRY FOR MACROECONOMIC ACTIVITY AND
INTERNATIONAL TRADE

The automotive industry is an important sector of the overall economy, particularly in
industrialized countries. For example, the automobile is second only to a house in purchase
value for the average American household. The average manufacturing job in the automotive
sector pays 60 percent more than the average U.S. job. It is estimated that the industry
generates 10.4 jobs for every worker directly employed in automotive manufacturing and
support services (excluding auto dealers) in the United States. Employment spillovers are seen
in manufacturing and nonmanufacturing industries, including retail trade and services. In 2000
motor vehicles and equipment (assemblers and suppliers) expenditures on research and
development (R&D) outpaced R&D spending in many of the thirty-nine largest industry
groups, including pharmaceuticals and medicines, semiconductors and other electronic
components, communications equipment, and computers and peripheral equipment.
1.1.5 Changes and Challenges in the Automobile Industry

Auto industry analysts anticipate major organizational and geographical changes in the global
auto industry in response to innovations in auto-manufacturing techniques, reconfigurations in
the loci of demand for vehicles, and growing environmental concerns. A new model of labor
utilization will develop as suppliers and automakers adjust to flexible manufacturing practices
and the globalization of their operations.
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
As of 2007, overcapacity in the global automotive industry is estimated at 20 million units,
which is approximately one-third of global annual production or the productive capacity of the
western European automakers. With minimum efficient scale of production at an assembly
plant estimated at 200,000 vehicles, dozens of assembly plants are likely to close as automakers
strive to improve their profitability. Capacity unitization of about 75 percent is the tipping point
below which automakers are in jeopardy of experiencing financial losses.

Overcapacity, therefore, has triggered mergers, acquisitions, and network alliances. Auto
companies are consolidating and simplifying control and development functions, and
attempting to minimize new investment initiatives, the number of unique parts in their vehicles,
the number of design and production tools used, the number of components made in-house, and
the number of direct supplier relationships. Assemblers are also utilizing modularization to
simplify final assembly processes, and they are experimenting with various organizational
designs as part of the restructuring process. Automakers and parts suppliers are utilizing
vertical and horizontal strategic alliances with the expectation that they will facilitate the
development of new products and the spread of automotive productive capacity to new
geographic regions. These ventures, however, will also create new competitors, particularly in
emerging economies.

However, consolidation has not proven to be a panacea for optimizing productive capacity in
the industry. Mergers have typically occurred between companies that have complementary
product lines and therefore the opportunities for retiring some plants are diminished. Effective
rationalization brings job losses. Yet mergers between companies from different countries
(such as Germany’s Daimler-Benz and Chrysler in the United States) have not typically
brought capacity reduction, because political forces strive to maintain domestic jobs.

Analysts anticipate that production will shift away from traditional regions in North America,
Europe, and East Asia to Brazil, China, India, and countries in Southeast Asia. Trade
liberalization will facilitate this geographical shift in production, as well as increased
communalization —the sharing of principal components and platforms—although consumer
tastes will militate against the full introduction of a homogeneous “world car” from each
automaker. Communalization—coupled with the differentiation of products based on regional
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tastes—is already practiced by Ford and Honda, and other automakers are also adopting this
practice. There is no clear evidence, however, that automakers are converging on one
comprehensive paradigm of production.

Economic growth in East and South Asia is also expected to influence the locational decisions
of auto producers. For example, economic and political developments in China during the past
decade have had considerable influences on global sourcing and production decisions of
German, American, and Japanese automakers. Growing disposable income among middle-and
upper-income citizens, burgeoning industrial development in coastal regions, and the periodic
liberalization of personal finance markets are driving demand for passenger cars and
commercial vehicles in China. Given these trends and the size of the market, automakers
anticipate good returns from their productive capacity in the Far East. Yet, exuberance over the
potentially hot auto market in China is tamed from time to time by the prospect that the
underpinnings of that market rests importantly on government fiat.

The automobile industry will also need to continue to address a range of environmental
concerns related to carbon dioxide levels and other health risks. While estimates vary widely as
to the impact that vehicle emissions have on the global environment, automakers have made
emissions and safety adjustments to their automobiles over time. In the United States, rules and
guidelines that originated in the 1970s—such as the Corporate Average Fuel Efficiency
Standards (CAFE) and federal safety regulations—have brought about significant emission
reductions. Thirty years since CAFE standards were put in place, new cars in the United States
emit approximately 1 percent of the smog-producing compounds emitted by new cars in the
1970s. This progress is not solely the result of government regulations, however. The Alliance
of Automobile Manufacturers—a trade association of nine automakers from the United States,
Germany, and Japan—has identified clean energy technologies as a means to further economic
growth in the industry. It is important to note, however, that increased use of vehicles and
persistent use of vehicles with old technology mitigate some of these important strides.

Automakers around the globe are also engaged in developing new technologies and products,
such as electronic fuel cells, navigational systems that manage congestion problems, and
“telematics” (telecommunications capabilities). Information technology networks will be fully
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integrated into the R&D, procurement, manufacturing, and distribution functions of the
enterprise structure. The Internet and Web-based communications are expected to drive the
next transformation in the automobile industry. The next frontier in distribution channels is
fully to implement a build-to-order system. While dealerships might not become obsolete, the
efficiency of the pull system will reduce their inventories and associated costs. Implementing a
system similar to the Dell Direct model could mean significant cost reductions in the
distribution and purchasing functions of firms in the industry.
1.2 INTRODUCTION TO TOPIC
1.2.1 History
After the World War II, American forces brought in its experts to help restore and
rebuild Japanese industry while the Civil Communications Section (CCS) developed a
Management training program to teach about the statistical control methods as a part of the
overall material with a greater exposure. Homer Sarasohn and Charles Protzman developed and
taught them the course during 1949-1950. For a further training in these statistical methods
W.Edwards Deming was recommended by Sarasohn.
The improvement of Japanese management skills was made a task to The Economic and
Scientific Section (ESS) group and to properly install the Training within Industry (TWI)
programs Edgar McVoy was made instrumental in bringing Lowell Mellen in 1951. The ESS
group had made a training film in introducing the three TWI “J” programs i.e. Job Instruction,
Job Methods, Job Relations. The film was titled “Improvement in 4 Steps” which was prior to
the introduction of Mellen in 1951.Thus, Kaizen was introduced to Japan. The Second order
Medal of the Sacred Treasure award was declared by the Emperor of Japan for pioneering,
introduction and implementation of kaizen. In the subsequent years the Japanese Union of
Science and Engineering (JUSE) instituted the annual Deming Prizes for the Achievements
made in quality. The very first company outside Japan to be awarded with the Deming Prize
was Florida Power & Light co. (FPL), an US based company for the great accomplishments in
Quality-Control Management on October 18, 1989. Today, TQM is perhaps the major
preoccupation of organization world-wide. However, in the recent years, Total Quality
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Management (TQM) has captured the world-wide attention and is being adopted in many
organizations, both profit & nonprofit. TQM is being accepted as a management philosophy.
Many organizations around the globe conducts Organizational Development (OD) program to
enhance quality awareness and change the attitudes of their employees. These efforts towards
understandings, adopting and promoting TQM are primarily because of the changes taking
place in the global economy, changing market conditions and customer’s expectations and
increasing competitive pressure. Many large organizations have recognized the important
contributions that TQM can make in dealing with these challenges.
The objective of this chapter it to trace the evolution of TQM, as general philosophy
and a set of paradigms; Attempt is also made to discuss the significant contributions of various
pioneering promoters of TQM philosophy towards the design, development and application of
TQM systems. Various definitions and models of TQM are also outlined is this chapter to have
a preliminary but fundamental grasp over the subject. TQM, thus, can be considered as being
constituted of two composite elements namely Quality Management meaning that aspect of the
overall function that determines and implements the quality policy and Quality Systems
meaning the collective plans, activities and events that are provided to ensure that a product,
Process or service will satisfy given needs.
TQM has evolved itself to be associated more often with statistical tools and process
control, than with a method of management. In its essential sense, TQM is a means of operating
a business that seeks to maximize an organization’s value through maximizing customer
satisfaction at the lowest possible cost and is achieved by continuously improving all processes
within the organization and collaborating with people. Total Quality Management is thus based
on the concepts and philosophies advocated by Juran, Deming, Crossby, and Feigenbaum.
Conceptually, TQM emphasizes on:
Creating a production oriented total quality culture.
Creating a Customer-oriented manufacturing environment.
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Recognition and reward for improvement efforts.
1.2.2 QUALITY
‘Quality’ though familiar to everyone has a variety of uses and meanings. The classic
perception of quality is the position of a product attitude on a good-bad scale. Most people
associate it with defects in products. However, quality relates not only to the product but also to
the instruction for its use, to installations, to service, to marketing and so on. Quality has been
defined in various ways, some of the important definitions of quality are presented below:
1. Quality is fitness for use (Juran, 1974).
2. Quality is conformance to requirements (Crossby, 1984).
3. Quality means the actual use and the selling price of the product (Feigenbaum, 1961).
4. Quality is the capability composite of products or services to knowingly satisfy those
preconceived composite wants of the user(s) that are intelligently related to the characteristics
of performance, and do not cause major overt or convert reaction or actions by other people
(Johnson, 1987).
5. The Totality of features and characteristics of products or services that bears on its ability to
satisfy given needs (ANSI & ASAC, 1978).
Quality is, thus, both a user-oriented and a production-oriented expression. From the
user’s point of view, quality is an expression of the products/services usefulness in meeting the
needs and expectations and its reliability, safety, durability and so on. From the production
point of view, the quality of a product is measured by the quality of its performance which
depends on the quality of design and the quality of conformance. Quality of design is
concerned with the stringency of the specifications for manufacturing the product. The quality
of conformance is concerned with how well the manufactured product conforms to the original
requirements.
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Different views of quality are held by marketing, engineering and manufacturing departments.
Garvin (1988) outlines these as :
Quality, therefore, is
⇒ Defined by the customers
⇒ A measure of achievement of customer satisfaction
⇒ fulfilling the customer’s needs/requirements
⇒ Value for money
⇒ Keeping one’s word
⇒ Ensuring no defects
⇒ Image of the company and customer confidence in the organization
⇒ A precise and measuring variable
⇒ Utility to the society
1.2.3 CHARACTERISTICS OF TQM
The Characteristics of TQM, as revealed from the above definitions and models are as follows:
1. TQM is customer oriented.
2. TQM requires a long term commitment for continuous improvement of all processes.
3. The success of TQM demands the leadership of top management and continuous
involvement.
4. Responsibility for establishment and improvement of system lies with the management of an
organization.
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5. TQM is a strategy for continuously improving performance at all levels and in all areas of
responsibility.
1.2.4 The Fundamental elements of TQM
1. People: TQM aims at empowering people so as to accomplish optimal business results
through teamwork. This involves training that focuses on communication skills, interactive
skills and effective meeting skills. Such training enables people to be actively involved in the
continuous improvement of products and processes and leads to improved teamwork.
2. Continuous improvement: It involves the fundamental principle of quality, the Daming
cycle and th4e PDCA (Plan, Do, Check, Action) cycle. The iteration of cycle is the never
ending pursuit of excellence.
3. Process : The use of problem solving process as a guide to analyze a problem, choose a
solution, develop an action plan and evaluate implementation results ; and the use of quality
improvement process for reducing customer requirements to a specification and specification to
a defined work process so as to focus attention on the customer and customer requirements.
4. Customer: TQM’s primary focus is the customer and customer satisfaction. Customer
perceptions of quality that correlates with customer’s satisfaction are expected quality,
satisfying quality, delightful quality, indifferent quality and reverse quality. These must be
aimed at to prevent customer dissatisfaction, to meet customers’ expectations and delighted
them.
Quality standards The International Organization for Standardization (ISO) created the Quality
Management System (QMS) standards in 1987. These were the ISO 9000:1987 series of
standards comprising ISO 9001:1987, ISO 9002:1987 and ISO 9003:1987; which were
applicable in different types of industries, based on the type of activity or process: designing,
production or service delivery.
The standards have been regularly reviewed every few years by the International Organization
for Standardization. The version in 1994 and was called the ISO 9000:1994 series; comprising
of the ISO 9001:1994, 9002:1994 and 9003:1994 versions. The Quality Management System
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standards created by ISO are meant to certify the processes and the system of an organization
and not the product or service itself. ISO 9000 standards do not certify the quality of the
product or service.
Recently the International Organization for Standardization released a new standard, ISO
22000, meant for the food industry. This standard covers the values and principles of ISO 9000
and the HACCP standards. It gives one single integrated standard for the food industry and is
expected to become more popular in the coming years in such industry.
ISO has a number of standards that support quality management. One group describes
processes (including ISO 12207 & ISO 15288) and another describes process assessment and
improvement ISO 15504. Business benefits of ISO 14000 This section identifies typical
benefits for organizations of implementing ISO 14000 standards. Most managers will try to
avoid pollution that could cost the company a fine for infringing environmental legislation. But
better managers will agree that doing only just enough to keep the company out of trouble with
government inspectors is a rather weak and reactive approach to business in today's
environment-conscious world.
The ISO 14000 standards are practical tools for the manager who is not satisfied with mere
compliance with legislation – which may be perceived as a cost of doing business. They are for
the proactive manager with the vision to understand that implementing a strategic approach can
bring return on investment in environment-related measures.
The systematic ISO 14001:2004 approach requires the organization to take a hard look at all
areas where its activities have an environmental impact. And it can lead to benefits like the
following:
reduced cost of waste management
savings in consumption of energy and materials
lower distribution costs
improved corporate image among regulators, customers and the public
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framework for continual improvement of environmental performance.
The manager who is "too busy managing the business" to listen to good sense about
environmental management could actually be costing the business, instead of achieving
benefits like those above.
1.2.5 The Concept of Continuous Improvement by TQM
TQM is mainly concerned with continuous improvement in all work, from high level strategic
planning and decision-making, to detailed execution of work elements on the shop floor. It
stems from the belief that mistakes can be avoided and defects can be prevented. It leads to
continuously improving results, in all aspects of work, as a result of continuously improving
capabilities, people, processes, and technology and machine capabilities.
Continuous improvement must deal not only with improving results, but more importantly with
improving capabilities to produce better results in the future. The five major areas of focus for
capability improvement are demand generation, supply generation, technology, operations and
people capability. A central principle of TQM is that mistakes may be made by people, but
most of them are caused, or at least permitted, by faulty systems and processes. This means that
the root cause of such mistakes can be identified and eliminated, and repetition can be
prevented by changing the process.
There are three major mechanisms of prevention:
1. Preventing mistakes (defects) from occurring.
2. Where mistakes can't be absolutely prevented, detecting them early to prevent them being
passed
down the value added chain.
3. Where mistakes recur, stopping production until the process can be corrected, to prevent the
production of more defects. (Stop in time).
Implementation Principles and Processes
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A preliminary step in TQM implementation is to assess the organization's current reality.
Relevant preconditions have to do with the organization's history, its current needs,
precipitating events leading to TQM, and the existing employee quality of working life. If the
current reality does not include important preconditions, TQM implementation should be
delayed until the organization is in a state in which TQM is likely to succeed. If an organization
has a track record of effective responsiveness to the environment, and if it has been able to
successfully change the way it operates when needed, TQM will be easier to implement. If an
organization has been historically reactive and has no skill at improving its operating systems,
there will be both employee skepticism and a lack of skilled change agents. If this condition
prevails, a comprehensive program of management and leadership development may be
instituted. A management audit is a good assessment tool to identify current levels of
organizational functioning and areas in need of change. An organization should be basically
healthy before beginning TQM. If it has significant problems such as a very unstable funding
base, weak administrative systems, lack of managerial skill, or poor employee morale, TQM
would not be appropriate.5
However, a certain level of stress is probably desirable to initiate TQM. People need to feel a
need for a change. Kanter (1983) addresses this phenomenon be describing building blocks
which are present in effective organizational change. These forces include departures from
tradition, a crisis or galvanizing event, strategic decisions, individual "prime movers," and
action vehicles. Departures from tradition are activities, usually at lower levels of the
organization, which occur when entrepreneurs move outside the normal ways of operating to
solve a problem. A crisis, if it is not too disabling, can also help create a sense of urgency
which can mobilize people to act. In the case of TQM, this may be a funding cut or threat, or
demands from consumers or other stakeholders for improved quality of service. After a crisis, a
leader may intervene strategically by articulating a new vision of the future to help the
organization deal with it. A plan to implement TQM may be such a strategic decision. Such a
leader may then become a prime mover, who takes charge in championing the new idea and
showing others how it will help them get where they want to go. Finally, action vehicles are
needed and mechanisms or structures to enable the change to occur and become
institutionalized.
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1.2.5 ADVANTAGES OF TOTAL QUALITY MANAGEMENT
TQM is a collaborative system. It can be conceptualized as a network of processes and
activities through which various people in the organization can see different aspects of a
problem and can constructively explore their own limited vision of what is possible. TQM thus
is an interdepartmental and inter organizational effort to address problems of improvement.
TQM provides a foundation for moving towards answering the questions of why, how and with
what consequences people participate in multiple dimensional problem solving.
TQM does not rely solely on the chain of command; it develops multi-channel interactive
networks throughout the organizations. TQM is essential to establish cooperative links within
the organization that can span the various gaps among people to enable coordinate the action.
1.2.6 THE ISSUES OF TQM
How do we Get Everybody To Work Together ( Team Player)
do we Maintin Their Involvemnt (Interest/Motivation)
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CHAPTER-2
RESEARCH DESIGN
AND
REVIEW OF LITERATURE
A Study on TQM and its Strategies at TVS Motors
Chapter no. 2
Review of literature
According to Ahire et al. (1995), Total Quality Management is an integrative
management philosophy aimed at continuously improving the quality of products and processes
to achieve customer satisfaction. Since the gurus of TQM divulged their first works, the
publications of the articles related to this topic has been substantial, diverse and mostly
conceptual and practitioner-oriented. As a matter of fact, TQM applications have preceded the
theoretical framework, just as they did for quality circles and unfortunately, many of its
adherents embrace this philosophy without understanding either its impact commitment
required at all levels. A number of scholars have examined and provide useful insights on
research directions in the broad field of TQM. These include very well-known articles, such as
those by Flynn’s et al. and Ahire et al. Nevertheless, despite the growing importance TQM, no
further attempt has been made to comprehensive profile and classify the TQM research
literature. Therefore, a systematic synthesis of published research is needed. Such a literature
review will help researchers and practitioners understand the development of the field. It will
also guide future development by identifying gaps between the actual nd potential needs of the
users of the TQM philosophy and its current status. Our study attempts to fill this gap by
examining the body of TQM literature from a broad set of 28 reputable journals over the last
six years, 1994-1999. In doing so, it aims to:
1) Identify the trend in the number of TQM articles published across these journals
2) Profile this work by its focus on research topics
3) Provide a comprehensive review of the TQM literature from the journal set.
In view of the above-mentioned objectives of this study, identifying the trend in the number
of publications in the journals reviewed shows whether TQM has received the increased
attention in research that it deserve. A profile of the TQM literature by its focus on research
topic can serve at a useful indication of whether TQM research adequately complements the
actual significance placed on particular issues such as leadership, motivation, suppliers,
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statistical process control and so on. The classification framework enables a better
understanding for the TQM literature and facilities further inquiry into relevant issues and
comparisons across academic research communities. Finally, review of the TQM literature
from the journal set and its bibliographic references in this paper provides practitioners and
academicians with a comprehensive source of information to draw from and it also helps
identify areas for future research.
Research Design
1. Statement of the problem
A study on Total Quality Management and its Strategies used at TVS motors for maintaining
its heritage, quality policies and the product; a special reference to quality management.
2. Need for the study
Automobile industry rather, a two-wheeler manufacturer company is often recognized as a
good contributor towards the country’s economy. With regard to TVS motors, an Indian
company who is into varies manufacturing segments like two-wheelers, three-wheelers and all
its associated parts and accessories, to be a successful and most desired product manufacturer,
has to have an element that triggers the population to admire the Company and its products.
The key for TVS motors success is the Quality factor that has made it what it is today. The
designing, quality, efficiency, innovation, constant growth all these can be achieved only
through the importance the company gives towards the quality and needs of its customers. This
study of the TQM and its strategies will help in the better understanding of the Management
techniques and also may help out in getting ideas for improvement and development of the
products furthermore.
3.
a)
b)
c)
d)
e)
f)
Objectives
To better understand the Quality management technique.
To study and understand about the importance of quality.
Role-play of Quality to carry-on the heritage of the company.
To study the market structure and share of the products.
To study different techniques used for implementing & maintain the quality.
To make a worthy suggestion on the findings on the study.
4. Research Methodology
This means the methods or techniques used for the study. Here, the type of study or research
method used in this project is a Descriptive type of study. The foremost importance of the
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Descriptive study is to describe the actual market behavior about the company and its product
and also for the qualitative information that can be used for the company. It is a simple method
which focuses on a particular aspect of the problem. The study helps in gathering a large
information for considering the needs of the customers or market at large also to know about
the strategy for maintain the Company name at an esteemed level. The paradigm for selecting
this specific design is that the problem of the project must be exemplified or portrayed and not
argued. The data or information collected is satisfying to the statistical analysis and it is
accurate.
Tools for Data collection:
a)
1)
2)
3)
4)
5)
b)
1)
2)
Primary Data:
Interactions held with the customers.
Questionnaires.
Information through the dealers.
Discussions held during the research study.
Feedback after the services.
Secondary Data:
Review of articles, Books to understand about the aspects of Quality management.
Information from the internet source regarding the company.
5. Sample area:
Gauribidanur, a rural area.
6. Sample size:
75 for the questionnaire
25 for the feedback.
Limitations of the Study
The research project is intended at analyzing the strategies used for the Quality aspect
of the company and its products, the impact of quality on its production, market share and
fulfilling consumer needs. Anyhow there are few deficiencies which are listed below:
1. The information disclosed by the survey population is an opinion i.e. subjective rather than
objective.
2. The study is conducted with a limited number of people.
3. Only a few feedbacks could be taken as the people for the servicing of the vehicle during the
study were limited.
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4. The time constraint for the deeper study of the topic which led to lack greater information.
5. Company policies, compliance procedures, authorization for the information regarding the
topic because of which the study lacks accuracy.
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CHAPTER-3
COMPANY PROFILE
A Study on TQM and its Strategies at TVS Motors
CHAPTER NO 3
COMPANY PROFILE
3.1 HISTORY
Founded in 1979, TVS Motor Company, the USD 1.5 billion, flagship company of the
100 year old, USD 7 billion, TVS Group, is one of India’s leading two-wheeler manufacturers
and among the top seven in the world. The company has the widest range of products in the
Indian two and three wheeler industry with exports to more than 60 countries worldwide.
Driven by technology and innovation at the helm, TVS Motor Company boasts of a rich talent
pool of more than 7000 personnel who constantly emphasize the company’s commitment to
ensure best practices in state-of-the-art manufacturing facilities at Hosur in Tamilnadu, Mysore
in Karnataka, Nalagarh in Himachal Pradesh and Karawang in Indonesia.
Mr.Venu Srinivasan, the Chairman of TVS Motor Company has led by example,
winning many laurels including the prestigious “Padma Shri” award. “Order of Diplomatic
Service Merit" medal from Korean President, The JRD Tata Corporate, The Star of Asia award
by Business Week, The Jamsheji TATA Lifetime Quality Achievement Award and Emerging
Corporate Giant - Times & Harvard Business School Association are other high-profile awards
bestowed on him, on behalf of the company. He was also awarded the coveted Ishikawa-Kano
Award presented by Asian Network for Quality. Among the latest honors conferred on him was
an honorary doctor of science degree by Purdue University, USA.
The company’s penchant for quality resulted in it becoming the first two-wheeler
manufacturer to win the coveted Deming Award in 2002. It was the first Indian company to
deploy a catalytic converter in a 100 cc motorcycle and the first to indigenously produce a four
stroke 150cc motorcycle. In 2006, the company’s TVS Apache became the first Indian
motorcycle to consecutively win six prestigious awards in a row. In 2007, TVS became the first
Indian automobile manufacturer to roll out as many as seven new products on a single day, a
testimony to its manufacturing prowess. In 2012, TVS Motor Company was declared as
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‘India’s most trusted Two Wheeler Brand’ by the Brand Equity Most Trusted Brand Survey
and in 2014 TVS Jupiter became the most awarded scooter in India, winning six ‘Scooter of the
Year’ awards from leading publication houses in the country.
In 2015, TVS Motor Company emerged as the most awarded two wheeler manufacturer
of the year having received ‘Two wheeler manufacturer of the Year’, ‘Motorcycle of the Year
upto 110 cc’ : TVS StaR City+ and ‘Two Wheeler Commercial of the Year’: TVS Sport at the
NDTV Car and Bike awards 2015, ‘Motorcycle of the Year Upto 110cc’ : TVS StaR City+ at
the Car India Bike India Awards 2015 and
‘Scooter of the Year’ : TVS Scooty Zest at the
Bloomberg Autocar India Awards 2015, ET Zigwheels Awards 2014 and CNBC Overdrive
Awards 2015. In the inaugural edition of JD Power India. Two-wheeler IQS 2015, TVS brands
featured in the top three, across segments. While TVS Wego and TVS Jupiter claimed top
spots, TVS Sport, TVS Star City+ featured in the top three in economy motorcycles and TVS
Apache RTR 160 and 180 in the top three in premium category.
TVS Motor Company’s customer inspired engineering approach, has enabled it to
introduce the widest product range that caters to all segments of the two and three wheeler
industry in India. Total customer satisfaction is achieved through excellence in quality that
stems from the company’s management philosophy which is based on the five pillars of TQM
(Total Quality Management). Quality awareness therefore percolates through the entire
organization from new product development to after sales services.
3.2 Products
TVS Motor Company’s products straddle all industry segments with TVS Sport and
TVS StaR City+ in the economy segment, TVS Phoenix 125 in the executive segment and TVS
Apache series RTR in the performance segment. The company also manufactures TVS Max4R,
a product dedicated to rural commuters. The scooter segment of the company comprises of
TVS Scooty Pep+, TVS Scooty Streak, TVS WEGO, TVS Jupiter and TVS Scooty Zest while
TVS XL Super and Heavy Duty comprise the mopeds segment. The company’s three-wheeler
TVS King is India’s first 200 cc auto rickshaw with electric start and elegant styling, available
in Petrol, LPG, CNG and Diesel versions.
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3.3 Distribution
Today TVS Motor functions through a strong nationwide network of more than 3500
touch points including dealers, authorised service centres and other certified points across all
the states in India.
3.4 BEYOND BUSINESS – SRINIVASAN SERVICES TRUST
Srinivasan Services Trust (SST), the social arm of Sundaram-Clayton Limited and TVS
Motor Company for charitable purposes was established in 1996 and has been promoting
holistic and sustainable development of rural communities in TN, Karnataka, Maharashtra and
Himachal Pradesh
Since inception, SST has been actively engaging in community development work in
order to enhance the socio-economic status of the people through a multi-sector approach of
strengthening the education system, providing access to better economic improvement, water
and irrigation facilities, improving health services and sanitation facilities, developing
community infrastructure and creating a clean and green environment. The work of SST has
changed the lives of people in more than 1200 Villages across Tamil Nadu, Karnataka,
Maharashtra and Himachal Pradesh. SST has won several awards in recognition of its
achievements in the field of rural development and nation building, the most recent being the
prestigious Times Of India Social Impact Award on Advocacy & Empowerment in Corporate
category in 2013.
3.5 PHILOSOPHY OF CODE OF GOVERNANCE
TVS MOTOR COMPANY LIMITED (TVSM), in line with TVS Group philosophy,
truly believes in independence, responsibility, transparency, professionalism, accountability
and code of ethics, which are the basic tenets of corporate governance. TVSM always seeks to
achieve optimum performance at all levels in adopting and adhering to best corporate
governance practices. TVSM has always focused on corporate governance as a means to
maximize long-term stakeholders’ value through disciplined and sustained growth and value
creation.
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3.6 CODE
This code of business conduct and ethics helps to ensure compliance with legal
requirements and standards of business conduct. The board of directors (the board) has adopted
a code of business conduct and ethics (the code) for all board members and senior management
personnel viz., all members of management one level below executive directors, including all
functional heads. Every board member and senior management personnel is expected to read
and understand this Code and its application to the performance of his or her duties, functions
and responsibilities.
3.7 COMPLIANCE OFFICER
Company secretary is the compliance officer for the purpose of this code. The
compliance officer shall refer to the chairman of the board any complaint received for
necessary action.
3.8 POLICIES, RULES & REGULATIONS
3.8.1 Honesty, Integrity & Professional conduct
All board members and senior management personnel shall:
• conduct their activities, on behalf of TVSM and on their personal behalf, with honesty,
integrity and fairness and uphold ethical standards of integrity and probity;
• act in good faith, responsibility, with due care, competence and diligence, without allowing
their independent judgment to be subordinated and objectively and constructively, while
exercising his / her duties;
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3.8.2 DUTIES
All directors and senior management personnel shall • undertake appropriate induction and regularly update and refresh their skills, knowledge and
familiarity with the activities;
• seek appropriate clarification or amplification of information and whenever necessary take
and follow appropriate professional advice and opinion of outside experts;
• strive to attend all meetings of the Board and of the Board committees of which he / she is a
member;
• participate constructively and actively in all the meetings of the committees of the Board in
which they are chairpersons or members;
• strive to attend all general meetings of TVSM as a member of the Board;
• where they have any concerns of any action or a proposed action, ensure that these are
addressed by the Board and, to the extent that they are not resolved, insist that their concerns
are recorded in the minutes of the Board meeting;
• keep themselves well informed about TVSM and the external environment in which it
operates;
3.8.3 CONFLICT OF INTEREST
All board members and senior management personnel shall not engage in any business,
relationship or activity, which may be in conflict of interest of TVSM or the group companies.
Conflict of interest may not always be clear-cut.
Any question therefore about a board member’s or senior management personnel’s
actual or potential conflict of interest with TVSM should be brought promptly to the attention
of the Chairman of the board who will review the question and determine a proper course of
action including whether consideration or action by the full board is necessary. Directors or
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senior management personnel involved in any conflict or potential conflict situations shall
exclude themselves from any discussion or decision relating thereto.
3.8.4 FAIR DEALING
All board members and senior management personnel should deal fairly with TVSM’s
customers, suppliers, competitors, officers and employees.
No board member or senior
management personnel may take unfair advantage of TVSM’s customers, suppliers,
competitors or employees through manipulating, concealment, abuse of privileged information,
misrepresentation of material facts or any other unfair dealing practice.
3.8.5 CORPORATE OPPORTUNITIES
All board members and senior management personnel shall not exploit for their own
personal gain opportunities that are discovered through the use of TVSM property, information
or position unless the opportunity is disclosed fully in writing to the board and the board gives
its approval to pursue such opportunity.
3.8.6 CONFIDENTIAL INFORMATION
All board members and senior management personnel shall maintain confidentiality of
information (price sensitive or otherwise) they receive while being in office of TVSM and they
may also ensure security of information of TVSM.
They will also ensure that the interests of any employee who uses the vigil mechanism to report
genuine concerns about unethical behavior, are not prejudicially affected on account of such
use and shall maintain confidentiality of all matters under this Policy.
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3.8.7 CONFIDENTIAL INFORMATION OF OTHERS
TVSM is required to abide by the terms of the relevant non-disclosure agreement and
limit its use to the specific purposes for which it was disclosed and to disseminate it only to
others with a need to know the information. All board members and senior management
personnel shall not attempt to obtain a competitor’s confidential information by improper
means.
PROTECTION OF ASSETS. The board and senior management personnel shall
endeavour their best to protect TVSM’s assets and shall not use the same for personal benefit,
unless approved by the board.
3.8.8 SEXUAL HARASSMENT
The board and senior management personnel shall not indulge in sexual harassment
whether directly or by implication which includes such unwelcome behaviour or physical
contact and advances, or a demand or request for sexual favours, sexually coloured remarks,
display of pornographic material or any other verbal or non-verbal communication of sexual
nature is strictly prohibited.
3.8.9 REGULATIONS
All board members and senior management personnel shall comply with all applicable
laws, rules, regulations and guidelines, including obligations under take-over and insider
trading regulations and shall report actual non-compliances, if any, of law, this code, or other
TVSM policies or procedures to the board. As a public company, it is of critical importance
that TVSM’s filings with the Securities and Exchange Board of India, the Reserve Bank of
India and/or the concerned stock exchange (s) on which the securities of TVSM are or may be
listed be full, fair, accurate, timely and understandable. All board members and senior
management personnel may be requested to provide information necessary to ensure that
TVSM’s published reports meet these requirements. TVSM expects all board members and
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senior management personnel to provide prompt and accurate answer to enquiries relating to its
public disclosure requirements.
3.8.10 WAIVER
Waiver of this code in any respect or respects may be made only by the board and will
be publicly disclosed if required by any applicable laws or regulation. As a general policy, the
board will not grant waivers to the Code. Having regard to the business practices, or the legal
and regulatory framework applicable, the board will review, revise or update the code, as it
deems appropriate.
3.8.11 AFFIRM COMPLIANCE
All board members and senior management personnel shall affirm compliance with the code on
an annual basis.
3.9 CORPORATE SOCIAL RESPONSIBILITY POLICY
3.9.1 PREAMBLE
TVS Motor Company Limited (‘TVSM’ or ‘the Company’), a part of the 100 year old,
TVS group, is the manufacturer of two and three wheelers. The Company has been an early
adopter of Corporate Social Responsibility (‘CSR’) initiatives, along with its holding company,
namely Sundaram-Clayton Limited, its subsidiaries and associates (SCL Group of companies).
SCL Group of companies recognized that integrating social, environmental and ethical
responsibilities into the governance of businesses would ensure their long term success,
competitiveness and sustainability.
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SCL Group of companies believe that in alignment with its vision, it will continue to
enhance value through its CSR initiatives and promote social sustainability, sustainable
development of the environment and social welfare of the people and society at large, more
specifically for the deprived and underprivileged persons. Accordingly, SCL Group of
companies established Srinivasan Services Trust (SST) in 1996, as its social arm aimed at
providing a dedicated approach to community development and also to fulfill their CSR
commitments. Over the past 18 years, SST has made effort to bring a change in the lives of the
people in rural India by creating self-reliant models of sustainable development and
environment, and to make our planet a better place for future generations. Besides, the Group
has been rendering various charitable activities / services through its specific organizations that
cater to the well-being of the society by providing education, medical assistance, and other
benefits to the needy.
The Company in accordance with the requirements under the Companies Act, 2013
(“Act”) and the Companies (Corporate Social Responsibility Policy) Rules, 2014 (“Rules”),
constituted a CSR Committee, which formulated Policy on Corporate Social Responsibility
(“CSR Policy”) and recommended the same to the Board of Directors of the Company
(”Board”) for its approval. The Board vide its resolution dated 3rd February 2015, approved
and adopted the CSR Policy with immediate effect.
This policy encompasses the Group’s philosophy for giving back to society as a
corporate citizen and lays down the guidelines and mechanism for undertaking socially useful
programmes for the welfare and sustainable development of the community at large through its
social arm, namely SST.
3.9.2 CSR
This policy shall apply to all CSR initiatives and activities taken up not only at the
various work-centres and locations of the Company but also in any other parts of the country,
for benefit of the society.
1) CSR VISION
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To be a catalyst in creating self-reliant villages and transforming communities by deploying
skills and resources in key areas such as economic development, quality education, health care,
conservation of environment and the creation, maintenance of infrastructure, art, culture and
protection of places of public and historical importance.
2) OBJECTIVES
CSR Policy intends to:
a) Strive for;
1) Economic development
2) Healthcare
3) Quality education
4) Conservation of environment
5) Infrastructure development that positively impact the society at large, [especially the weaker
sections of society and rural parts];
b) Embrace responsibility for the Company’s actions and encourage a positive impact through
its activities on eradicating poverty, promoting education, enhancing employment skills,
promoting environment sustainability, amongst others;
c) Empower the people to ensure sustainable and permanent improvement in the lives of the
people living in the villages;
d) Protecting the national heritage, art and culture including restoration of places of public and
historical importance; and
e) Ensuring environmental sustainability, ecological balance, protection of flora and fauna,
animal welfare, agro forestry, conservation of natural resources and maintaining quality of soil,
air and water.
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3.9.3 CSR PROJECTS OR PROGRAMS
The Company shall implement the CSR Policy in accordance with the requirements under
Section 135 of the Act and the Rules framed thereunder, and currently, the Company’s CSR
activities will focus on:
A. ECONOMIC DEVELOPMENT: Empowering women through self-help groups; promoting
improved agriculture practices through adoption of scientific methods of agriculture; improve
livestock management through organizing of regular veterinary camps in rural areas; improve
employability by providing enhancing vocational skills and providing career counselling.
Survival, protection and education of girl children will be given primary focus to improve child
sex ratio.
B. EDUCATION: Promoting education, including special education, especially among
children, women and the differently abled, including by way of setting up of balwadis in rural
areas; establishing village level adult education centers, contributing towards improving the
infrastructure of schools by building additional classrooms and other infrastructure, providing
study and play materials, building of toilets and ensuring adequate water supply. Providing
special care to introduce digital technology in primary and secondary education for improving
quality of education.
C. ENVIRONMENT: Ensuring environmental sustainability, ecological balance, protection of
flora and fauna, animal welfare, agroforestry, conservation of natural resources and maintaining
quality of soil, air and water, including by way of
(1) Educating the public on effective solid waste management
(2) Construction and periodic cleaning of drains for free flow of liquid waste
(3) Undertaking afforestation measures and supporting conservation measures to protect forest
areas and prevent forest fires
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(4) construction of various water and soil conservation structures, including rain water
harvesting systems to increase the groundwater level, reduce soil erosion and increase crop
cultivation area.
D. HEALTH: Reduction of infant mortality and maternal mortality rate; reduction of
malnutrition among children; reduction of anemia among women by conducting nutrition
demonstration programs and supply of iron and calcium supplements to women and especially
people belonging to the weaker section of society. Reduction of open defecation by individuals
by construction of toilets and promoting awareness of the disadvantages of open defecation;
and promoting access to safe drinking water.
E. NATIONAL HERITAGE, ART AND CULTURE: Protecting national heritage, art and
culture including restoration of buildings and sites of historical importance and works of art,
setting up public libraries and promoting and developing traditional arts and handicrafts.
The CSR activities shall be undertaken within the territory of the Republic of India, and the
Company shall give preference to the local area/ areas around where it operates, for spending
the amount earmarked for CSR activities.
3.9.4 BOARD
The Board of the Company will be responsible for:
• approving the CSR policy as formulated by the CSR Committee, with or without
modifications;
• considering the recommendations of the CSR Committee and providing appropriate
instructions / directions to the CSR Committee when required;
• preparing a budget of expenditure to be applied for CSR projects contemplated in the annual
policy of the Company ;
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• ensuring that in each financial year the Company spends at least 2% of the average net profits
of the Company, made during the 3 (three) preceding financial years, or such other amount as
prescribed under the Act and Rules framed thereunder, in pursuance of its CSR Policy.
• disclosing in the Report of the Board, the names of CSR Committee members and ensure
annual reporting of its CSR activities in the format as prescribed under the Act and the Rules
framed thereunder. Complying with the requirements of the Act and the Rules regarding
corporate social responsibility.
3.9.5 EVALUATION AND IMPLEMENTATION OF CSR ACTIVITIES
A. SST or such other entity through which the Company is permitted to undertake its CSR
activities under the Act, will receive requests for funding of projects, from time to time. The
board of Trustees of SST will evaluate the proposals so received, either internally or with the
help of third parties.
B. Projects will be prioritized by assessing their impact and the permissibility of such funding,
in view of the Company’s CSR Policy, and shall be forwarded with recommendations to the
CSR Committee for approval and implementation. The CSR Committee will deliberate on the
proposals and recommend the proposals for implementation to the Board.
C. The Company will undertake the CSR activities identified and recommended by the CSR
Committee, through SST or such other entity/organization as permitted under the Act and the
Rules framed thereunder. In the event the CSR activities are identified by way of the external
agencies (including the SST) the CSR Committee shall ensure that the requirements of the Act
and the Rules shall be fulfilled.
D. The surplus arising out of the CSR activities, projects or programs shall not form part of the
business profit of the Company.
E. The total expenditure incurred towards administrative activities including salary paid to the
employees engaged in CSR activities should not exceed 5% of the total CSR expenditure
attributable for the relevant financial year.
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3.10 MONITORING PROCESS
A. The Company recognizes that monitoring is critical for assessment of the progress as
regards timelines, budgetary expenditure and achievement of objects of the CSR Policy.
Monitoring may be done periodically with the help of identified key performance indicators.
B. Monitoring may be done in project mode by way of a continuous feedback mechanism or in
such intervals as determined by the CSR Committee, and recourse shall always be available for
mid-course correction in implementation, whenever required.
C. Implementation and monitoring of the CSR activities will be overseen by the CSR
Committee. The monitoring and evaluation may be assigned by the CSR Committee to an
external agency including SST for the sake of objectivity and transparency.
D. If the projects are being implemented by external agencies, the Company may in
consultation with CSR Committee designate special executives for this purpose.
3.11 GENERAL GUIDELINES
A. The CSR Policy recommended by the CSR Committee and approved by the Board shall be
displayed in the Company’s website for public viewing.
B. In case of any doubt with regard to any provision of this CSR Policy and also in respect of
matters not covered herein, a reference should be made to the CSR Committee. In all such
matters, the interpretation and decision of the CSR Committee shall be final.
C. All provisions of the CSR Policy would be subject to revision/amendment in accordance
with the applicable laws.
D. The Company reserves the right to modify, cancel, add, or amend this CSR Policy.
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3.12 BOARD OF DIRECTORS
Name
Designation
Venu Srinivasan
Chairman & Managing Director
H Lakshmanan
Director
C R Dua
Director
R Ramakrishnan
Director
Hemant Krishan Singh
Director
Name
Designation
Sudarshan Venu
Joint Managing Director
T Kannan
Director
Lakshmi Venu
Director
Prince Asirvatham
Director
3.13 A BRIEF ON TVS MOTORS
TVS Motor is the third largest two-wheeler manufacturer in India, with a revenue of
Rs.10,131 Cr (2014-15). The company has annual production capacity of 3.2 million 2
wheelers & 1.2 Lakh 3 wheelers.
TVS Group spans across industries like Automobile, Aviation, Education, Electronics, Energy,
Finance, Housing, Insurance, Investment, Logistics, Service and Textiles. It has over 90
Companies under the umbrella.
TVS Motor Company Ltd (TVS Motor), member of the TVS group (Revenue around 40,000 Cr
in 2014-15), is the largest company of the group in terms of size and turnover.
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3.13.1 A Vehicle for Everyone
TVS Motor currently manufactures a wide range of two-wheelers. Take your pick from mopeds
to racing inspired motorcycles.
Motorcycles: (Apache Series RTR, Phoenix 125, Victor, StaR City+, Sport, Max4R)
Scooters: (Jupiter, Wego, Scooty Zest 110, Scooty Streak, Scooty Pep +)
Mopeds: (XL 100, XL Super, XL Super Heavy Duty)
3.13.2 Manufacturing Locations
The company has four manufacturing plants, three located in India (Hosur in Tamil
Nadu, Mysore in Karnataka and Nalagarh in Himachal Pradesh) and one in Indonesia at
Karawang.
3.13.3 Innovation at the Helm
TVS Motor's strength lies in design and development of new products. We at TVS
deliver total customer satisfaction by anticipating customer need and presenting quality
vehicles at the right time and at the right price. The customer and his ever changing need is our
continuous source of inspiration. We have proved time and again that this sense of
responsiveness along with a penchant for quality is a winning formula. The company has many
firsts to its credit including the fact that we launched seven vehicles on the same day - a rare
feat in automotive history.
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3.13.4 Inspiring Millions of Smiles
TVS has always stood for innovative, easy-to-handle, and environment-friendly products,
backed by reliable customer service. More than 28 million customers have bought a TVS
product to date. Innovative, easy to handle, environment-friendly and backed by reliable
customer service, TVS products give you only reasons to smile!
3.13.5 LEADERSHIP
A) Innovation in Motion
We have always been at the forefront of bringing new and relevant technology. We stay ahead
of the curve when it comes to meeting customer expectations.
All our technological innovations are attributed to meeting customer expectations from our
constant interactions with them. That's where the story begins. Back at our R & D lab, a small
idea gets transformed into a machine - one that will completely fulfil the needs of the market /
customer and that is sure to exceed expectations. While the primary focus is on superior
handling and experience, we also keep in mind the style and other aspects that make our
Vehicles one of a kind / feature rich.
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B) Eco Leadership
Green Bikes. Greener Tomorrow.
Technological Innovations must support growing concerns on global warming and pollution. At
TVS Motor, we have always been the pioneers in bringing Cleaner Greener technology to two
wheelers. TVS Motor Company was the first to use a catalytic converter in its bike, in India
way back in 1996 - the TVS Shogun. All our vehicles are 85% recyclable. Our vehicles comply
with world standards of recyclability. This is of utmost importance in a scenario where
countries like Japan and Germany have laws on recyclability of the vehicle. New Age fuels are
a very exciting area for us and we have started exploring into this with the launch of the electric
scooter and the three wheelers available in factory - fitted CNG and LPG options.
3.13.6 The People

Leadership at every level

Keen eye for quality

Understanding customers
At TVS Motor, everyone is a leader and there is an overall grounding in 'Do it right the first
time' - a strand of thought from Japanese Manufacturing standards. People are happy to take
responsibility and be a part of a system that enables growth.
Venu Srinivasan - Chairman and Managing Director, TVS Motor Company, India; Former
President of Confederation of Indian Industry (CII)
Persona
Hard
work,
persistence
and
self-belief
makes
the
man
Venu
Srinivasan.
With the success of TVS, he has shown the nation how an Indian company can grow to be a
company of global quality and recognition and manufacture products that can match or even
exceed the best in the world by adopting the right work ethos and a successful work culture.
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Despite being the grandson of the TVS founder T.V.Sundaram lyengar, Venu Srinivasan began
his career as a mechanic in his own garage during vacations and put in long gruelling hours of
preparation for his task ahead. In 1979 Venu Srinivasan an engineer and an MBA from Purdue
University (USA) took over as the CEO of Sundaram-Clayton. The same year TVS Motor
Company was born and under Venu Srinivasan's persistent and diligent work grew to be the
third largest two -wheeler manufacturing unit in India.
A perfectionist and a visionary, Venu Srinivasan pioneered the TQM (Total Quality
Management) concept based on the Japanese model, long before most enterprises in India did.
His obsession with excellence and quality bore rich dividends with Sundaram Clayton and TVS
Motor Company winning the global quality benchmark - the Deming Application Prize in
2002. Soon more awards and honors followed.
Venu Srinivasan - Chairman and Managing Director, TVS Motor Company, India
Awards
Mr Venu Srinivasan conferred Padma Shri Award
New Delhi 25 January 2010 : Mr Venu Srinivasan, Chairman of the TVS Motor Company, has
been conferred with the Padma Shri award.
President of Republic of Korea honours Mr. Venu Srinivasan
Chennai 24 January 2010: Mr. Venu Srinivasan, Honorary Consul General of the Republic of
Korea, Chennai and Chairman, TVS Motor Company was today felicitated by the President of
the Republic of Korea, His Excellency Lee Myung-Bak with a distinguished civilian honour
'Order of Diplomatic Service Merit' in recognition of his valuable contribution in promoting
Korea-India bilateral relations. This award is conferred for meritorious service to the extension
of national prestige overseas and to the promotion of friendship with other nations.
Deming Application Prize - 2002
Sweet is the taste of success, especially when it is hard won. The Deming Application
Prize won by TVS in the year 2001 stands testimony to what a persistent and robust leader can
do to a company. By upgrading the plant, investing in new technology and implementing
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stringent quality programs and under the able leadership of Venu Srinivasan the company came
into its own. The new Victor motorcycle took off in late 2001 and just a year after TVS started
manufacturing on its own- the company won the Deming Prize, the coveted international award
for quality management, crowning a decade long effort to achieve quality, independence and
manufacturing excellence.
Chairman and Managing Director, TVS Motor Company Venu Srinivasan, was conferred with
the prestigious JRD Tata Corporate Leadership Award in the year 2004, by the All-India
Management Association (AIMA). As the tenth recipient of this award, Mr Venu Srinivasan
joins the distinguished list of previous awardees comprising late Aditya Bikram Birla, Mr
Deepak Parekh, Mr N.R. Narayana Murthy, Dr R.A. Mashelkar, Mr Azim Premji, Mr Suresh
Krishna, Mr M.V. Subbiah, Dr J.J. Irani and Mr A.M. Naik.
Describing Venu Srinivasan’s role in shaping TVS into a world class company as a “Saga of
Persistence”,
Business
Week
chose
him
as
the
"Star
of
Asia”
in
2003.
“For more than a decade, Srinivasan worked hard to revive his company, which manufactured
motorcycles and scooters in a joint venture with Suzuki Motor Corporation after a strike nearly
disrupted it. By 2001, TVS Motor Company had become strong enough to split from Suzuki on
favorable
terms
and
start
manufacturing
on
its
own
the
publication
noted.
A visibly happy Venu Srinivasan responded “I am proud that an Indian Company today is
winning laurels amidst competition in the same segment from International business houses. It
speaks volumes of our diligent and dedicated work force at TVS Motor Company who have
worked hard even under trying circumstances to keep the company in the forefront of our
business.”
Indeed TVS was the only Indian manufacturer eligible for this special distinction in the Stars of
Asia 2002 along with stalwarts like Toyota Motor Corporation- President, Fujio Cho.
Doctorate from University of Warwick, U.K
University of Warwick, Coventry, Warwickshire honoured Venu Srinivasan with a Doctorate
Degree in Science in recognition for his excellence in manufacturing and contribution in the
field of Technology and Research & Development. The honour comes in recognition of the
pivotal role played by Venu Srinivasan in elevating the TVS Motor Company to the position of
a leading manufacturer of two wheelers in the world and making it on par with global two-
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wheeler giants. This he achieved by adopting a work culture that matches the best in the world
and by carrying out his vision through persistence, hard work and self-belief.
3.13.7 Heritage
A Century of Quality & Trust
The TVS group, right from its inception, believed in its destiny of growth, success and
longevity. The method and integrity of conducting business is what sets TVS apart from the
rest.
The company was born in 1911, thanks to the ambitious dreams of the founding father, T V
Sundaram lyengar, who refused to settle managing smaller businesses like bus fleet operations
or vehicle servicing. He wanted to build a business that would create a family of like-minded
individuals pursuing only the best in quality and standards. And he made his dreams a reality.
The success of the TVS group is rooted in their founder's personal belief system - commitment
to the values of trust and customer service. In fact, although the company is named after the
founder, the letters TVS have always stood for Trust, Value, and Service within the company.
This remains the guiding, overarching philosophy by which the group functions. It was only
natural that success and market leadership followed. Today, the TVS Group is one of India's
leading suppliers of automotive components, with over 90 Companies under its umbrella and a
revenue of around INR. 40,000 Cr in 2014-15. The first four companies in India to have won
the coveted Deming Prize are from the TVS Group.
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2016
After decades of conquering the track, 2016 saw the launch of the new TVS Apache RTR 200
4V. The most powerful Apache yet.
A new Victor to make you smile with every ride. The new TVS Victor launched.
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2014 - 2015
TVS Motor Company launched a bike in the popular commuter segment, the all the StaR city+
TVS launches its all new premium commuter scooter, the TVS Wego 110cc.
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TVS launches its award winning scooter, the TVS Scooty Zest 110 with best in class features.
To celebrate the 1 year anniversary to the Jupiter, TVS launches the special edition of the
Jupiter with a new colour and additional features, to be sold in limited numbers.
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Launched All New Phoenix 125
J.D Power Asia Pacific India Automotive Awards
The most Apealing Executive Scooter - TVS Wego
The most Apealing Premium Motorcycle - TVS Apache
The most Apealing Economy Motorcycle - TVS Sport
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Innovations
The art of delivering innovative technology at great value - where style and technology meet to
create fuel efficient vehicles that also deliver better environment performance - that is
Innovation to us. Our R&D team is a group of well-qualified engineers who work diligently to
provide worthy solutions for present day challenges.
Performance
Better Performance - Smashing the Threshold
Ask anyone who has taken a ride on the TVS Apache RTR and they will simply compare the
bike to a 250 cc. Delivering 17 BHP from a 180 cc engine, the bike is certainly tweaked for
performance. The pick-up is terrific and one needs to feel the rev of the RTR engine to get a
feel of its spirit.
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Cutting Edge Racing - The RTR Promise
The story of the TVS Apache RTR goes a long way down the racing heritage of TVS Motor
Company. With expertise in racing for over 15 years, the company launched the TVS Apache
RTR (Racing Throttle Response) in 2007.
The bike is a good example of racing heritage brought to the mainstream.
Like all Motocross bikes, the TVS Apache RTR sports a short stroke engine, over-square, with
a bore stroke ratio of 5:4 - termed Racing Throttle Response - providing instant acceleration
and a ride that needs to be experienced.The Ergonomics is track inspired; the riding position is
unique in its class; adding to all this is the aerodynamism of the vehicle. The rest of the features
- digital speedometers, roto petal disc brakes are completely from the track.
In its earlier avatar, TVS Apache 150 was the Bike of the year, 2006 and has the unique
distinction of winning 6 awards in a year.
Awards

"Bike of the Year" CNBC-TV18 Autocar Auto Awards 2006

"Bike of the Year" OVERDRIVE Awards 2006

"Bike Of The Year" Business Standard Motoring Awards 2006
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
"Indigenous design of the year" OVERDRIVE Awards 2006

"Design of The Year 2006 - Two Wheelers" BBC Top Gear Design Awards 2006
Styling
Style and Technology made Affordable
Today's needs are very unique. While people want their bikes to be in line with the gadgets they
use, they are also keen to get value for money. Add to this the task of bringing out cleaner, fuel
efficient bikes, and the challenge becomes even tougher.
The R and D team at TVS Motor Company has worked efficiently in every aspect to provide
better bikes - better looks, better fuel efficiency and better performance.
Performance and Convenience - the Innovation Drivers
Fuel Economy, Lower Emission, Lesser Weight - The Value Drivers
All technology features developed and valued at TVS work towards the primary goals
mentioned below. While the performance aspect is taken to its optimum, the engineers at TVS
try to work towards building bikes that are easy to ride, at the same time are easy on the
environment.
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Convenience
Many features have been introduced in almost all the vehicles of TVS Motor from time to time.
The cellphone charger in Scooty Zest or an econometer which shows if the rider is riding at the
optimum in the recently launched TVS Jupiter - are examples of innovations in convenience.
Eco Dynamism
Alternative fuels are also a big avenue for study. The three wheelers launched recently will be
available in LPG and CNG models. Alternative fuels, lower fuel emission techniques are a very
important part of R&D at TVS Motor.
Ergonomics and Styling
At TVS Motor, we believe that the rider and the bike should unite at a point, and the pleasure
of riding happens then.
Ergonomics and Styling are developed by the company by being in constant touch with the
public. Adequate market research is carried out before a product is put into the manufacturing
stage. With over 40 technicians working in the styling department, the R&D Department of
styling is geared up to meet the ever changing demands of the discerning customer.
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New vehicles like the TVS Phoenix and TVS Jupiter stand testimony to the style enhancements
to a motorcycle today. The ergonomics and all the features are used to make the motorcycle
appealing to the younger generation while offering better performance.
Due to the introduction of IT (Computer Aided Design) in New Product Development, the
development cycle is reduced by half.
TVS Dazz for Indonesia
The company has launched TVS Dazz in Indonesia. The styling team visited Indonesia to study
the culture and the people and have adapted their learnings on to the product. Market research
was further strengthened by having many features which helped customers in their normal
travel ways. With a product portfolio of six products in this international market, the company
is making its presence strongly felt amongst its competitors.
Efficiency
Fuel economy, lower emission, lesser weight - The value Drivers
The R&D Department focuses on bringing the best of innovation and technology to the
mainstream.
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All technology features are aimed at providing value to a customer - be it matching the
features, expectation or price. While the performance aspect is taken to its optimum, the
engineers at TVS try to work towards building bikes that are easy to ride, economical to
maintain and at the same time are easy on the environment.
Inspiration from aeroplanes - the magic of CVTI
The DuraLife Engine gives the benefit of reduced friction and provides less stress on the
engine, leading to more efficient fuel consumption. Chrome Plated Piston Rings, Roller Cam
follower and Low Friction Engine Oil in the DuraLife Engine leads to less friction. This is
backed by refined ignition timing and the overall dry mass (99 kg) which combine seamlessly
to provide the improved mileage. Along with this, the long life of the engine and durability
have been maintained.
The DuraLife Engine now delivers best in class mileage of 95 KMPL (in TVS Sport).
The CVT-i engine is also used in India's most fuel-efficient scooter, TVS Scooty, with a fuelefficiency of 65 KMPL.
Features that spell convenience
TVS Motor's strength lies in design and development of new products.
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We at TVS deliver total customer satisfaction by anticipating customer needs and presenting
quality vehicles at the right time and at the right price. The customer and his ever changing
need is our continuous source of inspiration.
The TVS Phoenix 125 is a bike that goes beyond durability, mileage and style. With car-like
features, the bike is a synonym for comfort. It focuses on comfort and ease-of-operation with
styling that TVS calls Dynamic Elegance. The plush and padded high-comfort seating, the fully
digital speedometer, hazard lights, soft-touch switchgear, soft textured grips, and many more
features ensure you get on the TVS Phoenix 125 with a smile and get off with a grin.
The TVS Jupiter is powered with the 110CC CVT-i engine that generates a pickup of 0-60 m in
just 7.2 seconds. Add features like the pass-by switch, largest leg space among scooters,
tubeless tyres, Advance Telescopic Shock Absorber, gas-filled rear shock absorber, low fuel
indicator, and retractable bag hooks, you have the smoothest ride with best-in-class mileage of
62 kmpl!
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Alternative Fuels and Hybrids
Alternative fuels are also a big avenue for study. The three wheelers are available in LPG and
CNG models. Alternative fuels, lower fuel emission techniques are a very important part of
R&D at TVS Motor.
R&D
TVS Automatic Transmission Technology (TVS-ATT)
In line with our commitment to constantly deliver what is best for our customer, we have
always raised the bar internally and stopped at nothing and kept our engineers busy.
TVS Automatic Transmission Technology is one of the key success results of this never ending process for excellence so that you get nothing but better than the best.
TVS-ATT - What is it?
A new technology that will enhance fuel efficiency by as much as twenty percent when
compared to the conventional technology deployed today.
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Why was it developed?
The conventional rubber belt CVT equipped scooters deliver up to 20% worse fuel economy
compared to a standard motorcycle but CVT has the benefit of ease of riding.
The ultimate objective is to achieve the ease of riding of a CVT equipped scooter, with the fuel
economy of a standard motorcycle - develop a fuel efficient engine that can be used across
various platforms like Scooter, Motorcycle, Step-Thru's.
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How does it work?
This technology employs an Automatic Transmission in place of conventional Continuously
Variable Transmission Technology (CVT). This changes gears effortlessly through electronic
control, automatically selecting the gear ratios for a particular riding condition. This enables the
engine to run at its most efficient RPM (revolutions per minute) for a range of vehicle operating
conditions, thereby maximizing the engine performance to achieve peak efficiency; overriding
the requirement of a clutch.
The engine developed for this is compact, fuel efficient and can be used across product forms
like Scooter, Motorcycles and Step-Thru's. Some other important advantages of this technology
are:
1. Lowest CO2 emission in Scooters
2. Low Floor Board
3. Space for luggage
This technology employs an innovative ECU (Electronic Control Unit) which enhances the
performance and fuel economy, giving greater convenience of riding. An advanced cooling
arrangement, which is based on the vehicle motion itself, avoids use of engine driven fan, thus
minimizing the additional consumption of fuel. The improvement in engine efficiency is
derived through friction reduction and multi map electronic ignition control, while transmission
efficiency is boosted through this new technology.
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Manufacturing Excellence

Driven by the Five Pillars of TQM
The management philosophy is based on Five Pillars of TQM (Total Quality Management) Management Commitment, Customer Focus, Quality Costs, Quality Systems and Continuous
Improvement - which rests on the foundation of the Total Employee Involvement Program,
Daily Management and Kaizen.

The Total Employee Involvement Program:
The Total Employee Involvement Program ensures that responsibility for the company's
performance is the shared responsibility of employees at all levels. It provides the employees
with the opportunity to be involved in breakthrough activities and other improvements, over
and above their daily routine.

Daily Work Management:
Daily work management consists of defining and monitoring key processes, ensuring that they
meet set targets, detecting abnormalities and preventing their recurrence. TVS Motor
encourages continuous improvement in all aspects of work, using Cross Functional Teams
(CFT), Supervisory Improvement Teams (SIT) Quality Control Circles (QCC) and suggestion
schemes.

What about Kaizen?
The five pillars start with policy management, which is used to arrive at the annual
breakthrough objectives. There are generally not more than three company objectives, arrived
at after a detailed exercise, which are deployed and reviewed periodically.
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The company conducts an exhaustive range of training programs, utilising both in-house skills
and consultants from all over the world. The programs are conducted for employees across
levels.
Awards
Most Appealing Premium Motorcycle
TVS Apache is the Most Appealing Premium Motorcycle as awarded by J.D.Power Asia
Pacific.
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Best Executive Scooter
TVS Wego 110 was name the Best Executive Scooter of 2015 by J.D. Power Asia Pacific.
Most Appealing Premium Motorcycle
TVS Sport has been named the Most Appealing Premium Motorcycle of 2015 by J.D. Power
Asia Pacific
Two Wheeler Manufacturer of the Year
TVS Motor Company was named the Two Wheeler Manufacturer of the Year by NDTV Car
and Bike Awards 2015
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Most Appealing Premium Motorcycle
The TVS Apache RTR 180 received the highest numerical score among Premium Motorcycle
in the proprietary J.D. Power Asia Pacific 2015 India Two-Wheeler Automotive Performance,
Execution and Layout (2WAPEAL) Study based on evaluations from 10,285 vehicle owners
who purchased a new vehicle between March 2014 and October 2014. The study includes 81
two-wheeler models from nine makes. Proprietary study results are based on experiences and
perceptions of owners surveyed in September – December 2014.
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Best Executive Scooter in Initial Quality
The TVS Wego was the highest ranked Executive Scooter in the proprietary J.D. Power Asia
Pacific 2015 India Two-Wheeler Initial Quality Study (2WIQS) Study based on evaluations
from 10,285 vehicle owners who purchased a new vehicle between March 2014 and October
2014 The study includes 81 two-wheeler models from nine makes. Proprietary study results are
based on experiences and perceptions of owners surveyed in September – December 2014.
Your experiences may vary.
Most Appealing Economy Motorcycle
The TVS Sport received the highest numerical score among Economy Motorcycle in the
proprietary J.D. Power Asia Pacific 2015 India Two-Wheeler Automotive Performance,
Execution and Layout (2WAPEAL) Study based on evaluations from 10,285 vehicle owners
who purchased a new vehicle between March 2014 and October 2014. The study includes 81
two-wheeler models from nine makes. Proprietary study results are based on experiences and
perceptions of owners surveyed in September – December 2014.
KAIZEN
The kaizen system is where all the line personnel are expected to stop their moving production
line in case of any abnormality and along with their supervisor, suggest an improvement to
resolve the abnormality which may initiate a Kaizen.
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The PDCA cycle.
Plan DO Check Act is the abbreviation of PDCA. This is also known as the Shewhart cycle,
Deming cycle.
Antony Robbins and Robert Maurer have popularized the Kaizen principles towards personal
development principles apart from business applications. The approaches of kaizen are Kaizen
blitz and Kaizen burst. A Kiazen blitz or Rapid improvement is a focused activity on a specific
process or activity. The basic concept is to identify and remove waste. The other approach,
Kaizen burst is a specific Kaizen activity on a particular process in the value stream. It is that a
management tool for analyzing te current state and designing a future state for the series of
events that considers a product or service from its beginning through to its customer.
Kaizen, Japanese for "improvement." When used in the business sense and applied to the
workplace, kaizen refers to activities that continuously improve all functions and involve all
employees from the CEO to the assembly line workers. It also applies to processes, such as
purchasing and logistics, that cross organizational boundaries into the supply chain. It has been
applied in healthcare, psychotherapy, life-coaching, government, banking, and other industries.
By improving standardized activities and processes, kaizen aims to eliminate waste. Kaizen
was first implemented in several Japanese businesses after the Second World War, influenced
in part by American business and quality management teachers who visited the country. It has
since spread throughout the world war and is now being implemented in environments outside
of business and productivity.
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CHAPTER-4
DATA ANALYSIS AND
INTERPRETATION
A Study on TQM and its Strategies at TVS Motors
Chapter no. 4
Data analysis and interpretation
Table 4.1
Do you use a motorcycle?
Opinions
Usage in numbers
Usage in %age
Yes
60
75
No
20
25
Chart 4.1
Motorcycle Usage
70
60
50
40
30
20
10
0
Yes
No
In Number
In %age
Interpretation:
From the above chart it is very clear that the usage of motorcycle in the sampling is 75% i.e.
out of 80 different individuals there are 60 people who use a Motorcycle and the rest do not i.e.
a 25%.
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Table 4.2
Number of two-wheelers your family members use?
Information
Only 1 no.
2 no.s
3 no.s
4 & above
In numbers
48
20
8
4
In percentage
60
25
10
5
Chart 4.2
Number of Two-wheelers used by Individual/Family
70
60
50
40
30
20
10
0
Only 1 no.
2 no.s
In numbers
3 no.s
4 & above
In percentage
Interpretation:
The above chart shows us the information related to the quantity i.e. the number of motorcycles
used by the different individuals which were surveyed during the Study. There is a 60% of
single vehicle users, a number of 48 out of 80, 25% Two in numbers, 10% Three in numbers,
5% Four and above users.
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Table 4.3
Is your motor vehicle is a TVS product?
TVS product
In Number
In %age
Yes
52
65
No
28
35
Chart 4.3
Number of TVS product from the sample.
70
60
50
40
30
20
10
0
Yes
No
In Number
In %age
Interpretation:
From the above table we can know the number of users who use a TVS product and also a
comparative study of usage of other brand products. It shows the TVS motor product is having
a majority usage in the survey or sampling conducted with a 65% usage. This shows that the
market share for the TVS products is higher in comparison with other brands.
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Table 4.4
How satisfied about the product you use?
Opinion
In numbers
In %age
Happy
28
35
Comfortable
40
50
Not comfortable/ Not satisfied
12
15
Chart 4.4
Level of satisfaction
60
50
40
30
20
10
0
Happy
Comfortable
In numbers
Not comfortable/ Not satisfied
In %age
Interpretation:
The above chart explains the satisfaction level of the people about their products as a whole.
The people using the TVS products are more comfortable compared to happy and not
comfortable / not satisfied. The %age of comfortable people is 50% whereas, happy are 35%
and not satisfied people are 15%. This shows that the products used by them re very convenient
to their work or usage and also the comfort or satisfaction level of the people.
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Table 4.5
On a scale of 1-5 score each of the following on your personal opinion.
Aspects
Rating 1
Rating 2
Rating 3
Rating 4
Rating 5
Quality
2
-
44
24
10
Not
specified
-
Style
Comfort
-
8
36
16
20
44
24
8
4
Pricing
-
12
56
4
-
8
Safety
8
2
10
48
10
2
Mileage
Innovative
4
16
24
20
32
40
8
4
12
4
Others
10
-
48
12
20
-
Chart 4.5
Ratings
60
50
40
30
20
10
0
Quality
Rating 1
Style
Comfort
Rating 2
Pricing
Rating 3
Safety
Rating 4
Mileage Innovative
Rating 5
Others
Not specified
Interpretation:
From the above chart the study shows that the average personal opinion of the sample people
are greater for Rating 3 as compared to other ratings. The surveyed information shows that the
people using the TVS products have different priorities and also varying opinions about
different aspects of the study.
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Table 4.6
What is the purpose you want to have a TVS product?
Aspect
In numbers
In %age
Status symbol
8
10
Quality factor
16
20
Utility vehicle
20
25
Long journey vehicle
6
7.5
Style
8
10
Mileage
12
15
Comfort
10
12.5
Chart 4.6
Purpose of TVS product
30
25
20
15
10
5
0
Status symbol Quality factor Utility vehicle Long journey
vehicle
In numbers
Style
Mileage
comfort
In %age
Interpretation:
From the above table the data shown is about the different priorities of possessing the TVS
product. As the survey is conducted at Gauribidanur, a rural area the data is purely dependent
on the people opinions on their aspect factor. It shows that the TVS product is more used for
utility purpose and the second priority is for the quality. The the rest is plotted and shown in the
product.
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CHAPTER-5
SUMMARY OF FINDINGS,
SUGGESTIONS AND
CONCLUSION
A Study on TQM and its Strategies at TVS Motors
Chapter No.5
Finding, conclusion and suggestion:
5.1 Findings:
1. The impact of TQM on the company’s products i.e. sales.
2. The need of management for the implementation of TQM for the company’s betterment.
3. Varies methods and the strategies for implementation, processing, directing, controlling,
guiding and maintaining the consistency of the company’s heritage.
4. Methods to reach to the expectations of the consumers.
5. Continuous innovation through the application of different strategies for the improvement and
development of the company to keep it growing.
6. Market competitiveness and rightful ways to deal with and to overcome through the Quality
technique.
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5.2 Conclusion:
The subject of the study Total Quality Management and its strategies is to find out
through TVS Motors, the different methods of implementing the TQM policy by strategizing
the elements and also by considering the aspects like the company policies, management
capacity and limitations, the workers ability to adopt to the change and also to learn and use
them for the company’s growth. In this survey based study the min learning is all about the
customers different opinions on the product and also it’s understood that the market share that
TVS motors has in the survey area and the survey population. The various aspects that the
different kinds of customers focus on a product are well understood and also the reviews are
taken from them for a valuable consideration.
The TQM technique, a historical method for the management of company and the important
aspect that needed by the products and services is very much important in maintaining the
heritage of the company. TVS motors has around 9o companies under its umbrella which are
segmented in different areas of business. The company is very well known for its quality and
customer satisfaction through the objective of TQM. The very most important aspect I the
implementation of the technique for its success and maintenance. The technique here says
about the consistency requirement for the product growth and development. As this aspect is
very well maintained by the company from all these years has given it a very huge support
from both the industry and the people as a whole.
The TVS motors products are very much exposed to the aspects like Quality, Efficiency,
Comfort, Economical and also styling & innovation. The products designed by TVS Motors are
very unique in nature and also innovative styling. The topic of the study TQM has played a
very big role in the success of the company and carrying out the heritage of T V Sundaram
Iyengar as TVS motors which has given it many National awards and also it’s a leading twowheeler manufacturer which is most admired by all styles of people like, sports, mileage,
economical pricing, Quality and pickup, utility vehicles and many more.
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5.3 Suggestions:
1. Need to introduce many more products in the Bikes sector.
2. To maintain the Quality of all the products introduced also to improve few aspects trough
innovation.
3. The Scooty series needs to be further improved in its designing and also in the road grip
aspect as it is mostly rode by ladies.
4. Few products needs to be modified as the suggestions received from the feedback conducted.
5. To increase the availability of service stations and also to reduce the time period required for
its processing.
6. There is a demand for the TVS sport bikes and also luxury bikes. So it is suggested that the
company may consider this and to respond on this.
SINDHI COLLEGE OF COMMERCE, PG DEPARTMENT, BENGALURU.
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BIBLIOGRAPHY
Website:
www.investopedia.com
www.tvsmotors.com
www.wikipedia.com
Books:
Strategic management, 5th edition, Himalaya Publications.
Corporate culture and the quality organization, James W Fairfield-sonn
Improving manufacturing flexibility-Vokurka, Robert
ANNEXURE
Questionnaire
This questionnaire has been devised to know the scope, possibility and practical
aspects of Total Quality Management of TVS MOTORS, GOURIBIDANUR. This
is confidential and for the purpose of study only. So, please provide with true
input…
1. Name: ………………………………….
2. Gender:
Male
Female
3. Age: 18-25
26-35
36-45
46-55
55 above
4. Marital status:
Married
Unmarried
5. Number of members in your family
6. Do you use motor cycle
Yes
1-3
4-6
7-9
No
7. Number of two-wheelers your family members use
only 1 2
3
4 & above
8. Is your motorcycle a TVS Motors product?
Yes
No
above 9
9. If que 8 is No, what is your opinion about the products of TVS motors as a
whole
Not so good
Satisfactory
Good
Very good
No idea
10. If que 8 is Yes, under which product segment does your vehicle fall
Scooter
Mopeds
Bike
11. How satisfied you are about the product you use
Happy
Comfortable
Not comfortable
12. On a scale of 1-5, with 1 being not satisfied and 5 being excellent, score
each of the following factors of TVS motors product based on your
personal opinion
Quality
Style
Comfort
Pricing
Safety
Mileage
Innovative
Others
 If others please specify ………………..
13. How long have you been using a TVS motorcycle
Less than a year
1-3 years
3-5 years
5-7 years
More than 7 years
14. How often you ride your motorcycle
Everyday
A few times per week
Once a week
Rarely
15. Are you satisfied with the pickup and performance of the vehicle
Yes
No
16. Average distance covered in a month
0-100
100-200
200 above
17.What was the top speed you noticed
80
90
100 100 above
18. How do you feel about the braking system and safety features
Excellent Good
Average
Poor
19. What is the purpose you want to have a TVS product
Status symbol
Quality factor
Utility vehicle
Long journey vehicle
Style
Mileage
Comfort
20.What is that feature made you buy the vehicle you have
Quality
Style
Comfort
Pricing
Others
 If others please specify ………………..
21. Are you informed/treated well at the showroom/ service station of TVS
motors
Yes
Satisfied
Average
No
22. Your overall rating about the TVS motor’s Product as a whole
a) Good
Can be bettered
Happy about it
Excellent
b) On a scale of 1 to 5
23. Please Share your experience and suggestions after using the TVS motor’s
Motorcycle
........................................................................................................................
........................................................................................................................
....
Date
Topic Discussed
01-03-2016 to
08-03-2016
Introduction: -.
09-03-2016 to
15-03-2016
Review of Literature.
Research Design: -
15-03-2016 to
20-03-2016
Company Profile:-.
21-03-2016 to
30-03-2016
Data Analysis And
Interpretations:-time
31-03-2016 to
15-04-2016
Findings, Suggestions
and Conclusion
Guide Signature
Student
Signature