CONTENT• ABOUT VIDEOCON

• VIDEOCON SHAHJAHANPUR

• FACILITY LOCATION PLANNING

• FACILITY CAPACITY PLANNING

• PRODUCTION AND OPERATION MANAGEMENT

• TRANSFORMATION PROCESS

• QUALITY CONTROL DEPARTMENT

• PLANT STORE DEPARTMENT

• HUMAN RESOURCE DEPARTMENT

• PRODUCT LAYOUT

WHAT IS ?1 . WHY VIDEOCON HAS CHANGED ITS LOGO ?

The brand now has changed its 'V' to a flowing style along with a new line -''Experience change'. According to the company, the new Videocon symbol reiterates the ethos of a company dedicated to maintaining the highest international standards of excellence through quality, technology and innovation.

?

STORY OF VIDEOCON The story begins with the idea in the mind of a graduate boy who was very agile and passionate about his ideas and have believe in them. He initiated with sugar mill and ended with an MNC named Videocon India,s no. 1 brand in Consumer electronics and Home appliances by almost 50 million people across the world.The boy named was Shri Nandlal Madhavlal Dhoot, the founder of the Videocon Group

Late Shri Nandlalaji Dhoot

(26th Feb 1932 – 26th April 1993)

WHERE DOES VIDEOCON STANDS TODAY ?

The group has 17 manufacturing sites in India and plants in China, Poland, Italy and Mexico .

  Third largest picture tube manufacturer in the world.

 Annual turnover of 4 billion USD, making it the largest consumer electronic and home appliance companies in India.

Videocon is one of the largest CPT Glass manufacturers in the world, operating in Mexico, Italy, Poland and China.

On May 23, 2008, Videocon announced that it is studying an invitation from General Electric (GE) to bid for its century-old appliances division which it has put up for sale.

Home Appliances

• Refrigerators• Washing Machines• Air Conditioners• Air Coolers• Mixers, Toasters & Iron• Microwave Oven• Vaccume Cleaner• Geysers• Water Purifiers

Consumer Electronics

• CTV TV• Plasma TV• LCD TV• LED TV• Home Entertainment Systems• Audio/Video Products

• Videocon• Sansui• Kenstar• Kelvinator• Nordmende

Products Brands

BUSINESS PORTFOLIO

1987Washin

g Machin

es

First time in India:

• Flat tube for B&W TV

• PIP in Color TV• Washing machines

as a category• Rotary compressors

in Aircons• Television with

Auto Con Technology

1987 1989/1990 1991 1995 1996 1998

1989-1990Home

Entertainment Systems,

Electric Motors &

Air conditioners1991

Refrigerators &

Coolers

1995Glass

shells for CRT

1996Kitchen

Appliances &

Crude Oil

1998Compressor

s & Compressor

motors2000

PhilipsColor TV

Plant takeover

2005Electrolux -

India 3 plants

takeover

2000 2005

2005Thomso

n acquisiti

on

2005

1985Colour

TV

Route:

• Strong Market Study• Strong Dealer

Network• Multi Brand Strategy

In house Integration:

• Components Manufacturing like Motor, Compressor, Glass, Picture Tube etc.

1985 2009

2009Teleco

m Venture &D2H

2008

2008Merging of Group Brands

Videocon Group: The Story So Far …

VSOL

CE & HA

Solar Energy DTH

Retail

Petroleum

IT

BRAND BASKETS OF VIDEOCON

Energy

Hospitality

PRODUCTION CAPACITY OF 50000 REFRIGERATORS IN AN MONTH.

Strong Backward Integration : Component Division

US $ 120 million

VIDEOCON Industries Ltd. , SHAHJHANPUR

THE INDIAN GIANT

Good transportation facilities

Close Proximity to the raw material

Close Proximity to

Markets

Residential complexes,

schools, hospitals,

clubs, etc.

Availability of

cheap & skillful labor

Less constructio

n costs

Easy availabilit

y of cheap land

Proximity to sub-

contractors

Environment and

community

Government

policies

Basic amenit

ies

Availability of

power supply

SJPR

Why shahjahanpur (Rajasthan)?

11

IN ORDER TO MEET THE OPTIMAL CAPICITY THE WORK IS CARRIED IN TWO SHIFTS 12 HOUR EACH.

Facility Capacity Planning

IN ORDER TO SATISFY HE FUTURE DEMAND HUGE WAREHOUSES ARE MADE TO STORE ADEQUATE STOCK.

OPTIMAL CAPICTY AT SJP IS 50000 PER MONTH.

TOTAL INVESTMENT IS RS.500 CRORES.

Need for Facility Capacity Planning

Transformation Process

Building

Metal sheets)

Workers and employees

Cooling system

Capital

Managers

Customers satisfied with:• Good cooling performance• Less consumption with electricity• New advanced features

Random disturbances•Machine failure

•Short supply from vendors• •Strikes

Quality of inputs

monitored

Quality of outputs

monitored

INPUTS

Feedback Mechanisms• Higher production • Lesser customer complaints• Satisfied employees

OUTPUTS

Machines

Compressors.

Transformation process under VIL (A Refrigerator Manufacturer)

Process From Purchase To Payment

Payment ToSuppliers

Bill Passing

A/C Department

Document

Shop FloorOr

Store

Material

Accepted

Return ToSuppliers

Rejected

Quality AssuranceDepartment

Store Entry

Gate Entry

Supply By Suppliers

Deal Finalisation

Contact with Supplier

Purchase Department

Requirement By PPC

3D LED TVWorld’s 1st

INDIA’S 1ST TILT DRUM FL WM

AC WITH VITA AIRREF

WM WITH DIRECT DRIVE

UPCOMING PRODUCTS

45’

CRITICAL SUCCESS FACTOR

1.PRICEAS WE ALL KNOW THAT PRICE OF VIDEOCON PRODUCT IS LOW AS COMPARED TO ITS COMPETITORS SUCH AS LG,SAMSUNG AND VIDEOCON ETC.

2. QUALITY VIL FOCUSES ON QUALITY OF ITS PRODUCT ON LARGE SCALE FOR EX > IT IHAS SEPRATE QUALITY DEPARTMENT IN THE PLANT TO CHECK AND MONITOR THE QUALITY OF RAW MATERIALS AND QUALITY OF OUTPUT PRODUCED.

3. DELIVERYVIL HAS VERY EFFECTIVE SUPPLY CHAIN SYSTEM FOR THAT IT HAS ITS OWN RETAIL OUTLET SUCH AS NEXT FROM WHERE THE FINISHED GOODS ARE SOLD AND TRANSFFERED TO DEALERS.

4.SERVICETHROUGH VARIOUS CUSTOMER CARE C CENTERS VIDEOCON IS PROVIDING VARIOUS PRE AND POST SALES SERVICE TO CUSTOMER.

5. CYCLE TIME AS WE KNOW AS THE CYCLE TIME REDUCES PROFIT OPPORTUNITY FOR UNIT INCRESES, AS IN CASE OF VIDEOCON THROUGH 24 HOURS SHIFT,S OF WORKING IT HAS INCRESED ITS CYCLE TIME.

Key Factors For Success

Benchmarking & Global Standards Rule the changing business environment

Accountability & Answerability.

Adopt, Adapt and Improve

Functional Expertise is the solution.

Ask Why? Learn To Say No! Try To Know How.

Task driven Approach and Positive attitude

Team Work & Customer Focus

Consistency at work and continuous improvement

Be open to suggestions and promote positive thinking

Total cost effectiveness : Survival of the fittest

Weeding out dead wood - Shape Up or Ship Out

Measurable Performance / bottom line is the final answer

NO PLACE FOR ORDINARIES : Smart to exist.

Golden Opportunities for successful people.