SHODHA TOYOTA

DECLARATION

I here declare that this project titled ORGANISATION STUDY in SHODHA TOYOTA MOTORS PVT LTD., RAYAPUR, HUBLI During academic year 2009-10 has been submitted in partial fulfillment of the award of BACHELOR University, OF BUSINESS is my

ADMINISTRATION

from

Karnatak

Dharwad

original and genuine work and is not submitted to the award of any other degree or similar title. The findings and conclusion of this report is based on the information gathered through

interaction with the organisation and the respondents.

PLACE :- Dharwad DATE :15 -01 -2010 BHARATH. R. VANKINA

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ACKNOWLEDGMENT

This project is a great opportunity to express my heartily thanks to those people who timely supported me a long way in the completion of project report. First and foremost, I would like to express my sincere thanks to Ms. Ashwini Alur, HR Officer, Shodha Toyota Motor Pvt Ltd, for her kind guidance and valuable suggestions for my project. I acknowledge gratefully, the assistance and cooperation of the management and employees of SHODHA TOYOTA MOTORS PVT LTD. At the same juncture would like to thank our Head of the Dept Mr. Sharad Desai & Prof. N. L. Guddin for their kind cooperation and valuable suggestion till the completion of this project. I also thank to my principal Dr. Ajit Prasad for being with me whenever I was in need of their help. I also express my sincere thanks and dedicate my work to my parents and family members who have been always a moral support and strong pillars at all walks of my life and at every stage with a cheer enthusiasm.

BHARATH. R. VANKINA

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PREFACE

The objective of this report is to provide the entire information about SHODHA TOYOTA MOTORS PVT LTD. So that we will come to know how they plan and make decision and organize and control activities in the environment they operate. It will better serve to serve the needs and coherence and clarity. TOYOTA MOTORS DIVISION is one of the successful divisions of SHODHA ENTERPRISES. The art of this management of this organization is far more different from others showrooms.

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INDEX
COMPANY OVERVIEW : Organisational Profile. About Toyota Motors Corporation. Origin of Toyota Motors. Objectives of Toyota Motors. Organisational Chart. Toyotas first car. Worldwide presence of Toyota Motors corporation.
1.

1.

ABOUT SHODHA TOYOTA & COMPANY : Introduction to Shodha Toyota Pvt Ltd. Shodha Toyota is dealers for Toyota Kirloskar Motors Ltd. Mission statement of Shodha Toyota Pvt Ltd. Quality objectives of Shodha Toyota Pvt Ltd. Organizational Chart of Shodha Toyota Pvt Ltd. The Territory of Shodha Toyota. About Management in General.

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Management activities, Departments & their responsibilities in Shodha Toyota.

SWOT analysis of Shodha Toyota. Awards gained by Shodha Toyota.

1.

CATALOGUES & PRICE LISTS OF TOYOTA VEHICLES :CONCLUSION :BIBLIOGRAPHY :-

2.

3.

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COMPANY OVERVIEW

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ORGANISATIONAL PROFILE

Name of the Organisation Type Founded Founder(s) Headquarters Key people

Toyota Motor Corporation Public (TYO: 7203) & (NYSE: TM) 1937 Kiichiro Toyoda Toyota City, Aichi, Japan; Tokyo, Japan Kiichiro Toyoda (Founder),Fujio Cho (Chairman and Representative Director), Katsuaki Watanabe (Vice chairman and Representative Director), Akio Toyoda (President and Representative Director), Shoichiro Toyoda (Honorary Chairman Automotive , Robotics, Financial services, Biotechnology Economy/mainstream/luxury vehicles USD $263.42 billion (2009) USD $-4.56 billion (2009) USD $-4.33 billion (2009) USD $324.98 billion (2009) USD $-5.54 billion (2009)[ 316,121

Industry Products Revenue Operating income Net income Total assets Total equity Employees

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Subsidiaries Website

522 www.toyota.co.jp/en/

TOYOTA MOTORS CORPORATION

Toyota Motor Corporation was Japans largest car company and the worlds third largest by the year 2000. The company was producing almost five million units annually in the late 1990s and controlled 9.8 percent of the global market for automobiles. Although its profits declined substantially during the global economic downturn of the early 1990s, Toyota responded by cutting costs and moving production to overseas markets. The company represented one of the true success stories in the history of manufacturing, its growth and success reflective of Japans astonishing resurgence following World War II.

THE EMERGENCE OF JAPANESE AUTOMOBILE MANUFACTURING IN 1930s &1940s

In 1933 a Japanese man named Kiichiro Toyoda traveled to the United States, where he visited a number of automobile production plants. Upon his return to Japan, the young man established an automobile division within his fathers loom factory and in May 1935 produced his first prototype vehicle. General Motors and Ford already were operating assembly plants in Japan, but U.S. preeminence in the worldwide automotive industry did not deter Toyoda. Since Japan had very few natural resources, the company had every incentive to develop engines and vehicles that were highly fuel efficient. In 1939, the company established a research center to begin work on battery-powered vehicles. This was followed in 1940 by the establishment of the Toyoda Science Research Center (the nucleus of the Toyota Central Research and Development Laboratories, Inc.) and the Toyoda Works (later Aichi

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Steel Works, Ltd.). The next year Toyoda Machine Works, Ltd. was founded for the production of both machine tools and auto parts.

As Japan became embroiled in World War II, the procurement of basic materials for automobile manufacturing became more and more difficult. At one point Toyoda was manufacturing trucks with no radiator grills, brakes only on the rear wheels, wooden seats, and a single headlight. Pushing toward the limits of resource conservation as the course of the war began to cripple Japans economy, the company started piecing together usable parts from wrecked or worn-out trucks in order to build recycled vehicles. When the war ended in August 1945 most of Japans industrial facilities had been wrecked, and the Toyoda (or Toyota as it became known after the war) production plants had suffered extensively. The company had 3,000 employees but no working facilities, and the economic situation in Japan was chaotic. But the Japanese tradition of dedication and perseverance proved to be Toyotas most powerful tool in the difficult task of reconstruction.

POSTWAR CHALLENGES & INNOVATIONS: THE BIRTH OF SMALL CAR

Just as the Japanese motor industry as a whole was beginning to recover, there was mounting concern that American and European auto manufacturers would overwhelm the Japanese market with their economic and technical superiority. Japans automakers knew that they could no longer count on government protection in the form of high import duties or other barriers as they had before the war. Since American manufacturers were concentrating their efforts on medium-sized and larger cars, Toyotas executives thought that by focusing on small cars the company could avoid a head-on market confrontation. Kiichiro Toyoda likened the postwar situation in Japan to that in England.

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The British motorcar industry, he said, also faces many difficulties, but its fate will be largely determined by how strongly American automakers feel they should concentrate on small cars. It was January 1947 when Toyota engineers completed their first prototype for a small car: its chassis was of the backbone type (never used before in Japan), its front suspension relied primarily on coil springs, and its maximum speed was 54 miles per hour. After two years of difficulties the company seemed headed for success. This was not to be accomplished as easily as expected, however. Two years later, in 1949, Toyota suffered its first and only serious conflict between labor and management. Nearly four years had passed since the end of the war, but Japans economy was still in poor shape: goods and materials of all kinds were in short supply, inflation was rampant, and people in the cities were forced to trade their clothing and home furnishings for rice or potatoes to survive. That year the Japanese government took measures to control runaway inflation in ways that severely reduced consumer purchasing power and worsened the already severely depressed domestic automotive market. Japanese auto manufacturers found themselves unable to raise the funds needed to support their recovery efforts, for the new governmental policy had discontinued all financing from city banks and the Reconstruction Finance Corporation. Under these conditions the companys financial situation deteriorated rapidly. In some months, for example, the company produced vehicles worth a total of 350 million while income from sales reached only 250 million. In the absence of credit sources to bridge the imbalance, Toyota soon was facing a severe liquidity crisis. In large part because of wartime regulations and controls, Toyota had come to place strong emphasis on the production end of the business, so that in the early postwar years not enough attention had been paid to the proper balance between production and sales. The Japanese economy at that time was suffering from a severe depression, and because the Toyota dealers were unable to sell cars in sufficient quantities, these dealers had no choice but to pay Toyota in long-term promissory notes as inventories kept accumulating.

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Finally, Toyota was unable to meet its regular payroll. Delayed payments were followed by actual salary reductions and then by plans for largescale layoffsuntil April 1949, when the Toyota Labor Union went on strike. Negotiations between labor and management dragged on with the union leaders bitterly opposed to any layoffs. As a result, Toyota was compelled to reduce both production and overhead. Workers staged demonstrations to press their demands, and all the while Toyota kept falling further into debt, until the company finally found itself on the verge of bankruptcy. Production dropped to 992 vehicles in March 1949, to 619 in April, and to 304 in May. Crucial restructuring efforts included a proposal to incorporate Toyotas sales division as a separate company, leading eventually to the formation of Toyota Motor Sales Company Ltd. in April 1950. Toyota Motor Sales Company handled all domestic and worldwide marketing of Toyotas automotive products until July 1982, when it merged with Toyota Motor Company. In the meantime, discussions between labor and management finally focused on whether to admit failure, declare bankruptcy, and dissolve the company, or to agree on the dismissal of some employees and embark upon a rebuilding program. In the end management and labor agreed to reduce the total workforce from 8,000 to 6,000 employees, primarily by asking for voluntary resignations. At the management level, President Kiichiro Toyoda and all of his executive staff resigned. Kiichiro, Toyotas founder and a pioneer of the Japanese automotive industry, died less than two years later. Not long after the strike was settled in 1950, two of the companys new executives, Eiji Toyoda (now chairman of Toyota Motor Corporation) and Shoichi Saito (later chairman of Toyota Motor Company), visited the United States. Seeking new ideas for Toyotas anticipated growth, they toured Ford Motor Companys factories and observed the latest automobile production technology. One especially useful idea they brought home from their visit to Ford resulted in Toyotas suggestion system, in which every employee was encouraged to make suggestions for improvements of any kind.

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On their return to Japan, however, the two men inaugurated an even more vital policy that remained in force at Toyota through the 1990s: the continuing commitment to invest in only the most modern production facilities as the key to advances in productivity and quality. Toyota moved quickly and aggressively in the 1950s, making capital investments in new equipment for all of the companys production facilities. Not surprisingly, the company began to benefit from the increased efficiency almost immediately. During 1951, Toyota introduced the first four-wheel-drive Land Cruiser. Moreover, as the domestic demand for taxis rapidly increased, production of passenger cars also rose quickly, from 50 units per month to 250 units per month by 1953. In production control, Toyota introduced the Kanban (or synchronized delivery) system during 1954. The idea was derived from the supermarket system, where consumers (those in the later production stages) took products (parts) from the stock shelves, and the storekeepers (those in the earlier production stages) replenished the stock to the degree that it was depleted. The Kanban system became the basis for Toyotas entire production system. By the early 1950s, just as Toyota had anticipated, the Japanese market was crowded with vehicles from the United States and Europe. Toyota would not only have to make additional investments in manufacturing facilities and equipment, but also undertake a major new research and development effort. This was the reasoning behind Toyotas decision in 1958 to build a fullscale research center for the development of new automobiles (which also was to become Japans first factory devoted entirely to passenger-car production). Beginning with the Crown model, introduced in 1955, Toyota quickly expanded its passenger-car line to include the 1,000-cubic-centimeter Corona, then added the Toyo-Ace (Japans first cab-over truck) and a large-sized diesel truck.

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Throughout these years Toyota also was working hard on another important, if less conventional, approach to adapting itself to the rapid motorization of Japan, brought about by a remarkable increase in national income. When, for example, Toyota Motor Sales was capitalized at 1 billion, 40 percent of that amount (400 million) was immediately invested to establish an automobile driving school in an effort to help citizens acquire drivers licenses. Toyota made a major contribution to Japans growing motorization in the years following 1965, a trend that was to lead to a mass domestic market for automobiles. In 1955, ten years after its defeat in World War II, Japan became a member of the General Agreement on Tariffs and Trade (GATT); but automobiles remained one of Japans least competitive industries in the international arena. Toyota, foreseeing the coming age of large-scale international trade and capital liberalization in Japan, decided to focus on lowering its production costs and developing even more sophisticated cars, while at the same time attempting to achieve the highest possible level of quality in production. This was a joint effort conducted with Toyotas many independent parts suppliers and one that proved so successful that ten years later, in 1965, Toyota was awarded the coveted Deming Prize for its qualitycontrol achievements. In subsequent years Japans gross national product expanded rapidly, contributing to the impressive growth in auto sales to the Japanese public. The Toyota Corolla, which went on sale in 1966, quickly became Japans most popular family car and led the market for autos of its compact size. Toyota continued to make major investments in new plants and equipment to prepare for what it believed would be a higher market demand. In 1971 the government removed controls on capital investment. In the wake of this move, several Japanese automakers formed joint ventures or affiliations with U.S. automakers.

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Two years later, the 1973 Middle East War erupted and the worlds economy was shaken by the first international oil crisis. Japan, wholly dependent upon imports for its oil supply, was especially affected. The rate of inflation increased and demand for automobiles fell drastically. Yet, in the face of the overall pessimism that gripped the industry and the nation, Toyotas chairman Eiji Toyoda proposed a highly aggressive corporate strategy. His conviction was that the automobile, far from being a luxury, had become and would remain a necessity for people at all levels of society. As a result, Toyota decided to move forward by expanding the companys operations.

ENVIRONMENTAL AWARENESS IN THE 1970s

In December 1970 the U.S. Congress passed the Muskie Act, which set limits on automobile engine emissions. In the United States the enforcement of this law was eventually postponed, but in Japan even stricter laws were promulgated during the same time with no postponement of enforcement deadlines. When the Muskie Act was first proposed, automakers all over the world were opposed to it. They argued that it would actually prohibit the use of all internal combustion engines currently used, and they requested that the enforcement of the law be postponed until new technology, able to meet the laws requirements, could be developed. Notwithstanding these developments, Toyota moved forward on its own to develop a new generation of cleaner and more fuel-efficient engines. After studying all the feasible alternativesincluding catalytic systems, rarefied combustion, rotary engines, gas turbine and battery-powered carsToyota settled on the catalytic converter as the most flexible and most promising and succeeded in producing automobiles that conformed to the worlds toughest emissions-control standards. (Meanwhile, imported cars were given a three-year grace period to conform to Japans strict emissions-control standards.)

INTERNATIONAL GROWTH IN THE 1980S

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In 1980 Japans aggregate automobile production was actually better than that of the United States. In the same year, Toyota ranked second only to General Motors in total number of cars produced. Although Toyota made efforts over the years to improve the international cooperation between automakers, in such ways as procuring parts and materials from overseas manufacturers, Japans successes in the world auto market nonetheless resulted in the Japanese automobile industry becoming a target of criticism. Shoichiro Toyoda, president of Toyota during the middle and late 1980s, possessed a solid understanding of American culture. Toyoda reportedly believed that Toyotas future success depended in part on the way it handled public relations with the United States, a nation that he perceived to be extremely bitter about losing trade battles with Japanese industry. By means of intense advertising and controlled public relations under Toyodas direction, Toyota tried to elevate the principle of free competition in the minds of the American people.

THE NEW GLOBAL BUSINESS PLAN : 1995 AND BEYOND

When Hiroshi Okuda was promoted to company president in 1995 his chief ambition was to revitalize Toyotas standing in the global marketplace. In June he unveiled Toyotas New Global Business Plan, which placed renewed focus on innovation and international expansion. Okudas targets were clearly defined: to raise production to six million vehicles a year; to increase Toyotas international market share to 10 percent; and to increase its share of the domestic market to 40 percent. He believed the first two goals would be achieved through the construction of new manufacturing plants in foreign markets, along with an increased emphasis on the localization of parts production.

The purpose of localization was to reduce the time and expense involved with shipping components across great distances, enabling Toyota to

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increase its overall automobile production and devote greater resources to research and development. By widening the scope of operations in Toyotas overseas locations, Okuda envisioned a more streamlined, cost-effective manufacturing process. Furthermore, the stimulation of local economies was an effective public relations tool, enhancing the value of the Toyota brand name in foreign markets. In 1995 Toyota announced its intention to set up a manufacturing operation in Indiana, in the hope of becoming a major participant in North Americas highly competitive large truck market. In 1997 the company opened new plants in Canada and India, and in December it announced plans to build a second European plant in Valenciennes, France, to begin production of a new line of cars specifically designed for the European consumer. The year 1997 also saw increased production in Toyotas Thailand operations, with a total output of 240,000 vehicles. In 1998 the company also raised its export levels from the Thailand plants to 20,000 units, with most of the vehicles destined for the Australian and New Zealand markets. That same year, the company opened a new operation in Brazil, and in 1999 it began construction of a transmission production plant in the Walbrzych Special Economic. Although a weakened euro caused Toyota to suffer losses in Europe toward the end of the 1990s, the new operation in France, scheduled to begin production in 2001 at a rate of 150,000 vehicles a year, was expected to reverse this trend. The company also experienced strong sales in the United States and Japan during this time, and in 2000 Toyotas total worldwide production exceeded five million vehicles for the first time ever.

ORIGIN OF TOYOTA MOTORS

SHODHA TOYOTA

KIICHIRO TOYODA

Motor Corporation is commonly known simply as Toyota, is a multinational corporation headquartered in Japan and the world's largest automaker by sales. Toyota employs approximately 320,808 people worldwide. The Toyota story begins in the late 19th century, when Sakichi Toyoda invented Japans first power loom, which was to revolutionize the countrys textile industry. In January 1918, Sakichi founded the Toyoda Spinning & Weaving Company, and with the help of his son, Kiichiro Toyoda, he fulfilled his lifelong dream of building an automatic loom in 1924. Two years later, he established Toyoda Automatic Loom Works. Like his father, Kiichiro was an innovator, and during his visits to Europe and the U.S. in the 1920s, he became deeply interested in the nascent automotive industry. Making the most of the 100,000 that Sakichi Toyoda received for selling the patent rights of his automatic loom, Kiichiro laid the foundations of Toyota Motor Corporation (TMC), which was established in 1937, from looms to cars. The Toyota Motor Company received its first Japanese Quality Control Award at the start of the 1980s and began participating in a wide variety of motorsports. Due to the 1973 oil crisis, consumers in the lucrative U.S. market began turning to small cars with better fuel economy.

Toyota

Born

June 11, 1894, Japan March 27, 1952 (aged 57), Japan Founder, Toyota Motor Corporation

Died

Business

By the early sixties, the US had begun placing stiff import tariffs on certain vehicles. The Chicken tax of 1964 placed a 25% tax on imported commercials vans. In response to the tariff, Toyota, Nissan Motor Co. and Honda Motor Co. began building plants in the U.S. by the early eighties.

THE MAIN OBJECTIVES OF TOYOTA GROUP

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The Toyota Foundation was established to work "for the sake of greater human happiness" in October 1974. Ever since, the Foundation has engaged in activities guided by the principles of "foresight, citizen participation, and internationality" in the hope of contributing toward an increase in human happiness and the development of society. In a world that is undergoing rapid change, the Toyota Foundation is determined to move forward by pursuing its founding ideals with renewed vigor.

SUPPORTING ONE ANOTHER IN LIFE AND LIVING

We aspire toward the realization of a society in which each individual can live with dignity and hope. To this end, we support efforts to activate the wisdom found in everyday life and to build a good society through mutual support and collaboration among neighbors.

SEARCHING FOR THE ART OF LIVING BETTER

In today's globalized world, nature is on the verge of crisis, while culture is undergoing a rapid transformation. We wish to contribute to the creation of a beautiful environment and dynamic local culture by nurturing relationships with the people of the world and learning from nature's wisdom, so that everyone can enjoy a compassionate and fulfilling coexistence.

TOWARD A FULFILLING FUTURE

We support initiatives to enrich the lives and minds of young people, with the aim of fostering the next generation, on whom the future depends. We hope that this will enable the next generation to respect each other's cultures from a broader perspective and to forge a path to the achievement of lasting peace.

ORGANISATIONAL CHART OF TMC

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TOYOTAS FIRST CAR

TOYOTA MODEL AA, - 1936, WITH THE ORIGINAL TOYODA LOGO

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In 1936, in anticipation for the launch for the Model AA, which was Toyota's first passenger car, Toyoda held a public competition to establish a new symbol mark to promote its vehicles. The company indicated that the new design should convey the feeling of speed. Twenty-seven thousand entrants answered the call and submitted their ideas to Toyoda. The winning design led to a change in the name of the automobiles and plants from "Toyoda" to "Toyota." The name change made the Japanese lettering more streamlined and was also chosen because the number of strokes to write Toyota in Japanese (eight) was thought to bring luck and prosperity. The sound of the word "Toyota" was also deemed more appealing. The Model AA was subsequently launched with the new logo. While the logo is no longer used on any product the mark is still used today as the corporate emblem of Toyota Motor Corporation and can be seen on their Headquarters in Aichi.

FUTURE PROJECTS OF TMC

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TMC envisions society to be like in the first half of the 21st century and the corporate image TMC wants to project Four Future Plans.
1.

TOWARD A RECYCLING-BASED SOCIETY :As we move toward a recycling society on a global scale, demands are rising that we move away from the era of large-scale production and large-volume consumption and disposal toward a recycling based society that promotes conservation of resources, reusing and recycling. Toyota will endeavor to become a leader of global regeneration through its outstanding environmental technologies.

2.

TOWARD THE AGE OF ITS AND UBIQUITOUS NETWORKS :Information and telecommunications technologies are advancing, the use of IT in automobiles is progressing, mobile information services are improving dramatically, and transport infrastructure and infrastructure-respondent preventive safety are developing. Against this backdrop, Toyota will aim to be a leader in creating vehicles and a motorized society in which people can live safely, securely and comfortably.

3.

TOWARD DEVELOPMENT OF MOTORIZATION ON A GLOBAL SCALE :Motorization is advancing in China and other emerging markets and people around the world are enjoying the high degree of mobility afforded by automobiles. In order to promote this, Toyota will expand the appeal of automobiles throughout the world and largely increase the number of fans of Toyota, resulting in Toyota being able to include in its view a global share of about 15%* early on in the 2010s.

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4.

TOWARD A MATURED SOCIETY :As nationalism steadily declines and respect for all peoples expands throughout the world, global companies are shifting toward societies where people of a variety of nationalities and ethnicities can engage in lively exchanges of ideas. Toyota seeks to become a truly global enterprise that is respected by all peoples around the world.

MARKET SHARE OF TOYOTA MOTORS CORPORATION

PARIS(Reuters) the head of Toyota Motor Corps European operations said on Thursday he was confident of selling one million vehicles in Europe by 2005, significantly more than the official target 0f 8,00,000 units. Between January and August this year, Toyota sold 4, 32,890 cars up 13.5 percent from the year earlier period, taking a 4.4percent shares of the Western European market. Sales are expected to exceed over 7, 00,000 units this year in what would be a sixth straight record high. We have 10 percent market share in the United States and about 40 percent in Japan. With the current market share in Europe, we are frankly very small players. He said, he added that market share would have to reach at least 10 percent for Toyota to be recognized as a respectable brand in Europe.The key to succeeding in the rough market, he said, was to produce large volumes at least one million vehicles a year, if not 1.5 million thereby cutting the cost of parts per vehicle. Imai said.

WORLDWIDE PRESENCE OF TOYOTA GROUP

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IN AMERICA :

CARIBBEAN COUNTRIES

Ecuador Antigua & Barbuda Argentina Aruba El Salvador

Nicaragua(Casa Pellas) Nicaragua (Auto)

French Guiana Bahamas Barbados Belize Bermuda Bolivia Brazil Grand Cayman Grenada Guadeloupe Guatemala Guyana

Panama Peru Puerto Rico

St. Kitts & Nevis St. Lucia St. Maarten St. Vincent , Grenadines Suriname

Canada Chile Colombia Costa Rica Curacao Jamaica USA Haiti Honduras Trinidad & Tobago

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Dominica Com. Dominican Republic Martinique Mexico Montserrat

Hawaii , Usa Uruguay

Venezuela

IN EUROPE : Pan Europe

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Germany Austria Great Britain Greece

Poland Portugal

Belgium Hungary

Russian Federation

Croatia Cyprus Czech Republic Iceland Ireland Italy

Slovakia Slovenia Spain Canary Islands, Spain Sweden

Denmark Latvia Lithuania Estonia Luxembourg

Switzerland

Turkey

Finland France

Netherlands Norway

Yugoslavia

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IN AFRICA

Kenya Angola

Seychelles Sierra Leone Somalia

Liberia Burundi

South Africa Sudan

Madagascar Comoros Malawi Mauritania Mauritius Djibouti Morocco Mozambique Uganda Tanzania Tunisia

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Egypt Eritrea Ethiopia Nigeria Zambia Zimbabwe

Rwanda Ghana

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ABOUT SHODHA TOYOTA MOTORS, RAYAPUR, HUBLI

SHODHA MOTORS PRIVATE LIMITED ( SHODHA TOYOTA )

RAYAPUR, HUBLI

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INTRODUCTION
Shodha Motors Private Limited (Shodha Toyota) was incorporated as a private limited company on 10th July 2000, primarily to deal in Sales and Service of Toyota vehicles as Authorized dealers for Toyota Kirloskar Motor Limited. Shodha Toyota began its 3S operations on 28th April 2001 and since then it has sold 1400 vehicles to date.

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Shodha Toyota is engaged in Sales and Service of Toyota Vehicles. Shodha Toyota covers 12 district of North Karnataka. Mr. Prasad Deshpande and Mr. Prakash Nayak promote this dealership. Shodha Toyota is situated on PoonaBangalore NH, 11Kms from Hubli. Hubli is a business center and is well connected by road, rail and air. The customer base includes Industrial houses, Businessmen, Government Departments and others. The Principal, M/s Toyota for development of competence of their employees. They have implemented Quality Management System in accordance with ISO- 9001: 2000 and they are in the process of obtaining the desired result. Shodha Toyota, Hubli, is the latest to join the network of exclusive Toyota '3S' dealership. '3S', which signifies Sales, Service & Spare parts under one roof, is Toyota's unique approach to customer care and service. Shodha Toyota is one of the first of its kind in Hubli, similar to other Toyota Dealerships in India, meeting Toyota International Standards. It is fully equipped with state-of-the-art tools & equipment and necessary spare parts, from the day of commencement of its operations. Mr. S. Yamazaki Managing Director, Toyota Kirloskar Motor Ltd., in presence of the Honorable Minister for Large & Medium Industries Govt. of Karnataka Mr. R. V. Deshpande, the Deputy Managing Director of TKML Mr. K. K. Swamy, and Director of Marketing - TKML Mr. S. Aoki, inaugurated the facility on 28th April 2001.

CHAIRMAN VICE CHAIRMAN MANAGING DIRECTOR DEPUTY MDS

: : : :

Mr. Y. Jshizaka Mr. Vikram. S. Kirloskar Mr. Atushi. Toyoshima Mr. K. k. Swamy Mr. K. Takarada

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SHODHA TOYOTA CONSISTS OF FOLLOWING BOARD OF DIRECTORS.

MANAGING DIRECTORS CHIEF EXECUTIVE OFFICER DIRECTOR DIRECTOR DIRECTOR

: : : : :

Mr. Prasad Despande Mr. Ganesh Kumar Nair Mr.Prakesh Nayak Mrs. Kalyana Nayak Mrs. Megana Despande

Shodha Motors Private Limited (Shodha Toyota) was incorporated as a private limited company on 10th July 2000, primarily to deal in Sales and Service of Toyota vehicles as Authorized dealers for Toyota Kirloskar Motor Limited. Shodha Toyota began its 3S operations on 28th April 2001 and since then it have sold 1400 vehicles to date.

SHODHA TOYOTA IS DEALERS FOR TOYOTA KIRLOSKAR MOTORS LTD.

TOYOTA KIRLOSKAR MOTORS LTD

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Mr. H Nakagawa MANAGING DIRECTOR

Mr.Sandeep Singh, Tomonaga, DMD

Mr. S DMD

Mr. Shekar Viswanathan WHOLE-TIME DIRECTOR

Toyota Kirloskar Motor Ltd. (TKML) was incorporated in 1997, as a

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joint venture between Toyota Motor Corporation, Japan and the Kirloskar Group, wide. Toyota Motor Corporation is the third largest auto manufacturer in the world. The TKML is practicing Toyota Production System at their plant at Bidadi, Bangalore. The Toyota Production System was born out of need. The two pillars that this system is based on are Just in Time and Automation. The Toyota Production System relies on absolute elimination of waste as essential. Toyota is by far the largest Japanese automotive manufacturer, producing more than 4.5 million vehicles per year, equivalent to one car manufactured every six seconds. Toyota's plant in India is situated at Bidadi, Karnataka, which is a green belt Toyota's commitment to preserving environment is very high. Toyota all over the world provides a wide selection of innovative, reasonable priced and high- quality products through an exclusive dealer network with the best sales and after sales service at global Toyota standards. Timely customer feedback through the service network also allows the company to respond to emerging customer needs and introduce new products tailored to the Indian Market.

TOYOTA TECHNO PARK INDIA

A global first for Toyota, Toyota Techno Park India (TTPI), in Bidadi near TKM, is a non-profit indusial infrastructure company conceived around the new Toyota Kirloskar Motor automobile plant. TTPI's objective is to foster ancillary industries in India, to help promote local industries through technological transfer and expand employment opportunities. First joint ventures have already been established with Toyota Group companies in TTPIs involving TG Kirloskar Automotive Ltd., Stanzen Toyotets India Pvt. Ltd., Sona koyo Steering Systems Ltd., Steel and Logistics Centre Pvt. Ltd., and Tran system Logistics International Pvt. Ltd.

Toyota products made in India have become increasingly

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competitive as a result of continual, comprehensive improvements made ill operations. The introduction of the world-famous Toyota Production System and cutting-edge technology has advanced industrial innovation. Our professionals in manufacturing and sales contribute to higher competitiveness and the growth of Indian industries in this new century.

ENVIRONMENT, TECHNOLOGY AND EMPLOYMENT OF TKM :Toyota is committed to manufacture technically advanced and environment friendly products. Our plant at Bidadi surrounded by a greenbelt, meets high environmental standards and has also obtained ISO 14001 certification on 26th April 2001. Toyota has always believed that the best way to serve society is by providing automobiles that will not only make people happy, but will also be environment friendly. Wastewater at TKM is collected and purified to a level that can be used for fishponds and rice fields. To realize high quality vehicle production at reasonable prices, Toyota seeks the best balance between human resources and advanced robot technology.

100 MILLION VEHICLES ACCUMULATED DOMESTIC VEHICLES

PRODUCTION

OF

100

MILLION

By October 1999, Toyota had reached a domestic production of more than 100 million vehicles and a worldwide cumulative production of about 112 million vehicles, since its founding. This world-class record is proof of our continuing efforts to satisfy customer expectations. Research and development has made possible technological advancements in quality manufacturing safety" efficiency and environmental preservation, all of which contribute to enhancing customer satisfaction.

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In Shodha Toyota they retention the candidate by Advertisement, reference etc., and they have only one selection process for candidates employee are satisfied all the facilities in the company and employee are retain long term in the company. Shodha Toyota is one of the leading dealers automobile in North Karnataka. The company has good market in North Karnataka and rural area. It consists of 3 departments, administration and accounts departments, sales departments and lastly service departments. Administration and accounts department consists of Finance and Admn, Manager, followed by Human Resource Officer, Accounts Officer, Cashier, Maintains Officer, Receptionist and EDP Officer. The Sales Department consists of Sales manager, Assistant Sales Manager, Marketing Manager, Showroom Sales Officer, Field Sales Officer, Documentation Officer and Telemarketing Officer. The Service Department comprises of Head-Customer Service and Service Manager, who is responsible for both the spares and service activities. The service department consists of Parts in Charge, Parts-Assistants, and Accessories incharge, warranty clerk, Service Advisors, Job Controller, Service part assistance, accessories sales officer, service pue Reminder, customer relation officer, general technicians, chief technicians etc.

SHODHA TOYOTA

THE MAP OF THE ORGANISATION

Toyota has a unique kind of infrastructure for all its authorized dealers. As you enter from first door of the organization, you will find a receptionist on right side. As your move steps straight, you will get in touch with the Sales Department wherein you meet Sales Manager (Separate Cabin), showroom sales Officer, Assistant Sales Manager. Crossing sales department, you will find other sales cabin where in all sales work is done. Front to that cabin, you find upstairs and two separate toilet rooms meant for both gents and ladies. If you let your move to the up-stairs, you find another toilet room to the left side. Continue to walk, first you will come across Managing cabin, next to it you find a meeting room, next to conference room you find the accounts officer cabin along with EDP officer cabin and Human Resource Officer Cabin. Attached to that cabin, you get a store room wherein you find various files, extra things kept. The Conference room is not only meant for meetings but also to conduct interviews whenever a candidate is called for the respective post. OK come back with the same route to near Receptionist, now move to left side from entrance, you find service department. There you can find Head Customer Service Cabin, Service Manager Cabin, Service Advisors, Warranty clerk, Accessories in charge. A well organized customer lounge can be near to the service counter. If you move inside the service counter, you will find parts manager cabin and accessories showroom and parts warehouse along with its assistants. In workshop, the Job Controller Cabin is such that he can observe all the service activities from his place. Also you find Chief General Technicians, General Technicians and Trainees. On the up-stairs of workshop, you come across a toilet room, Accessories Store room, resting room for technicians and a training room.

SHODHA TOYOTA

The left side of exist door of workshop you find an open area of vehicles standing for waiting for service. Now come down from the stairs you will find the new vehicles stockyard and opposite to it you find canteen. Now move left of the path; you find a Body and Paint Shop. Inside the B/P shop you will find the Chief Body/Paint Technicians, Body Technicians, Paint Technicians and Trainees. Opposite to the Body paint shop you will find Washing Section with Washing Technicians.

STRENGHT OF THE ORGANISATION :There are 86 members working and they are classified in 3 departments as under.

Sl.No. 1. 2. 3.

DEPARTMENTS Administration Sales Service Total

NO. OF EMPLOYEES 17 18 51 86

The employees of all the departments of the organisation is more co-operative, friendly natured and very sincere in their work in the organisation.

SHODHA TOYOTA

WORKING HOURS OF EMPLOYMENT :In Shodha Toyota, the employers work for 8 hours per day and enjoy holidays on Sundays.

Service Sales Administration & Finance Sunday will be from

9.00am 9.30am 10.00am 10am

to 6.00pm to 6.30pm to 7.00pm 2pm

The day is divided into 2 parts 1 half i.e, from 9.00 to 1.30 and 2 nd half 2.00 to 6.30.

ATTENDANCE MAINTAINCE :The presence of an employer can be verified by the attendance register, wherein the employers has to sign in twice (morning and after lunch) as a day is divided in two parts (1st half day and 2nd half day).

VISION & MISSION OF TOYOTA KIRLOSKAR MOTORS LTD.

SHODHA TOYOTA

MISSION
Our mission is to design, manufacture and market, automobiles that offer global standard and Quality that exceeds customer expectations and provides superior value and excellent after sales service.

TOYOTA GLOBAL VISION 2010

Innovation into the Future - A Passion to Create a Better Society. Through "Monozukuri - manufacturing of value - added products" and "technological innovation," Toyota is helping to create a more prosperous society.

VISION
Contribute to the Indian Industry and economy through technology transfer, human resource development and vehicles that meet global standards at a competitive price. Contribute to the well being and stability of team members. Contribute to the overall growth of its business associates and in the automobile Industry.

MISSION STATEMENT OF SHODHA TOYOTA

SHODHA TOYOTA

TOTAL CUSTOMER SATISFACTION IS OUR MISSION. TO ACHIEVE THIS WE WILL ALWAYS STRIVE TO IMPROVE PROCESSES CONTINUOUSLY AND DELIVER QUALITY SERVICE AS PER CUSTOMER NEEDS AND THUS BUILD CUSTOMER FOR LIFE

QUALITY OBJECTIVES OF SHODHA TOYOTA

SHODHA TOYOTA

The organization has framed a list of OBJECTIVES so as to reach the mission statement. Managing director in co-ordination with General Manager has defined following quality objectives for Shodha Toyota :

To understand and define customer vehicle requirements clearly and executing the order as per the sales process so as to achieve 100% customer satisfaction. To procure spare parts and materials from approved suppliers and keep optimum stock levels so that customer requirements are fulfilled. To understand and define customer service needs clearly and executing them as per service process so as to achieve 100% customer satisfaction. To allocate work to competent personnel and improve their competence through effective training. To improve process continuously at every opportunity.

To maintain pressure free environment, hygienic atmosphere with an aim serve people and society.

facilities

and

clean,

To meet the requirements all interested parties, viz suppliers, directors, employees, Toyota Kirloskar Motors Ltd, suppliers, statutory and regulatory bodies with an aim to enhance stake holders satisfaction.

THE TERRITORY OF SHODHA TOYOTA

SHODHA TOYOTA

1. Shodha Toyota covers 12 Districts in Karnataka ( North Karnataka ).

2. The total area covered by Shodha Toyota is 94348 sq km. 3. The population of all these districts is 22964843 lkhs.

INFRASTURTURE

SHODHA TOYOTA

The Toyota Motors was set in terms to find out Customer Satisfaction of TM Cars in Toyota Kirloskar Motor Limited. The company was incorporated as a private limited company on 10th July 2000, primarily to deal in Sales and Service of Toyota vehicles as Authorized dealers for Toyota Kirloskar Motor Limited. Good infrastructure, qualified and trained man power, use of computerized diagnostic equipment and a total commitment towards quality and service and innovative ideas were the key element in the achievement of a successful company. The basic facilities include 7,500 sq. ft. of covered area and 10,000 sq. ft. of open area with spectacular showroom. The company is equipped to cater to more than hundred vehicles per day with the latest computerized diagnostic equipment for accurate diagnosis, rectification and speedy repairs. The accident repair section has modern repair facilities with a dust free paint booth for a factory finish. A team of trained and skilled engineers takes care of the vehicles, leaving nothing to chance.

MANAGEMENT

SHODHA TOYOTA

Management in all business and human organisation activity is the act of getting people together to accomplish desired goals and objectives. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources. Management can also refer to the person or people who perform the act(s) of management. Towards the end of the 20th century, business management came to consist of six separate branches, namely :

Human resource management Operations management or production management Strategic management Marketing management Financial management Information technology management responsible information systems

for

management

Where the Management policies & strategies fit into planning process : They give mid- and lower-level managers a good idea of the future plans for each department. A framework is created whereby plans and decisions are made. Mid- and lower-level management may add their own plans to the business's strategic ones.

How to implement Management policies and strategies :-

SHODHA TOYOTA

All policies and strategies must be discussed with all managerial personnel and staff. Managers must understand where and how they can implement their policies and strategies. A plan of action must be devised for each department. Policies and strategies must be reviewed regularly. Contingency plans must be devised in case the environment changes. Assessments of progress ought to be carried out regularly by top-level managers. A good environment and team spirit is required within the business. The missions, objectives, strengths and weaknesses of each department must be analysed to determine their roles in achieving the business's mission.
The forecasting method develops a reliable picture of the business's future environment. A planning unit must be created to ensure that all plans are consistent and that policies and strategies are aimed at achieving the same mission and objectives. Contingency plans must be developed, just in case. Organizational change is strategically achieved through the implementation of the eight-step plan of action established by John P. Kotter: Increase urgency, get the vision right, communicate the buy-in, empower action, create short-term wins, don't let up, and make change stick.

OBJECTIVES OF MANAGEMENTS
The Objectives for Management are to identify a suitable IRRM Strategy in the overall Atolls (Administration) National Development Programme and at the same time carry out intensive monitoring as well as in-house training

SHODHA TOYOTA

programmes to develop an IRRM Programme for the project areas of Vaavu, Dhaalu, Meemu, and Faafu Atolls that: Spells out collaborative, participatory reef resources monitoring and management activities and programs involving people directly affected by reef resource utilization (e.g. fisherfolk, the tourism industry, coral miners, etc), as well as Government, relevant NGOs and other stakeholders. Includes the development of a mechanism for coordination and cooperation among all parties in order to implement recommendations and identified actions. Consideration will be given to introduce Reef Resources Committees in Mal and the Atolls. The Committees would help to guide monitoring and research and to manage resources. The Committees should represent a full cross-section of interests. A commitment to action and change is required from all parties if the aims of the IRRM process are to be achieved. Develops a strategy to increase awareness of the fishing community in particular and the public in general on issues relating to reef resources management, such as the dangers of overfishing, advantages of sustainable resource use, the impacts of coral mining and the benefits of using alternatives to coral rock for construction. Develops a plan of phasing out coral mining in the current National Development Plan, working backward from a total ban of 2005 AD. Details the enforcement of existing laws and regulations concerning reef fisheries and other reef resources including environment more effectively. Establishes a network of marine protected areas, designed to act as harvest refugia and to protect breeding stocks and biodiversity, covering approximately 20% of the total atoll area and including representative samples of all major habitats. Documents and builds on the existing local knowledge of marine resources and management systems, in order to provide a sound foundation for IRRM.

THE IMPORTANT FUNCTIONS OF MANAGEMENT

Performance of management is necessarily a subject to its functions. Earlier management was segregated into five functions which were-

SHODHA TOYOTA

Planning. Organizing. Staffing. Directing and Controlling.

PLANNING :-

As we delve deeper in every function, planning is the first function which is basically a logical thinking process that decides what needs to be done in order to achieve organization's goals and objectives. It focuses on the broader perspective of the business as well as taking into consideration, the tactical methods to get the desired results.

ORGANIZING :- Organizing is about setting up and maintaining the internal

organizational structure in accordance with objectives mentioned in planning stage. It also involves assigning tasks to various individuals for the larger goal of organization's missions and objectives. STAFFING :- Staffing is the process of choosing right people for organization. It can be associated with human resource management and involves recruitment, hiring, training and compensating the workforce.

DIRECTING :-

Directing is guiding people in the organization through the means of counselling, instructing, motivating and various other modes of communication. It helps in channelizing the activities and conduct of employees so that organizational goals can be accomplished.

CONTROLLING :- Controlling is the sum total of process which ensures all the plans are executed and implemented in the desired way. It also decides about whether some corrective and preventive methods need to be taken. It is meant to ascertain problem areas and remedial measures. Let us know the management activities done in the departments of SHODHA TOYOTA MOTORS LTD, HUBLI.

SHODHA TOYOTA

MANAGEMENT ACTIVITIES IN SHODHA TOYOTA

DEPARTMENTS AND THEIR RESPONSIBILITIES

SHODHA TOYOTA

RESPONSIBILITIES OF TOP MANAGEMENT :The responsibilities of top management in Shodha Toyota is as follows :-

To define and document mission statement and quality objectives for the organization. To set-up organization responsibilities. structure by defining levels of authority and

To define the authority and responsibility for taking corrective and preventive actions for the non conformances observed in the QMS. To plan for quality by providing required resources to the personnel. To recruit and to provide adequate training to motivate personnel in all areas of objectives. To review the performances of all the functional departments and overall performance of the unit with respect of quality. To plan for quality with the help of process based approach; that is an approach for all process to achieve the desired results.

SALES DEPARTMENT
It is an important part of the Shodha Toyota, Hubli. It mainly comprises of sale of utility Vehicle and passenger cars and spares. The Toyota Sales Process has six modules, which follow the steps in Toyota sales Process. These modules include:

SHODHA TOYOTA

1. 2. 3. 4. 5. 6.

Preliminary Activities Approach and Qualifying Presentation and Demonstration Negotiation and Closing Delivery Follow Up

1. PRELIMINARY ACTIVITIES: Preliminary Activities include collection of all databases of the customers and generation of the yearly sales target activity takes place. The general Manager and the Sales Manager plan this activity. Sales target are set for that particular year. Further it also includes monthly sales planning which depends on the ability of the sales officer and the potential area of the monthly sales targets will be allocated to each sales officers. 2. APPROACH AND QUALIFYING:

Sales territory of Shodha Toyota is distributed within 12 districts. Each district has one Assistant sales Manager who collects the information of the customers and informs the sales Manager. Here then the sales Manager sends direct mail advertising about the vehicle of the customer. Sales letter Circulars Price list Catalogs Leaflets Pamphlets Brochure Postal

Qualifying includes whether the customer is a potential buyer. People may be targeted according to their standard of living, designation and their ability to pay.
1. PRESENTATION AND DEMONSTRATION: -

Once the customer approach the showroom the presentation and demonstration activity is carried out. This activity

SHODHA TOYOTA

includes display of the vehicle and features such as safety and security, style and design, interiors, information regarding the engine are brought into light.

2. NEGOTIATION AND CLOSING: Once the customer decides to buy the vehicle the sales manager negotiates with him and further documentation takes place. Once the customer is satisfied the deal is closed. He will be given some other special benefits like financial options, free one-year insurance and other such schemes. 3. DELIVERY : -

After the execution of the above mentioned activities Delivery of the vehicles takes place.

4. FOLLOW UP:-

Responsibilities of the showroom extent not only after the sales of the vehicle but there is an extend courtesy which includes a phone call from the sales Department on the 3rd day, followed by a Thank You Letter along with a phone call by the sales Manager and a photograph taken on the date of the delivery of the owner.

RESPONSIBILITIES OF SALES MANAGER

The sales manager in Shodha Toyota has following responsibilities.

SHODHA TOYOTA

To Plan set target and sales of vehicles. Monitoring daily targets of all sales officers. Conducting sales meeting regularly Monitoring daily customer /weekly reports enquires. Ensuring effective territory coverage by sales officers. Achievements of sales target. Identifying the inventory and provide -----inventory to sales officers. Interaction for event/ promotional activities with TKM Coordinating customer relationship management Motivating sales officers, their performance review and periodic appraisal. Co-ordinating training program. To ensure show room housekeeping, perfect condition of display vehicles and test drive vehicles. To attend management review meeting and indicating corrective and preventive actions.

SERVICE DEPARTMENT
Head Customer Service, heads workshop or servicing departments, he is assisted by a service Manager. 3 Service Advisors, a job Controller and a Part in charge then assist the service Manager.

SHODHA TOYOTA

When a vehicle is brought for servicing, then service Manager refers it to any of the advisors, who then prepares a job card, jots down the problems, what the customers complaints are about? He then gives advises for repairs, replacements and then further process of repairs and general check up starts that is when the responsibility is handed over to the Chief Technicians who carry on the work on the work and after all mechanical work is completed, the vehicle is sent to washing where the outer body is given the water wash and the interiors are given air blow. In the same way accident cases are dealt with and the procedures for repairs goes hand in hand with the insurance agent who inspects the vehicle and then gives orders for further repairs. On an average 20-25 vehicles are serviced in a day.

RESPONSIBILTIES OF SERVICE MANAGER

The service Manager is the leader of the dealer service workshop. He is responsible to: Plan, lead, Organize and control the service department. Analyze and ensure customer satisfaction. Direct Staff towards Customer oriented thinking. Oriented Dealer organization in accordance with customer needs. Co-ordinate service and warehouse operation Observe dealership Guidelines and fulfill manufactures priority tasks. Generate profit for the dealership, monitor cost effectiveness, analyze major service indicators and develop market for dealership. Manage service shop infrastructure, environmental and safety issues.

SERVICE DURATIONS FOR VEHICLES

PERIODIC MAINTENANCE
MODEL :- INNOVA ( GX, VX, G1) :

SHODHA TOYOTA

1 km 1000 km. 10 1.1

Type of service Service Time Std Washing Time Total FRT 1 Km 5 Km 10 Km 15 Km 20 Km 25 Km 30 Km

60 min. 6 min.
35 Km 40 Km

0.5
1

1.7
1

1.1
1

1.7
1

1.0
1

1.7
1

0.7
1

1.5
1

2.8
1

1.5

2.7

2.1

2.7

2.0

2.7

1.7

2.5

3.8

FRT Flat Rate Time. TIME FOR GENERAL REPAIRS

Type of GR FRT W/A 2 WB 4 WB Baring Replace 1.8 A/C Charge 1.8 Wiper blade replace 0.2 Horn setting 0.3 Mirror replace 0.5 wash

0.6

0.4

0.7

0.8

If the customer came for service it consumes only service time. But the customer came with service & general repairs it takes service time + GR time + Std Wash time. Ex :- Customer came for 40Km service with the general repairs like W/A, Horn setting, Std wash. Time taken is :40 Km + W/A + Horn settings + Wash = 2.8 + 0.6 + 0.3 + 0.8 Total time taken for servicing = 4hrs 30 mins.

MODEL :- COROLLA ALTIS

SHODHA TOYOTA

1 km 1000 km. 10 1.1 60 min. 6 min.

Type of service

1 Km 0.5

10 Km 1.9

20 Km 2.3

30 Km 1.9

40 Km 2.6

50 Km 1.9

Service time
Std Washing Time Total FRT

1.5

2.9

3.3

2.9

3.6

2.9

FRT Flat Rate Time.

TIME FOR GENERAL REPAIRS

Type of GR FRT W/A 2 WB 4 WB Baring Replace 1.8 A/C Charge 1.8 Wiper blade replace 0.2 Horn setting 0.3 Mirror replace 0.5 wash

0.6

0.4

0.7

0.8

Service duration for all the vehicles in Shodha Toyota is totally computerised and the duration is given by the manufacturers (Toyota Kirloskar Motors). It is strictly and comfortly maintained by the dealers ( SHODHA TOYOTA ).

SHODHA TOYOTA

ADMINISTRATION DEPARTMENT
Administration Departments looks about the financial aspects of the company. The accounts department at Shodha Toyota is fully computerized and Finance/ Administrator heads it. The other persons under the Finance/ Administrator are human Resource Officer, Accounts Officer, Electronic Data Processing Officer, Cashier, Receptionist and House keeping supervisor. Under the House Keeping Supervisor, Messengers and Cleaners hold their places. All the information regarding the financial aspects is maintained in the computers.

RESPONSIBILITIES OF HR OFFICER
The human resource manager in the SHODHA TOYOTA , HUBLI, has the following responsibilities. To identify competence and skill levels required for personnel for carrying out the activities in QMS. To recruit the personnel based on minimum education, experience and skills required to perform the activities, in consistency with top management. To identify the training needs for personnel to satisfy the competence requirement. To identify training needs and conduct/ organize training. To perform evaluation of training imparted and theyre by to judge improvement in competence and skill of employee. To maintain records of education, experience and training of all employees

SHODHA TOYOTA

The Human Resource Department governs the activities of

Recruitment Selection Training and development. The organization conducts strong in-house training programmes for new as well as presently working employees.

HUMAN RESOURCE POLICIES AT SHODHA TOYOTA : Wages are paid as per minimum wages Act. Employees are getting benefits under Provident Fund and Employees State Insurance and Bonus Act. Gratuity covered under Gratuity act All employees are covered under Industrial Dispute Act. All employees are covered under the industrial Standing order. Ladies employees are covered under the maternity benefit under the ESI Act. They are covered under the factories rules and regulation act.

RECRUITMENT AND SELECTION PROCESS : Manpower planning Job description Identify sources & invite applications Screening resumes & short listing, maintaining database of rejected resumes for future reference Evaluating the candidate Background check Final selection and job offer

SHODHA TOYOTA

OTHER ACTIVITIES IN SHODHA TOYOTA FOR EMPLOYEES:The Shodha Toyota, Hubli is very unique other than various Automobile dealers because it gives more importance to the employees convenience in organisation . It engages other beneficial activities, they are as follows :

Employee welfare schemes. Staff loans. Pf loan. Gratuity.

EMPLOYEE WELFARE SCHMES : Organizing picnics and get together: Get together could be a lunch / dinner at a hotel or restaurant or picnic. Families should also be invited. The dealership should bear the expenses for the same. HR department should organize the get together with department heads. Arranging visit of family members to dealer premises (workshop) to make the family aware of the working environment and enable better understanding. Annual day can be celebrated in which the CEO can interact with the employees. Good performing employees can also be felicitated. Arranging special screening of moves with family members. Employee health check-up. Giving special discounts for purchase of car from the dealership. Corporate tie-up with other companies to purchase household goods.

SHODHA TOYOTA

STAFF LOANS : This system is in place to provide some financial assistance of employees during emergency. Any employee can taken loan depending on his salary with the approval of top management. This loan will be recovered in 6-10 EMIs.

PF LOANS : All employees will compulsorily become member of provident fund from the date of their appointment with the Company as per the Employees Provident Fund and Miscellaneous Provisions Act, 1952. As per the provisions of the Act, all employees will be eligible for benefits provided under various schemes.
The employees who have completed 5 years of membership can avail loan

against their EPF accumulations as per rules framed therein.

GRATUITY : All permanent employees are eligible for the benefit of Gratuity as per the statuary provisions. As per the provisions, an employee who has completed 5 years of continuous services is entitled get this benefit at the end of his/her employment. However, in case of death of employee before completing five years of service, the nominee of the employee is entitled to get the benefit in spite of noncompletion of the stipulated period. Nomination rules and facilities are also applicable and available under these schemes.

SHODHA TOYOTA

SALARY DISTRIBUTION IN SHODHA TOYOTA :The organization has different salary packages for all employees. Two employees of same designation can have different salary packages. It all depends on experience and qualification. Your gross salary is divided into: Basic: -------------HRA: -------------DA: --------------Conv.: ------------The gross salary includes the PF and ESI deductions. 12% of basic and DA is deducted from PF side and 1.75% of salary is deducted from ESI side. The employee enjoys the PF and ESI benefit from management side.Management pays 12% of employees salary as PF contribution and 4.75% as ESI contribution. Road accident & on the job accident - Insurance cover of minimum up to Rs 1 Lakh. Premium fully paid by company Policy.

CANTEEN FACILITY:
The employees as well as customers can enjoy the food (veg & non-veg) in organization itself. Shodha Toyota has a canteen facility where in the employee gets subsidized food where as customers get the same thing at a cheaper rate.

SHODHA TOYOTA

SWOT ANALYSIS OF SHODHA TOYOTA

STRENGTHS :

Well established brand name. The organization is vast in terms of place, financial terms and the market. market.

The company has 21% of market share (TKM) in India and as well as in the local

Better service maintenance. Good cordial relationship with customers.

.
WEAKNESS : High service and maintained cost. High spare cost as compared to the market rates.

OPPORTUNITIES :

Good Market Share i.e in Karanatak State. Availability of sufficient bank loan facilities for customers.

THREATS :

The Toyota motors are threatened by the massive entry of luxury range of vehicles like Honda, Hyundai, Skoda, General Motors, & Maruti Suzuki.

SHODHA TOYOTA

AWARDS ACHIEVED BY SHODHA TOYOTA

BEST DEALER IN CUSTOMER SERVICE AWARD - 2004

SHODHA TOYOTA

2ND RUNNER UP FOR TDMS USAGE TKM - 2004

SHODHA TOYOTA

KAIZEN FORUM CONTRIBUTION 1ST RUNNER UP - 2004

SHODHA TOYOTA

ALL

INDIA BEST CUSTOMER SERVICE DEALER -

2003

SHODHA TOYOTA

TOYOTA

STANDARDS OF EXCELLENCE FOR CUSTOMER SERVICE

SHODHA TOYOTA

ONLY TOYOTA DEALER TO BE AWARDED ISO 9001:2000 CERTIFICATION BY RWTUV GERMANY.

SHODHA TOYOTA

AWARDED ISO 14001 CERTIFICATION BY ICS

SHODHA TOYOTA

CATALOGUES & PRICE LISTS OF TOYOTA VEHICLES

INNOVA

SHODHA TOYOTA

INNOVA
INNOVATING TO PROVIDE ALL YOU DESIRE:

SHODHA TOYOTA

Toyota knows the roads of the world. Innova was launched in the year 2005 in the month of February innovating to provide all you desire This unmatched expertise and experienced has been combined with a deep understanding of what owners look for in their cars to give shape to a never before automobile. The Toyota Innova. The Innova is a result of a unique process that has broken new grounds in the way automobiles are created. The Innova brings together qualities never before seen together in an automobile. Fantastic ride quality and luxury coupled with versatile space; superior performance and driving pleasure with world class safety, advanced styling with solid durability. Exterior : Advanced styling the style i.e. based on global trend.

The design that has both, ease of use and good look. Not only sedan but also MPV, INNOVA has higher height, road clearance to drive through rough road and versatile usability. It can also carry many passengers comfortably. Interiors : Innovative Luxury - Luxurious sedan with versatile usage of space can luxury and practical features go hand in hand? In the Innova, they do. From the breathtaking instrument panel, AC vents in all 3 rows 2 bottle holders for every passenger and more, thoughtful features and a lavishly appointed interior come together to create the next standard in comfortable motoring. Interior Luxury : Innovative Luxury - Luxurious sedan with versatile usage of space can luxury and practical features go hand in hand? In the Innova, they do. From the breathtaking instrument panel, AC vents in all 3 rows 2 bottle holders for every passenger and more, thoughtful features and a lavishly appointed interior come together. Performance : Innovative performance breathless performance with great fuel efficiency. The Innova satisfies your hunger for power without thirsting for fuel. Choose from the advanced Toyota VVT I petrol engine or the D4D diesel. Either way, you will enjoy the kind of performance you have only dreamt about.

COROLLA ALTIS

SHODHA TOYOTA

COROLLA ALTIS

SHODHA TOYOTA

Corolla Altis was launched in the month of September 2008 .Once in a lifetime comes a car that redefines luxury and style. When you seek something higher than the ordinary, step into the Toyota Corolla. You will discover a motoring experience that surpasses your expectation. Engineered to precision, styled with flamboyance and driven by excellence, you will find the all new Corolla leads by large margins. On the road in your mind. An ideal extension of your escalating self, it is truly the one above.

TOYOTA COROLLA ALTIS DESCRIPTION :

Engine of the new Corolla Altis is a 1.8L variable valve timing with intelligence (VVT-i). This very special engine of the car is capable of delivering a power of 140bhp. This VVT-i engine is a 4 cylinder type with 16 valves in built, which is capable of delivering a displacement of 1794cc. Maximum power which can be delivered is 132ps at the rate of 6000 rpm. While on the other hand maximum torque delivered is 17.34 Kg m/4200 rpm. Transmission offered by the car is a four speed automatic with super ECT type. Front suspension are Mac Pherson Strut type while the rear suspension are Torsion beam. Steering is equipped with Electric Power Steering (EPS) technology. Presently Corolla Altis is featured with wider and lower front character line, exterior flow line is also very distinctive. Wing mirror of the car is provided with turn indicators, transmission is totally alectronocally controlled, parking sensors are present at the car at the front and the rear side, AC is auto climate controlled, audio system is totally integrated, steering control is tilt and telescopic vision equipped. Other feature include 08 way power front seat. The turning radius of the car is just 5.3m. Present prices of Toyota Corolla Altis are nearly ranging between Rs.13 to 14 lakh.

SHODHA TOYOTA

camry

CAMRY

SHODHA TOYOTA

THE ALL NEW CAMRY - BEYOND EXCELLENCE. Fresh and inspiring, the Camry shapes a new global quality standard in the premium luxury segment. Its dynamic physical presence and exhilarating performance stimulates your desire to drive. Your pleasure is heightened by the subtle appeal of contemporary comfort and relaxing atmosphere that speaks directly to your soul. Sleek and strong, the eye-catching design and dramatic stance exudes a vital life force. Vibrant and poised, the bold flowing lines hint at superb aerodynamics, immediately raising spirits. TOYOTA CAMRY DESCRIPTION :
Camry is a benchmark in driving experience coming from the stables of Toyota and is considered a pretty car with the basic goodies coming as standard. A powerful 2.4-litre engine producing 141 bhp and 20.9 kgm at 5600 rpm with a variable valve timing-intelligent system (VVT-I) on board, a reasonably big power plant considering the power to weight ratio. This engine also has an intelligent electronic control system (ETCS-I) that optimises the engine output to help ensure acceleration control with smooth gearshift changes by adjusting the throttle valve relative to accelerators opening. A quite and a vibration free engine has been researched by the engineers of Toyota Motors extensively but with a 5-speed manual transmission option only for the Indians. Safety and comfort today is the car manufacturers' biggest forte and the Camry is no way behind the best. It has front and rear crushing zones side impact bars that are mandatory these days and there is no question of not having them. Air bags for driver, passenger and sides come in as standard along with seat belts. A unique brake assist system with air vented disc rotors for front and standard disc rotors for rear that helps the driver who panic sometimes in not applying the brakes with enough pressure. This system increases braking force even when the pedal is not pushed enough or reduces the amount of pressure when the driver intentionally eases up on the brake pedal. The passenger comfort zone consists of an automatic climate control two options of the skin on the seats fabric or leather, an audio system with a 10 CD changer in the boot. Powered front driver and passenger seats for easy and exact levels of comfort adjustments. Body coloured retractable rear view mirrors and for preventing those niggardly irritating scratches in parking lots and in heavy traffic conditions a body coloured side protective mouldings. And talking of that smart outlook a seven spoke aluminum alloy 15-inch rim to put the package together.

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FORTUNER

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FORTUNER
Toyota Fortuner - one of the most awaited SUVs hit the Indian roads on 24th August, 2009. Toyota, the automaker has launched this new sports utility vehicle (SUV) in only one diesel variant. Available with 3.0 L diesel engine, 5 speed manual transmission gearbox and with 4wheel drive. An impressive power machine, Toyota Fortuner is designed and developed by Japanese and Thai engineers. Toyota the Japanese automaker has a dynamic look that is sure to create a rage in the Indian car industry. Powered with elegant interiors and stylish exteriors, this all new SUV is available in five striking colors - Black Mica, Super White, Silver Mica Metallic, LT Blue Metallic and Grey Mica Metallic.

FORTUNER DESCRIPTION :The new Toyota SUV comes with D-4D diesel engine with intercooler turbocharger with 4 cylinders in-line. A blend of ruggedness and cutting-edge technology, Toyota Fortuner has an exquisite bodyline and shape. The Toyota SUV stands high on comfort and convenience factors. The different features include dual auto A/c (with rear air conditioner switch & ceiling vents for 2nd & 3rd Rows) , heater (front only), power windows with driver side auto up-down, tilt steering column, power steering with audio & MID control switches on steering wheel and 2 DIN 6CD Ch. (MP3, WMA), AM/FM audio system with 6 speakers. Besides these features, the other advanced features of Toyota Fortuner include keyless entry, power door lock, printed antenna and tilt steering column add comfort and convenience to the recently launched diesel variant of Toyota Fortuner. With distinct features like 3.0 L D-4D Diesel Engine, exceptional all terrain capability, double wishbone front suspension, ventilated front disc brake, full time 4 WD and 4 link rear suspension, Toyota Fortuner comes with built in performance for Indian roads

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prado

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PRADO
The Leading auto manufacturer Toyota Kirloskar Motors (TKM) has launched the diesel version of its luxurious SUV (Sports Utility Vehicle) model Toyota Land Cruiser Prado. The robust appearance and muscular lines of Toyota Prado reflects the nature of this serious four-wheel drive. With its separate chassis for greater strength, Enjoy comfortable seating for eight with a 60:40 split second row, power windows and mirrors, the convenience of auto headlights off and a single in-dash CD player as standard. Prado gives you the safety of Toyota's Safe-T-Cell along with a two-stage driver's SRS airbag.

PRADO DESCRIPTION :Toyota offered the smaller and newer of the two Land Cruisers a genuine off-roader, with body-on-frame construction, switchable four-wheel drive and a pair of huge engines. There an excellent diesel on its way, but for now, Toyota has launched only a massive 3.0-litre D4 diesel, which has a fearsome 173PS of maximum power at 3400rpm with 410Nm of maximum torque. It has been one of the most sought after status symbols coveted by politicians, film stars, industrialists and celebrities in India for a long time, so the brand is not exactly unknown. The big, toothy grille, subtle-but-evident body armour and the sheer volume of the car are enough to scare off all other road users. The downside is that the Toyota Land Cruiser Prado feels cumbersome through traffic and nerve-racking to park, accentuated by the wide turning circle. The huge dashboard, large Multiple Information Display and chunky fittings feel very reassuring, and the seats are wide and comfortable. Also, very little noise filters through, and its very well kitted, with a full range of airbags, dual-zone climate control and heated, powered seats. Its 173PS max power coming in at 5200rpm and 410Nm of max torque at 3800rpm flexing muscle through every bulge, the Prado is the largest and most powerful SUV in the country. Acceleration is sharp, nothing short of a tuned performance car, this in spite of the 5-speed auto box with all time four-wheel drive with transfer modes. There is barely any shift lag associated with this automatic making this slush box one of the smoothest trannies we have come across. However driving the Toyota Prado is a most intimidating experience at first. Toyota Land Cruiser Prado remains stable, executing superb control and traction especially at higher speeds. Even the suspension package which employs electronic controlled air suspension all rounds with conventional double wishbone at the front and a 4-link type suspension with lateral rod at the rear ensures that the vehicle remains unfluttered over bad surfaces while it keeps you luxuriating in the superior ride.

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CONCLUSION

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To conclude with my implant training at Shodha Toyota Pvt. Ltd. I realized that it is a well organized unit carried under the guidance of the partners. It is providing qualitative services to the customers i.e. Sales after sales services. It is fulfilling the condition agreed when getting the dealership through the hard work and dedication of the Management & Workers. The personnels of both the top and the middle level management are very much experienced in their field of operation. At Shodha Toyota Pvt. Ltd, I witnessed strong employee relationship and co-ordination from one department to another. This element is helping the management to carry on the business efficiently, The customers of company are happy and satisfied by the sales and after services and the employees of the organization are pleased with the facilities available to them.

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BIBLOGRAPHY

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REFERRED BOOKS :

Marketing Management by Philips Kotlar. Auto Car. History of Toyota motors.

WEBSITE :

www.google.com www.toyota.com www.toyotabharat.com www.autocare.com