Introduction

For over six decades, Ashok Leyland has been a major player in Indias commercial
vehicle industry .
Served by its own !" base, complemented by collaborations with #lobal technolo#y
leaders, Ashok Leyland has established a tradition o$ technolo#ical leadership and a
stron# reputation $or its products. %hey have created a uni&ue place $or themselves in the
automobile industry. %hey are one o$ the 'orlds major commercial manu$acturers
Parent organization
Ashok Leyland is the $la#ship company o$ the hinduja #roup in India. %he hinduja #roup,
A multi(billion dollar con#lomerate is an investment and bankin# #roup. It has been in
existence over nine decades. %he #roup has a trans national $oot print with presence in
)urope, *nited states, Latin America , A$rica, %he middle east, South()ast Asia besides
India .
It is $ounded in +,+- by Shri parmanand deepchand hinduja, the #roups operation span
with ./ countrys with over /0,000 employees.
In India, the presence o$ hinduja #roup is in these sectors.
Automotive
1ankin# and $inance
2ealth care
eal estate
%radin#
3edia
2ydrocarbons, chemicals and a#ribusiness
)ner#y
4roject development
Ashok Leyland
Ashok Leyland is a commercial vehicle manu$acturin# company based in 5hennai, India.
Founded in +,-6, the company is one o$ India7s leadin# manu$acturers o$ commercial
vehicles, such as trucks and buses, as well as emer#ency and military vehicles. 8peratin#
six plants, Ashok Leyland also makes spare parts and en#ines $or industrial and marine
applications.
Ashok Leyland 9 In the business o$ movin# people and #oods $or over six decades
Ashok Leyland is the $la#ship o$ the 2induja :roup in India
;.(year pedi#ree
9 Founded in +,-6 as Ashok 3otors
9 1ecame <Ashok Leyland in +,// with e&uity participation $rom Leyland 3otors, *=
History of Ashok Leyland
+,;; ( Full air brakes
+,;> ( "ouble decker buses
+,>, ( 3ulti(axle trucks and ear en#ine buses
+,60 ( Inte#ral bus
+,,? ( @estibule bus
+,,> ( 5A: bus
?00? ( 2ybrid )lectric bus
?0+0 ( 5A: 2ybrid 4lu#(in bus
?0+? ( 'orlds $irst $ront en#ine $ully $lat $loor bus
Company profile
Ashok Leyland has been a major player in Indias commercial vehicle industry since
+,-6, the year it was born.%he ori#in o$ Ashok Leyland can be traced to the ur#e $or sel$(
reliance, $elt by independent India. 4anditBawaharlal Aehru, India7s $irst 4rime
3inister persuaded 3r. a#hunandan Saran, an industrialist, to enter automotive
manu$acturin#. %hey are one o$ the Indias leadin# manu$actures o$ commercial vehicles
and special vehicles, en#ines $or industrial purpose, #en sets and marine re&uirement
e&uipments. For over six decades, Ashok Leyland has been the technolo#y leader in
Indias commercial vehicle industry, moldin# the countrys commercial vehicle
pro$ile by introducin# technolo#ies and product ideas that have #one on to become
industry norms.
Ashok Leyland at the time o$ its inception it was known as Ashok 3otors. It was
assemblin# Austin cars at the $irst plant, at )nnore, near 5hennai. In +,/0, the company
started assembly o$ Leyland commercial vehicles and soon the local manu$acturin# under
license $rom 1ritish Leyland, participation in the e&uity capital, in +,/-, %he company
was renamed as Ashok Leyland.
The Five AL Values are
+. International
?. Speedy
.. @alue 5reator
-. Innovative
/. )thical
trategies! "ission of the organization
+. 3arket to #row $rom C.+/,000 in ?0+0(++to -,.0,000 (/,??,000 by ?0+-(+/
?. )xcess capacity o$ C/0D by ?0+/
.. Lon# term to move towards rated load
-. Focus on productivity and com$ort
/. e#ulations on bus body and cab
;. Identi$yin# with the customer.
>. 1ein# the lowest cost manu$acturer.
6. :lobal benchmarkin# our products, processes and people, a#ainst the best
in the industry.
Vision
Foundation initiatives
%actical initiatives
5ore #oals, support #oals
Achievin# leadership in the mediumEheavy duty se#ments o$ the domestic commercial
vehicle market and a si#ni$icant presence in the world market throu#h transport solutions
that best anticipate customer needs, with the hi#hest value (to(cost ratio.
Ashok Leyland has a @ision to be amon# the %op +0 in trucks manu$acturers and %op / in
bus makers #lobally.
%owards achievin# the vision, 3" has de$ined the oadmap and Foundation initiatives
across $ive areas F
Guality
4eople
1rand
)$$iciency
Innovation
Policies and procedures follo#ed
Ashok Leyland is committed to achieve customer satis$action by anticipatin# and
deliverin# superior value to the customer in relation to their own business, throu#h the
products and services o$$ered by the company and comply with statutory re&uirements.
%owards this, the &uality policy o$ Ashok Leyland is to make continual improvements in
the processes that constitute the &uality mana#ement system, to make them more robust
and to enhance their e$$ectiveness and e$$iciency in achievin# stated objectives leadin# to
+. Superior products manu$actured as also services o$$ered by the company.
?. 3aximum use o$ employees potential to contribute to &uality and environment by
pro#ressive up#radation o$ their knowled#e and skills as appropriate to their $unctions.
.. Seamless involvement $rom suppliers and dealers in the mission o$ the company to
address customers chan#in# needs and protection o$ the environment.
Guality 4olicies F
"esi#n Guality, "evelopment Guality, Supplier Guality, 3anu$acturin# Guality, Sales
Guality, Service Guality, 5ustomer @oice
Principles
'ork to :ive
'ord is a bond
Act Lo#ical, think #lobal
4artnership $or #rowth
Advance $earlessly
$%&'TH "IL(T&)( &F AH&* L(+LA),
o +,;; 9 Full air brakes introduced
o +,;> 9 "ouble "ecker buses introduced.
o +,;6 9 4ower steerin# o$$ered.
o +,>, 9 3ulti(axle trucks introduced.
o +,60 9 Inte#ral bus with air suspension.
o +,,? 9 Sel$(certi$ication status $or de$ence supplies.
o +,,- 9 IS8 ,00+ 5erti$ication
o +,,> 9 Indias $irst 5A: powered bus.
o +,,6 9 GS ,000 5erti$ication
o +,,, 9 5A: H5ompressed Aatural :asI introduced.
o ?000 9 )uro(I, )n#inesEvehicles introduced.
o ?00? 9 IS8 +-000 )nvironment 3ana#ement System 5erti$ication.
o ?00? 9 )xclusive 3achine line 9 ? $or 2ino cylinder.
o ?00. 9 )(5omet launched.
o ?00- 9 /0,000 mark vehicle produced.
o ?00;( IS8E%S +;,-, 5orporate 5erti$ication.
"anufacturing plants of Ashok Leyland
Ashok Leyland has seven manu$acturin# plants
)nnore 4lant, 5hennai.
2osur 4lants *nit I, *nit II and *nit II A.
Alwar, ajasthan.
1handara, 3aharashtra.
4antna#ar, *ttarakhand

Associate companies
Automotive 5oaches ! 5omponents Ltd HA55LI
Lanka Ashok Leyland
2induja Foundries
IIJA 9 %@S
Ashok Leyland 4roject Services Ltd
:ul$ Ashley 3otors Ltd
)nnore Foundries Ltd
Clients
Indian Army.
*S Army.
2onduras Armed Forces H2AFI.
%amilnadu State %ransport 5orporation H%AS%5I.
3etropolitan %ransport 5orporation H3%5I, 5hennai.
State )xpress %ransport 5orporation HS)%5I, %amilnadu.
=erala State oad %ransport 5orporation.
3aharashtra State oad %ransport 5orporation H3S%5I.
Andhra 4radesh State oad %ransport 5orporation HA4S%5I.
4arveen %ravels.
Sharma %ransport.
Competitors
)icher motors
%ata motors
Sml isuKu ltd
@olvo
3ahinra
Product profile
-uses
Lynx 1S(II
5heetah
Airport tarmac coach
5ruiser
Sta# 1S(II
@ikin# 1S(II
@ikin# 1S(III
@estibule bus
@ikin# 5A: 1S(III
"ouble decker
+? 3 bus 1S(II
@ikin# AL
4anther
Falcon
Trucks
-x? harla#e models
-x? multi axle tipper
multi axle vehicles
ecomet
tractor
defense vehicles
short chasis bus
topchi $ield artillery tractor
stallion ;x;
comet -x-
$ield artillery tractor
lon# chasis bus
stallion truck $ire $i#htin#
special vehicles
hippo tractor
beaver tractor
beaver haula#e
stallion 3= III tripper
rapid intervention vehicle
hippo haula#e
hippo tipper
engines
#enset application
marine application
industrial application
": sets $or exports
%ecently lauched vehicles
"ost $irst L5@
Stile,a multi $unctional vehicle
Banbus, a $ully $lat $loor bus
Super stallion 6x6, a 23@
various departments in ashok leyland
%he major $unctional areas o$ the unit and the major departments which oversee those
areas are catalo#ued as $ollowsF
2 "epartment
Finance "epartment
3arketin# "epartment
4roduction "epartment.
!"
A .rief revie# of each department and its activities are as follo#s
H% ,epartment
H/"A) %(&/%C( "A)A$("()T
2uman esource 3ana#ement is the mana#ement o$ the employees o$ an or#aniKation
2uman resource mana#ement is responsible $or how people are treated in an
or#aniKation, they deal with
+.brin#in# people to#ether in an or#aniKation
?.helpin# them per$orm their work
..compensatin# them $or their work
-.solvin# problems that arise
mana#ement $unctions include
+.sta$$in#
?.per$ormance appraisals
..compensation and bene$its
-.trainin# and development o$ employees and labour relations
/.sa$ety and health
;.human resource research
VAL/( TAT("()T
LAshok Leyland consider there employees there most valuable asset and are committed to
provide $ull encoura#ement and support to them, to enhance their potential and
contribution to the companys businessM.
Functions &F H% ,(PA%T"()T
I0 H% AC1/IIT&)
N ecruitment
N Selection
II0 H% ,(V(L&P"()T
N %rainin# and development
N 8r#aniKation development
III0 P(%F&%"A)C( A), C&"P()ATI&)
N 4er$ormance appraisal
N Incentives and bene$its
IV0 "&TIVATI&)
N 5reatin# motivation environment
N )mpowerment and participation
N 2 3obility
I0 H% AC1/IITI&)
%(C%/IT"()T
ecruitment is the process o$ <$indin# and attractin# capable applicants $or employment.
%he process be#ins when new recruits are sou#ht and ends when their applications are
submitted. %he result is a pool o$ applicants $rom which new employees are selected.
S8*5)S 8F )5*I%3)A%
%he $ollowin# are various external sources o$ recruitmentF
+. 5onsultancies
?. 5ampus recruitment
.. Lateral entries
23 C&)/LTA)CI(
%he department heads will see where re&uirements are needed and will in$orm to the 2
department about the re&uirement. %he concerned persons $or recruitment #ets approval
$or $illin# the vacancies. %hen the consultancies are approached tellin# about the
re&uirements.the applications that $ill our re&uirements will be sended to the company by
the consultancies. I$ satis$ied, they are called $or the personal interview.
43 CA"P/ %(C%/IT"()T
%he recruitment panel #oes to the reputed colle#es to select the candidates.
8n the $ollowin# basis they recruit the candidates
:)%s ( :raduate )n#ineer %rainees
")%s ( "iploma )n#ineer %rainees
I%I( Industrial %rainin# Institute
53 LAT(%AL ()T%I(
%hey pick the experience candidates or people $rom other companies. %he
$ollowin# is the process o$ lateral entry recruitmentF
+. Sourcin#
?. Interview
a. 'ritten test
b. %echnical round interview
c. 4ersonal Interview
485)"*) F8 LA%)AL )5*I%3)A%
4re(Selection
Selection
4ost(Selection
(L(CTI&)
%he selection procedure is concerned with selectin# the ri#ht candidate $or the
ri#ht place. %he selection procedure saves a lot o$ time and money by eliminatin#
candidates who are not eli#ible $or the post.
T(P I) (L(CTI&)
eceivin# o$ application
4reparin# o$ shortlist by the department
@eri$ication o$ resume by department head
Interview Hone roundI
4sycholo#ical test
e$erenceE1ack#round in$ormation
Final selection
4lacement
III 2 ")@)L843)A%
O %AIAIA:
%rainin# is an on(#oin# process aimed at capability(buildin# o$ the employees at all
levels. In todays competitive mileu, or#aniKations are increasin#ly turnin# to trainin# to
capture the cuttin# ed#e. As they mana#e #rowth in a constantly chan#in# environment.
4urposive trainin# and planned re(trainin# have an ac&uired priority status on the
corporate a#enda. 5entre sta#e in Ashok Leyland trainin# endeavours is the mana#ement
development centre, at 5hennai and 2osur. %rainin# pro#ramme is classi$ied into
NOSkill
NO=nowled#e
NOAttitude
%rainin# pro#rams in Ashok Leyland areF
NOGuad + executives
NO5ompetencies and priority needs o$ departmentsE units
NO)(learnin#
NOInduction $or ")% H? yearsI :)% H+ yearI, Laterals H> daysI
NO:)A38" trainin# pro#ram.
NO:eneral(4lannin# $or retirement
1ud#et spent $or trainin# H6hrs( +dayI middle mana#ers H. to - personsI is .(- lakhs
'8=3)A 5A4A1ILI%P 1*IL"IA:
%rainin# ! "evelopment $or the unioniKed employees at the manu$acturin# units is
$ocused on skill development. 1oth internal and external trainin# is #iven $or associates.
:uest lectures o$ external $aculty and various other industrial visits will be arran#ed $or
associates. In addition to some pro#rammes like en#ineerin# drawin# and waste
elimination are also conducted.
%AIAIA: F8 S)AI8E 3I""L) L)@)L 3AAA:)3)A%
1oth external and internal trainin# is #iven $or the executives. Faculty $rom outside
a#encies will be arran#ed $or trainin# them. %hey also #et $aculty $rom corporate level.
%rainin# $or seniorEmiddle level mana#ement is done on the $ollowin# basisF
+. %echnical
?. 1ehavioral
.. Functional
O 3AAA:)3)A% ")@)L843)A% 4LAA
3ana#ement development plan o$ Ashok Leyland $ocuses on the $ollowin# competencies
NO4eople leadership
NO%rans$ormational leadership
NO4roject mana#ement capability
NOesult orientation
NO)ntrepreneurial perspective
?>
2 processes such as job evaluation and competency mappin# will be dovetailed into the
development plan to enhance objectivity and e$$ectiveness.
")@)L843)A% A5%I@I%I)S
%he $ollowin# are the developmental activitiesF
O %)I 9 %otal )mployee Involvement
O 5F: 9 5ross Functional :roup
O G5 9 Guality 5ircles
O SS 9 Su##estion Scheme
O e(deployment
.I 4)F83AA5) AA" 5834)ASA%I8A
O 4)F83AA5) A44AISAL
L4er$ormance appraisal is the systematic evaluation o$ the individual with re#ard to his or
her per$ormance on the job and his potential $or developmentM
In Ashok Leyland #raphical scale method is $ollowed, it is also known as linear ratin#
scale. In this, a printed appraisal $orm is used $or each appraise. %he $orm consists o$
various employee characteristics and his job per$ormance. @arious characteristics include
initiative, leadership, dependability, creative ability, analytical ability etc..,
%he ratin# is done on the basis o$ scale which is in continuum representin# various
de#rees o$ particular &uality. Ashok Leyland use numbers say /, -, ., ? and + to denote
points $or various de#rees o$ excellent(poor, hi#h(low, #ood(bad and so on.
%he appraisal $orm is divided into 6 parts where under each part separate sections are
bein# covered.
NO4art I( 4er$ormance in the present job H)mployees achievements, #oalsI
NO4art II( 'ork behavior H4lans, objectives, activities, execution o$ plansI
NO4art III( Abilities HBob knowled#e, commitment to achieve results at workI
NO4art I@( 4otential H Areas o$ interest, personality traits, stren#th, weaknessI
NO4art @( 8verall per$ormance ratin# H 1ased on assessment o$ part I, II IIII
NO4art @I( %rainin# need H%o improve per$ormance in present job, to assume hi#her
responsibilityI
?6
NO4art @II( "evelopment plan HBob rotation, job enlar#ement, special assi#nmentE
reputationI
NO4art @III( 8ther comments
Five point scale o$ Ashok Leyland showin# levels o$ per$ormanceF
/( )xceptional ( 5onsistently outstandin# per$ormance.
-( Superior ( ( 4er$ormance which is consistently si#ni$icant beyond job
re&uirements contributes in related area also.
.( :ood ( 4er$ormance which ade&uately meets job re&uirements
and occasionally produces #ood over and above re&uirements
?( 1arely satis$actory ( Bust meets minimum job re&uirements
+( *nsatis$actory ( "oes not meet job re&uirement at all.
%he appraisal $orm also consists o$ customer satis$action survey where the need, service
provider and period o$ assessment are all identi$ied. It also $ollows #raphical scale
method usin# a $ive point scale based on the criteria
+IGuality H 5ustomer needs, service in$ormation, &uality works, complaints etc..,I.
?I"elivery H"elivery time, point o$ use, use or partsEservice in$ormationI
.I5ommunication HInteraction with customers, listenin# to customer views, timely
$eedback, and review chan#es with the customerI
-Iesponsiveness Hespondin# to customer complaints, chan#es to customer needsI
/IImprovement H4ositive attitude $or improvement, implementation ! e$$ectiveness o$
improvement and improvements at the customer endI
8verall 5ustomer atin# Q +R?R.R-R/
/
O )34L8P)) )%)A%I8A
4er$ormance linked pay
%he company has an annual appraisal system in place and pursuant to this system,
per$ormance linked pay, annual variable pay andEor commission is paid to the employees.
)mployee motivation
?,
Ashok Leyland tar#ets +00D o$ its employees to be involved in its continuous
improvement activities. eward systems such as I348@), IS), 1I%)S, +00D 5L*1
and :)31A passport scheme motivates people to contribute their ideas.
O IA5)A%I@)S
+I Surchar#e on "irect 1ookin# Incentive.
?I Special Incentive Scheme.
)mployee wel$are schemes
%he $ollowin# are the wel$are schemes available to the employees.
NO5anteen $acilities
NO3edical claims
NO%ransport $acilities
NOAshok Leyland school $or their children
NOScholarship schemes
NOecreation $acilities
O 1)A)FI%S
+I %uition $ee re$undF
eimbursement o$ expenses related to course $ees, examination $ees and purchase o$
books is allowed upto >/D o$ amount spent per academic year subject to a maximum
amount as #iven by personnel administration.
?I 3ajor medical planF
1ene$its will be available within the laid down overall limits $or sel$ dependants viK.
reimbursement o$ medical expenses and interest $ree loan
.I 3edical reimbursementF
"omiciliary expenses incurred on domiciliary medical treatment shall be reimbursed
subject to the annual limits $ixed $rom time to time.
-I "omestic travelF
.0
1oardin# and lod#in# expenses per diem allowance, when an employee opts to makes his
own arran#ements , out o$ pocket expenses, other expenses such as local conveyances,
o$$ice phone calls.
/I 5onveyance reimbursementF
It is made on sel$ certi$ication o$ expenses by the executives. %his will stand withdrawn
in the event o$ company transport bein# provided.
;I @ehicle loanF
Interest $ree loan upto +00D o$ the cost o$ a new two wheeler subject to a maximum
limit stipulated $rom time to time.
>I :roup term insuranceF
It is in addition to the accident insurance cover provided by the company $or executives.
In the event o$ accidental death, the bene$iciaries will receive bene$it under both policies.
6I Sixth day compensation Hie. SaturdayIF
)xecutives in 5: ?/ H5orporate :radeI and below will be paid >./D o$ basic salary $or
every ;th day HoptionalI worked. %he ;th day compensation as indicated above will be
considered as salary $or the purpose o$ contribution to 4F and eli#ibility $or bonusE
)x#ratia.
,I 3aternity leaveF
%otal periodF +? weeks leave with pay H; weeks be$ore delivery and ; weeks immediately
$ollowin# the deliveryI $or lady executives.
+0I LeaveF
All executives are eli#ible $or privile#e leave H4LI(.0 days, sick leave HSLI( > days,
casual leave H5LI( > days, national and $estival holidays. All leave will be credited in
Banuary, every year.
++I etirement a#eF
%he a#e o$ retirement $rom companys service will be the last day o$ the calendar month
in which the executive attains the a#e o$ $i$ty ei#ht years.
.I 38%I@A%I8A
O 5)A%IA: 38%I@A%IA: )A@I8A3)A%
:)31AF
.+
:emba is a Bapanese word meanin# Leal 4laceM where the real action takes place.
In the manu$acturin# business, :emba is the shop $loorS in a service business, the place
where the customer and the service come to#ether. It is also the &uality o$ human
interaction in the workplace between co(workers, with customers and business partners.
Launched in Bune ?00/ as a company( wide initiative, 3ission :embas objective is to
provide in$ormation, develop skills and empower employees to reach world(class levels
in &uality, cost and delivery. %he lo#ic is simple and undisputableF value is created at the
:emba and the :emba knows its work best.
:)31A =AIJ)AF
%hree #round rules $or practicin# kaiKen in :emba.
+. 2ouse =eepin#
?. 3uda )limination T'aste )liminationU
NO'aste o$ over production
NO'aste o$ inventory
NO'aste o$ waitin#
NO'aste o$ 3otion
NO'aste o$ transportation
NO'aste o$ 4roducin# ejects
NO'aste o$ processin#
.. StandardiKation.
:)31A 3ISSI8AF
A>iR+
Aew > initiatives
+. Increase in the number o$ :)31A
?. /s TS)II,S)I%8A,S)IS8.S)I=)%S*,S2I%S*=)U
.. ))I H)$$ort and )r#onomy indexI
-. 53I H5ost mana#ement initiativeI
/. Inventory Initiative
;. 5ritical machine uptime
.?
>. Guality
6. Sa$ety.
O )348')3)A% AA" 4A%I5I4A%I8A
I348@)
Improve is an annual company( wide event to record, reco#niKe and award employees $or
their positive involvement in or#aniKational #rowth innovation and customer satis$action.
IS)
%he expansion $or IS) is eward For Individual Search For )xcellence. It is an
inte#rated award and is #iven to the associates. I$ an employee does some #ood activity
or work apart $rom his usual one he is bein# awarded with IS).
%G3 9 %otal Guality 3ana#ement
%he main objective o$ the %G3 cell is to set human in a #ood manner to achieve the
#oals. %he &uality circle includes ; people which include / associates and + executive.
%heir main $unction is to identi$y the problem, $ind the solution and to implement it.
O 2 381ILI%P
4838%I8A 8448%*AI%I)S
4romotions is based on the seniority, eli#ibility $or post , e$$iciency, skill, &uali$ication
etc.., %he mana#ement decides whether to $ill a post o$ outside recruitment or throu#h
promotion. 'orkman shall be considered $or promotion to a post based on certain rules.
NO2e has rendered a minimum period o$ &uali$ication service o$ $ive years.
NO2e possesses the &uali$ication prescribed $or the post to which he is to be
considered.
NOFul$ills prescribed attendance.
S)4AA%I8AS
Separation involves cessation o$ services o$ personnel $rom an or#aniKation. 'hen
people leave the or#aniKation, )xit interviews are usually conducted to know the reasons
$or leavin#. %he common reasons #iven areF
..
NO1etter opportunities
NOLack o$ #rowth
O ALL8'AA5)S
NO2ouse rent allowance
NO'ashin# allowance
NO*ni$orm and stitchin# allowance
NOAi#ht shi$t allowance
NO5onveyance allowance
NO3ilk and vitamins allowances
NOFlexibility allowance
NOGuality certi$ication allowance
NO"irect production allowance
.-
Finance department
Finance is considered as the li$e blood o$ business. %his is because in the modern
moneyoriented
economy, $inance is one o$ the basic $oundations o$ all kinds o$ economic
activities. Finance $unction may be de$ined as the procurement o$ $unds and their
e$$ective utiliKation.
O )S48ASI1ILI%I)S 8F FIAAA5) ")4A%3)A%F
NO%he pricin# department is responsible $or the $ixin# o$ prices $or sales o$ the
vehicles and $or buyin# o$ raw materials and semi $inished #oods.
NO%reasury section is responsible $or all kinds o$ $undin# mana#ements such as
investments.
NO%axation section is responsible $or remittance o$ tax, $ilin# o$ returns, handlin# o$
liti#ations etc..,
NO5ostin# and 1ud#etin# department is responsible $or the unit costin# o$ each
product in particular, such as spare parts and a vehicle as whole.
NO%he FS: HFinance account Service :roupI deals with the payables and
recievables at re#ional o$$ices.
NO%he )xplore $inance department deals with the FS: exportin# o$ items.
8L) 8F FIAAA5)F
N ecorder Haccountin#I o$ all Financial %ransactions
N eportin# o$ Financial 4er$ormance
N Arran#in# lon# and short term $unds 9 5apital and "ebt
N 'orkin# 5apital 3ana#ement
N 5ompliance o$ tax and other corporate laws
N isk 3ana#ement 5ontrollership $unction Audit coordination Investor elations
cI 3A=)%IA: ")4A%3)A% 8F AS28= L)PLAA" L%".
3arketin# is concerned with the people and the activities involved in the $low o$ #oods
and services $rom the producer to the consumer.
Ashok Leyland has been o$$erin# world class products to millions o$ customers to -0
countries across the world.
%heir main product lines include %rucks, 1uses, "e$ence vehicles and special vehicles
and en#ines $or Indian and 8verseas market.
Ashok Leyland is
N %he market leader in Indian bus market o$$erin# 5A:, "ouble decker
and@estibule bus variants.
N %he market leader and pioneer $or multi(axle trucks and tractor( trailers.
N )njoys market supremacy in diesel en#ines $or Industrial, :en(set and3arine
applications.
N Lar#est supplier o$ lo#istic vehicles to the Indian Army.
N 8$$ers L%otal 3aintenance SolutionsM throu#h maintenance contracts $or its
products, relievin# the customers o$ all maintenance worries.
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%he company is expected to launch a slew o$ new products in the markets which is
expected to propel the demand $or its products.
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%he company is now tar#etin# new strate#ic markets with increased thrust on the
Asian and A$rican countries.
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%he company is constantly reviewin# their strate#ies. %hey are movin# into hi#her value
added jobs because it becomes very important to en#a#e workmen $ully and also their
e$$icient utiliKation.
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4roduction is an or#aniKed process o$ manu$acturin#Eproducin# #oods and services
throu#h the use o$ input resources o$ men, materials, money, machine, methods.
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In$rastructure development
8verall economic #rowth
estrictions on overloadin#
1etter operatin# economy o$ new trucks
estrictions on the a#e o$ vehicles
eplacement demand due to chan#es in emission norms
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NOe#ional o$$ices( +0
NOAreas o$$ices( +6
NOe#ional sales o$$ices(+,
NO4arts warehouse(>
NO3ain dealers( -.
NO"ealer outlets( +>>
NOAuthoriKed service centres( +-/
NOService bays( ?./?
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4roduction is an or#aniKed process o$ manu$acturin#Eproducin# #oods and services
throu#h the use o$ input resources o$ men, materials, money, machine, methods.
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Ashok Leyland employs a continuous production system, makin# use o$ special purpose
machines and produces standardiKed items in lar#e &uantities.
5haracteristics
N Standard products are manu$actured.
N Small work in pro#ress in involved.
N 3ore maintenance is re&uired.
N 3inimum cost o$ production per unit
N "ivision o$ labor is made more e$$icient.
esearch and development philosophy
L8$$erin# world(class technolo#y appropriate to the customerM this is the philosophy that
drives !" at ashok Leyland complementin# the in(house !" )$$orts,realiKed throu#h
world(class in$rastructural $acilities,are technolo#y collaborations with world leader like
A*L,JF and iriKar to provide contemporary a##re#ates to maintain the products
technolo#ical superiority
%he !" stren#ths o$ the company resides in ? centres that specialiKe in vehicle
development and en#ine development .the development o$ $uel e$$iciency en#ines
con$orm