Contd. on Pg 12 Auto Monitor www.amonline.in 4 March 2013 Vol. 13 No. 06 32 Pages `50 INDIA’S NO. 1 MAGAZINE FOR AUTOMOTIVE NEWS, VIEWS & ANALYSIS Top 5 CV Makers Company Jan-12 Jan-13 Change TML 40,171 33,865 -15.70% M&M 11,256 11,672 3.70% ALL 9,151 9,846 7.59% VECV Eicher 3,551 3,638 2.45% FML 1,870 1,928 3.10% Top 5 CV Exporters Company Jan-12 Jan-13 Change TML 6,257 3,329 -46.80% M&M 2,668 1,290 -51.65% ALL 1,149 719 -37.42% VECV Eicher 157 98 -37.58% SML Isuzu 73 22 -69.86% * Source: SIAM/ ** Excluding exports/ *** all sub segments considered/ ^ excluding MRPL DATA MONITOR Scan this code on your smart phone to visit www.amonline.in T here is a new kind of buzz at Sandhar Technologies. The Group in keeping with its vision to touch $1 billion in revenue in the next three years is busy aligning itself with collabo- rations and diversifications. One such significant collabo- ration for Gurgaon-based auto components major Sandhar Technologies is the recent tech- nical collaboration with Jinyoung Electro-Mechanics Company Ltd (JEM), a Korean technology lead- er in relay. For Sandhar it is a chance to diversify into electronic relay. What helps is that JEM has a strong presence in several coun- tries, including China. This is the second feather in the cap for Sandhar. Earlier, it diversified into being a supplier for anoth- er Korean electronics consumer manufacturer, LG Electronics. Sandhar’s Pune plant has begun production to supply TV back panels and other engineering plastic components. And there are more such collaborations to come in the near future. “We find a huge technology lacuna between what is avail- able in the Indian market today and what is required. There are new products lines where we need to enter and will open up new opportunities,” said Jayant Davar, Founder, Vice Chairman & MD, Sandhar Group. Initially, Sandhar Technologies will pay royalty of around 5 percent to JEM for the technical collaboration and hopes to make around `50-60 crore annually. However, once it is able to produce and supply over one million units of relays a month, the two partners will sign an equal JV. “We hope to be able to convert these technical collaborations into a joint ven- ture in the next 18-20 months,” Davar said. JEM, a Tier-II supplier in many markets, is looking at tap- ping growing opportunities in India. “India is the second larg- est growing economy, a very large automotive market with a num- ber of well-established Korean companies. The relationship with Sandhar gives us an opportunity to have a technological presence in India. Sandhar will provide the required infrastructure and support for bringing in JEM tech- nology and products to India,” said Doo-Yung Kim, Representative Director/President, JEM. The components manufactur- er will initially put up automatic production lines for power relays and relay starters at its Gurgaon facility and then shift to a new location after the JV is finalized. “Once the technical collabora- tion matures into a JV, Sandhar expects to invest around `100 crore in setting up a new facil- ity. The JV will help them earn around `500 crore annually. We will have a new facility but with- in an existing plant,” he added. Currently, Sandhar has 27 man- ufacturing facilities. JEM specializes in automotive relays, switches, multi-function- al switches, latches and buzzer units from two plants, a dedicat- ed R&D Centre in South Korea and three plants in China. From China it supplies to a number of Japanese OEMs. T he 2013 Union budget gives a carrot to busi- nesses and a stick to businessmen (or anyone rich enough to buy an import- ed car). Commercial vehicle manufacturers will get a new lease of life in the M&HCV seg- ment with the Finance Minister P Chidambaram allocating Rs 14,883 crore for the Jawaharlal Nehru National Urban Renewal Mission (JNNURM) in the next fiscal year. The segment has been in the doldrums for a while now due to a multitude of reasons. The number of players in the seg- ment is growing so it is certainly a good budget for a large number of people directly or indirectly affected by the JNNURM pro- ject. Buses will benefit from the JNNURM scheme too. S Sandilya, President, SIAM said, “The ges- ture of allocating double the funds under JNNURM scheme enabling substantial part for pur- chase of up to 10 thousand buses is appreciated. This was needed for the revival of the CV sector.” Carmakers selling full imports are fuming at the sharp hike in import duty from 75 to 100 per- cent. The segment has been growing steadily due to strong sales from JLR and Audi but with such a steep hike, these carmak- ers will have no choice but adopt the CKD route for a majority of their models. Volvo sells all its cars as CBUs in India. The com- pany will have to rethink its strategy post-budget. JLR has started assembling the XF in India, and the XJ is next in line to escape the heavy import duty rates. Majority of luxury cars that aren’t feasible as CKDs due to low volumes will be priced out of contention and that worries premium manufacturers as they will have to revise their growth predictions and consequently their plans to expand in India. Commenting on the impact of rise in import and excise duties, Michael Perschke, Head, Audi India, said, “The increase in Customs Duty for imported cars and Excise Duty on SUVs is sur- prising. It will severely impact the auto industry and its growth. We have no choice other than to pass on the increase to the customer.” The FM hasn’t spared motorcy- cles over 800cc too and has hiked their import duty from 60 to 75 per- cent. Ashish Chordia, Chairman, Shreyans said, “The increase in import duties on CBUs and bikes over 800cc is going to affect the growth of the automobile industry. A move which provided impetus to the industry, already under pres- sure, was needed.” New Horizons Robinhood FM Ruffles Auto Industry Our Bureau Mumbai Nabeel A. Khan New Delhi Pg 08 Pg 12 Going For Growth Toshiyuki Shiga, COO, Nissan Motor Anant Goenka, ATMA INTERVIEW GUEST COLUMN Sandhar announces technical collaboration with JEM, Korea. Testing the mettle of the auto industry. Contd. on Pg 12
Auto Monitor - 4 March 2013
Mar 16, 2016
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Contd. on Pg 12
Auto Monitorwww.amonline.in4 March 2013Vol. 13 No. 06 32 Pages `50
I N D I A ’ S N O . 1 M A G A Z I N E F O R A U T O M O T I V E N E W S , V I E W S & A N A LY S I S
Top 5 CV Makers
Company Jan-12 Jan-13 Change
TML 40,171 33,865 -15.70%
M&M 11,256 11,672 3.70%
ALL 9,151 9,846 7.59%
VECV Eicher 3,551 3,638 2.45%
FML 1,870 1,928 3.10%
Top 5 CV Exporters
Company Jan-12 Jan-13 Change
TML 6,257 3,329 -46.80%
M&M 2,668 1,290 -51.65%
ALL 1,149 719 -37.42%
VECV Eicher 157 98 -37.58%
SML Isuzu 73 22 -69.86%
* Source: SIAM/ ** Excluding exports/ *** all sub segments considered/ ^ excluding MRPL
DATA MONITOR
Scan this code onyour smart phoneto visit www.amonline.in
There is a new kind of buzz at Sandhar Technolog ies. The Group in keeping with
its vision to touch $1 billion in revenue in the next three years is busy aligning itself with collabo-rations and diversifications.
One such significant collabo-ration for Gurgaon-based auto components major Sandhar Technologies is the recent tech-nical collaboration with Jinyoung Electro-Mechanics Company Ltd (JEM), a Korean technology lead-er in relay.
For Sandhar it is a chance to diversify into electronic relay. What helps is that JEM has a strong presence in several coun-tries, including China. This is the second feather in the cap for Sandhar. Earlier, it diversified into being a supplier for anoth-er Korean electronics consumer manufacturer, LG Electronics. Sandhar’s Pune plant has begun production to supply TV back
panels and other engineering plastic components. And there are more such collaborations to come in the near future.
“We find a huge technology lacuna between what is avail-able in the Indian market today and what is required. There are new products lines where we need to enter and will open up new opportunities,” said Jayant Davar, Founder, Vice Chairman & MD, Sandhar Group.
I n i t i a l l y, S a n d h a r Technologies will pay royalty of around 5 percent to JEM for the technical collaboration and hopes to make around `50-60 crore annually. However, once it is able to produce and supply over one million units of relays a month, the two partners will sign an equal JV. “We hope to be able to convert these technical collaborations into a joint ven-ture in the next 18-20 months,” Davar said.
JEM, a Tier-II supplier in many markets, is looking at tap-ping growing opportunities in India. “India is the second larg-
est growing economy, a very large automotive market with a num-ber of well-established Korean companies. The relationship with Sandhar gives us an opportunity to have a technological presence in India. Sandhar will provide the required infrastructure and support for bringing in JEM tech-nology and products to India,” said Doo-Yung Kim, Representative Director/President, JEM.
The components manufactur-er will initially put up automatic production lines for power relays and relay starters at its Gurgaon facility and then shift to a new location after the JV is finalized. “Once the technical collabora-
tion matures into a JV, Sandhar expects to invest around `100 crore in setting up a new facil-ity. The JV will help them earn around `500 crore annually. We will have a new facility but with-in an existing plant,” he added. Currently, Sandhar has 27 man-ufacturing facilities.
JEM specializes in automotive relays, switches, multi-function-al switches, latches and buzzer units from two plants, a dedicat-ed R&D Centre in South Korea and three plants in China. From China it supplies to a number of Japanese OEMs.
The 2013 Union budget gives a carrot to busi-nesses and a stick to businessmen (or anyone
rich enough to buy an import-ed car). Commercial vehicle manufacturers will get a new lease of life in the M&HCV seg-ment with the Finance Minister P Chidambaram allocating Rs 14,883 crore for the Jawaharlal Nehru National Urban Renewal Mission (JNNURM) in the next fiscal year. The segment has been in the doldrums for a while now due to a multitude of reasons. The number of players in the seg-ment is growing so it is certainly a good budget for a large number of people directly or indirectly affected by the JNNURM pro-ject. Buses will benefit from the JNNURM scheme too. S Sandilya, President, SIAM said, “The ges-ture of allocating double the funds under JNNURM scheme
enabling substantial part for pur-chase of up to 10 thousand buses is appreciated. This was needed for the revival of the CV sector.”
Carmakers selling full imports are fuming at the sharp hike in import duty from 75 to 100 per-cent. The segment has been growing steadily due to strong sales from JLR and Audi but with such a steep hike, these carmak-ers will have no choice but adopt the CKD route for a majority of their models. Volvo sells all its cars as CBUs in India. The com-pany will have to rethink its strategy post-budget. JLR has started assembling the XF in India, and the XJ is next in line to escape the heavy import duty rates. Majority of luxury cars that aren’t feasible as CKDs due to low volumes will be priced out of contention and that worries premium manufacturers as they will have to revise their growth predictions and consequently their plans to expand in India. Commenting on the impact of
rise in import and excise duties, Michael Perschke, Head, Audi India, said, “The increase in Customs Duty for imported cars and Excise Duty on SUVs is sur-prising. It will severely impact the auto industry and its growth. We have no choice other than to pass on the increase to the customer.”
The FM hasn’t spared motorcy-cles over 800cc too and has hiked
their import duty from 60 to 75 per-cent. Ashish Chordia, Chairman, Shreyans said, “The increase in import duties on CBUs and bikes over 800cc is going to affect the growth of the automobile industry. A move which provided impetus to the industry, already under pres-sure, was needed.”
New Horizons
Robinhood FM Ruffles Auto Industry Our Bureau
Mumbai
Nabeel A. Khan New Delhi
Pg 08 Pg 12
Going For GrowthToshiyuki Shiga, COO, Nissan Motor Anant Goenka, ATMA
INTERVIEW GUEST COLUMN
Sandhar announces technical collaboration with JEM, Korea.
Testing the mettle of the auto industry.
Contd. on Pg 12
The Union Budget while offering to ease a few things has also thrown plenty of people into confusion. And here I mention only the automotive industry. While most industry people are irked that the SUVs have
not been spared, they are glad that other aspects of the indus-try have been left untouched. But still what was the Finance Minister thinking?
At a time when the SUV segment had just about begun to show signs of prosperity and acceptability, the government has come and sort of soured the deal. But then all this is what everyone gathered from the Budget.
While some industry people have responded by saying that this is a budget in motion, others seem disillusioned. Some others have tried to hide their disappointment, and prefer to look at the brighter side in terms of the infrastructure prom-ises and hope that this is the promise of bigger things to come. A better infrastructure is what the government needs to fix. Right from the earlier Ministry of Road Transport & Highways, Kamal Nath’s time to the current CP Joshi’s days, there have been a slew of promises made, but not delivered. One can always attribute the delays to several factors.
Coming back to the Finance Minister P Chidambaram’s
statement that SUVs occupy much road space, it did evoke a laugh. How many SUVs have been sold across the coun-try in the last couple of years? Those figures are really, really miniscule compared to the hoi polloi hatchbacks. But then the people lobbying to the ministry before they go into hiber-nation are those that have an axe to grind. And the ones that really matter don’t push too hard.
So maybe next year, the industrialists who are working their way to make life better for India could work their way to the strongholds of the ministries and work some wonders.
Not Enough Strife
QUOTESSteve Girsky, Vice Chairman, GM, on the labour deal at GM Europe.
Hans Dieter Poetsch, VW Chief Financial Officer
“We hope that we can reach a deal by the end of the month. Both sides have a plan and we agreed on a deadline. We are working towards it, and hopefully we can come up with something.”
“It is unclear if all carmakers will survive without governmental help. Especially carmakers in southern Europe that produce small cars will be affected.”
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Against The Odds 14LD Mittal has outlined plans which will bring the `5,000 crore Sonalika Group into the top league. At a time when tractor sales have taken a beating, he is taking the battle to the enemy.
Meeting The Testing Needs Of Car Infotainment Systems 20National Instruments’ Satish Mohanram says that the evolving car infotainment system poses a new set of challenges at the enterprise level and at the test implementation level.
CONTENTS
Lapp Inaugurates China Production Plant 24Lapp Group is further strengthening its presence in China and looking to kick start its first production plant in China will come on strea.
Continental Wins Toyota Award 24Care Report: Sourcing locally will help combat low auto demand; strong vehicle population will augment replacement market demand.
MBRDI opens R&D facility in Bangalore 14Mercedes-Benz Research and Development India has kicked off its new facility at Bangalore, spread over an area of 20,000 sq m with a capacity of 1,800 people.
Schaeffler Reinvents Automatic Transmission 10Schaeffler has developed an automatic transmission system that promises to be much more affordable than the current crop of DCT transmissions.
Ironing Out The Creases 10India should look at multi-deck transportation to improve logistics efficiency, says Stephen J Harley, Executive Director, Global Material Planning & Logistics, Ford Motor Company.
Going For Growth 08Toshiyuki Shiga, COO Nissan Motor speaks about his company’s Indian and global plans and how the company plans to engage dealers in the future.
10
10
08
14
20
30THE OTHER SIDE
Matthias Zink, President Automotive AP, Schaeffler Group Having began his industrial career in Schaeffler as a testing engineer in 1994, Zink joined Schaeffler Asia Pacific as President - Automotive in January 2012.
NEWS
Auto Monitor
I N T E R V I E W84 MARCH 2013
SC: How does 2013 look for the Japanese auto industry? How negative has the effect of the dis-pute between China and Japan been? Has the situation begun to improve for Nissan?
Yes. Nissan’s global sales in 2012 were 4.94 million, posting a 5.8 percent increase as compared to the previous year. Despite the spat between Japan and China, the international sanctions on Iran and the crisis in Europe, Nissan is growing. We are expect-ing further growth in 2013.
SC: Do you expect growth for Nissan alone or for the entire industry as a whole?
Both. The automotive industry in 2012 was around 79.4 million, increasing by around 6 percent and the industry is still growing.
SC: Will 2013 be better than 2012?
Globally, yes. The Chinese market is growing at 5-7 per cent.
SC: Are you happy with your pro-gress in India so far?
I am satisfied. We have achieved the primary objective of entering the Indian market. We entered the Indian market in 2010 and commenced sales of the Micra which touched around 30,000 units. In 2012, we sold 33,000 units. We aim to sell around 50,000 units this year. I have high expectations as our team in India is doing a good job. Our Indian business has begun to export worldwide to Europe, the Middle-East and Africa. Our manufacturing team is also doing a very good job to enable exports by oper-ating production according to schedule. We have also set up facilities to tap India’s strength in engineering R&D. Our R&D facility employs around 2,000 people who are developing a very strategic car model - the Datsun - which will be intro-duced next year in India.
IG: How will that fit into your game plan since the Datsun pro-ject is viewed as a big strategic initiative across not just India, but Indonesia and Russia as well.
The Datsun brand is key to our strategy of garnering market-share in emerging markets and in attracting the middle-class yearn-ing to buy their first car. Though I cannot disclose further, we are on schedule for the launch.
IG: Globally, you have adopted the strategy of co-badging and the Renault-Nissan combine has adopted that in India as well. Do you agree with the argument that the strategy hasn’t really fully paid off?
We are adopting the process of co-badging with care and continue to implement prod-uct differentiation strategies, conduct different marketing campaigns, and target different customers. But the reason for co-badging is that it allows us to
enhance our product line-up. As we start with one or two products, it enables us to sustain the deal-er’s network. The strategy will be abandoned after we expand our business and strengthen our line-up which will allow us to concentrate on marketing our own models.
IG: How long will the co-badging continue?
I cannot say. As far as I understand, Renault’s Duster is doing well and this is good for the Renault line-up. The Indian market is important for the Renault-Nissan alliance. Our plant and our R&D facility
is a joint venture with Renault. Our strategy to approach the Indian market is completely in line with our partner and we support each other through double-badging.
SC: In India, your dealers deal with Hover Automotive. Will you start dealing directly with your distributors?
We are using local partners because India is a new market for us. We do not have enough knowledge about customers and managing dealers regarding the retail market. But we are collect-ing a lot of information.
IG: A lot of dealers have stopped accepting stocks and some deal-ers have moved out from your franchise. Do you think the model needs to be reviewed?
I received the report in October 2012 about the conflict between Hover and the dealers also. We have to listen sincerely to our customers and dealers and if necessary, review the model in operation. On my visit to India, I have held discussions with the Hover management and have requested them to improve the situation which they have prom-ised. So I expect the situation to get better.
Going For GrowthToshiyuki Shiga, COO Nissan Motor speaks about his company’s Indian and global plans to CNBC-TV18’s Senthil Chengalvarayan and Forbes India editor-in-chief Indrajit Gupta in Chennai. Excerpts from the interview.
Toyota Kirloskar Auto Parts Pvt Ltd (TKAP) – a joint venture between Toyota Motor Corporation, Japan (TMC), Toyota Industries Corporation,
Japan (TICO) and Kirloskar Systems Ltd recently kicked off an engine and transmission plant for Etios.
The new production at the plant represents an investment of approximately `500 crore with the engine plant being operational since August 2012 and the transmission plant being opera-tional since January 2013. The annual capacity for the engine plant is 108,000 units per annum and for the transmission plant is 240,000 units per annum.
TKAP manufactures R-Type manual trans-missions for export to Thailand and Argentina, and also for the ‘Fortuner’ manufactured in India. It also produces axles and propeller shafts for the ‘Innova’, manufactured in India. Production of engine and transmission for the Etios will further localise parts production.
“The local production of the engine and trans-missions for the Etios raises the localization ratio to over 90 percent,” says Vikram Kirloskar, Vice Chairman, Toyota Kirloskar Motors. The pro-ject is likely to generate additional employment for more than 500 people at TKAP in addition to indirect employment for suppliers, according to Yuji Hiraoka, Managing Director, TKAP. Etios has helped the company evolve as a volume car manufacturer.
The Japanese automaker Toyota Motor Corporation is hoping to sell around 145,000 pas-senger car units per annum and capture around 10 percent marketshare in India. The company’s cumulative sales grew by around six percent to touch 133,296 units in the April-January period this fiscal as compared to the corresponding period last fiscal.
The company sold 13,329 units in Jan 2013 as compared to 17,395 units in Jan 2012, a year-on-year decline of around 23 percent. Sales grew 10.42 percent in Jan 2013 from Dec 2012 sales of 12,071 units. It exported 1,791 units of Etios series to South Africa in Jan 2013. The total sales registered were 15,120 units including exports.
Currently the company has two manufac-turing facilities near Bangalore. The company’s newer manufacturing facility, established in 2010, manufactures the Corolla Altis, the Etios, the Etios Liva, and the Camry with annual pro-duction capacity of 120,000 units.
Toyota Kirloskar Kick Off New Powertrain Facility Our Bureau
Mumbai
Auto Monitor
N E W S104 MARCH 2013
Schaeff ler is known for its Double Clutch Transmissions (DCTs) the world over. While
their R&D focus has been developing DCTs, India is not likely to benefit from it due to the negligible number of DCT trans-mission-equipped cars here. And so especially for India, the com-ponent manufacturer went back to the drawing boards, or in this case the mix-n-match store, to study the pros and cons of man-ual and automatic transmission
systems. Schaeff ler realized that to make automatics widely accepted in India, they have to be considerably cheaper. DCTs were out of the question due to the sophisticated technology and high levels of automation, which send unit costs through the roof.
The other alternative was Automated Manual Transmissions (AMT). A major disadvantage of AMTs is that gearshifts are auto-matically initiated. When the gear changes, there is an unex-pected interruption in traction force which isn’t very pleasant. So Schaeffler decided to eliminate the unpleasantness by letting the
driver decide when to shift a gear in a format identical to a manual transmission. The clutch pedal is replaced by an Electronic Clutch Management (ECM) system that has sensors in the transmission and gearshift lever which detects an intention to change gears, and activates the clutch within a frac-tion of a second.
According to Matthias Zink, President Automotive AP, Schaeffler Group, “Our automat-ed clutch concept combined with a shift recommendation display is the first step in automation for India.” Zink was responsible for clutch systems globally before becoming President of the Asia-Pacific region in January 2012.
Zink says that their concept can achieve a price point which lies between an AMT and a DCT system. The company is in talks with OEMs and has conduct-ed demonstrations in the past month. Elaborating on why the new transmission concept will be affordable, Zink said, “There are fewer automated parts, they are technologically lighter, and that makes it a cost effective solu-tion.” Zink said that if everything
went to plan and OEMs adopted the technology soon, the trans-mission will go into production within three years. Other poten-tial markets for this new concept are China (at least the local brands), and Brazil.
The project was developed in Germany, but Indian engineers were brought to Germany from the onset to jointly work on the concept. Now with the concept ready, the target is to develop it further with an Indian R&D team taking the major responsibility. The production, when it hap-pens, will be in Pune, according to Zink. “We manufacture wheel bearings in the north, and clutch-es and release systems in Hosur. But vehicle engineering and overall system know-how will be implemented in Pune due to its
geographic advantage and the availability of skills in the region. The plan is to make Pune the hub for R&D activities”.
There is a need for affordable automatic transmissions in the sub `10 lakh car market, espe-cially in cities with congested streets. Schaeffler says that its concept coupled with start-stop technology and gear shift recom-mendation can help deliver up to 10 percent better fuel economy compared to manual transmis-sions, while easing the effort of using a clutch. It can also be mated to both petrol and diesel engines, making it highly flex-ible. The Schaeffler concept is one to watch out for because it gives exactly what a disgruntled city car buyer wants – affordabil-ity and ease of driving.
Can you share with us the global trends in component sup-ply logistics?
The trend is, we have to move to multi-level vehicle mod-els. Working at the global level, I am in a very good position to compare and contrast the situ-ation in India with the situation in other places. Here we have small vehicles which are not very large and not very efficient. At the ports there are long queues, vehi-cles waiting in line for access, and unpredictable door-to-door tim-ing, because trucks get held up in the process. So this is something that might be very difficult to operate efficiently for a material supply chain, and the same is the case with vehicle deliveries.
What can be done to improve logistics in India?
We should continue to lobby and press for improving the essential infrastructure. We need to move faster in the multi-mod-el solutions. We are sponsoring a sea solution, where we would be quite happy to put up a service that links Chennai to Mumbai, so that we can gradually link up to the west coast Sanand facil-ity. We would also like to see the development of rail corridors, and particularly, we would like to see them develop rail wagons suited to multi-level car handling that we have in other places, which are double deckers or tri-ple deckers. So we are pressing
for multi-level so we can catch up quickly. We are quite willing to work on an interim arrange-ment. The industry is projected to grow from three million to 10 million cars, and with the cur-rent situation this will not work out, and everyone knows it.
How can we manage inven-tory levels in such adverse conditions?
The only way is to increase the frequency of movement and do more turns. You don’t want to be building a huge stock either at the manufacturing location or at the ports. We have to make it flow. Everything has to flow in real time, and for that you have to have the ability to predict and antici-pate. There will be space required if you are talking about exports or you have coastal shipping, then you have to have enough space. So there should not be any waiting time. All the delivery and pick-up should be done in real time and quickly, rather than wait-ing for loading and unloading. Everywhere we work on a plus or minus 15 minutes time window. To achieve this most trucks leave early and wait, because some-times they reach early and then they have to wait as there is no space, so this is also not an effi-cient way of doing thing.
How do you see Indian sup-pliers as a global source?
We already have Indian sup-
pliers who have been exporting to other Ford sites around the world. India is a source, although not a big source, and proportion-ately mostly into casting and other heavy metal things that we were shipping out. Now they are growing because we design vehi-cles and design components, styling, so they are becoming globally more competitive and successful. What I’ve got to do is provide them a platform where they can collect the components efficiently. The manufacturing cost here in India is highly com-petitive so my work is to provide them affordable and efficient logistics.
There are some components by Indian suppliers which have better acceptability in the glob-al market than others. There continues to be a market for machined parts but there is also a component opportunity in plastic parts. What we have probably not seen yet is, we are not shipping a lot of high cost, finished electronics from India. We may ship components, but if you look at how Indonesia and Malaysia do it in terms of chips and other things, that is not yet India’s export. There is no ship-ping of high cost parts, although there are engine exports. We ship a large quantity of engines to other Asia Pacific markets from India. There’s transmis-sion, there are some assembly parts.
How do you choose your suppliers?
There are a number of criteria. First, the cost, then quality, and whether they can support domes-tic requirements. Also, how they pack components, particularly heavy dense parts, so you can fill up the ocean container properly and get maximum utilization.
Raw material costs in India are very high. Component mak-ers are at disadvantage when it comes to some parts...
One of the things is that if you import material and re-export it, then you get duty drawback. So we don’t pay any duty if we re-export any raw material, so we track the source of raw materials. If there is a free trade agreement, there will be no import duty or penalty to the Indian manufacturer. What makes it difficult is if it is going to be used in India.
We cannot subsidise. We can-not make anyone artificially competitive. You’ve got to stand and be competitive by yourself as it is a market place. You have to be capable to compete with the world in all criteria.
We have not yet finished sourcing future products, but I can honestly say that it is increasing. Once we open the factory at Sanand, there will be no point having a plant here in India and bringing parts from outside. That will be like a screw-driver operation. We are going to double Indian capacity. We have invested a billion dollars, we are going to invest a billion more in Sanand so that existing suppli-ers have the opportunity to be sources for the Sanand plant, whether from the existing facil-ity or a facility in Gujarat. There is increased localisation as we bring new models.
Anand Mohan Pune
Schaeffler Reinvents Automatic Transmission
Ironing Out The Creases
With its new transmission concept that shifts like a manual gearbox but with an automated clutch, Schaeffler has developed a system that promises to be much more affordable than the current crop of DCT transmissions.
India should look at multi-deck transportation to improve logistics efficiency, says Stephen J Harley, Executive Director, Global Material Planning & Logistics, Ford Motor Company, in an interview with Nabeel A. Khan. He also says that Indian component suppliers need to look beyond castings and plastic material for exports, and learn from Malaysia and Indonesia and ship out high-end electronics.
The new transmission concept has manual gearshifts mated to an automatic clutch.
Auto Monitor
C O L U M N124 MARCH 2013
Commenting on the tyre industry at a time when the Indian econ-omy is battling its worst
slowdown in a decade is like stating the obvious. Economic growth declined to 5.4 percent in the first-half of the current fiscal, from 7.3 percent in the corresponding period a year ago. Growth in the current fiscal year that ends in March is forecast to be 5.7-5.9 percent, (much lower than the 7.6 percent projected in the Economic Survey in March),
and slowest since 2002-03. The impact of a stressed econ-
omy is very much evident in the automobile sector, with which the fortunes of the Indian tyre industry are intertwined. Most automobile categories are in the grip of a downturn. The Medium & Heavy Commercial Vehicle (M&HCV) segment, which showed a healthy growth of 38 percent in production in 2010-11, and 11 percent in 2011-12, has borne the brunt of the eco-nomic slowdown, and is showing unmistakable signs of decline during the current fiscal. Goods carriers are showing a sharper plunge compared to passenger carriers. The Light Commercial Vehicle (LCV) segment which remained strong in 2011-12 with a growth of 27 percent when other segments were in recession, has also succumbed to the contin-ued slowdown in 2012-13 with growth slipping to 3 percent in the current fiscal. The growth in passenger car production dipped to 2 percent in 2011-12 from 27
percent in 2010-11. The trend has been reinforced in the cur-rent fiscal with negative growth of (-)0.1 percent in the April to December period.
New vehicle sales, particularly CVs, have hit a road block owing to a slowdown in industrial activ-ity, high interest rates, high fuel costs leading to an increase in overall cost of ownership, and drop in mining and quarrying activities. Tractor production has also been slow.
The tyre industry derives its sales from OEs, Replacement (after market) and Exports seg-ments. While the replacement segment accounts for the larg-est supplies, over the last few years the OE segment has been gaining. In the case of passenger tyres, supplies to OEs have come to account for 46 percent of the total supplies in 2011-12 against 37 percent in 2000-01. In the LCV segment, the OE market has come to account for a significant 42 percent from just 17 percent in the same period. In the HCV seg-
ment, though replacement is the bread and butter, OE market share has increased to 19 percent from a minuscule 7 percent in 2000-01.
The rising dependence on the OE segment means that a slow-down in the auto segment has a much more debilitating impact on the tyre industry today than a decade ago. Not only is OE demand subdued, replacement demand in tyres is also modest, particularly in the HCV segment due to the slowing economy and extended usage of tyres, with replacements being postponed till absolutely indispensable.
While exports have certainly benefitted from the depreciating rupee, the landed cost of import-ed raw materials has gone up.
Behind the gloom there are developments which hold hope for a boost to the economy, and
thereby the tyre industry.A renewed enthusiasm is
palpable at the government’s policy level. Inflation seems to be coming off the peaks, and that has rekindled hope of inter-est rates softening. The creation of the Cabinet Committee on Investments (earlier proposed to be called the National Investment Board) is an initiative by the gov-ernment towards increasing investments. The recent approv-al to the new Land Acquisition Bill will provide much clarity on availability of land for industry, an issue that is of serious con-cern. The government has also shown commitment for sup-portive action to revive growth, including the “bitter medicine” for restoring economic health.
In the tyre industry, there is a general expectation of a revival in the fourth quarter. A reduction in interest rates and a pick-up in mining could come as a big boost to the industry.
Keeping in view the fast paced growth in the auto sector, the tyre industry has gone for large capaci-ties particularly in the truck and bus radial segment to be ahead of the demand curve. Investments worth Rs 20,000 crore have been lined up. Projects are in various stages of completion and the new capacities are likely to go on stream by 2014. The new capacities that have already gone on stream have strengthened industry’s capac-ity to meet an uptick in demand seamlessly when the economy goes into fast track mode.
Fluctuations in raw material prices and a downturn in new vehi-cle sales over the past
few months has led to increas-ing uncertainty in raw material sourcing for tyre manufactur-ers. The current scenario could also give a fillip to a hedging strategy and long-term sup-ply arrangements across more ingredients going forward.
Industry players point out that the domestic tyre industry is going through a growth phase. Many global tyre manufacturers as well as OEMs are outsourc-ing tyres and vehicles to India by setting up export-dedicat-ed units. Local tyre production is estimated to have grown at around 10 percent per annum over the last few years.
Taking a cue from the growth in automobile production, the tyre industry has lined up investments to the tune of US$ 4 billion for setting up addition-al capacity, particularly in the
truck and bus radial tyres sec-tor. The situation has created a huge demand in raw material, especially natural rubber.
“Being a rubber produc-ing country, restrictions in import also affect Indian tyre manufacturers adversely. On the synthetic rubber manufac-turing side, India is still in the embryonic phase. New genera-tion rubber required for high performance radial tyres needs to be imported heavily, which is also dictated by ups and downs in forex rates, besides mate-rial prices. Most of the rubber chemicals being petro-based are sensitive to price fluctua-tion and availability,” said Dr Arup K Chandra, Head Global (Raw Material & Compound Development), Research & Development Centre, Apollo Tyres Ltd.
Among the raw materi-als, natural rubber, synthetic rubber, and carbon black avail-ability and costs have always been a nightmare for tyre man-ufacturers, according to an official from JK Tyres. Natural products are affected by even minor changes in climate and manpower related issues, lead-ing to wide fluctuations in price and availability. Further, sup-plies from South East Asian countries could become tighter due to a drop in production and shift towards oil palm cultiva-tion. Increase in raw material prices, the sluggishness in the tyre industry due to the down-turn in the automobile sector, along with new regulations and
labelling are major concerns in terms of production planning.
Raw material prices contin-ued their upward march in the first half of the year on the back of rising commodity prices, according to the latest annual report from Apollo Tyres. Euro Zone economic issues and rela-tively lower GDP growth rates in China and India had a moderat-ing effect on demand for major commodities. This in turn acted as a check on the soaring pric-es of major commodities in the second half of the year, with prices stabilising at high levels. However, the impact of stabi-lisation in major commodities prices in the second half of the year in India was partially offset by the weakening of the rupee against the dollar.
The report further pointed out that natural rubber con-sumption in India has overtaken production, creating a deficit in the country. The price interven-tion scheme announced by the Government of Thailand led to the firming up of international prices in the latter part of the year. Crude oil prices breached the $100 per barrel level, despite decelerating rate of growth in the wake of a global slump. There was an increase of 18 per-cent in the price of crude over the previous year. Derivatives of crude, which are used as raw materials, surpassed the crude trend line and registered a dis-proportionate increase leading to a steep increase in the price of synthetic rubber and carbon black.
Another major setback to the industry is the rise in excise duty from 27 to 30 percent for SUVs and MUVs. Last year, UVs were categorized into a different slab from larger than 4-metre by increasing their excise duty from 22 to 27 percent. Despite that, SUVs have continued to grow at 56.87 percent between April and January this financial year. About 451,935 units were sold this year compared to 288,093 units during the same period last year. This steep increase in sales due to a few successful SUV launches has prompted the finance minister to rake in more duty for the government coffers. Compact SUVs like the Rio, Quanto and the upcoming EcoSport will not be affected by this hike as they do not qualify under the traditional SUV description of over-4 metres, 1500cc for diesel engines and 1200cc for petrol engines. Taxis and fleet operators will not face this hike in excise as they have been exempted from the excise hike.
But despite thumbs down by industry analysts and car manufactur-ers on a majority of announcements, there have been a few positives too. Lowell Paddock, President & MD of General Motors India, said, “The intention to further promote the development of infrastruc-ture, particularly in rural areas, is a positive step.” His counterpart, Takayuki Ishida, MD & CEO of Nissan Motor India said, “The 2013 budget is a ‘budget in motion’ as it continues to focus on growth in primary sectors. This growth will in turn support the growth in other sectors including the automobile industry.”
Ishida added, “We are happy about the investment allowance of 15 percent for investments above 1̀00 crore as a tax incentive. We are also happy about the Chennai - Bengaluru Industrial Corridor to be devel-oped jointly by the DIPP and JICA. This corridor will play an important role in terms of logistics for companies like ours which are present in the said region.”
The FM did not extend subsidy for Electric cars which goes against the decision to penalize gas guzzlers and large vehicles and promote cleaner vehicles. This will affect the soon to be launched Mahindra E2O that will lose its competitive edge to traditional compact cars.
Lastly, second hand imported cars will get a major setback with the FM’s proposal to increase import duty from 100 to 125 percent. SIAM’s Sandilya commented, “It clearly conveys that India is not ready to accept second hand old vehicles from other countries.”
With the new diversifications, the group expects to close this fiscal at `1,500 crore. Sandhar garners 2-3 percent revenue from non-auto products. Going forward, by 2020, it expects to earn 60 percent of rev-enue from automotive and 40 percent from other sectors.
Currently Sandhar makes stamped & tubular components, plastic injected components, zinc & aluminium pressure die castings, etc. It has a separate vertical focusing on steel wheel rims & assemblies, han-dle bars, clutch and brake panels to two wheeler manufacturers.
Our Bureau Mumbai
Contd. from Pg 1
Contd. from Pg 1
Biding Time
Tread With CareRobinhood FM.........
New Horizons...
The India auto industry is seeing its worst downturn in a decade. Tyre and other component makers are biding their time, investing for the future, and hoping for a revival. Guest column by Anant Goenka.
Anant Goenka, Chairman, Automotive Tyre Manufacturers Association (ATMA)
The rising dependence on the OE segment
means that a slowdown in the auto segment has a much
more debilitating impact on the tyre
industry today than a decade ago.
New generation rubber for high
performance radial tyres needs to be
imported, with costs also dictated by
ups and downs in forex rates, besides
material prices.
Auto Monitor
N E W S144 MARCH 2013
Mercedes-Benz Resea rch a nd Development India (MBR DI) have
announced the inauguration of their new facility at Whitefield, Bangalore. Spread over an area of 20,000 sq m with capacity of 1800 people, this is the single largest R&D facility of Daimler outside of Germany.
Prof. Dr. Thomas Weber, mem-ber of the Board of Management, Daimler AG and Head of Group Resea rch, Mercedes-Ben z Cars Development comment-ed, “MBRDI is one of our most important hubs within the global research and develop-ment organization and the new facility will be a cornerstone for leveraging the Indian talent pool for Daimler. As a global develop-ment centre the contribution of MBRDI can be envisaged from the fact that in 2012 alone, the organization filed over 50 patents for innovations in automotive development -- a powerful tes-timony to MBRDI’s success”. He also stated that, “India is a high potential market for Mercedes-Benz and MBRDI will continue to ensure that development ini-tiatives are in cognizance with the needs of upcoming markets.”
MBRDI has been involved with some of Daimler’s cutting-edge projects. A case in point is the com-pany’s leadership towards ‘Human
Body Modeling (HBM) System’. The HBM simulation under devel-opment and testing at MBRDI considers “almost” every possible combination of accident variables from biomechanics and the physi-cal properties of human tissues to accident statistics and the physics of crash situations. HBM is a key pillar supporting Daimler’s vision of accident-free driving.
MBRDI has been involved in many areas of Daimler’s R&D engagements including compo-nent development of parts and modules for the new genera-tion cars from Mercedes-Benz. The integral seats of the newly launched A-Class, and the seats of the new CLA are a few exam-ples of end-to-end projects lead by the MBRDI team.
Dr. Jens Cattarius, Managing Director and CEO of MBRDI, stated, “Indian talent needs no introduction -- and the suc-cess story of MBRDI proves this point. As a global organization it is essential to harness local capa-bilities; it is from this perspective that MBRDI and its long associ-ation with India plays a pivotal role. We started in 1996 with only 10 employees; we have grown with a CAGR of 34 percent and today have a 1200 strong employ-ee base. We are looking forward to a period of robust growth in India and as such, Indian tal-ent pool will continue to play an
even more dominant role in the months and years ahead. The new facility offers best in class infrastructure and houses all our scientists and researchers in a centralized location, essential ingredients to further catalyze cross functional collaborations and shorten development cycles. We are excited about the pros-pects ahead and look forward to a period of even steeper growth ahead of us”.
Specializations within MBRDI: Mercedes-Benz R&D India is head-quartered in Bangalore where 90 percent of its workforce is situated. It also operates one satellite office out of the Mercedes-Benz India facility in Pune.
Interior and Exterior Component design is a special-ization of MBRDI Pune which leverages the presence of local suppliers. The Pune office of MBRDI ensures that proximi-ty to the sales organization and customer inputs are seamlessly captured and integrated through feed-forward loop into future development of products.
Design teams within MBRDI are actively involved in design, development and modeling of various subsystems such as Chassis, BIW (Body in White), CIW (Cabin in White), Power train, Suspension, Interior and Exterior components, Prototyping, Regionalization and Localization.
The CAE team at MBRDI is one of the largest teams within this Daimler function. Various groups within the CAE team work exten-sively in the area of evaluating various vehicle functions such as
that of Crash, Stiffness, Strength, Durability , Powertrain, NVH (Noise Vibration Harshness) Body in White & Sheet Metal Forming and Computational Fluid Dynamics Simulations .
The Electrical and Electronics departments within MBRDI have competencies focused towards Model-Based-Development (MBD) topics, Embedded Software Design (complete V-cycle) and SW Architecture Knowhow, Embedded Hardware (ECUs) knowhow and Simulation.
IT is also a key center of com-petence for MBRDI. The IT portfolio covers a gamut of top-ics including IT engineering, SAP delivery, Global and local IT infrastructure and operation services and from Jan 2013, CIO office for South east asia, India and Middle eastern markets to manage IT strategy, demand Management, and Project man-agement for these markets.
L D Mittal, Chairman of Sonalika Group, has kept his spring despite his age. At a meet-
ing called exclusively for select journalists, Mr Mittal displayed all the mettle of a businessman who, though he may appear beaten, has plenty of fight left in him.
He began by outlining plans which will bring the ̀ 5,000 crore Sonalika Group into the top league. At a time when tractor sales have taken a beating, not to mention a rival company which has tied up with a prestigious foreign brand to add glamour to the tractor business, Mr Mittal is not retreating, he is taking the battle to the enemy.
Sonalika has plans to set up a second facility to make 50,000 tractors, and will invest `100-150 crore for the purpose. This facility is expected to come up in Karnataka in a year’s time. The expansion plans come close on the heels of an expansion at the International Tractors’ (IT) facility at Haryana to scale up capacity from 80,000 units to 120,000, with an investment of around ̀ 150 crore. With the new facility, Sonalika expect to see tractor sales grow by 20 percent to touch 62,000 units.
Simultaneously, Sonalika is also increasing its glob-al footprint. It is in talks with companies and govern-ment agencies in 30 countries for exports opportunities.
Currently the Group exports to nearly 70 countries, which account for around 10 percent of its total sales. By next year, Mr Mittal expects exports to double, and touch 50 percent of total sales in three years’ time. In another move, the company will soon launch its tractors in the US through a tie-up with Japanese company Yenmar. The tie-up with Yenmar hap-pened five years ago when Yenmar invested `250 crore in the company for a 14 percent stake.
A couple of months ago, pri-vate equity firm Blackstone bought a 12.5 percent stake in
International Tractors, then val-ued at `4,200 crore, and as part of the terms committed upon, Sonalika will go for its Initial Public Offering within the next three years. The company had proposed an IPO in 2008, but deferred it because of adverse market conditions.
On the SUV front, the Extreme, Sonalika’s recent-ly launched vehicle, is selling around 500 units per month. The company proposes to expand into the four-wheeler space with a range of CVs, and is currently working on rolling out a 1.5 tonne pick-up codenamed Windy in the next fiscal.
DENSO Corporation today announced that it has signed a licensing agreement
for its Super Junction Metal-Oxide-Semiconductor (SJ MOS) transistor manufacturing tech-nology, with Tokyo-based New Japan Radio Co., Ltd - a company that manufactures semiconductors and electron-ic components. DENSO’s new technology realizes a power semiconductor device with the world’s lowest level* of on-resistance**, which results in an improvement in efficiency and a smaller power device.
Developed with DENSO’s own technology, the new SJ MOS transistor can be used to increase the energy efficiency of personal computer AC adapt-ers, servers, in-vehicle power converters, and other devices, while also making them smaller in size. Also, the new transis-tor involves fewer fabrication steps than those made by con-ventional SJ MOS fabrication technologies, which reduc-es the manufacturing cost. DENSO is committed to further expand its licensing business of the SJ MOS transistor technol-ogy in the global market.
DENSO has developed the trench-filling technology to fabricate SJ MOS transistors. With this technology, micron-
scale (μm: one millionth of a meter) trenches are etched on the surface of a silicon sub-strate, then using epitaxial growth†, a thin-stripe structure of N- and P-type semicon-ductors are formed. DENSO’s own trench-filling technology allows finer fabrication, which reduces the on-resistance and increases the switching speed of SJ MOS transistors, thus reducing the size and power consumption of power units, in-vehicle power converters, and other devices.
* DENSO’s survey of SJ MOS transistors as of February 2013
** The resistance value of a power semiconductor when activated (energized). A lower value of resistance means less power loss and higher energy efficiency.
† A technique to produce thin films from crystals on a sub-strate in a chemical reaction.
The HBM simulation under development and testing at MBRDI
considers “almost” every possible combination of
accident variables from biomechanics and the
physical properties of human tissues to
accident statistics and the physics of crash
situations.
The new SJ MOS transistor can be
used to increase the energy efficiency of
AC adapters, servers, converters, and other devices, while also
making them smaller.
MBRDI Opens R&D Facility In Bangalore
Against The Odds DENSO Licenses Transistor Tech
Prof. Dr. Thomas Weber hands over the key to Dr. Jens Cattarius at the inauguration.
Auto Monitor
N E W S184 MARCH 2013
Eaton has announced that the company’s New Delhi based Power Distribution
and Power Quality commer-cial organizations for South Asia have been consolidat-ed. The consolidation aims to increase Eaton’s penetra-tion in key market segments, better leverage the compa-ny’s key account strategy, increase value assemblies and solutions sales, and grow the overall business in South Asia.
Further, Sushil Virmani has been named as Sales Director, Electrical Sector, South Asia, to lead the con-solidated organization. He will report to Anoop Nanda, Managing Director – Rest of Asia, Electrical Sector, Eaton. “I believe Sushil’s vast experi-ence and contributions will play a crucial role in imple-mentation of many new strategies and programs that we are developing as part of our new strategic direction to build business in South Asia,” commented Nanda.
Virmani Is Sales Director At Eaton
In the last decade, the Indian auto component industry has witnessed an unprece-dented growth on the back
of a robust automobile sector. Not only has it helped the overall manufacturing and services sec-tor enjoy opportunities emerging out of this growth momentum, it has also added significantly to India’s exports. As per ACMA, Indian auto component exports are expected to touch USD 12.3 billion in FY2015-16, with small and medium businesses (SMEs) contributing a bulk of these. Europe and North America currently constitute almost 60 percent of the export market for Indian auto components. However, with stringent IT com-pliance laws being enacted in many markets, OEMs and auto ancillary players in India are being questioned on the safety, compliance and authenticity of the technology they use. It is not only creating difficulties for customers insourcing prod-ucts from developing markets, where anti-piracy laws are con-sidered weak, but also creating bottlenecks for SMEs supplying products to MNCs within the country.
SMEs are already struggling with problems such as intense global competition, rising input costs, and low manpower avail-
ability, besides infrastructure challenges. The issues around compliance have further com-plicated matters with regard to their global competitiveness.
Demonstrating “Legal IT” has become a condition of doing business for many buyers, and is required by accounting standards in many countries. Companies that do not effective-ly manage their software are at risk of audits, lawsuits and other legal liabilities. Today, SMEs in the auto component domain need to manage the complexities of a variety of laws and regula-tions across major markets, some of which require companies to include software compliance in their evaluation process for existing and potential suppli-
ers, and others which penalize companies that import products made by users of unlicensed pro-prietary technology.
In today’s IT-led econ-omy, software is clearly a critical, strategic asset for any organization. However, software can be deployed and procured in a variety of ways. Monitoring, tracking and managing it can be very complex. Controls and processes are need-ed to allow software to deliver performance. This has led to a growing need for software asset management. Companies that do not have such processes usu-ally struggle to leverage their investment plans and implement their IT adoption strategies. Given the fact that a large por-tion of the revenue of Indian auto component manufacturers come from exports, these companies need to have a simple, scalable and cost-effective mechanism, which will help them not only to demonstrate their software com-pliance efforts and practices, but also mitigate potential busi-ness liabilities associated with non-compliance.
An online mechanism is the most effective way to showcase one’s compliance to custom-ers and the industry at large. The right online software com-pliance mechanism can help
distinguish companies from the crowd by giving them an oppor-tunity to maintain and grow their business with OEMs or potential customers who value compli-ance and take advantage of the associated operational efficien-cies and global recognition.
With this in mind, BSA, the global software alliance, has recently introduced the License Compliance Registry 360 (LMR 360). It is an industry-first portal that provides a common inter-face to companies, buyers and publishers, thereby giving them a single interface to manage their software, demonstrate the legal use of it, and connect with buy-ers interested in doing business with ethical companies.
By self-declaring their adher-ence to global compliance practices using such platforms, SMEs in the auto component seg-ment will not only gain positive traction with their end custom-ers, but also take an important step in demonstrating that they are ethical, transparent, stable and well-run entities that value intellectual property rights and technological innovation.
http://bsacompliance.us/
Need Of The Hour: IT Compliance
Demonstrating “Legal IT” has become a condition of doing business for many buyers, and is required by accounting standards in many countries, says Vipin Aggarwal, Chair, BSA India.
Today, SMEs in the components
domain need to manage the
complexities of a variety of regulations across markets, some
of which require companies to include software compliance
in their evaluation process for existing
suppliers.
Vipin Aggarwal, Chair, BSA India
Auto Monitor
N E W S204 MARCH 2013
The automotive world is gearing towards a new level of personalized in-vehicle infotainment
experience in its future vehicles. The functionalities of these are diverse and can be broadly classi-fied into the following categories
1. Safety2. Driver Assistance and
Navigation3. Individual passenger interac-
tive multimedia4. High performance data
sharingAll these are powered by advance-ments in technology such as sleek 3D enabled displays, better navigation standards, high end computational platforms, high throughput wireless buses, wide-band radio communication that enables on demand high defini-tion audio and video on the move, and interactive touch and gesture enabled input devices. The best part is that these are evolving and getting bettered every day.
The evolving car infotainment system poses a new set of chal-lenges at the enterprise level and at the test implementation level. At the enterprise level, due to the evolution of these standards, there needs to be an integrated framework that maps the product features to the test management level. At the test engineering level, the biggest challenge that is faced in the verification and valida-tion phase is the test coverage to ensure that the systems perform in varied conditions and combi-nations as per the specifications, and at the manufacturing phase
the test throughput is a key area of concern. This paper gets into details of the test aspects and addresses the concerns that had been discussed earlier.
Wireless and Radio Standards Test
With the need to meet multiple Radio communication standards on one device and shorten soft-ware development cycles, RF test engineers adopt a well-defined and scalable software architec-ture. Software-defined PXI RF test systems from NI provide tre-mendous benefits for engineers performing RF, microwave, and wireless test applications. Using key technologies such as field-pro-grammable gate arrays (FPGAs), multicore CPUs, and high-per-formance RF components, NI RF test equipment delivers industry-leading measurements speed, the flexibility to create a wide range of applications, and cost-effec-tive measurement accuracy. The following figure shows the over-view of the Modular approach to RF Test.
This software-defined approach to building a test system address the evolving standards of Radio, Navigation and Communication, makes the system cost-effective, reusable and fast.
Some of the standards that are tested using this approach are AM, FM, SIRRIUS, DAB, XM, DRM, RDS etc… in Radio, GPS, GLONASS, GALELIO in the navi-gation front, Wifi 802.11a/b/g/n/ac, Bluetooth, Wimax, EDGE, CDMA, GPRS, LTE, etc. As these standards evolve they can be tested using the same platform. This ensures that the total cost of ownership of the system is reduced as the same hardware with changes in Software can test multiple standards.
Audio and Video TestDigital Audio and Video
are integrated parts of the Infotainment system and their quality really defines the users sat-isfaction in using these advanced capabilities. Audio from being the same to all passengers is get-ting personalized for individual
passengers, challenges such as isolation of noise from neighbors becomes a key. Measuring cross-talk and distortions were the thing of the past, today people want to know the Psycho-acoustical perception characteristics of the sound and this has to be tested. Similarly in the Video front high definition Video is transferred to multiple locations and brings the need for a high bandwidth wired or a wireless medium. HDMI and its variants are extensively used for the High Definition video transfer.
Testing these standards is done using a graphical system design approach. NI Video Measurement Suite (NI VMS) is a versatile test suite for generating and analyzing a variety of video standards. Each analyzer/generator combines high-performance, PXI-based modular instruments with config-uration-based software designed for automated parallel test to simplify testing of multimedia devices such as set-top boxes, Blu-ray players, and LCD displays. In a single PXI system, engineers can test CVBS, S-video, CAV, VGA, and HDMI 1.4 interfaces along with audio interfaces to optimize sys-tem performance.The NI Digital Video Analyzer and NI Picture Quality Analysis software pro-vide the hardware and software required for HDMI streaming audio/video test applications. Based on PXI Express technology, the hardware acquires 1080p60, HDCP-encrypted content and applies a library of proven meas-urements to objectively measure picture quality. The NI Audio Master with the PXI based mod-ular interfaces provide the complete suite of tests for Analog audio, Digital Audio on SPDIF, HDMI etc.
Other testsApart from the above, there
are many other sensors that enable keyless entry, voice acti-vated commands, provide safety both during the run and when stopped. These have to be tested. Over 500 NI PXI cards and over 1500 PXI cards that can work with the high level programming soft- ware to perform multiple tests
enable this.
Product lifecycle management
In recent years, the growing complexity of products, shorter product development lifecycles, and increasingly stringent com-pliance standards have led to the increase in formalized require-ments in product development and testing. As engineering pro-jects become more ambitious, their complexity increases. This complexity is fueled by both newer technology and a trend toward engineering projects that employ development teams and contractors around the world. Formalized requirements are critical to guaranteeing the complete and correct implemen-tation of these projects’ goals.
An effective quality strategy must be based on clearly defined requirements. Requirements management tools make the process of storing and analyzing the requirements cost-efficient. Furthermore, compliance stand-
ards emphasize the need to prove the links between higher-level and lower-level requirements and the implementation of require-ments in the product.
NI Requirements Gateway software is a requirements man-agement and traceability solution that links your development and verification documents to formal requirements stored in documents and databases. NI Requirements Gateway traces requirements defined in multiple formats such as Telelogic DOORS, IBM Rational RequisitePro, and Microsoft Word to their implementation in multi-ple programming languages.
Test engineers in automo-tive industry are challenged to increase Test system perfor-mance and decrease system size. Businesses that made the switch to a software-defined approach realized increased software development productivity; faster test execution and throughput, lowered capital expenses, and increased test coverage, system reusability, which dramatically reduced their total cost of test.
Satish Mohanram
Meeting The Testing Needs Of Car Infotainment Systems
Multiple Radio/Navigation standards - One Test platform
NI Video measurement Suite - PXI Platform
Mapping Test to Requirements
TelelogicDoors
NI Requirements Gateway
IBM RationalRequisitePro
Requirements
NI TestStand LabVIEW LabWindows/CVI MATRIXx
Traceability
Capture Navigation
Microsoft Word
Dedicated Interfaces
Dedicated Interfaces
Microsoft Exel
AdobeAcrobat
System Life Cycle Management
Architecture, Design & Development
Requirements
Change/ Configuration Management
Quality and Test Systems
Best Practice and Services
SystemsLifecycle
Management
Lifecycle Integration Platform to comply to Standards
ISO 26262, GENIVI
Auto Monitor
N E W S244 MARCH 2013
Production capacities in Chinese industry con-tinue to increase rapidly, and after a brief period
of weakness, growth has now picked up again significantly in the country. This means that the demand for high quality compo-nents and system solutions for industry also continues to rise. In response to this trend, the Lapp Group is further strength-ening its presence in China. This spring, the Lapp Group’s first production plant in China will come on stream.
The new Lapp Cable Works Shanghai Co. Ltd. production plant is located in the Southeast of Shanghai in the Lingang Industrial Park. It has a total floor area of more than 11,000 square metres, with further expansion possible down the line. Directly adjacent are sites owned by glob-al companies such as Siemens, Caterpillar, Atlas Copco and Lenze, alongside well-known Chinese manufacturers like
Shanghai Electric and SAIC Motor.
Chairman of the board Andreas Lapp commented: “We have been working in China since 1999 and have numerous customers there, from the auto-mation, industrial machinery and automotive sectors. The new production facilities will enable us to deliver to our customers more quickly and improve our service. I believe there are major growth opportunities for us in China.”
At present, the production machinery is being delivered, all of it meeting the very latest speci-fications. The extrusion machine for the cable insulation alone can be operated at a top speed of one kilometre per minute. The entire plant produces using the lean method, which has already brought about significant gains in efficiency at the Lapp Group’s other production locations around the world.
Initially, the new plant will
manufacture product special-ly certified for China (China Compulsory Certification), as well as standard products from the ÖLFLEX®power and control cable range. Within around two years, production is due to be ramped up to more than 3,000 kilome-tres per month. Lapp Cable Works Shanghai will initially employ 30 people. The total investment is 7.2 million euros. The new plant in China means that the Lapp Group is now operating five production facilities in Asia.
The entire plant produces using the lean method, which has already brought
about significant gains in efficiency at the
Lapp Group’s other production locations
around the world.
Lapp Inaugurates China Production Plant
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required to be published in the first issue of every year after the last day of February.
Form IV (See Rule 8) (Press and Reg. of Books Act, 1867)
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2. Periodicity of Publication: Weekly 3. Printer’s Name: Mr Mohan Gajria Nationality: Indian Address: Ruby House, ‘A’ Wing, JK Sawant Marg, Dadar
(West), Mumbai - 400 0284. Publisher’s Name: Mr Lakshmi Narasimhan Nationality: Indian Address: Ruby House, ‘A’ Wing, JK Sawant Marg, Dadar
(West), Mumbai - 400 0285. Editor’s Name: Bertrand D’Souza Nationality: Indian Address: Ruby House, ‘A’ Wing, JK Sawant Marg, Dadar
(West), Mumbai - 400 0286. Names and addresses of individuals who own the
newspaper & partners or shareholders holding more than 1% of the total capital: Network18 Media & Investments Limited** is the owner of the publication, namely AUTO MONITOR, having its registered office at 503, 504 & 507, 5th Floor, Mercantile House, 15, K G Marg, New Delhi - 110 001.
Details of the shareholders of Network18 Media & Investments Limited who hold more than 1% of the paid up equity capital of the Company as on 20-02-2013 are given below:
a. RRB Mediasoft Private Limited, 403, Prabhat Kiran, 17, Rajendra Place, New Delhi - 110 008
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k. Independent Media Trust (held in the name of its trustee), Empire Complex 1st Floor, 414, Senapati, Bapat Marg, Lower Parel, Mumbai - 400 013
l. Network18 Media Trust (held in the name of its trustee), 503, 504 & 507, 5th Floor Mercantile House, 15 Kasturba Gandhi Marg, Delhi - 110 001
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I, Lakshmi Narasimhan, hereby declare that all particulars given above are true to the best of my knowledge and belief.
Dated: 20th February 2013
LAKSHMI NARASIMHANSignature of the publisher
** ownership of this magazine stands transferred from Infomedia Press Limited (formerly known as Infomedia18 Limited) (hereinafter “Infomedia”) to Network18 Media & Investments Limited (Network18) in pursuance of the scheme of arrangement between Network18 and Infomedia and their respective shareholders and creditors, as approved by the Hon’ble High Court of Delhi and the necessary approval of Ministry of Information and Broadcasting is being obtained.
To y o t a M o t o r Corporation presented Continental, the inter-national automotive
supplier, with its Technology & Development Award in rec-ognition of Continental’s development of a new gener-ation of radar based sensors for a ‘Rear Cross Traffic Alert’ (RCTA) system, on February 21, 2013. “We have a long-stand-ing partnership with Toyota as one of its suppliers. The award for our innovative, high-qual-ity vehicle components and the confidence that has been placed in us makes us proud and is a further incentive”, said Dr. Elmar Degenhart, Chief Executive Officer of Continental AG, who accepted the award at the Toyota Global Suppliers Convention in Nagoya, Japan. This is the first time that Continental has received an award directly from the Toyota Motor Corporation and is the only non-Japanese supplier to
receive an award in this catego-ry this year.
This annual Technology & Development Award recogniz-es suppliers whose innovations allow Toyota vehicles to be equipped with the very lat-est technologies. Continental received the award for the devel-opment of the RCTA, which builds on its existing technol-ogy for detecting vehicles in the blind spot. When reversing out of a parking space, this new generation of sensors detects vehicles passing behind and warns the driver of a potential collision. The particular contri-bution made by this electronic Rear Cross Traffic Alert is that it helps to prevent accidents when reversing out of a park-ing space. The new generation of Lexus ES models, introduced in 2012, was the first to be fit-ted with this Rear Cross Traffic Alert. Continental now supplies these sensors for more than ten Toyota models.
Continental Wins Toyota Award
Auto Monitor
A N A LY S I S284 MARCH 2013
-51.61%
-7.11%
1.15%
3.43%
-9.33%
-20.81%
-19.26%
-16.26%
-1.80%
65.17%
1.01%
46.69%
-14.37%
484.84%
910.76%
Passenger Vehicles
Passenger Cars
OEMs 2011-12 2012-13
BMW* 7,774 7,221
Fiat 12,954 6,268
Ford 73,401 66,180
GM 71,535 55,044
HM 2,287 2,310
HSCI 34,337 56,713
HMIL 3,11,510 3,15,107
M&M 14,444 13,097
MSIL 6,62,854 6,85,576
Merc* 5,846 5,006
Nissan 21,763 31,924
Renault 1,689 9,878
Skoda 24,065 24,074
Tata 1,99,540 1,58,020
Tata JLR 158 1,597
TKM 71,891 58,048
Audi* 5,335 6,901
VW 63,410 53,099
Porsche* - 220
Total 15,84,793 15,56,283
MPV
OEMs 2011-12 2012-13
Force 139 11
M&M 20850 26436
Maruti 1,18,320 92,878
Tata 50,440 75,423
Total 1,89,749 1,94,748
UV
OEMs 2011-12 2012-13
Force 3,781 3,883
Ford 2,203 1,284
GM 19,095 16,994
HM 1,645 1,609
HSCI 211 216
HMIL 1,342 644
ICML 408 260
M&M 1,62,078 2,16,905
MSIL 4,765 66,747
Nissan 249 958
Renault 299 27,630
Skoda 1,413 967
Tata 37,165 38,540
TKM 53,433 75,248
VW 6 50
Total 2,88,093 4,51,935
-52.01%
-36.27%
-31.56%
2.70%
-2.19%
2.37%
49.53%
2.63%
-21.50%
26.79%
-11.00%
-41.72%
-9.84%
-23.05%
While the luxury car segment continues to grow due to strong showings by Audi and JLR, the passenger car segment fell by 1.80 percent during the April-January period. This shows that fringe segments are having a good run, another case in point being the entry level SUV and MPV brigade. India’s largest manufacturer, Maruti, continues to grow at good pace in the passenger car and UV segment. Tata Motors has hit a wall in the passenger car segment, but UVs and MPVs are compensating for this drop in sales. Overall, the utility vehicles segment is going the American way in the past decade, posting a phenomenal growth rate of 56.87 percent. While the torch-bearing responsibilities in the UV segment have rested with Mahindra, Maruti, Toyota and Renault, the duty in the MPV segment has been manned by Tata and M&M. Maruti’s sales dip in the MPV space has resulted in a slow growing sector at 2.63 percent. People movers or MPVs showed 3.71 percent growth pulled back by Maruti’s slump in sales in the segment despite a good showing by Tata Motors. The coming months will be challenging for UVs since the union budget has slapped a 3 percent excise duty hike on the segment.
0.04%
29.35%
1300.78%
9140.80%
40.83%
733.33%
3.70%
56.87%
33.83%
284.74%
-92.09%
Two-Wheelers
Scooter/Scooterettees
OEMs 2011-12 2012-13
HML 3,35,819 4,46,656
HMSI 9,64,084 11,73,595
IYM - 41,746
M&M 2W
1,13,413 92,137
Piaggio - 29,646
SMIL 2,25,116 2,79,936
TVS 4,25,280 3,66,587
Total 20,63,712 24,30,303
Mopeds/Electric
OEMs 2011-12 2012-13
TVS 6,33,108 6,48,575
Total 6,33,108 6,48,575
Motorcycles/StepThroughs
OEMs 2011-12 2012-13
BAL 21,52,455 21,03,739
HDMC 266 1057
HML 46,83,600 45,25,556
HMSI 6,21,899 9,78,253
IYM 2,98,624 2,53,218
RE 62,353 97,955
SMIL 42,149 74,875
TVS 5,23,577 4,70,217
Total 83,84,923 85,04,870
* BMW, Audi, JLR, Porsche and Mercedes data from Apr-Dec.
21.73%
33.00%
17.76%
24.35%
-18.76%
-13.80%
-2.26%
-3.37%
-15.21%
-10.19%
297.37%
57.30%
77.64%
57.10%
1.43%
2.44%
2.44%
The second largest two-wheeler market in the world grew at a steady 4.5 percent during April-January to 11,583,748 units against 11,081,743 units during the same period last year. Motorcycle sales have plateaued since a few months posting a 1.43 percent growth selling 85,04,870 units com-pared to 83,84,923 units in 2011-12. On the other hand, scooters have shown tremendous growth potential posting a 17.76 percent increase in sales. The main contributors to this high growth rate as before were Hero MotoCorp, HMSI and Suzuki. Due to a large portfolio of CKD motorcycles, premium bike manufacturer Harley Davidson has shown the way to manufacturers using the CBU route. HDMC sold 1,057 units between April-January. In the motorcycle seg-ment, Hero MotoCorp is consistently losing market share to Honda. Small manufacturers like Royal Enfield and Suzuki are showing good growth rates. In the case of RE, there isn’t enough supply to cater to the unprecedented demand for their iconic motorcycles.
TVS’s monopoly in the moped segment continued to work to its advantage growing at 2.44 percent between April-January with sales of 648,575 units compared to 633,108 units in the same period last year. On the whole, unlike four PVs, two-wheelers are growing at a steady pace.
591.40%
15.38%
15.48%
20.96%
15.42%
5.10%
12.33%
11.40%
38.21%
9.90%
Commercial Vehicles
LCVs (PC+GC)
OEMs 2011-12 2012-13
ALL 4,037 27,912
Force 19,408 17,732
HM 123 170
M&M 1,03,605 1,15,418
MNAL 8,280 6,516
Piaggio 9,386 2,237
Swaraj 3,603 3,010
Tata 2,09,922 2,42,210
VECV - Eicher
7,622 7,427
Total 3,65,986 4,22,632
3-Wheelers (PC+GC)
OEMs 2011-12 2012-13
Atul 21,673 26,215
Bajaj 1,68,407 1,89,171
Force 11 1
M&M 57,240 55,876
Piaggio 1,55,557 1,52,826
Scooters 14,081 12,942
TVS 11,795 13,614
Total 4,28,764 4,50,645
M&HCVs (PC+GC)
OEMs 2011-12 2012-13
ALL 62,689 55,229
AMW 8,080 5,408
Daimler 85 NA
MNAL 2,769 3,043
Swaraj 6,356 6,110
Tata 1,65,710 1,17,900
VECV - Eicher
29,416 28,449
VECV - Volvo
558 494
Volvo Buses
543 541
Total 2,76,206 2,17,174
-21.30%
-8.64%
-76.17%
-11.90%
-90.91%
-2.38%
-1.76%
-8.09
-16.46%
-2.56%
Commercial vehicles sales fell by 0.38 percent in April-January, 2012-13 as compared to the same period last year to touch 639,806 units. The same old story repeated itself in th M&HCV segment. Sales fell by 21.37 percent clocking 217,174 units compared to 276,206 units in the same period in the previous year. The slump in M&HCVs was offset by a strong LCV segment, posting a 15.48 percent rise in sales to 422,632 units in this fiscal, compared to 365,976 units in the same period last year.
The three-wheeler segment is growing consistently too registering a steady 5.10 percent growth in sales at 450,645 units in April-January period compared to 428,764 units in same period last year. Passenger carrier sales grew by 9.1 percent in April-January while goods carriers fell by 10.09 percent in the same period. Mahindra Navistar is the only manufacturer to show an increase in M&HCV sales.
-33.07%
-3.87%
-28.85%
-3.29%
-11.47%
-0.37%
-21.37%
294 MARCH 2013
A D V E R T I S E R S ’ L I S T
ACE Micromatic Group 1, BC
T: +91-80-40200555
W: www.acemicromatic.net
ASP Sealing Products Ltd 25
T: +91-11-42370000
W: www.aspseals.com
Automotive Dealership Excellance Awards 26
T: +91-22-30034650
W: www.adea.in
Basant Mechanical Works (Regd) 29
T: +91-161-2530529
E: infobasantgroup.com
W: www.basantgroup.com
Carl Zeiss India (Bangalore) Pvt Lt 3
T: +91-80-43438102
W: www.zeiss.co.in
Dhoot Transmission Pvt Ltd 13
W: www.dhoottransmission.com
Ecocat India Pvt Ltd 19
T: +91-129-4266500
W: www.ecocat.com
Engineering Expo 22
T: +91-09819552270
W: www.engg-expo.com
Fox Solutions 5
T: +91-253-6618100
W: www.foxindia.net
G W Precision Tools India Pvt Ltd 8
T: +91-80-40431252
W: www.gwindia.in
Greaves Cotton Limited 23
T: +91-22-24397575
W: www.greavescotton.com
Haas Automation India Pvt Ltd 21
T: +91-22-66098830
W: www.haascnc.com
Jyoti CNC Automation Pvt. Ltd. BIC
T: +91-2827-287081
W: www.jyoti.co.in
Jytra Engineering Services 29
T: +91-92461 63747
W: www.progecadindia.com
Kamal Ced Solutions Llp FIC
T: +91-9313137970
W: www.kamalenvirotechgroup.com
Metro Tyres Ltd 11
T: +91-120-4147414
Microsoft Corporation India Pvt. Ltd. 16
W: www.microsoft.com
National Engineering Industries Ltd 15
W: www.nbcbearings.com
Tata Motors Ltd. 7
T: +91-22-66586195
W: www.tatamotors.com
V E Commercial Vehicles Ltd 9
T: +91 7292 402633
W: www.eicher.in/etb
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C L A S S I F I E D S 29
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Auto Monitor
T H E O T H E R S I D E304 MARCH 2013
Illus
tratio
n: S
achi
n P
andi
t
Getting Personalwith Matthias Zink, President Automotive AP, Schaeffler Group
In Real Life If not in the auto industry, where would you be?Motorsport. That’s also in the auto industry, but I am an out-and-out auto guy. I would be crazier in motorsport. I like track racing. Anything that’s loud and noisy. If you’d want to look out for me on the weekend, you will find me on the race track.
What car do you drive and what do you dream of driving?I drive an Audi A6 at home in Europe and an Audi TT convertible. I dream of driving the R8.
What’s your most recent indulgence?It is definitely the TT convertible I bought recently.
What are you currently reading?Good to Great by Jim Collins. It answers the simple question of how a good company can become a great company.
An outdoor activity you would miss office for?Mountain-biking in Austria. I like the mountains of Austria and Switzerland so if am not talking auto and not at a race track, I’m biking somewhere in Austria.
Where was your last holiday? It was in China with my family. My family lives in Europe but they visited me in China where I work currently. The holiday prior to that was in Austria in the moun-tains with mountain bikes.
What was the best thing to have happened to you in the last one year?Coming to Asia was the best thing to happen to me in the past year. It gave me an incredible widening of my views. It not only gave me positive things, but it has developed my personality and made me meet new people and cultures. I gave up sev-enteen years of life at the headquarters and I left my family in Europe whom I meet only every other month for this, yet I got back so much by meeting so many interest-ing people and cultures.
Matthias Zink gained his masters in engineering with specialization in automo-tive engineering. He began his industrial career in Schaeffler as a testing engineer in 1994, and has held different manage-rial responsibilities within the automotive division.Zink joined Schaeff ler Asia Pacific as President - Automotive in January 2012. Before assum-ing his current position, Zink was Vice President of the Clutch Systems Business Unit of the Schaeffler Group in Germany.
A word of advice for budding car aficionados?If you are passionate, do it. In school, I was learning Latin and politics. No mechanics, no mathematics, but I was crazy about cars since childhood. So I went to the university when I grew up and studied the automotive industry. I’m 43 now and I’m as passionate about cars now as I was when I was a kid.
32
Regn. No. MH/MR/WEST/20/2012-2014. RNI No. MAHENG/2000/11414 Licenced to post at Mumbai patrika channel sorting office G.P.O. Mumbai 400 001.Date Of Mailing: 1st & 2nd Fortnightly Issue. Date Of Publication: 28th of Every Month
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