A

PROJECT REPORT

ON

“ AUTOMOBILE INDUSTRIES ”

AT

“ MAHINDRA CIE”

" MERCEDES BENZ "

"HYUNDAI "

SUBMITTED BY
PANDURANG GOVINDRAO SURVASE, VAISHAVI SUNIL MALUSARE &

PREM VIVEK KAMBLE IN PARTIAL FULFILLMENT OF

BACHELOR OF BUSINESS ADMINISTRATION (BBA III SEM )

SUBMITTED UNDER GUIDENCE

PROF. KAJAL GADE

SUBMITTED TO

SAVITRIBAI PHULE PUNE UNIVERSITY

SIDDHANT COLLEGE OF MANAGEMENT STUDIES

SUDUMBARE, PUNE – 441

412109

(2023- 2024)

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 DECLARATION

I hereby, declare that all the facts and figures including dissertation is a result of my own
research and investigation including formal analysis of entire project work and the same has not been
previously submitted to any examination of this university.

This declaration will hold good and in my wise belief with full consciousness.

Date:- / /2023 (Signature of the Candidate)

Place :Pune PANDURANG GOVINDRAO SURVASE

VAISHNAVI SUNIL MALUSARE

PREM VIVEK KAMBLE

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 ACKNOWLEDGMENT

The reports on the research work of “AUTOMOBILE INDUSTRIES ”. The following pages
are the outcome during my research study done at “ MAHINDRA CIE, MERCEDES BENZ,
HYUNDAI,.

It has been planned and executed under valuable and systematic guidance of our Proff.
KAJAL GADE by indeed indebted for her valuable and generous guidance in the preparation of this
report.

Last but not the least I would like to extend my deep gratefulness to my parents, and my
friends. All of them constantly motivated me at every step of my project.

Date: - / /2023 PANDURANG GOVINDRAO SURVASE

VAISHNAVI SUNIL MALUSARE

Place :Pune
PREM VIVEK KAMBLE
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 INDEX

SR.NO CONTENTS PAGE

NO
1 MAHINDRA CIE -
1.1 Introduction 8
1.2 History 9

1.3 Vision & Mission 11

1.4 Objectives 12

1.5 Products 13

1.6 Customers 14

1.7 Competitor 15
1.8 Awards 16
1.9 Organizational Chart 17
1.10 SWOT Analysis 18
1.11 Manufacturing Process 19
1.12 Suggestion 22

1.13 Conclusion 23

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 SR.NO CONTENTS PAGE
NO
2 MERCEDES BENZ

2.1 Introduction 25
2.2 History 26
2.3 Vision & Mission 27

2.4 Objectives 28
2.5 Products 30

2.6 CUSTOMERS 32
2.7 Competitor 33
2.8 Awards 34

2.9 Organizational Chart 36

2.10 SWOT Analysis 37

2.11 Manufacturing Process 38

2.12 Suggestion 40

2.13 Conclusion 41

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 SR.NO CONTENTS PAGE
NO
3 HYUNDAI

3.1 Introduction 43
3.2 History 44
3.3 Vision & Mission 46
3.4 Objectives 47
3.5 Products 49
3.6 Competitor 51
3.7 Awards 52
3.8 Organizational Chart 54
3.9 SWOT Analysis 55
3.10 Manufacturing Process 56
3.11 Suggestion 58
3.12 Conclusion 59
BIBLIOGRAPHY 60

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 1. MAHINDRA CIE

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 INTRODUCTION

Registererd in 2013,MAHINDRA CIE has made a name for I itself in the list of
top suppliers of Trailers & Trolleyes ,others in India . The supplier company is located in CHAKAN ,
Maharashtra. MAHINDRA CIE Automative Limited Design, manufactures ,installs and repaires
automotive components . The company manufactures automotive components including engine &
streering components as well as various other forged metal product.

Mahindra Cie Automotive Ltd in Chakan, Pune is known to satisfactorily cater to the demands of its
customer base. It stands located at Khed, Pune., Pune, Gat 856860 Chakan Ambethan Road, Gat
856860 Chakan Ambethan Road Ambethan Road, Chakan-410501.The business strives to make for a
positive experience through its offerings.

Customer centricity is at the core of Mahindra Cie Automotive Ltd in Chakan, Pune and it is this belief
that has led the business to build long-term relationships. Ensuring a positive customer experience,
making available goods and/or services that are of top-notch quality is given prime importance.

India’s leading B2B market place, Jd Mart ensures engaging in business activities is a seamless
process for small and medium enterprises as well as large businesses. In a wake to enable these
businesses to reach their audience, this portal lets them showcase their offerings in terms of the
products and/or services through a digital catalogue.

Kindly scroll up for the address and contact details of Mahindra Cie Automotive Ltd in Pune

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 HISTORY

2006

Company has changed its name from Mahindra Automotive Steels Ltd. to 'Mahindra
Forgings Ltd'.

2008
Mahindra Forgings Limited has has appointed Mr.Oliver Scholz as an Additional Director of
the Company.

2009
Doubled the installed capacity from 40000 MT to 86000 MT by setting up two 4000 Ton
Presses & one 6300 Ton Press.

2010
Received New Product Development Award from Volvo Eicher.
Received Best Supplier Award from Kirloskar Oil Engines Ltd. (KOEL).

2011
Third crankshaft machining line installed.
New MAKINO installed at Tool Room for Die production.

2013
The name of the Company stands changed from "Mahindra Forgings Limited to Mahindra
CIE" Automotive Limited with effect from November
27, 2013.

2014

Mahindra CIE Automotive Ltd has informed that pursuant to exercise of options by certain
applicants under the Companys Employees Stock Option Scheme, the Board of Directors of the
Company has issued and allotted No. Equity Shares of face value of Rs. 10/- each vide its Board
resolution.

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 The Scheme of Amalgamation amongst Mahindra Composites Ltd. and Mahindra CIE Automotive
Ltd. (formerly known as Mahindra Forgings Ltd.) (the Company), and their respective shareholders
and creditors (the Scheme) approved by High Court of Judicature at Bombay.
Hon'ble Bombay High Court has sanctioned the scheme of amalgamation between Mahindra Hinoday
Industries Limited, Mahindra Ugine Steel Company Limited, Mahindra Gears International Limited,
Mahindra Investments (India) Private Limited, Participaciones Internacionales Autometal Tres, S.L.
and the Company and their respective shareholders and creditors (Integrated Scheme) on October 31,

2014
.
Mahindra CIE Automotive Ltd. has informed that scheme of amalgamation between Mahindra
Composites Ltd. and the Company an their respective shareholders and creditors (Composite Scheme)
has become effective on December
10, 2014.

2015

Mahindra CIE Automotive Ltd has informed that the Allotment Committee of the Board of directors of
the Company, has on January 02, 2015, pursuant to (a) the scheme of amalgamation of Mahindra
Hinoday Industries Limited (MHIL), Mahindra Ugine Steel Company Limited (MUSCO), Mahindra
Gears International Limited (MGIL), Mahindra Investments (India) Private Limited (MIIPL) and
Participaciones Internacionales Autometal TRES, S.L. (PIA3) with the
Company (Integrated Scheme) AND (b) the scheme of amalgamation of Mahindra
Composites Limited (MCL) with the Company (Composites Scheme).

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 VISION AND MISSION

 VISION

To provide the best solutions for the mobility of the future, being:

 Climate neutral
 Maximum circularity of resources Net zero emissions
Value chain tractors:
 Integral conception. Favouring local economies
 A reference point in society:
 Guaranteeing the integrity, security and health of people
 Listening, transmitting and acting
 Excellent in management: Transparency and integrity
Generating value

 MISSION

 To be the most reliable global network for customers and suppliers that
delivers value through products and services.
 To be a responsible value creator for all our stakeholders.

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 OBJECTIVES

OUR CUSTOMERS:

Mungi Group has an impressive track record of services for customers who are
the leaders in their segments. The group has proven itself to give our customers is a
competitive advantage with our world class quality, outstanding customer service and
competitive pricing

QUALITY POLICY

We at Mungi group are committed to manufacture and supply sheet metal. machined &
fabricated components to meet "customer satisfaction". We shall achieve this by following
quality management system confirming to ISO/TS 16949:2002 with emphasis on improvement
in quality by doing right at the first time through team work and training to employees.

The main objective behind this project is to study the approach of Integrated Material
Management for better Inventory Control: this in turn affects overall working capital efficiency
in relation to Mahindra CIE Auto Ltd.

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 PRODUCT

MAHINDRA CIE PRODUCT IMAGE

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 CUSTOMERS

1. Ford

2. Bajaj

3. Fiat

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 COMPETITORS

1. Metalyst forgin

2. LGB Forge

3 . Tirupati forge

4. SONA BLW

5. Ramkrishna Forgin

6. MM Forgin

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 AWARDS

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 ORGANIZATIONAL CHART

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 SWOT ANAIYSIS

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 MANUFACTURING PROCESS

Manufacturing
At the heart of every Mahindra is technology that the customer can count on.
Everything that goes into making of a Mahindra, whether it's the engine or the genset is world
class. The entire process, from manufacturing facilities and technology to sales and services has
received the highest rating for Total Quality Management and also won the Deming Prize- one of
the mostt coveted awards in the world.

MAHINDRA ENGINES

One of the most important stages in the manufacture of a Mahindra engine is the J-bar
assembly. This state-of-the-art process helps increase the speed of the assembly and at the same time
allows Mahindra personnel to keep a tight check on component quality. The entire manufacturing
process is guided by Poke Yoke concept: to achieve zero defects in the production line. This involves a
robust design of the manufacturing systems and processes coupled with education and awareness about
possible errors to achieve a high build standard in the engines. No wonder all Mahindra engines rate
high on performance and dependability. Click here to view the J-bar Assembly

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 PRODUCT OF MANUFACTURING

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 SUGGESTION

 Proper care should be taken while selecting the trainers.

 New and different trainers should be invited so that the maximum
impact can be got from the training program
 co –ordination and interaction of the employees of all levels must be encouraged to locate
new talents among employees .
 Solutionton some of the problems faced by the employees should be suggested by
the employees themseltves to make them feel valued at the organization.
 Feedback of training session should be taken from employees and their suggestion should
be taken for improvement.

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 CONCLUSION

 Managing employees in a company is not easy as it involves several complex tasks like
recruitment, selection ,training, development performance and appraisals ,reward system,
compensation and benefits and labour relations.

 All these HR functions have high importance for wal-mart so it need to change it from time-
to-time

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 2. MERCEDES BENZ

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 INTRODUCTION

Mercedes-Benz In house Consulting is an internal part of one of the most successful

automotive companies is the world . with a direct line to the board of management , we develop
innovative business strategies for clients all the divisions of Daimler AG . Our main areas of focus are
the development of innovative approaches concerning the future if mobility , with the aim of
sustainably strengthening the economic problem and further development of the company .

Mercedes-Benz is a global automobile , marquee and a division of the German company

Daimler AG . The brand is in own for luxury vehicles ,buses ,coaches ,and lorries .The hand daughter
is in Stuttgart ,Baden-Wurttemberg . The name first appeared in 1926 under Daimler –Benz .

Mercedes-Benz traces its origins to Daimler – Motor – Gesell Sceft ’ 1901 Mercedes and Karl
Benz’s 1886 Benz patent –Motor Wagner ,which is widely regarded as the first gasoline –powered
automobile . The slogan for the brand is ‘’the best or nothing ‘.’

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 HISTORY

The headquarters is in Stuttgart, Baden-Württemberg. The name first appeared in 1926 under
Daimler-Benz. Mercedes-Benz traces its origins to Daimler- Motor en-Gesell Scheft 1901 Mercedes
and Karl Benz's 1886 Benz Patent- Motor Wagner , which is widely regarded as the first gasoline-
powered automobile.
Carl Benz is born in Karlsruhe on 25 November 1844. His father dies in July 1846. Despite
living on limited financial means, his mother ensures that her son attends a grammar school and later
studies mechanical engineering. The young engineer advances quickly from a locksmith to a designer
and workshop foreman. In 1871, Carl Benz joins forces with 'mechanician' August Ritter to found his
first company, 'Carl Benz and August Ritter, Engineering Workshop', in Mannheim. When Ritter
emerges as an unreliable partner, Carl Benz is forced to pay him off using the dowry of his wife,
Bertha Ringer, and runs the company alone. From 1878, Carl Benz works intensively on a gas-driven
two-stroke engine to realise his vision of a 'vehicle without horses'. After long and laborious attempts,
he gets the engine running for the first time on New Year’s Eve in 1879. He founds the
'Gasmotorenfabrik Mannheim' (Mannheim Gas Engine Factory) as a shareholding company in October
1882. Benz’s share in the company amounts to a mere 5 per cent, however, and he has only limited
influence in technical areas. His backers are primarily concerned with the safe business of stationary
gas engines.

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 VISION AND MISSION

 Vision

Astorg Auto of Charleston holds a responsibility to foster an environment which empowers

employees, promotes innovation, relationships, and growth. We will continuously strive to inspire
consumer confidence by supplying a transparent atmosphere and offering a premium automobile
product with individualized customer care.

 Mission

We will inspire and create an exceptional place to work and to do business. One employee, one
customer, one vehicle at a time. Through our transparent atmosphere, premium auto inventory, and
individualized customer care, we create the luxury shopping experience that our customers truly
deserve.

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 OBJECTIVES

 Today, the automotive industry is on the verge of a fundamental transformation. Four

future-oriented fields are set to radically change the nature of mobility: greater vehicle
connectivity, advances in autonomous driving, the development of digital mobility and
transport services, and electric mobility. Our goal as one of the leading vehicle manufacturers
is to become a leading provider of mobility services as well. To this end, we will further
strengthen our core business and lead the way in these four future-oriented fields. Our efforts
will be supported by a cultural and organizational transformation. We have not lost sight of our
overriding corporate objective: to achieve profitable growth and increase the value of our
company.
 A CULTURAL AND ORGNISATION TRANSFORMATION FOR A SUCCESSFUL
FUTURE.

 Four strategic focus areas

We plan to achieve our goals through four strategic focus areas:

 strengthening our global core business (CORE)

 leading in new future fields (CASE)
 adapting our corporate culture (CULTURE),
 strengthening our divisional structure (COMPANY).
 Strengthening our global core business (CORE)

Today, the automotive industry is on the verge of a fundamental transformation. Four future-
oriented fields are set to radically change the nature of mobility: greater vehicle connectivity, advances
in autonomous driving, the development of digital mobility and transport services, and electric
mobility. Our goal as one of the leading vehicle manufacturers is to become a leading provider of
mobility services as well. To this end, we will further strengthen our core business and lead the way in
these four future-oriented fields. Our efforts will be supported by a cultural and organizational
transformation. We have not lost sight of our overriding corporate objective: to achieve profitable
growth and increase the value of our company.

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  Strengthening our global core business (CORE)

Mercedes-Benz Cars will continue to implement its growth strategy with the goal of
safeguarding its leading position in the global premium segment. We will inspire our customers with
our leading brands and outstanding products. New and innovative models in the compact segment, a
C-Class model upgrade and new versions of our iconic G-Class series will be part of this campaign.

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 PRODUCT

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 CUSTOMERS

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 COMPETITOR

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 AWARDS

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 ORGNIZATIONAL CHART

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 SWOT ANALYSIS

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 MANUFACTURING PROCESS

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 SUGGESTION

 The company should create the websites which do not take much time in page loading.
 Sapiest Edusoft should focus on creating attractive websites for itscustomers.
 There is demand for websites which can provide better connectivity with the customers so
e-mails can also provided with the websites.
 Responsive websites are in demand as majority of respondents say websites are easily
accessible.

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 CONCLUSsION

 Managing employees in company is not easy sa it involves several complex tasks like
recruitment, selection,training, amd development, performance and appraisals, reward
system, compensation.
Managing employees in a company is not easy as it involves several complex tasks like
recruitment, selection ,training, development performance and appraisals ,reward system,
compensation and benefits and labour relations.
 All these HR functions have high importance for wal-mart so it need to change it from time-
to-time

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 3. HYUNDAI

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 INTRODUCTION

1915–2001 founded the Hyundai Engineering and Construction Company in 1947.

Hyundai Motor Company was later established in 1967, and the company's first model, the Cortina,
was released in cooperation with Ford Motor Company in 1968.[11] When Hyundai wanted to develop
their own car, they hired George Turnbull in February 1974, the former managing director of Austin
Morris at British Leyland. (1915–2001) founded the hyundai engineering and construction company in
1947. hyundai motor company was later established in 1967, and the company's first model, the
cortina, was released in cooperation with ford motor company in 1968.[11] when hyundai wanted to
develop their own car, they hired george turnbull in february 1974, the former managing director of
austin morris at british leyland.

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 HISTORY

1915–2001 founded the Hyundai Engineering and Construction Company in 1947.

Hyundai Motor Company was later established in 1967, and the company's first model, the
Cortina, was released in cooperation with Ford Motor Company in 1968 When Hyundai wanted to
develop their own car, they hired George Turnbull in February 1974, the former managing
director of Austin Morris at British Leyland. He in turn hired five other top British car engineers.
They were body designer Kenneth Barnett, engineers John Simpson and Edward Chapman, John
Crosthwaite, formerly of BRM, as chassis engineer and Peter Slater as chief development
engineer. In 1975, the Pony, the first South Korean car, was released, with styling by Giorgio
Giugiaro of ItalDesign and powertrain technology provided by Japan's Mitsubishi Motors. Exports
began in the following year to Ecuador and soon thereafter to the Benelux countries. Hyundai
entered the British ma rket in 1982, selling 2993 cars in there first year there

In 1984, Hyundai began exporting the Pony to Canada, but not to the United States,
as the Pony would not pass emissions standards there. Canadian sales greatly exceeded
expectations, and it was at one point the top-selling car on the Canadian market. In 1985, the one
millionth as nominated as "Best Product #10" by Fortune magazine, largely because of its
affordability. The company began to produce models with its own technology in 1988, beginning
with the midsize Sonata. In the spring of 1990, aggregate production of Hyundai automobiles
reached the four million mark In 1991, the company succeeded in developing its first proprietary
gasoline engine, the of the FIFA four-cylinder Alpha, and also its own transmission, thus paving
the way for technological independence.

In 1998, Hyundai In 1996, Hyundai Motor India Limited was established with a production plant
in Irungattukottai near Chennai, India. began to overhaul its image in an attempt to establish itself as a
world-class brand. Chung Ju Yung transferred leadership of Hyundai Motor to his son, Chung Mong
Koo, in 1999.[20] Hyundai's parent company, Hyundai Motor Group, invested heavily in the quality,
design, manufacturing, and long-term research of its vehicles. It added a 10-year or 100,000-mile
(160,000 km) warranty to cars sold in the United States and launched an aggressive marketing
campaign.

In 2004, Hyundai was ranked second in "initial quality" in a survey/study by J.D. Power and
Associates in North America.[21][22] Hyundai is now one of the top 100 most valuable brands

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worldwide according to Interbrand.[23] Since 2002, Hyundai has also been one of the worldwide
official sponsors World Cup.

In 2006, the South Korean government initiated an investigation of Chung Mong Koo's
practices as head of Hyundai, suspecting him of corruption. On 28 April 2006, Chung was arrested,
and charged for embezzlement of 100 billion South Korean won (US$106 million).[24] As a result,
Hyundai vice chairman and CEO, Kim Dong-jin, replaced him as head of the company.

On 30 September 2011, Yang Seung Suk announced his retirement as CEO of Hyundai Motor
Co. In the interim -koo and Kim Eok-jo will divide the duties of the CEO position

In 2014, Hyundai started an initiative to focus replacement period, Chung Mong on improving
vehicle dynamics in its vehicles and hired Albert Biermann, former Vice President of Engineering at
BMW M to direct chassis development for Hyundai vehicles; stating "The company intends to become
a technical leader in ride and handling, producing vehicles that lead their respective segments for
driver engagement On 14 October 2020, Euisun Chung was inaugurated as the new chairman of the
Hyundai Motor Group. His father, Chung Mong-Koo, has been made Honourary Chairman.

In April 2021, the company said that its profits rose by 187%, the highest rise in four years. The
company recorded a profit of $1.16 billion from the beginning of 2021 until March

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 VISION & MISSION

Vision:

The Pride of Hyundai Motor is now measured worldwide! as Hyundai Motor Company continues to
develop cutting edge engines that will beat as the heart of next generation cars, weare confident that
we will be the major player of the automobile industry in the future.

Mission:

Their corporate philosophy seeks to improve the lives of everyone surrounding the company, and
make Hyundai a company that is respected by people all over the world. To advance into the front
ranks of the global auto industry in the next century, Hyundai has adopted the "Four Best" concept
which defines their new objectives: Best customer service, Best technology, Best quality products,
Best value for people.

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 OBJECTIVE

Encompassing description

The vision statement of Hyundai should be brief but should be holistic in nature. This means that the
visions statement should be complete in its description and information of what the company desires,
and how it plans to achieve its long term goals strategically. The vision statement should be a
comprehensive statement identifying the company’s core strengths, which would enable it to achieve
its fu,turistic goals.

Focus on the time frame and skill sets available

Objectives at Hyundai should focus on the time constraints present in terms of resource present, as
well as the urgency of the organization and the industry.Objectives at Hyundai should also focus on
the skillset of employee and organizational resources available Focus on resources and skills is
important to ensure that all objectives are attainable.Focus and relevance with resources and skills will
also help Hyundai identify gaps that it needs to fill through training

Focus on goal

Objectives at Hyundai should be set keeping in view the set organizational goals.Objectives at
Hyundai should flow from the organizational goals, and work towards helping the company and its
departments and operations achieving the set goals.This is important as it keeps objectives strategically
relevant to the organizational processes and systems.

Focus on overall strategy

Objectives should focus on the broader organizational strategy .This will facilitate the organization in
keeping in view the broader purpose and at the same time work towards achieving quantifiable goals
and objectives.

Flexible Manufacture

Cellular manufacturing (push –pull manufacturing ),no limits to the number of models that can be
assembled Current :4 models HMGICs;Limitless

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Higher – degree Automation

Automate logistics and assembly to a globally unpararalleled level

Current : 7% of logistics automated
HMGICs :70% of logistics automated

Human – Robert Collaboration

Installation of Co – bots To reduce the need auxiliary human labour

Current:21.5% of the total labour from assistant
HMGICs ; of the total labour from the assistant

BTO (Built –To –Order )

BTO manufacture minimizes the lead time and inventory

HMGICs ; lead time within 12 hours .

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 PRODUCTS

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 COMPETITORS

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 AWARDS

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 ORGNIZATIONCHART

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 SWOT ANALYSIS

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 MANUFACTURING PROCESS

HMIL has two assembling plants in Sriperumbudur, Kanchipuram locale, Tamil

Nadu.HMIL's assembling plant close Chennai cases to have the most progressive generation, quality
and testing abilities in the country.To take into account rising interest, HMIL authorised its second
plant in February 2008, which delivers an extra 300,000 units for each annum, raising HMIL's
aggregate creation ability to 600,000 units for every annum. Current Production Capacity with these
plants in Sriperumpudur,Kancheepuram expanded to 7,00,000 autos every year.In the production
process, every one of the boards of the auto are squeezed at the Press shop and welded together at the
Body shop for the most part controlled by robots making the human intercession less and to guarantee
predictable form quality. The completed body at that point goes to the Paint shop where condition
inviting water based process is utilised.Manufactured CarsThe following cars are manufactured in this
factory. Hyundai Eon (Launched 2011). Hyundai Grand i10 Facelift (Launched Feb-2017) Hyundai
Xcent Facelift (Launched April-2017). Hyundai Elite i20 (Launched 2014) International journal of
Management, IT and Engineeringhttp://www.ijmra.us, Email: [email protected]: 2249-
0558 Impact Factor.1195. Hyundai i20 Active (Launched 2015). Hyundai Elantra (Launched 2016).
Hyundai Creta (Launched 2015. Hyundai Tucson (Launched 2016). Hyundai 3rd Gen-Verna
(Launched 2017)

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 SUGGESTION

The suggestions are completely based on the research done at the organization Based on the
questionnaires filled and the in-depth interviews taken. There could be a few recommendations
that would sound not important for the time being, but it is recommended not to flip over
them as they lead to future problems.

 The most important and a must is the issue of recognition.

The employees of this company are satisfied with the 2R’s that is responsibility and
Remuneration but the third R(recognition) is nearly absent. The employees need to be
Recognized for the work they do. They need to be appreciated for their good work. One of
the best ways to do this is through a good performance appraisal process.

The company as known is in the process of designing a appraisal process. It is a

recommendation to take input from the employees as to their expectations from the employees
as to their expectations from the process. If this system is linked to salary/remuneration.

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 CONCLUSION

The production and operation management plays a vital role in manufacturing a product in a company.
In Hyundai motor company the system being followed is to reduce the waste being produced in the
process of producing the products in the company. The Hyundai motors plays a vital role in the
production of automobiles.This System has helped the company to grow to higher extent by satisfying
the needs of the customer. This system followed by the Hyundai motor company led the company to
produce a car within 13 hours which is consider to be one of the best methods through which quality is
being obtained in theproduction. The Production and Operation Management being carried out in the
company gives satisfaction both to the workers as well as customer.

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 BIBLIOGRAPHY

WEBSITES:

www.Mahindra cie.com
www.mercedesebenz.com
www.mercedesebenzindia.com
www.hmmausa.com/hmma-map-
www.hyundaimotors.com

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