• ABOUT VIDEOCON

• VIDEOCON SHAHJAHANPUR

• FACILITY LOCATION PLANNING

• FACILITY CAPACITY PLANNING

• PRODUCTION AND OPERATION MANAGEMENT

• TRANSFORMATION PROCESS

• QUALITY CONTROL DEPARTMENT

• PLANT STORE DEPARTMENT

• HUMAN RESOURCE DEPARTMENT

• PRODUCT LAYOUT
1 . WHY VIDEOCON HAS CHANGED ITS LOGO ?

The brand now has changed its 'V' to a flowing style along with a new line -
''Experience change'. According to the company, the new Videocon symbol
reiterates the ethos of a company dedicated to maintaining the highest
international standards of excellence through quality, technology and
innovation.
The story begins with the idea in the mind of a graduate boy who was
very agile and passionate about his ideas and have believe in them. He
initiated with sugar mill and ended with an MNC named Videocon
India,s no. 1 brand in Consumer electronics and Home appliances by
almost 50 million people across the world.
The boy named was Shri Nandlal Madhavlal Dhoot, the founder of the
Videocon Group

Late Shri Nandlalaji Dhoot

(26th Feb 1932 – 26th April 1993)
 The group has 17 manufacturing sites in India and plants
in China, Poland, Italy and Mexico .

 Third largest picture tube manufacturer in the world.

 Annual turnover of 4 billion USD, making it the largest consumer

electronic and home appliance companies in India.

 Videocon is one of the largest CPT Glass manufacturers in the

world, operating in Mexico, Italy, Poland and China.

 On May 23, 2008, Videocon announced that it is studying an

invitation from General Electric (GE) to bid for its century-
old appliances division which it has put up for sale.
 BUSINESS PORTFOLIO

Products Brands

Home Appliances Consumer

Electronics
• Videocon
• Refrigerators • Sansui
• Washing Machines • CTV TV
• Kenstar
• Air Conditioners • Plasma TV
• Kelvinator
• Air Coolers • LCD TV
• Nordmende
• Mixers, Toasters & Iron • LED TV
• Microwave Oven • Home Entertainment
• Vaccume Cleaner Systems
• Geysers • Audio/Video Products
• Water Purifiers
 Videocon Group: The Story So Far …

1989-1990
Home
Entertainment 1998 2005 2008 2009
Systems, 1995 Compressors & Thomson Telecom
Merging of
1985 Electric Motors & Glass shells for Compressor acquisition Group Venture
Colour TV Air conditioners CRT motors Brands &D2H

1996 2000 2005

1991
1987 Kitchen Philips Electrolux -
Refrigerators &
Washing Appliances & Color TV Plant India 3 plants
Coolers
Machines Crude Oil takeover takeover

1985 1987 1989/1990 1991 1995 1996 1998 2000 2005 2005 2008 2009

First time in India: Route: In house Integration:

• Flat tube for B&W TV • Strong Market Study • Components Manufacturing

• PIP in Color TV • Strong Dealer Network like
• Washing machines as a • Multi Brand Strategy Motor, Compressor, Glass, Pic
category ture Tube etc.
• Rotary compressors in
Aircons
• Television with Auto Con
Technology
 BRAND BASKETS OF VIDEOCON

VSOL

IT Solar Energy DTH

Petroleum

Energy

CE & HA Retail
Hospitality
 THE INDIAN GIANT

VIDEOCON Industries Ltd. , SHAHJHANPUR

PRODUCTION CAPACITY OF 50000 REFRIGERATORS IN AN MONTH.

Strong Backward Integration : Component Division

US $ 120 million
 Why shahjahanpur (Rajasthan)?

Availability
Good of power Basic
transportation supply
ameniti
facilities es

Close
Proximity to Governmen
the raw t policies
material

Close
Environment
Proximit
y to SJPR and
Markets community

Residential
complexes,
schools, Proximity to
hospitals, sub-
clubs, etc. contractors

Easy
Availability availability
of cheap & of cheap
Less
skillful labor land
construction
costs
 Facility Capacity Planning

OPTIMAL CAPICTY AT
SJP IS 50000 PER
MONTH.

IN ORDER TO SATISFY IN ORDER TO MEET THE

HE FUTURE DEMAND
Need for Facility OPTIMAL CAPICITY THE
HUGE WAREHOUSES
Capacity Planning WORK IS CARRIED IN TWO
ARE MADE TO STORE SHIFTS 12 HOUR EACH.
ADEQUATE STOCK.

TOTAL
INVESTMENT IS
RS.500 CRORES.

11
 Transformation process under VIL (A Refrigerator Manufacturer)

Random disturbances
•Machine failure Quality of
Quality of
Machines outputs
inputs •Short supply from vendors monitored
Building monitored •
Compressors. •Strikes
Customers satisfied with:
Workers and • Good cooling performance
Transformation
employees • Less consumption with
Process
Metal sheets) electricity
• New advanced features

Cooling
system
Feedback Mechanisms
Capital • Higher production
Managers • Lesser customer complaints
• Satisfied employees
INPUTS OUTPUTS
Process From Purchase To Payment

RequirementByPPC

PurchaseDepartment

ContactwithSupplier

DealFinalisation

SupplyBySuppliers

GateEntry

StoreEntry

QualityAssurance
Department

Accepted Rejected

Document Material ReturnTo

Suppliers

A/CDepartment ShopFloor
Or
Store

BillPassing

PaymentTo
Suppliers
 UPCOMING PRODUCTS

World’s 1st 45’

3D LED TV INDIA’S 1ST TILT DRUM FL WM

REF
AC WITH VITA AIR

WM WITH DIRECT DRIVE

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

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

3. DELIVERY
VIL HAS VERY EFFECTIVE SUPPLY CHAIN SYSTEM FOR THAT IT HAS
ITS OWN RETAIL OUTLET SUCH AS NEXT FROM WHERE THE
FINISHED GOODS ARE SOLD AND TRANSFFERED TO DEALERS.
4.SERVICE
THROUGH VARIOUS CUSTOMER CARE C CENTERS VIDEOCON IS PROVIDING
VARIOUS PRE AND POST SALES SERVICE TO CUSTOMER.

5. CYCLE TIME
AS WE KNOW AS THE CYCLE TIME REDUCES PROFIT OPPORTUNITY FOR
UNIT INCRESES, AS IN CASE OF VIDEOCON THROUGH 24 HOURS
SHIFT,S OF WORKING IT HAS INCRESED ITS CYCLE TIME.
 Key Factors For Success
 Benchmarking & Global Standards
 Rule the changing business environment
 Accountability & Answerability.
 Adopt, Adapt and Improve
 Functional Expertise is the solution.
 Ask Why? Learn To Say No! Try To Know How.
 Task driven Approach and Positive attitude
 Team Work & Customer Focus
 Consistency at work and continuous improvement
 Be open to suggestions and promote positive thinking
 Total cost effectiveness : Survival of the fittest
 Weeding out dead wood - Shape Up or Ship Out
 Measurable Performance / bottom line is the final answer
 NO PLACE FOR ORDINARIES : Smart to exist.
 Golden Opportunities for successful people.