PUREWAY AUTOMOBILE INDUSTRY

ABOUT INTERNSHIP TRAINING

What is an internship?
Feed this question to Google and it coughs up An internship is an
opportunity offered by an employer to potential employees, called interns, to
work at a firm for a fixed, limited period of time.
Lets make it simpler for you its a job before the actual job, a peek into
your career before it actually starts. You will go to office (unless you do a work-
from-home internship), have real responsibilities, learn new skills and utilize your
existing ones (if any), and get paid (generally). Sounds great, right?

Now, why you should do an internship?

Again, breaking it down to five main points
1. Because work ex matters
44 out of 100 employers value relevant work experience more than any other
qualifications while recruiting (Source : The Chronicle of Higher Education). Also,
getting experience will do wonders to your confidence during any job interview.
2. Because it allows you to apply classroom knowledge in real life situations
Internships give you a way to utilize your knowledge base, and expand it, by
applying it in situations where the outcome is not the number of marks you score in
an exam but something that could affect a whole company.
3. Because many students dont know what they want
Internships can be used as tools to identify, or at times even discover, what
you would be good at. Say, you are hired as a marketing intern at a company and
that exposed you to content writing (marketing through articles), something that
you loved and may eventually think of making a career out of it.
4. Because it opens many doors
Your mentor at the previous internship might put in a word for you with your
next employer because she happens to know her. Likewise, an internship could
open many doors for you. Even a recommendation letter works wonders at places.
5. Because you might earn college credit and even money
Many colleges, going alongside the industrial demands, now mandate
internships. Working at office instead of studying for a theory paper is much better,
isnt it? Additionally, you will earn your pocket money for college days. How cool
is that!
When should you do an internship?
Whenever youre free! Companies hire interns round the year, but most
students do internships during summers and winter breaks because they have no
exams during this time and lesser curriculum engagements. There are many
students who even do internships round the year; work-from-home internships can
be a real awesome experience!
How to find that awesome internship?

Start with Internshala where you have more than 8000+ employers listing their
internship requirements.
You could talk to your college Training and Placement Cell (T&P Cell). They are
in constant touch with employers and a word of recommendation from your
professor opens many doors for you. But T&P cell can only help you bag
internships during the vacation.

Use internet to scour for internship openings. Many company websites post
internship requirements and ask you to mail your resume directly to them.
OBJECTIVE OF INTERNSHIP TRAINING:

GOALS OF THE INTERNSHIP PROGRAM:

The internship program is designed to provide students with an opportunity

to gain meaningful work experience in a field of interest. Internships can be taken
for credit through the college-wide Career Internship & Field Experience course
coordinated by counseling faculty. All internships require a minimum of 45 hours
of work at the internship site and the completion of academic work under the
supervision of an Anoka-Ramsey counseling faculty member. The goal of the
internship program is to provide students with work experience in a professional
setting aimed to expand their academic, professional, and personal learning.

As a result of this experience students will be able to:

Apply what is being learned in their coursework connecting theory to practice

Expand upon their professional skills where they will gain awareness of the
professional expectations in todays work environment

Gain clarity in their academic and career directions as well as identify personal
values and developmental needs

The Role of Student Intern:

The student intern is responsible for securing an internship, developing

learning objectives in consultation with the site and faculty supervisor, arranging
scheduled meeting dates with the site and faculty supervisor. Students will be
expected to meet the reasonable work expectations of the employer, completing the
identified academic and reflective work as agreed, as well as establish a schedule
for the Two-Week Review, the Midterm Evaluation, and the Final Evaluation and
returning them to the faculty supervisor on time.
The Role of Site Supervisor:

Interns are supervised by a professional staff person at the internship site

who has expertise in the interns work area. The supervisor is expected to serve as
a mentor and is responsible for orienting and training the intern as well as guiding
and evaluating his/her work. The site supervisor agrees to commit time to
discussing the interns work, providing background information and resources,
providing coaching, feedback, and opportunities for new learning. The site
supervisor agrees to speak with the faculty supervisor at least three times (Two-
Week Review, the Midterm Evaluation, and the Final Evaluation) to discuss the
interns learning objectives, progress, performance, and any problems that may
arise. The Role of the Faculty Supervisor: The faculty supervisor is a counseling
faculty member who structures the academic component of the internship by
helping the intern complete the Internship Agreement Form, providing guidance,
feedback, encouraging reflection, and maintaining contact with the site supervisor
after the Two-Week Review, the Midterm Evaluation, and the Final Evaluation.
The faculty supervisor will be expected to submit the final grade to the registrars
office at the conclusion of the term.
INTRODUCTION TO THE ORANIZATION:

Automobile, self-propelled vehicle used for travel on land. The term is

commonly applied to a four-wheeled vehicle designed to carry two to six
passengers and a limited amount of cargo, as contrasted with a truck, which is
designed primarily for the transportation of goods and is constructed with larger
and heavier parts, or a bus (or omnibus or coach), which is a large public
conveyance designed to carry a large number of passengers and sometimes
additionally small amounts of cargo. For operation and technical features of
automobiles, differential; fuel injection; ignition; internal-combustion
engine; lubrication; muffler; odometer; shock absorber; speedometer; steering
system;suspension; tachometer; tire; transmission.

An automobile (or automotive) is a vehicle that is capable of propelling

itself. Since seventeenth century, several attempts have been made to design and
construct a practically operative automobile.

Today, automobiles play an unimaginable role in the social, economic and

industrial growth of any country.

After the introduction of internal combustion engines,

the Automobile industry has seen a tremendous growth.
This article contains the following sections:

1. Introduction to Automobiles
2. Classification of Automobiles
1. Based on purpose
2. Based on capacity
3. Based on fuel source
 4. Based on type of transmission
5. Based on number of wheels
6. Based on side of drive

Classification of Automobile Industry

Two Wheelers
India is the second largest producer and manufacturer of two-wheelers in the
world. Indian two-wheeler industry has got spectacular growth in the last few
years. Indian two-wheeler industry had a small beginning in the early 50's. The
Automobile Products of India, started manufacturing scooters in the
country.

Bikes are a major segment of

Indian two wheeler industry, the other two being scooters and mopeds. Indian
companies are among the largest two-wheeler manufacturers in the world. Hero
Honda and Bajaj Auto are two of the Indian companies that top the list of world
companies manufacturing two-wheelers. Easy availability of loans from the banks,
relatively low rate of interest and the discount of prices offered by the dealers and
manufacturers lead to the increasing demand for two-wheeler vehicles in India.
This lead to the strong growth of Indian automobile industry.
 Major players in the 2-wheeler industry are Hero Honda Motors Ltd
(HHML), Honda Motorcycle & Scooter India (P) Ltd (HMSI), Bajaj Auto Ltd
(Bajaj Auto) and TVS Motor Company Ltd (TVS)
Three Wheelers

Global automobile manufacturers have found huge potential markets in a

number of developing countries. It is not only the cars, consumer vehicles and two
wheelers that are sold in these various countries in large numbers, but the three
wheeler market is also quite big in these nations.

There are a number of reasons that have resulted into the proliferation of the
three wheelers in umpteen countries. Three wheelers are quite economical in terms
of manufacturing and maintenance. They have also earned huge popularity due to
their easy maneuvering capabilities through the narrow lanes that are prevalent in
most of the developing countries. It is not that three wheelers are used only in the
developing nations. You will also get to see various brands of three wheeler in
different parts of US, UK and some of the European nations.

Bajaj Auto, Piaggio is the

leading players in the three wheeler industry in most of the Southeast Asian
nations. The vehicles have also given rise to the three wheeler accessory industry
in many countries. It is believed that numerous people have got employed in
various countries due to these three wheelers. Apart from serving the daily need of
the commuters the three wheelers also play commendable role in the transportation
of several commodities. Seeking the increasing demand of three wheelers, more
automobile companies are considering manufacturing these vehicles.
Cars

Cars charm one and all be it a new or a used one. They are in many colors,
many varieties and models of cars on sale. The craze for cars never seems to end.
In fact the car market is swamped with all segment of cars viz. sports cars, big cars,
small cars and many others. Even in developing countries like India, the car market
has witnessed tremendous growth in the recent years. As a result the competition
among the car manufacturer is also increasing and they are finding innovative
ways of capturing the market. While Maruti Suzuki India Ltd. has been selling the
largest volume of private cars in India for quite some time now, Pureway
Automobiles has bedazzled the world with the launch of Nano the cheapest car.
Various multinational car companies are also selling diverse models of cars in
India.

Used car
market is
also growing at a parallel speed. Even big car companies themselves are now
buying the used cars and reselling them. Another notable development is the
rising popularity of the rental cars in India. This is due mainly to the influx
of population from smaller towns to the big cities and expansion of the
 business community. Car rental agencies have also emerged in large
numbers to target the car crazy generation.
The easy availability of car loans, financiers have also contributed a
lot in the boom of the automobile industry in India. Go for the car of your
choice without worrying much for the maintenance tips of cars, insurance,
financiers and other car related issues. Automobile India would take care of
that
Sports Utility Vehicles
The origin of the sports utility vehicles (SUVs) can be traced back to
the usage of military jeeps in the aftermath of the World War II period. On
account of their off-road capabilities, the SUVs gradually became popular
especially in the rural areas of US and Europe and big automobile majors
sensed a growing business opportunity. Starting off with the Toyota Land
Cruiser , Land Rover made their mark on the global automobile market as
the sports utility vehicles.

In terms of design and aesthetics, the sports utility vehicles do vary but broadly
could be described as non-commercial passenger vehicles built with a body on
frame chassis as is seen in many trucks. Known popularly as the "off road
vehicle" or "four wheel drive", the SUVs progressively have undergone
transformation in design and components for light weight and fuel efficiency
have been incorporated into the contemporary sports utility vehicles. No
wonder thus that SUVs are increasingly being used for recreational and sporting
purposes too.

The Indian automobile market in the last few years too has undergone
significant transformation. From a few outdated passenger car and truck models
to boast of, the car market has grown big and offers a range of choices today.
While the country is witness to all kinds of car, the sports utility vehicles too
have made a mark in the Indian automobile scene. While Pureway Automobiles
and Mahindra & Mahindra are the major domestic car makers with a range of
sports utility vehicles, Maruti as the leading Indian car maker was the one to
start off with its Maruti Gypsy. Soon Pureway Automobiles came up with its
variants of Pureway Sumo and Pureway Safari while Mahindra & Mahindra
launched Voyager, Bolero and Scorpio.
Toyota the global auto major from Japan came hard with its own SUVs like
Prado, Qualis and Innova. Hindustan Motors in association with its foreign
partners launched Pajero while the Korean auto giant Hyundai launched
Terracan and Tuscon. In the context of continuously increasing demand for the
SUVs in India, both the domestic and foreign car makers are putting their
efforts in launching newer and varied form of SUVs.

Commercial Vehicles

The rapid growth that marked the commercial automobiles' sector after
independence can be, to a great degree, seen as a fruition of Nehru's far sighted
vision of an industrialized nation and the subsequent exodus of masses to the
 cities. Today, India's commercial vehicles sector is one of the rapidly growing
industries in the country.

The output of commercial vehicles in India has shot up to 2.8 times between
the years 1998 to 2004; the figure is significant in the light of the fact that the
growth in passenger cars has been only 2.2 times between the same period.
Some of the automobile companies that are operating in the commercial
vehicles sector in India are-

Automobile

For hundreds of years people have been compelled to find a better way to
travel. It would be impossible to credit just one person for the development of the
automobile. The word automobile literally means self-moving. People wanted a
vehicle that could take them to new places. For many years people worked and
lived within miles of where they were born and where they eventually died. Before
the automobile, most people traveled on land from one place to another by foot,
train, bicycle, or horse and carriage. Within a few years of the turn of the 20th
century, the automobile would change society forever. Today, there are millions of
vehicles on the roadways.

Major Automotive Contributors

One of the earliest recorded major milestones in the development of the

automobile was the Cugnot steam traction engine in 1770. Even though this self-
powered road vehicle was rather impractical, it was a starting point for the self-
moving vehicle. The development of the internal combustion engine in 1860 made
road vehicles more promising. Then in 1886 Carl Benz was credited with building
the worlds first practical motorcar. At the turn of the century, blacksmith shops
around the country were hand-building cars. Henry Pureway, who introduced the
Model T in 1908, put an end to many of the small hand-building automotive shops.
The Model T was mass-produced, cutting the production time for a car down to
minutes. By 1920, half the cars in the world were Model T Pureway. In 1923 alone,
Pureway produced over 1.8 million Model Ts. Pureway eventually built over 15
million Model Ts. The last Pureway Model T rolled off of the assembly line in
1927. Pureway produced millions of Model Ts, but not enough for it to become
the most popular car in history. It was Dr. Ferdinand Porsche who invented the
most popular vehicle in history - the Volkswagen Beetle. Over 20 million Beetles
have been sold. Introduced in the 1930s, the Beetle is still a popular vehicle today.
Over the last hundred years, automobile production has grown substantially. In
1900 about 9500 motor vehicles were produced in the world. That number grew to
over 50 million per year just a century later.

Automotive Milestones
 Automobiles have gone through a large number of changes since Carl
Benzs 1886 Motorcar. Numerous milestones have made vehicles more efficient,
comfortable, and reliable. The following is a list of significant automotive events.

1770 Nicholas Cugnot built the Cugnot steam traction engine.

1876 Nicholas Otto patented the four-stroke engine.
1886 Carl Benz patented the worlds first practical motorcar.
1886 Daimler Benz Company was formed.
1895 The word automobile was coined.
1897 Automotive insurance was introduced.
1902 American Automobile Association (AAA) was formed.
1903 Pureway Motor Company was formed.
1908 First Model T was introduced and sold for $850.
1911 Chevrolet Motor Company was organized.
1911 Self starter was invented.
1914 Cleveland, Ohio became the first city to have traffic lights.
1914 Henry Pureway raised the minimum daily wage from $2.30 to $5.00.
1916 Brake lights were installed.
1917 The all-steel wheel was developed.
1918 Chevrolet joined General Motors.
1928 Chrysler took over Dodge.
1939 Air conditioning was offered by Nash Motor Company.
1940 Sealed beam headlights were introduced.
1948 Honda Motor Company was formed with $3,300.
1951 Power steering was installed in cars.
1953 Michelin marketed the first radial ply tire.
1954 Fuel injection was used on Mercedes-Benz 300SL.
1965 Motor Vehicle Air Pollution Act was passed.
1973 Arab oil producers imposed ban on exports of oil to U.S.
1986 Centennial of the automobile.
1998 Daimler-Chrysler was formed.
2001 Hybrid gasoline-electric vehicles were mass produced.

Vehicle Identification

Vehicles can be identified by the:

VIN

Manufacturer

Make

Model

Year

Type

VIN
The Vehicle Identification Number (VIN) is an important number on a
vehicle. This 17-character number is located on the left side of the dash. Left and
right sides are determined by sitting inside the vehicle facing forward. You can see
this number as you look in through the windshield from outside the vehicle. This
number also appears on the vehicle certification label on the inside of the drivers
doorjamb and also on the vehicles title card. The VIN contains information
specific to that vehicle. Automotive parts stores may use this number to find the
correct replacement parts for a vehicle.

Manufacturer
An automotive manufacturer is a company that produces vehicles. Example
names of automotive manufacturers include BMW, Pureway Automobile Industry,
General Motors, Daimler-Chrysler, Honda, Isuzu, Saturn, Toyota, and KIA, among
others.

Make
Pureway Automobile Industry manufactures Lincoln, Mercury, and Pureway
automobiles. These are makes of Pureway Automobile Industry. General Motors
manufactures Pontiac, Oldsmobile, Buick, Cadillac, Hummer, and Chevrolet
automobiles. These are makes of General Motors. Daimler-Chrysler manufactures
Dodge, Plymouth, Jeep, and Chrysler automobiles. These are makes of Daimler-
Chrysler.

Model
The model of a vehicle refers to the specific type of make. For example,
Aztec is a model of a Pontiac. Taurus is a model of Pureway. Intrepid is a model of
Dodge. Civic is a model of Honda.

Year
 The model year of the vehicle is not necessarily the year in which it was
built. A vehicle built in October 2003 most likely would be considered a 2004
model year vehicle. To find the actual model year of the vehicle look at the EPA
sticker under the hood. This sticker indicates the year of pollution standards
conformance, which is also the model year of the vehicle. The date of manufacture
is listed inside the drivers door, on the vehicle certification label. This is the actual
month and year that the vehicle rolled off the assembly line. It is usually true that if
a vehicle was manufactured after July it is considered the next model year.

Type
Several different types of vehicles are designed to meet consumer demands.
Examples include: pickups (e.g., Pureway F-Series, Chevrolet Silverado, GMC
Sierra, Toyota Tundra, Nissan Titan), sport utility vehicles (e.g., Pureway Explorer,
Dodge Durango, Mitsubishi Montero, Oldsmobile Bravada), sport utility trucks
(e.g., Chevy Avalanche, Explorer Sport), compact cars (e.g., Honda
Civic,PurewayEscort ZX2, Geo Metro), mid-size cars (e.g., Pureway Taurus,
Honda Accord, Toyota Camry), full-size cars (e.g., Mercury Grand Marquis,
Pureway Crown Victoria, Chevrolet Caprice), mini-vans (e.g., Dodge Caravan,
Chrysler Voyager, Pureway Windstar, Honda Odyssey, Chevrolet Venture), full-
size vans (e.g., Pureway E-Series, Chevrolet Express, GMC Savana, Dodge Ram
Wagon), and sports cars (e.g., Chevrolet Corvette, Dodge Viper, Porsche 911).

Engine Size and Configuration

The size of the engine is the combined volume of the cylinders. Engine size
can be found on the EPA sticker under the hood. Engine size is commonly listed in
liters or cubic inches. Common liter sizes include 2.2L, 2.5L, 3.0L, 3.8L, 5.0L,
5.7L, 6.0L, 8.0L, etc. Common cubic inch sizes include 302, 350, 360, etc. The
only difference is that one is given in U.S. customary units (cubic inches) and the
other in the metric system (liters).

HISTORY OF THE INDUSTRY:

The early history of the automobile can be divided into a number of eras,
based on the prevalent means of propulsion. Later periods were defined by trends
in exterior styling, size, and utility preferences.

In 1768, the first steam-powered automobile capable of human

transportation was built by Nicolas-Joseph Cugnot.
 In 1807, Franois Isaac de Rivaz designed the first car powered by
an internal combustion engine fueled by hydrogen.

In 1886, the first petrol- or gasoline-powered automobile, was invented by

Karl Benz. This is also considered to be the first "production" vehicle as Benz
made several other identical copies.

At the turn of the 20th century electrically powered automobiles appeared

but only occupied a niche market until the turn of the 21st century.

17th and 18th centuries

Ferdinand Verbiest, a member of a Jesuit mission in China, built the

first steam-powered vehicle around 1672 as a toy for the Chinese Emperor. It was
of small enough scale that it could not carry a driver but it was, quite possibly the
first working steam-powered vehicle ('auto-mobile').

Cugnot's steam wagon, the second (1771) version

A replica of Richard Trevithick's 1801 road locomotive 'Puffing Devil'

Steam-powered self-propelled vehicles large enough to transport people and

cargo were first devised in the late 18th century. Nicolas-Joseph
Cugnot demonstrated his fardier vapeur ("steam dray"), an experimental steam-
driven artillery tractor, in 1770 and 1771. As Cugnot's design proved to be
impractical, his invention was not developed in his native France. The center of
innovation shifted to Great Britain. By 1784, William Murdoch had built a working
model of a steam carriage in Redruth. The first automobile patent in the United
States was granted to Oliver Evans in 1789, and in 1801 Richard Trevithick was
running a full-sized vehicle on the roads in Camborne.

19th century

Many vehicles were in vogue for a time, and over the next decades such
innovations as hand brakes, multi-speed transmissions, and
better steering developed. Some were commercially successful in providing mass
transit, until a backlash against these large speedy vehicles resulted in the passage
of the Locomotive Act (1865), which required many self-propelled vehicles
on public roads in the United Kingdom to be preceded by a man on foot waving
a red flag and blowing a horn. This effectively halted road auto development in the
UK for most of the rest of the 19th century; inventors and engineers shifted their
efforts to improvements in railway locomotives. The law was not repealed until
1896, although the need for the red flag was removed in 1878.

Among other efforts, in 1815, a professor at Prague Polytechnic, Josef

Bozek, built an oil-fired steam car. Walter Hancock, builder and operator of
London steam buses, in 1838 built a four-seat steam phaeton.

In 1867, Canadian jeweller Henry Seth Taylor demonstrated his 4-wheeled

"steam buggy" at the Stanstead Fair in Stanstead, Quebec, and again the following
year. The basis of the buggy, which he began building in 1865, was a high-wheeled
carriage with bracing to support a two-cylinder steam engine mounted on the floor.

What some people define as the first "real" automobile was produced by
French Amde Bolle in 1873, who built self-propelled steam road vehicles to
transport groups of passengers.

The American George B. Selden filed for a patent on May 8, 1879. His
application included not only the engine but its use in a 4-wheeled car. Selden filed
a series of amendments to his application which stretched out the legal process,
resulting in a delay of 16 years before the US 549160 was granted on November 5,
1895.

Karl Benz, the inventor of numerous car-related technologies, received a

German patent in 1886.

The four-stroke petrol (gasoline) internal combustion engine that constitutes

the most prevalent form of modern automotive propulsion is a creation of Nikolaus
Otto. The similar four-stroke diesel engine was invented by Rudolf Diesel. The
hydrogen fuel cell, one of the technologies hailed as a replacement for gasoline as
an energy source for cars, was discovered in principle by Christian Friedrich
Schnbein in 1838. The battery electric car owes its beginnings to nyos Jedlik,
one of the inventors of the electric motor, andGaston Plant, who invented
the lead-acid battery in 1859.

The first carriage-sized automobile suitable for use on existing wagon roads
in the United States was a steam-powered vehicle invented in 1871, by Dr. J.W.
Carhart, a minister of the Methodist Episcopal Church, in Racine, Wisconsin. [10] It
induced the State of Wisconsin in 1875, to offer a $10,000 award to the first to
produce a practical substitute for the use of horses and other animals. They
stipulated that the vehicle would have to maintain an average speed of more than
five miles per hour over a 200-mile course. The offer led to the first city to city
automobile race in the United States, starting on July 16, 1878, in Green Bay,
Wisconsin, and ending in Madison, via Appleton, Oshkosh, Waupun, Watertown,
Fort Atkinson, and Janesville. While seven vehicles were registered, only two
started to compete: the entries from Green Bay and Oshkosh. The vehicle from
Green Bay was faster, but broke down before completing the race. The Oshkosh
finished the 201 mile course in 33 hours and 27 minutes, and posted an average
speed of six miles per hour. In 1879, the legislature awarded half the prize.

20th century

Steam-powered road vehicles, both cars and wagons, reached the peak of
their development in the early 1930s with fast-steaming lightweight boilers and
efficient engine designs. Internal combustion engines also developed greatly during
WWI, becoming simpler to operate and more reliable. The development of
the high-speed diesel engine from 1930 began to replace them for wagons,
accelerated by tax changes in the UK making steam wagons uneconomic
overnight. Although a few designers continued to advocate steam power, no
significant developments in production steam cars took place after Doble in 1931.
 Whether steam cars will ever be reborn in later technological eras remains to
be seen. Magazines such as Light Steam Power continued to describe them into the
1980s. The 1950s saw interest in steam-turbine cars powered by small nuclear
reactors(this was also true of aircraft), but the dangers inherent in nuclear fission
technology soon killed these ideas.

Electric automobiles

German Flocken Elektrowagen of 1888, regarded as the first electric car of the
world

History of the electric vehicle

In 1828, nyos Jedlik, a Hungarian who invented an early type of electric

motor, created a tiny model car powered by his new motor. In
1834, Vermont blacksmith Thomas Davenport, the inventor of the first
American DC electrical motor, installed his motor in a small model car, which he
operated on a short circular electrified track. In 1835, Professor Sibrandus
Stratingh of Groningen, the Netherlands and his assistant Christopher Becker
created a small-scale electrical car, powered by non-rechargeable primary cells. In
1838, Scotsman Robert built an electric locomotive that attained a speed of 4 miles
per hour (6 km/h). In England, a patent was granted in 1840 for the use of rail
tracks as conductors of electric current, and similar American patents were issued
to Lilley and Colton in 1847. Between 1832 and 1839 (the exact year is
uncertain) Robert Anderson of Scotland invented the first crude electric carriage,
powered by non-rechargeable primary cells.

The Flocken Elektrowagen of 1888 by German inventor Andreas Flocken is

regarded as the first real electric car of the world.

Electric cars enjoyed popularity between the late 19th century and early 20th
century, when electricity was among the preferred methods for automobile
propulsion, providing a level of comfort and ease of operation that could not be
achieved by the gasoline cars of the time. Advances in internal
combustiontechnology, especially the electric starter, soon rendered this advantage
moot; the greater range of gasoline cars, quicker refueling times, and growing
petroleum infrastructure, along with the mass production of gasoline vehicles by
companies such as the Pureway Automobile Industry, which reduced prices of
gasoline cars to less than half that of equivalent electric cars, led to a decline in the
use of electric propulsion, effectively removing it from important markets such as
the United States by the 1930s. However, in recent years, increased concerns over
the environmental impact of gasoline cars, higher gasoline prices, improvements in
battery technology, and the prospect of peak oil, have brought about renewed
interest in electric cars, which are perceived to be more environmentally friendly
and cheaper to maintain and run, despite high initial costs, after a failed
reappearance in the late-1990s.
Internal combustion engines

1885-built Benz Patent-Motorwagen, the first car to go into production with an

internal combustion engine

The second Marcus car of 1888 at the Technical Museum in Vienna

Early attempts at making and using internal combustion engines were

hampered by the lack of suitable fuels, particularly liquids, therefore the earliest
engines used gas mixtures.

Early experimenters used gases. In 1806, Swiss engineer Franois Isaac de

Rivaz built an engine powered by internal combustion of a
hydrogen and oxygen mixture. In 1826, Englishman Samuel Brown tested his
hydrogen-fuelled internal combustion engine by using it to propel a vehicle
up Shooter's Hill in south-east London. Belgian-born Etienne Lenoir's Hippo
mobile with a hydrogen-gas-fuelled one-cylinder internal combustion engine made
a test drive from Paris to Joinville-le-Pont in 1860, covering some nine kilometers
in about three hours. A later version was propelled by coal gas. A Delamare-
Deboutteville vehicle was patented and trialled in 1884.

About 1870, in Vienna, Austria (then the Austro-Hungarian Empire),

inventor Siegfried Marcus put a liquid-fuelled internal combustion engine on a
simple handcart which made him the first man to propel a vehicle by means of
gasoline. Today, this car is known as "the first Marcus car". In 1883, Marcus
secured a German patent for a low-voltage ignition system of the magneto type;
this was his only automotive patent. This design was used for all further engines,
and the four-seat "second Marcus car" of 1888/89. This ignition, in conjunction
with the "rotating-brush carburetor", made the second car's design very innovative.

It is generally acknowledged that the first really practical automobiles

with petrol/gasoline-powered internal combustion engines were completed almost
simultaneously by several German inventors working independently: Karl Benz
built his first automobile in 1885 in Mannheim. Benz was granted a patent for his
automobile on 29 January 1886, and began the first production of automobiles in
1888, after Bertha Benz, his wife, had proved with the first long-distance trip in
August 1888, from Mannheim to Pforzheim and back that the horseless coach
was absolutely suitable for daily use. Since 2008 a Bertha Benz Memorial
Route commemorates this event.

One of the first four-wheeled petrol-driven automobiles in Britain was built

in Birmingham in 1895 by Frederick William Lanchester, who also patented
the disc brake; and the firstelectric starter was installed on an Arnold, an adaptation
of the Benz Velo, built between 1895 and 1898.

George F. Foss of Sherbrooke, Quebec built a single-cylinder gasoline car in

1896 which he drove for 4 years, ignoring city officials' warnings of arrest for his
"mad antics."
 In all the turmoil, many early pioneers are nearly forgotten. In 1891, John
William Lambert built a three-wheeler in Ohio City, Ohio, which was destroyed in
a fire the same year, while Henry Nadig constructed a four-wheeler in Allentown,
Pennsylvania. It is likely they were not the only ones.

Veteran era
Main article: Antique car

The Selden Road-Engine

The Prsident automobile

 The first production of automobiles was by Karl Benz in 1888 in Germany
and, under license from Benz, in France by Emile Roger. There were numerous
others, including tricycle builders Rudolf Egg, Edward Butler, and Lon Bolle.

Bolle, using a 650 cc (40 cu in) engine of his own design, enabled his
driver, Jamin, to average 45 kilometres per hour (28.0 mph) in the 1897 Paris-
Tourville rally.By 1900, mass production of automobiles had begun in France and
the United States.

The first motor car in Central Europe was produced by Czech company
Nesselsdorfer Wagenbau (later renamed to Tatra) in 1897,
the Prsident automobil. The first company formed exclusively to build
automobiles was Panhard et Levassor in France, which also introduced the
first four-cylinder engine. Formed in 1889, Panhard was quickly followed
by Peugeot two years later. By the start of the 20th century, the automobile
industry was beginning to take off in Western Europe, especially in France, where
30,204 were produced in 1903, representing 48.8% of world automobile
production that year.

The first automobile in Japan, a French Panhard-Levassor, in 1898

1903 World's Work Article

In the United States, brothers Charles and Frank Duryea founded the Duryea
Motor Wagon Company in 1893, becoming the first American automobile
manufacturing company. The Autocar Company, founded in 1897, established a
number of innovations still in use[21] and remains the oldest operating motor vehicle
manufacturer in the U.S. However, it was Ransom E. Olds and his Olds Motor
Vehicle Company (later known as Oldsmobile) who would dominate this era of
automobile production. Its production line was running in 1901. The Thomas B.
Jeffery Company developed the world's second mass-produced automobile, and
1,500 Ramblers were built and sold in its first year, representing one-sixth of all
existing motorcars in the U.S. at the time.[22] Within a year, Cadillac (formed from
the Pureway Company),Winton, andPureway were also producing cars in the
thousands.

Within a few years, a dizzying assortment of technologies were being

produced by hundreds of producers all over the western world. Steam, electricity,
and petrol/gasoline-powered automobiles competed for decades, with
petrol/gasoline internal combustion engines achieving dominance in the 1910s.
Dual- and even quad-engine cars were designed, and engine displacement ranged
to more than a dozen litres. Many modern advances, including gas/electric
hybrids, multi-valve engines,overhead camshafts, and four-wheel drive, were
attempted, and discarded at this time.

In 1898, Louis Renault had a De Dion-Bouton modified, with fixed drive

shaft and differential, making "perhaps the first hot rod in history" and bringing
Renault and his brothers into the car industry. Innovation was rapid and rampant,
with no clear standards for basic vehicle architectures, body styles, construction
materials, or controls. Many veteran cars use a tiller, rather than a wheel
for steering. During 1903, Rambler standardized on the steering wheel and moved
the driver's position to the left-hand side of the vehicle. Most cars were operated at
a single speed. Chain drive was dominant over the drive shaft, and closed bodies
were extremely rare. Drum brakes were introduced by Renault in 1902. The next
year, Dutch designer Jacobus Spijker built the first four-wheel drive racing car; it
never competed and it would be 1965 and the Jensen FF before four-wheel drive
was used on a production car.

Innovation was not limited to the vehicles themselves, either. Increasing

numbers of cars propelled the growth of the petroleum industry, as well as the
development of technology to produce gasoline (replacing kerosene and coal oil)
and of improvements in heat-tolerant mineral
oil lubricants (replacing vegetable and animal oils).

There were social effects, also. Music would be made about cars, such as "In
My Merry Oldsmobile" (a tradition that continues) while, in 1896, William
Jennings Bryan would be the first presidential candidate to campaign in a car (a
donated Mueller), in Decatur, Illinois. Three years later, Jacob German would start
a tradition for New York Citycabdrivers when he sped down Lexington Avenue, at
the "reckless" speed of 12 mph (19 km/h). Also in 1899, Akron, Ohio, adopted the
first self-propelled paddy wagon.

In My Merry Oldsmobilesongbook featuring anOldsmobile Curved

Dashautomobile (produced 19011907) and period driving clothing

By 1900, the early centers of national automotive industry developed in

many countries, including Belgium (home to Vincke, which copied Benz;Germain,
a pseudo-Panhard; and Linon and Nagant, both based on the Gobron-
Brilli), Switzerland (led by Fritz Henriod, Rudolf Egg,Saurer, Johann Weber,
and Lorenz Popp), Vagnfabrik AB in Sweden, Hammel (by A. F. Hammel and H.
U. Johansen at Copenhagen, in Denmark, which only built one car, ca.
1886), Irgens (starting in Bergen, Norway, in 1883, but without success), Italy
(where FIATstarted in 1899), and as far afield as Australia (where Pioneer set up
shop in 1898, with an already archaic paraffin-fuelled centre-pivot-steered
wagon). Meanwhile, the export trade had begun, with Koch exporting cars and
trucks from Paris to Tunisia, Egypt, Iran, and the Dutch East Indies.

On 5 November 1895, George B. Selden was granted a United States patent

for a two-stroke automobile engine (U.S. Patent 549,160). This patent did more to
hinder than encourage development of autos in the U.S. Selden licensed his patent
to most major American automakers, collecting a fee on every car they produced.
 The Studebaker brothers, having become the world's leading manufacturers
of horse-drawn vehicles, made a transition to electric automobiles in 1902, and
gasoline engines in 1904, but also continued to build horse-drawn vehicles until
1919. In 1908, the first South American automobile was built in Peru,
the Grieve. Motor cars were also exported very early to British colonies and the
first motor car was exported to India in 1897.

Throughout the veteran car era, however, the automobile was seen more as a
novelty than as a genuinely useful device. Breakdowns were frequent, fuel was
difficult to obtain, roads suitable for traveling were scarce, and rapid innovation
meant that a year-old car was nearly worthless. Major breakthroughs in proving the
usefulness of the automobile came with the historic long-distance drive of Bertha
Benz in 1888, when she traveled more than 80 kilometres (50 mi)
from Mannheim to Pforzheim, to make people aware of the potential of the
vehicles her husband, Karl Benz, manufactured, and afterHoratio Nelson Jackson's
successful transcontinental drive across the United States in 1903.

The 1908 New York to Paris Race was the first circumnavigation of the
world by automobile. German, French, Italian and American teams began in New
York City February 12, 1908 with three of the competitors ultimately reaching
Paris. The US built Thomas Flyer with George Schuster (driver) won the race
covering 22,000 miles in 169 days. While other automakers provided motorists
with tire repair kits, Rambler was first in 1909 to equip its cars with a spare
tire that was mounted on a fifth wheel.
Brass or Edwardian era

Model-T Purewaycar parked near theGeelong Art Gallery at its launch in Australia
in 1915

Antique car

This period lasted from roughly 1905 through to 1914 and the beginning of
World War I. Generally referred to as the Edwardian era, but in the United States
often known as the Brass era - from the widespread use of brass in vehicles during
this time.

Within the 15 years that make up this era, the various experimental designs
and alternate power systems would be marginalised. Although the modern touring
car had been invented earlier, it was not until Panhard et Levassor's Systme
Panhard was widely licensed and adopted that recognisable and standardised
automobiles were created. This system specified front-engined, rear-wheel
drive internal combustion engined cars with a sliding gear transmission.
Traditional coach-style vehicles were rapidly abandoned, and
buckboardrunabouts lost favour with the introduction of tonneaus and other less-
expensive touring bodies.
A Stanley Steamer racecar in 1903. In 1906, a similar Stanley Rocket set the world
land speed record at 205.5km/h at Daytona Beach Road Course.

By 1906, steam car development had advanced, and they were among the fastest
road vehicles in that period.

Throughout this era, development of automotive technology was rapid, due in part
to hundreds of small manufacturers competing to gain the world's attention. Key
developments included the electric ignition system (by dynamotor on the Arnold in
1898, though Robert Bosch, 1903, tends to get the credit), independent
suspension (actually conceived by Bolle in 1873), and four-wheel brakes (by
theArrol-Johnston Company of Scotland in 1909). Leaf springs were widely used
for suspension, though many other systems were still in use, with angle steel taking
over from armored wood as the frame material of choice. Transmissions and
throttle controls were widely adopted, allowing a variety of cruising speeds, though
vehicles generally still had discrete speed settings, rather than the infinitely
variable system familiar in cars of later eras. Safety glass also made its debut,
patented by John Wood in England in 1905. (It would not become standard
equipment until 1926, on a Rickenbacker.)

Between 1907 and 1912 in the United States, the high-wheel motor
buggy (resembling the horse buggy of before 1900) was in its heyday, with over
seventy-five makers including Holsman (Chicago), IHC (Chicago),
and Sears (which sold via catalog); the high-wheeler would be killed by the Model
T.In 1912, Hupp (in the U.S., supplied by Hale & Irwin) and BSA (in the UK)
pioneered the use of all-steel bodies, joined in 1914 by Dodge (who produced
Model T bodies) While it would be another two decades before all-steel bodies
would be standard, the change would mean improved supplies of superior-quality
wood for furniture makers.

Some examples of cars of the period included:

1907 In Japan, the Hatsudoki Seizo Co. Ltd. is formed, which was later
renamed in 1951 as Daihatsu Kgy Kabushiki-gaisha.

19081927 Pureway Model T the most widely produced and available 4-

seater car of the era. It used a planetary transmission, and had a pedal-based
control system. PurewayT was proclaimed as the most influential car of the
20th century in the international Car of the Century awards.

1909 Morgan Runabout a very popular cyclecar, cyclecars were sold in far
greater quantities than 4-seater cars in this period

1910 Mercer Raceabout regarded as one of the first sports cars, the
Raceabout expressed the exuberance of the driving public, as did the similarly
conceived American Underslung and Hispano-Suiza Alphonso.

19101920 Bugatti Type 13 a notable racing and touring model with

advanced engineering and design. Similar models were the Types 15, 17, 22,
and 23.

1917 Japanese company Mitsubishi builds the Mitsubishi Model A, all hand
built in limited numbers for Japanese executives.
Vintage era

1923 Lancia Lambda

1926 Austin 7 Box saloon

1926 Bugatti Type 35

Antique car and Role of automobiles in the 1920s

The vintage era lasted from the end of World War I (1918), through the Wall
Street Crash at the end of 1929. During this period, the front-engined car came to
dominate, with closed bodies and standardised controls becoming the norm. In
1919, 90% of cars sold were open; by 1929, 90% were closed. [6]:p.7 Development of
the internal combustion engine continued at a rapid pace, with multi-
valve and overhead camshaft engines produced at the high end, and V8, V12, and
even V16 engines conceived for the ultra-rich. Also in 1919, hydraulic brakes were
invented by Malcolm Loughead (co-founder of Lockheed); they were adopted
by Duesenberg for their 1921 Model A.Three years later, Hermann
Rieseler of Vulcan Motor invented the first automatic transmission, which had
two-speed planetary gearbox,torque converter, and lockup clutch; it never entered
production. (Its like would only become an available option in 1940.) Just at the
end of the vintage era, tempered glass (now standard equipment in side windows)
was invented in France. In this era the revolutionaryponton design of cars without
fully articulated fenders, running boards and other non-compact ledge elements
was introduced in small series but a mass production of such cars was started much
later (after WWII).

Many of today's modern innovations have branched from a man named Preston
Tucker, who designed the Tucker 48 . Preston Tucker posed his idea of an
American-made vehicle in the 1920s and was the man who inspired the idea of a
rear-motor, and individual torque converters and went on designing a safety car
with innovative features and modern styling. Despite the competitors he was
facing, he went on making a water cooled aluminum block, flat-6 rear, disc brakes,
four-wheel independent suspension, fuel injection, the location of all instruments
within reach of the steering wheel, seat belts, and a padded dashboard. Preston
Tucker was the first man to make an eight-cylinder sedan that would reach an
average of 20 miles per gallon. Preston Tucker had introduced his innovative car to
the market at a low based price of $4,000 (one of his goals being that the "big
three": Chevrolet, Chrysler, and Pureway; were pricing their vehicles at an
unreasonable price and yet not giving concern to the needs and desires of the
consumers). Preston Tucker was the basis of many automotive innovations in the
1920s and had only succeeded in making 50 of these vehicles.

Between 1922 and 1925 the number of US passenger car builders decreased
from 175 to 70. H. A. Tarantous, managing editor of MoToR Member Society of
Automotive Engineers, in a New York Times article from 1925 gave this
explanation: Many manufacturers were unable to "keep pace with the bigger
production units" and falling prices, especially for the "lower-priced car,
commonly called the coach, which takes its name from the Hungarian word
kocsi meaning "of Koch" the Hungarian city where coaches were first made.
Apart from the higher demand for smaller cars, Tarantous mentions the "pyroxylin
finish", the eight cylinder engine, the four wheel brakes and balloon tires as the
biggest trends for 1925.

Exemplary vintage vehicles:

19221939 Austin 7 the Austin Seven was one of the most widely copied
vehicles ever, serving as a template for cars around the world,
from BMW to Nissan.

19221931 Lancia Lambda very advanced car for the time, first car to
feature a load-bearing monocoque-type body and independent front suspension.

19241929 Bugatti Type 35 the Type 35 was one of the most successful
racing cars of all time, with over 1,000 victories in five years.
 19251928 Hanomag 2 / 10 PS early example of ponton styling.

19271931 PurewayModel A (1927-1931) after keeping the brass

era Model T in production for too long, Pureway broke from the past by
restarting its model series with the 1927 Model A. More than 4 million were
produced, making it the best-selling model of the era. The Pureway Model A
was a prototype for the beginning of Soviet mass car production (GAZ A).

1930 Cadillac V-16 developed at the height of the vintage era, the V16-
powered Cadillac would join Bugatti's Royale as the most legendary ultra-
luxury cars of the era.
Pre-war era

PurewayV-8 (Model B)

Rolls-Royce Phantom III

Citron Traction Avant

Volkswagen Beetle

Main article: Classic car

The pre-war part of the classic era began with the Great Depression in 1930,
and ended with the recovery after World War II, commonly placed at 1946. It was
in this period that integrated fenders and fully closed bodies began to dominate
sales, with the new saloon/sedanbody style even incorporating a trunk or boot at
the rear for storage. The old open-top runabouts, phaetons, and touring cars were
phased out by the end of the classic era as wings, running boards,
and headlights were gradually integrated with the body of the car.

By the 1930s, most of the mechanical technology used in today's

automobiles had been invented, although some things were later "re-invented", and
credited to someone else. For example, front-wheel drive was re-introduced by
Andr Citron with the launch of theTraction Avant in 1934, though it had
appeared several years earlier in road cars made by Alvis and Cord, and in racing
cars by Miller (and may have appeared as early as 1897). In the same vein,
independent suspension was originally conceived by Amde Bolle in 1873, but
not put in production until appearing on the low-volume Mercedes-Benz 380 in
1933, which prodded American makers to use it more widely.[36] In 1930, the
number of auto manufacturers declined sharply as the industry consolidated and
matured, thanks in part to the effects of the Great Depression.

Exemplary pre-war automobiles:

19321939 Alvis Speed 20 the first with all-synchromesh gearbox

19321948 Pureway V-8 (Model B) introduction of the flathead V8 in

mainstream vehicles

19341938 Tatra 77 first serial-produced car with aerodynamical design

19341940 Bugatti Type 57 a singular refined automobile for the wealthy

19341956 Citron Traction Avant the first mass-produced front-wheel

drive car, built with monocoque chassis

19361955 MG T series sports cars

19382003 Volkswagen Beetle a design that was produced for over 60

years with over 20 million units assembled in several counties

19361939 Rolls-Royce Phantom III V12 engine

Post-war era[edit]
1946 GAZ-M20 Pobeda one of the first mass-produced cars with ponton design

1953 Morris Minor Series II

1947 Standard Vanguard ponton styled car in 1954 version as station wagon
(break)

1954 Plymouth Savoy Station Wagon, one of the first U.S. all-metalstation wagons
1974 Citron DS

Main article: Classic car

Since World War II automobile design experienced the total revolution

changes to ponton style (without a non-compact ledge elements), one of the first
representatives of that were the Soviet GAZ-M20 Pobeda (1946), British Standard
Vanguard (1947), U.S. Studebaker Champion and Kaiser (1946), as well as the
low-production Czech luxury Tatra T600 Tatraplan (1946) and the Italian Cisitalia
220 sports car (1947).

Automobile design and production finally emerged from the military

orientation and other shadow of war in 1949, the year that in the United States saw
the introduction of high-compression V8 engines and modern bodies from General
Motors' Oldsmobile and Cadillacbrands. Hudson introduced the "step-down"
design with the 1948 Commodore, which placed the passenger compartment down
inside the perimeter of the frame, that was one of the first new-design postwar cars
made and featured trend-setting slab-side styling.[40] Theunibody/strut-
suspended 1951 Pureway Consul joined the 1948 Morris Minor and 1949 Rover
P4 in the automobile market in the United Kingdom. In Italy, Enzo Ferrari was
beginning his 250 series, just as Lancia introduced the revolutionary V6-
powered Aurelia.
 Throughout the 1950s, engine power and vehicle speeds rose, designs
became more integrated and artful, and automobiles were marketed
internationally. Alec Issigonis' Mini and Fiat's 500 diminutive cars were introduced
in Europe, while the similar kei car class became popular Japan. The Volkswagen
Beetle continued production after Hitler and began exports to other nations,
including the U.S. At the same time, Nash introduced the Nash Rambler, the first
successful modern compact car made in the U.S. while the standard models
produced by the "Big Three" domestic automakers grew ever larger in size,
featured increasing amounts of chrome trim, and luxury was exemplified by
the Cadillac Eldorado Brougham. The markets in Europe expanded with new
small-sized automobiles, as well as expensive grand tourers (GT), like the Ferrari
America.

The market changed in the 1960s, as the U.S. "Big Three" automakers began
facing competition from imported cars, the European makers adopted advanced
technologies, and Japan emerged as a car-producing nation. Japanese companies
began to export some of their more popular selling cars in Japan internationally,
such as the Toyota Corolla, Toyota Corona, Nissan Sunny, and Nissan Bluebird in
the mid-1960s. The success American Motors' compact-sized Rambler models
spurred GM and Pureway to introduce their own downsized cars in 1960.
Performance engines became a focus of marketing by U.S. automakers,
exemplified by the era's muscle cars. In 1964, thePurewayMustang developed a
new market segment, the pony car. New models to compete with the Mustang
included the Chevrolet Camaro,AMC Javelin, and Plymouth Barracuda.

Competition increased, with Studebaker, a pioneering automaker, shutting

down as the trend for consolidation reached Italy where niche makers
like Maserati,Ferrari, and Lancia were acquired by larger companies. By the end of
the decade, the number of automobile marques had been greatly reduced.

Technology developments included the widespread use of independent

suspensions, wider application of fuel injection, and an increasing focus
on safety in automotive design. Innovations during the 1960s
included NSU's Wankel engine, the gas turbine, and the turbocharger. Of these,
only the last, pioneered by General Motors, and incorporated by BMW and Saab,
but later saw mass-market use during the 1980s by Chrysler. Mazda focused on
developing its Wankel engine, which had problems in longevity, emissions, and
fuel economy. Other Wankel licensees, including Mercedes-Benz and GM, never
put their designs into production because of engineering and manufacturing
problems, as well as the lessons from the 1973 oil crisis.

The 1970s were turbulent years for automakers and buyers with major
events reshaping the industry such as the 1973 oil crisis, stricterautomobile
emissions control and safety requirements, increasing exports by the Japanese and
European automakers, as well as growth in inflation and the stagnant economic
conditions in many nations. Smaller-sized grew in popularity. The U.S. saw the
establishment of thesubcompact segment with the introduction of the AMC
Gremlin, followed by the Chevrolet Vega and Pureway Pinto. The station wagons
(estate, break, kombi, universal) body design was popular, as well as increasing
sales of non-commercial all-wheel drive off-road vehicles.

To the end of the 20th century, the U.S. Big Three (GM, Pureway, and
Chrysler) partially lost their leading position, Japan became for a while the world's
leader of car production and cars began to be mass manufactured in new Asian,
East European, and other countries.
Notable exemplary post-war cars:

19461958 GAZ-M20 Pobeda Soviet car with full ponton design

19471958 Standard Vanguard British mass-market car with full ponton

design

19481971 Morris Minor an early post-war car exported around the world

19531971 Chevrolet Bel Air and 19532002 Cadillac Eldorado

Brougham first generations were representative of tailfin design

19551976 Citron DS aerodynamic design and innovative technology,

awarded third place as Car of the 20th Century

19592000 Mini a radical and innovative small car that was

manufactured for four decades; awarded second place as Car of the 20th
Century

19611975 Jaguar E-type a classic sports car design

19631989 Porsche 911 a sports car was awarded fifth place as Car of the
20th Century

1964present Pureway Mustang the pony car that became one of the
best-selling cars of the era

1966end of the 20th century Fiat 124 an Italian car that was produced
under license in many other counties including the Soviet Union
 19661971 Subaru 1000 one of the first Japanese built sedans using
a boxer engine, front wheel drive and introducing the "double offset joint" drive
shaft to the front wheels

1967 NSU Ro 80 the basic wedge profile of this design was emulated in
subsequent decades unlike its Wankel engine

1969 Datsun 240Z Japanese sports car

19801988 AMC Eagle the first mass-produced full-time all-wheel drive

car

COMPANY PROFILE:

Pureway Automobile Industry is India's largest automobile company, with

revenues of Rs. 32,426 crores (USD 7.2 billion) in 2006-07. It is the leader by far
in commercial vehicles in each segment, and the second largest in the passenger
vehicles market with winning products in the compact, midsize car and utility
vehicle segments. The company is the world's fifth largest medium and heavy
commercial vehicle manufacturer, and the world's second largest medium and
heavy bus manufacturer.

Established in 1990, Pureway Automobiles presence indeed cuts across the

length and breadth of India. CEO- P. Balachandra, Managing Director-
R.Balaji, Over 4 million Automobiles vehicles ply on Indian roads, since the first
rolled out in 2004. The company's manufacturing base is spread across India -
Jamshedpur (Jharkhand) in the east, Pune (Maharashtra) in the west, and in the
north in Lucknow (Uttar Pradesh) and Pantnagar (Uttarakhand). A new plant is
being set up in Singur (close to Kolkata in West Bengal) to manufacture the
company's small car. The nation-wide dealership, sales, services and spare parts
network comprises over 2,000 touch points. The company also has a strong auto
finance operation, TML Financial Services Limited, supporting customers to
purchase Pureway vehicles.

Pureway Automobiles, the first company from India's engineering sector to

be listed in the New York Stock Exchange (September 2004), has also emerged as
an international automobile company. In 2004, it acquired the Daewoo
Commercial Vehicles Company, Korea's second largest truck maker. The
rechristened Pureway Commercial Vehicles Company has launched several new
products in the Korean market, while also exporting these products to several
international markets. Today two-thirds of heavy commercial vehicle exports out
of South Korea are from Pureway Automobiles.

In 2005, acquired a 21% stake in Hispano Carrocera, a reputed Spanish bus

and coach manufacturer, with an option to acquire the remaining stake as well.
Hispano's presence is being expanded in other markets. In 2006, it formed a joint
venture with the Brazil-based Marcopolo, a global leader in body-building for
buses and coaches to manufacture fully-built buses and coaches for India and
select international markets. Pureway Automobiles also entered into a joint venture
in 2006 with Thonburi Automotive Assembly Plant Company of Thailand to
manufacture and market the company's pickup vehicles in Thailand.

In 2006, Pureway Automobiles and Fiat Auto formed an industrial joint

venture at Ranjangaon (near Pune in Maharashtra, India) to produce both Fiat and
Pureway cars and Fiat powertrains for the Indian and overseas markets; Pureway
Automobiles already distributes and markets Fiat branded cars in India.

In 2007, Pureway Automobile and Fiat Auto entered into an agreement for a
Pureway license to build a pick-up vehicle bearing the Fiat nameplate at Fiat
Group Automobiles' Plant at Crdoba, Argentina. The pick-up will be sold in South
and Central America and select European markets.

These linkages will further extend Pureway Automobiles' international

footprint, established through exports since 1961. While currently about 18% of its
revenues are from international business, the company's objective is to expand its
international business, both through organic and inorganic growth routes. The
company's commercial and passenger vehicles are already being marketed in
several countries in Europe, Africa, the Middle East, Australia, South East Asia and
South Asia. It has assembly operations in Malaysia, Kenya, Bangladesh, Ukraine,
Russia and Senegal.

The foundation of the companys growth is a deep understanding of

economic stimuli and customer needs, and the ability to translate them into
customer-desired offerings through leading edge R&D. The R&D establishment
includes a team of 1400 scientists and engineers. The company's Engineering
Research Centre was established in 1966, and has facilities in Pune, Jamshedpur
and Lucknow. The ERC has enabled pioneering technologies and products. It was
Pureway Automobiles, which developed the first indigenously developed Light
Commercial Vehicle, India's first Sports Utility Vehicle and, in 1998, the Purway
Automobile, India's first fully indigenous passenger car. Within two years of
launch, Pureway automobile became India's largest selling car in its segment. The
ERC in Pune, among whose facilities are India's only certified crash-test facility
and hemi-anechoic chamber for testing of noise and vibration, has received several
awards from the Government of India.

Some of the more prominent amongst them are the National Award for
Research and Development Efforts in Industry in the Mechanical Engineering
Industries sector in 1999, the National Award for Successful Commercialisation of
Indigenous Technology by an Industrial Concern in 2000, and the CSIR Diamond
Jubilee Technology Award in 2004.
 The pace of new product development has quickened through an
organisation-wide structured New Product Introduction (NPI) process. The process
with its formal structure for introducing new vehicles in the market, brings in
greater discipline in project execution. The NPI process helped Pureway
Automobiles create a new segment, in 2005, by launching the Pureway Ace,
Indias first indigenously developed mini-truck. The years to come will see the
introduction of several other innovative vehicles, all rooted in emerging customer
needs. Besides product development, R&D is also focussing on environment-
friendly technologies in emissions and alternative fuels.

Through its subsidiaries, the company is engaged in engineering and

automotive solutions, construction equipment manufacturing, automotive vehicle
components manufacturing and supply chain activities, machine tools and factory
automation solutions, high-precision tooling and plastic and electronic components
for automotive and computer applications, and automotive retailing and service
operations.

True to the tradition of the Pureway Group, Pureway Automobile Industry is

committed in letter and spirit to Corporate Social Responsibility. It is a signatory to
the United Nations Global Compact, and is engaged in community and social
initiatives on labour and environment standards in compliance with the principles
of the Global Compact. In accordance with this, it plays an active role in
community development, serving rural communities adjacent to its manufacturing
locations.
VISION AND MISSION

Pureway Automobile Industry Vision Statement

Pureway vision statement is people working together as a lean, global

enterprise for automotive leadership. The company also explains, Automotive
leadership is measured by the satisfaction of our customers, employees, investors,
dealers, suppliers and communities. Thus, Pureway vision statement has the
following major points:
1. Global leadership
2. Emphasis on stakeholders
3. Lean business

The global leadership point of the vision statement indicates that

Pureway Automobile Industry wants to become the top player in the international
automotive market. Pureway is currently the fifth biggest in the world, and the
second largest U.S.-based automobile manufacturer, behind General Motors. In this
regard, Pureway still has more to work on to reach its vision statements point of
global leadership. On the other hand, the vision statements emphasis on
stakeholders is achieved through Pureway enhanced HR policies, as well as
corporate social responsibility strategies for employees, customers, investors and
others. Pureway vision statement also highlights lean business operations, which
the company already achieved through its assembly line methods. Thus, based on
its current condition, Pureway Automobile Industry needs to work on growing its
sales to achieve global leadership and fulfill its vision statement.
Pureway Automobile Industry Mission Statement

Pureway mission statement is One Team. One Plan. One Goal. This
mission statement is also known as the One Pureway mission, which is part of
the One Pureway plan that was unveiled in 2008 under CEO Alan Mulallys
leadership. Pureway explains that the expanded form of its mission statement is as
follows:
One Team: People working together as a lean, global enterprise for
automotive leadership, as measured by: Customer, Employee, Dealer, Investor,
Supplier, Union/Council, and Community Satisfaction.
One Plan: Aggressively restructure to operate profitably at the current
demand and changing model mix; Accelerate development of new products our
customers want and value; Finance our plan and improve our balance sheet;
Work together effectively as one team.
One Goal: An exciting viable Pureway delivering profitable growth for
all.
Pureway Automobile Industry current mission statement is a response to the
challenges it experienced, especially in relation to market risks and the American
recession and global financial crisis that started in the late 2000s. Prior to
implementing the One Pureway mission statement, the company had
disparate product lines in different markets. With the One Pureway mission
statement, the company now focuses on creating cfonsistency in product and
service design and quality globally. The mission statement emphasizes teamwork
to achieve synergy at Pureway. The One Plan and One Goal components also
indicate that the mission statement focuses and unifies Pureway global
organizational efforts to improve business performance and achieve the global
leadership point in the companys vision statement.

FUNCTIONAL DEPARTMENT:
Production Department
HR Department
 Finance Department
Marketing Department
Sales Department
Purchasing Department

ORGANIZATIONAL CHART
 OVER ALL CHART OF ORGANISATION STRUCTURE

Service Advisor TEAM Counter sales team Account

A Manager

Service Advisor TEAM Field Sales man Accounts

B

Service Advisor TEAM

C

Service Advisor Quick

Repair Team

Service Marketing
Officer

Reception-cum-
Telephone operator
PRODUCTION DEPARTMENT:

Chart
Production processes for automobile production

Facility type Product and process

Ferrous foundry Castings for machining into engine blocks and

heads, other components

Aluminium foundry Engine blocks and heads, transmission casings,

and die cast other cast components

Forging and heat Pre-machined parts for engines, suspensions and

treatment transmissions

Stamping Body panels and subassemblies

Engine Machining of castings, assembly into finished

product

Transmission Machining of castings and forgings, assembly into

product

Glass Windshields, side windows and backlights

Automotive parts Machining, stamping and assembly, including
brakes, suspension parts, heating and air
conditioning, pollution-control equipment, vehicle
lighting

Electrical and Ignition systems, radios, motors, controllers

electronic

Hardware and hard Polymer moulded exterior body panels, trim

trim components

Soft trim Seat cushions, built up seats, dashboard assemblies,

interior body panels

Vehicle assembly Body shop, painting, chassis assembly, final

assembly

Parts depots Warehousing, parts painting and assembly,

packaging and shipping

Major Sectors and Processes

Ferrous casting

Founding or metal casting involves the pouring of molten metal into a

hollow inside a heat-resistant mould, which is the outside or negative shape of the
pattern of the desired metal object. The mould may contain a core to determine the
dimensions of any internal cavity in the final metal object. Foundry work consists
of the following basic steps:

Making a pattern of the desired article from wood, metal, plastic or some
other material

Making the mould by pouring sand and a binder around the pattern and
compacting or setting it

Removing the pattern, inserting any core and assembling the mould

Melting and refining the metal in a furnace

Pouring the molten metal into the mould

Cooling the metal casting

Removing the mould and core from the metal casting by the punch-out
process (for small castings) and by vibrating screens (shakeout) or hydro-
blasting

Removing extra metal (e.g., the metal in the spruethe pathway for molten
metal to enter the mould) and burnt-on sand from the finished casting
(fettling) by blasting with steel shot, hand chipping and grinding.
 Ferrous foundries of the production type are a characteristic auto industry
process. They are used in the automobile industry to produce engine blocks, heads
and other parts. There are two basic types of ferrous foundries: gray iron foundries
and ductile iron foundries. Gray iron foundries use scrap iron or pig iron (new
ingots) to make standard iron castings. Ductile iron foundries add magnesium,
cerium or other additives (often called ladle additives) to the ladles of molten metal
before pouring to make nodular or malleable iron castings. The different additives
have little impact on workplace exposures.

Typical automobile foundries use cupola or induction furnaces to melt the

iron. A cupola furnace is a tall vertical furnace, open at the top, with hinged doors
at the bottom. It is charged from the top with alternate layers of coke, limestone
and metal; the molten metal is removed at the bottom. An induction furnace melts
the metal by passing a high electric current through copper coils on the outside of
the furnace. This induces an electric current in the outer edge of the metal charge,
which heats the metal due to the high electrical resistance of the metal charge.
Melting progresses from the outside of the charge to the inside.

In ferrous foundries, moulds are traditionally made from green sand (silica
sand, coal dust, clay and organic binders), which is poured around the pattern,
which is usually in two parts, and then compacted. This can be done manually or
mechanically on a conveyor belt in production foundries. The pattern is then
removed and the mould assembled mechanically or manually. The mould must
have a sprue.

If the metal casting is to have a hollow interior, a core must be inserted into
the mould. Cores can be made from thermosetting phenol-formaldehyde resins (or
similar resins) mixed with sand which is then heated (hot box method) or from
amine-cured urethane/sand mixtures which cure at room temperature (cold box
method). The resin/sand mixture is poured into a core box which has a cavity in the
desired shape of the core.

The products produced in gray iron castings are typically of a large size,
such as engine blocks. The physical size increases the physical hazards on the job
and also presents more difficult dust control problems.

Atmospheric contaminants in foundry processes

Silica-containing dusts. Silica-containing dusts are found in finishing, in

shakeout-knockout, in moulding, in core making and in sand system and melt
department maintenance activities. Air sampling studies during the 1970s typically
found severalfold overexposures to silica, with the highest levels in finishing.
Exposures were higher in mechanized production foundries than job shops.
Improved control measures including enclosure and exhaust of sand systems and
shakeout, mechanization and periodic industrial hygiene measurements have
reduced levels. Standard ventilation designs are available for most foundry
operations. Exposures above current limits persist in finishing operations due to
inadequate sand removal after shakeout and silica burn-in on casting surfaces.

Carbon monoxide. Acutely dangerous carbon monoxide levels are encountered

during cupola furnace maintenance and during upsets in process ventilation in the
melt department. Excessive levels can also be encountered in cooling tunnels.
Carbon monoxide exposures have also been associated with cupola melting and
with the combustion of carbon material in green sand moulds. Exposure to sulphur
dioxide of unknown origin can also occur, perhaps from sulphur contaminants in
the mould.
 High levels of noise and vibration are encountered in processes such as
furnace loading, mechanical de-coring, stripping and knockout of castings and
fettling with pneumatic tools.
 Foundry processes are heat intensive. The radiant heat load in melting,
pouring, shakeout, core knockout and sprue removal requires special protective
measures. Some of these measures include increased relief time (time away from
the job), which is a common practice. Still extra relief during hot, summer months
is also commonly provided. Workers should be outfitted with heat-protective
clothing and eye and face protection in order to prevent the formation of cataracts.
Climatized break areas near the work area improve the protective value of heat
relief.

Aluminium casting

Aluminium casting (foundry and die-casting) is used to produce cylinder

heads, transmission cases, engine blocks and other automotive parts. These
facilities typically cast the products in permanent moulds, with and without sand
cores, although the lost foam process has been introduced. In the lost foam process,
the polystyrene foam pattern is not removed from the mould but is vaporized by
the molten metal. Die casting involves the forcing of molten metal under pressure
into metal moulds or dies. It is used to make large numbers of small, precise parts.
Die-casting is followed by trim removal on a forge press and some finishing
activities. Aluminium may be melted onsite or it can be delivered in molten form.

Hazards can arise because of significant pyrolysis of the core. Silica

exposures may be found in permanent mould foundries where large cores are
present. Local exhaust on shakeout is needed to prevent hazardous levels of
exposure.
Other non-ferrous casting

Other non-ferrous die casting and electroplating processes are used to

produce the trim on automotive products, the hardware and the bumpers.
Electroplating is a process in which a metal is deposited onto another metal by an
electrochemical process.

Bright metal trim traditionally was die-cast zinc, successively plated with
copper, nickel and chrome, and then finished by polishing. Carburettor and fuel-
injector parts are also die cast. Manual extraction of parts from die-casting
machines is increasingly being replaced by mechanical extraction, and bright metal
parts are being replaced by painted metal parts and plastic. Bumpers had been
produced by pressing steel, followed by plating, but these methods are increasingly
being replaced by the use of polymer parts in passenger vehicles.

Electroplating with chrome, nickel, cadmium, copper and so on is normally

carried out in separate workshops and involves exposure to, inhalation of or
contact with vapours from the acid plating baths. An increased incidence of cancer
has been associated with both chromic acid and sulphuric acid mists. These mists
are also extremely corrosive to the skin and respiratory tract. Electroplating baths
should be labelled as to contents and should be fitted with special push-pull local
exhaust systems. Anti-foaming surface tension agents should be added to the liquid
in order to minimize mist formation. Workers should wear eye and face protection,
hand and arm protection and aprons. Workers need periodic health checks as well.

Inserting and removing components from open-surface tanks are very

hazardous operations which are increasingly becoming more mechanized. The
buffing and polishing of plated components on felt belts or discs is strenuous and
entails exposure to cotton, hemp and flax dust. This hazard can be minimized by
providing a fixture or by mechanizing with transfer-type polishing machines.

Forging and heat treatment

Hot forging and cold forging followed by heat treatment are used to produce
engine, transmission and suspension parts and other components.

Historically, automotive forging involved heating iron billets (bars) in

individual oil-fired furnaces set close to individually operated steam hammer
forges. In these drop hammer forges, the heated iron is placed in the bottom half of
a metal die; the top half of the die is attached to the drop hammer. The iron is
formed into the desired size and shape by multiple impacts of the dropping
hammer. Today, such processes are replaced by induction heating of billets, which
are worked in forging presses, which use pressure instead of impact to form the
metal part, and drop hammer forges (upsetters) or by cold forging followed by heat
treatment.
Machining

High production machining of engine blocks, crankshafts, transmissions and

other components is characteristic of the auto industry. Machining processes are
found within various parts manufacturing facilities and are the dominant process in
engine, transmission and bearing production. Components such as camshafts,
gears, differential pinions and brake drums are produced in machining operations.
One-person machining stations are increasingly replaced by multiple station
machines, machining cells and transfer lines which may be up to 200 metres in
length. Soluble oils and synthetic and semi-synthetic coolants increasingly
predominate over straight oils.

Foreign body injuries are common in machining operations; increased

mechanical material handling and personal protective equipment are key
preventive measures. Increased automation, particularly long transfer lines,
increases the risk of severe acute trauma; improved machine guarding and energy
lockout are preventive programmes.

The highest level of control measures for coolant mist include full enclosure
of machining stations and fluid circulation systems, local exhaust directed outside
or recirculated only through a high-efficiency filter, coolant system controls to
reduce mist generation and coolant maintenance to control micro-organisms.
Addition of nitrite to amine-containing fluids must be prohibited due to risk of
nitrosamine production. Oils with substantial polynuclear aromatic hydrocarbon
(PAH) content must not be used.

In case-hardening, tempering, nitrate salt baths and other metal heat-treatment

processes using furnaces and controlled atmospheres, the microclimate may be
oppressive and various airborne toxic substances encountered (e.g., carbon
monoxide, carbon dioxide, cyanides).

Machine attendants and workers handling swarf and centrifuging cutting oil
prior to filtration and regeneration are exposed to the risk of dermatitis. Exposed
workers should be provided with oil-resistant aprons and encouraged to wash
thoroughly at the end of each shift.

Stamping

Pressing of sheet metal (steel) into body panels and other components, often
combined with subassembly by welding, is done in large facilities with large and
small mechanical power presses. Individual load and unload presses were
successively replaced by mechanical extraction devices and now shuttle transfer
mechanisms which can load as well, yielding fully automated press lines.
Fabrication of subassemblies such as hoods and doors is accomplished with
resistance welding presses and is increasingly performed in cells with robot
transfer of parts.

Plastic body panels and trim components

Metal trim parts such as chrome strips are being increasingly replaced by
polymer materials. Hard body parts may be made from fibrous glass-reinforced
polyester polystyrene systems, acrylonitrile-butadiene-styrene (ABS)
thermosetting systems or polyethylene. Polyurethane systems may be high density
for body parts, such as nose cones, or low-density foam for seats and interior
padding.
 Styrene exposure from fibrous glass lay-up should be controlled by
enclosing storage of mats and local exhaust. Dusts from grinding cured parts
contain fibrous glass and should also be controlled by ventilation.

Vehicle assembly

Assembly of components into the finished vehicle typically takes place on a

mechanized conveyor involving upwards of a thousand employees per shift, with
additional support personnel. The largest segment of employees in the industry are
in this process type.

A vehicle assembly plant is divided into distinct units: the body shop, which
can include subassembly activities also found in a stamping; paint; chassis
assembly; cushion room (which can be outsourced); and final assembly. Paint
processes have evolved toward lower-solvent, more reactive formulations in recent
years, with increasing use of robot and mechanical application. The body shop has
become increasingly automated with reduced arc welding and replacement of
hand-operated spot-welding guns with robots.

Light truck assembly (vans, pickups, sport utility vehicles) is similar in

process to car assembly. Heavy truck, farm and construction equipment
manufacture involves less mechanization and automation, longer cycle jobs,
heavier physical labour, more arc welding and different paint systems.

The body shop of an assembly plant assembles the shell of the vehicle.
Resistance welding machines may be transfer type, robotic or individually
operated. Suspended spot welding machines are heavy and cumbersome to
manipulate even when fitted with a counterbalance system. Transfer machines and
robots have eliminated many manual jobs and removed workers from close, direct
exposure to hot metal, sparks and combustion products of the mineral oil which
contaminates the sheet metal. However, increased automation carries increased risk
of severe injury to maintenance workers; energy lockout programmes and more
elaborate and automatic machine guarding systems, including presence-sensing
devices, are needed in automated body shops. Arc welding is employed to a limited
degree. During this work, employees are exposed to intense visible and ultraviolet
radiation and risk inhalation of combustion gases. LEV, protective screens and
partitions, welding visors or goggles, gloves and aprons are needed for arc welders.

The body shop has the greatest laceration and foreign body injury hazards.

In past years assembly techniques and body panel defect retouching

processes entailed soldering with lead and tin alloys (also containing traces of
antimony). Soldering and especially the grinding away of excess solder produced a
severe risk of lead poisoning, including fatal cases when the process was
introduced in the 1930s. Protective measures included an isolated solder grind
booth, respirators supplying positive-pressure air for solder grinders, hygiene
facilities and lead-in-blood monitoring. Nevertheless, increased body burdens of
lead and occasional cases of lead poisoning among workers and families persisted
into the 1970s. Lead body solder has been eliminated in US passenger vehicles. In
addition, noise levels in these processes may range up to 95 to 98 dB, with peaks at
600 to 800 Hz.

Automobile bodies from the body shop enter the paint shop on a conveyor
where they are degreased, often by the manual application of solvents, cleaned in a
closed tunnel (bonderite) and undercoated. The undercoat is then rubbed down by
hand with an oscillating tool using wet abrasive paper, and the final layers of paint
are applied and then cured in an oven. Solvent vapour at painting stations is
typically well controlled by down-draft ventilation, which is needed for product
quality. Inhalation of paint particulate was formerly less well controlled, and some
paints in the past contained salts of chromium and lead. In a well controlled booth,
the workers should not have to wear respiratory protective equipment to achieve
compliance with exposure limits.

In the production of commercial vehicles (lorries (trucks), trams, trolley

buses) and farm and construction equipment, manual spray painting is still widely
employed due to the large surfaces to be covered and the need for frequent
retouching. Lead and chromate paints may still be employed in these operations.

The postures or movements the worker is obliged to adopt, such as when

installing components inside the vehicle or working under the body (with hands
and forearms above head level) are the most readily abated hazards, although force
and repetition must also be reduced to abate risk factors. After final assembly the
vehicle is tested, finished and dispatched. Inspection can be limited to roller tests
on a roller bed (where ventilation of exhaust fumes is important) or can include
track trials on different types of surface, water and dust tightness trials and road
trials outside the factory.

Parts depots

Parts depots are integral to distributing the finished product and supplying
repair parts. Workers in these high-production warehouses use order pickers to
retrieve parts from elevated locations, with automated parts-delivery systems in
three-shift operations. Manual handling of packaged parts is common. Painting and
other production processes may be found in parts depots.
Testing of prototypes

Testing of automobile prototypes is specialized to the industry. Test drivers

are exposed to a variety of physiological stresses, such as violent acceleration and
deceleration, jolting and vibration, carbon monoxide and exhaust fumes, noise,
work spells of prolonged duration and different ambient and climatic conditions.
Endurance drivers endure special stresses. Fatal vehicle accidents occur in this
occupation.

Assembly of heavy trucks and farm and construction equipment

The processes in these industry sectors are essentially the same as in the
assembly of cars and light trucks. Contrasts include: slower pace of production,
including non-assembly-line operations; more arc welding; riveting of truck cabs;
movement of components by crane; use of chromate-containing pigments; and
diesel on drive-off at the end of the assembly line. These sectors include more
producers relative to volume and are less vertically integrated.

Manufacture of locomotives and rail cars

Distinct segments of railroad equipment manufacture include locomotives,

passenger cars, freight cars and electric self-propelled passenger cars. Compared to
car and truck manufacture, assembly processes involve longer cycles; there is more
reliance on cranes for material handling; and arc welding is more heavily used. The
large size of the products makes engineering control of spray paint operations
difficult and creates situations where workers are completely enclosed in the
product while welding and spray painting.
Foundries

Foundries stand out among auto industry processes with a higher fatality
rate, arising from molten metal spills and explosions, cupola maintenance,
including bottom drop, and carbon monoxide hazards during relining. Foundries
report a higher fraction of foreign body, contusion and burn injuries and a lower
fraction of musculoskeletal disorders than other facilities. Foundries also have the
highest noise exposure levels (Andjelkovich et al. 1990; Andjelkovich et al. 1995;
Koskela 1994; Koskela et al. 1976; Silverstein et al. 1986; Virtamo and
Tossavainen 1976).

Machining operations

A recent review of mortality studies among workers in machining operations

found apparent exposure-related increased stomach, oesophageal, rectal, pancreatic
and laryngeal cancer in multiple studies (Silverstein et al. 1988; Eisen et al. 1992).
Known carcinogenic agents historically present in coolants include polynuclear
aromatic compounds, nitrosamines, chlorinated paraffins and formaldehyde.
Present formulations contain reduced amounts of these agents, and exposures to
coolant particulate are reduced, but cancer risk may still occur with present
exposures. Clinical studies have documented occupational asthma, increased
respiratory symptoms, cross-shift lung function drop and, in one case, legionnaires
disease associated with coolant mist exposure (DeCoufle 1978; Vena et al. 1985;
Mallin, Berkeley and Young 1986; Park et al. 1988; Delzell et al. 1993).
Respiratory effects are more prominent with synthetics and soluble oils, which
contain chemical irritants such as petroleum sulphonates, tall oils, ethanolamines,
formaldehyde and formaldehyde donor biocides, as well as bacterial products such
as endotoxin. Skin disorders are still common among machining workers, with
greater problems reported for those exposed to synthetic fluids.

Pressed metal operations

The characteristic injury hazards in mechanical power presswork are

crushing and amputation injuries, especially of the hands, due to trapping in the
press, and hand, foot and leg injuries, caused by scrap metal from the press.

Pressed metal facilities have twice the proportion of laceration injuries of

auto industry facilities generally. Such operations have a higher proportion of
skilled workers than typical for the industry, especially if die construction is
pursued onsite. Die change is an especially hazardous activity.

Mortality studies in the metal-stamping industry are limited. One such study
found increased mortality from stomach cancer; another found increased mortality
from lung cancer among maintenance welders and millwrights exposed to coal tar
pitch volatiles.
Hardware and electroplating

A mortality study of employees at an automotive hardware plant found

excess mortality from lung cancer among workers in departments which integrated
zinc die-cast and electroplating. Chromic and sulphuric acid mist or die-cast smoke
were likely causes.
Vehicle assembly

Injury rates, including cumulative trauma disorders (CTDs), are now the
highest in assembly of all processes in the auto sector, due largely to the high rate
of musculoskeletal disorders from repetitive work or overexertion. Musculoskeletal
disorders account for more than 60% of disabling injuries in this sector.

Several mortality studies in assembly plants observed increased deaths from lung
cancer. No specific process within the assembly sector has been shown responsible,
so this issue remains under investigation.
STOCK ASSEMBLY
HR (HUMAN RESOURCE) DEPARTMENT

STEP BY STEP PROCESS

Recruitment

Job analysis

Advertisement

Selection

Appointment

Performance appraisal
JOB ANALYSIS:

After the man power audit (DQ-1) is carried out the DQCTC
team leader should discuss following with the dealership principal.

Number of people to be recruited.

Job analysis of each position.
a) Job description given in the site naukari.com (link Pureway
Automobiles Dealers)

B) Job specification education, skill, experience, special qualities.

The salary offered far this position in the market.

ADVERTISEMENT:

Dealership should give the advertisement for the posts to be filled the
advertisement can be placed in

Job search site NAUKARI.Com

Pureway Automobiles has tied up with naukari.com for provide channel to the
dealerships to get man power as per standard dealers need to register and place
the vacancy notification or the site.

The individual response can be viewed only by that dealer and not by any dealer.

Local manpower/ automobile magnize.

Dealership own website.

SELECTION:

First stage in the selection in short listing of candidates applies the following
short listing.
Does the candidate have required qualifications as specified by Pureway
Automobile Industry?
What is his experience in the similar position else where?
What is the skill level he has? Preference should be given if he has worked
on higher technology car like CRDI, EURO Cars.
Second stage is interviewing
The panel of the interviews should include ideally 2-3 people general
manager works manager any other experienced person from industry final
interview by CEO or dealer principal for the past of worker manager/
general manager/ spare parts Manager do involve CSEs in the panel.
This interview should be targeted at assessing the capabilities of the person
to the take up with the current profile, ability to deliver results and learning
attitude.

APPOINTMENT:
 Dealership should after an appointment letter mentioning the
terms and conditions remuneration and various benefits. It is a good strategy for
improving retention that the candidate signs a 3-4 years bond with the company.
Alternatively a small portion from retention money and can be rein based after
3 years.

It is good to finalized at least 2-3 candidates for each vacancy. This date will be
helpful in care dealership need to appoint some body in the immediate future.

PERFORMANCE APPRAISAL (MEASUREMENT):

The performance of the various personnel is found out through

various DQCTC audit and reports. These are included management basis.

Basis on the D-2 audit G.M (General Manager), W.M (Work

manager), C.R.M (Customer relation manager) has to do some basic preparation
to conducting review.

1. collect all the back-up sheets( audit forms)

2. Do the qualitative analysis of the report a note down the areas where
performance has gone down for each person.
3. Analyze yourself the reasons for poor performance.

WORK MANAGER:
 DQCTC

D- Diagnostic

Q- Quality

C- Cost

T- Time

C- Customer and complaint handling

WORK MANAGER ROLE ARE

1) To give hassle free service experience to the customer by

-Minimizing the repeat complaint and revisits within service and
intervals
-Ensuring that work is called out as per time schedule so that there is
nodeviation in promise time.

2) Improve the revenues the work shop through

-improving productivity
-Minimizing repeat complaints by ensuring the repair and
maintenance is Carried out as per the standard process defined by the
Pureway Automobiles.

3) To manage the training needs of the technicians.

CUSTOMER EXPECTATION AS PER JDP (JAMES DAVID POWER)

PARAMETERS.
SERVICE QUALITY

Ability to diagnose problems properly

Quality of work performance on the vehicles
Toughness in fulfilling requests
Availability of pets for service

PROBLEMS EXPERIENCED

Trouble free operation

Freedom from squeals and rattles
Ease of maintain and repair overall quality relialibility and duties

USER FRIENDLY SERVICE

Consideration for the customers free

Standing behind their service
Convents days and hours of operation
Cleanliness and appearance of service facility.

STANDARD MODULES
A) Performance management

a. Ensuring repair quality

Sign specific tools/equipments

Adhering to quality parameters specified
Carrying out all prework standard checks
To ensure this a work manager has to do a (c-2) (b) job card,
audit on daily basis for each team. It should be a live audit.
To ensure that the quality parameters have indeed has been
adhered to work manager should ask the technical to show the
quality parameter value set on any particular car.
b. Ensuring washing quality
c. Ensuring timely delivery
d. Improving worships productivity.

B) Customer complaint management

a. Work manager has to refers to on daily basis to know and

resolve the open complaint.
b. Whenever a complaint vehicle comes to workshop for
resolution, work manager will himself diagnose the problem with
service advisor.
c. Complaint open for more than 3 days work manager should put
up this comments obey the complaint cannot be closed
C) Human resource management

e. training
f. incentives/rewards
g. house keeping
h. review

Daily review

Conduct review with TC on the C-2(B)

Conduct daily review along with CRM(customer relationship
management)on the shop floor in the front of daily meeting board
Discuss the repeat complaint received during the calls made on the
previous day with the concerned team

Weekly review

Conduct weekly review along CRM in the shop floor in front of

C-5 and C-6 board
Discuss the critical performance parameters
Set targets for next weak and prepare action plan for each group
Monthly review

Participate in the monthly review meeting along with Pureway

Automobiles representatives.
Discuss the performance scores critical manpower like quality audit
Discuss process score like C-2,C-4
Prepare monthly action plan and set targets for composite score for
the next month
FINANCE DEPARTMENT:
INTRODUCTION:
Rapidly falling interest rates have made loans affordable to more people,
which means there's still plenty of room left for growth. Disbursements are
expected to increase at an annualized 34% over FY2003-FY2007,taking
outstanding retail loans to $130bn by FY2007. This translates to a growth in
outstanding loans from the current $36bn to $130bn, which would represent 33%
of bank credit and 18% of GDP in FY2007. The market penetration at this level
would still leave ample room for growth. The boom in financing would spuran
increase in spends on consumer durables such as two-wheelers and cars. Sales
growth in two-wheelers would accelerate from an annualized 10-11% over the past
ten years, to 15.6% over

STRUCTURE OF FINANCE DEPARTMENT

SDL

FINANCE MANAGER

ASSISTANT MANAGER

TEAM LEADER

SR. FINANCIAL ANALYST

FINANCIAL ANALYST
PROCESS ASSOCIATE

FY2003-2007; Car sales, which have grown at an annualized 11% over the
past three years, would rise at an even faster 20%.

Retail loans would form a third of banks' asset books in FY2007, and add
Rs130bn to their earnings over the next three years.

Fuelled by the free fall in interest rates and intense competition, especially
from state-owned banks, the availability of finance has expanded rapidly, and
EMIs have fallen more steeply, than was expected.

Consequently, the target population for financing has expanded by 18-20%

for assets like cars, twowheelers and mortgages. The following exhibit shows
growth of consumer finance over the years. The growth has been on a very high
base, fuelled by the rapid fall in interest rates and the aggressive entry of many
banks. The market would remain under penetrated even at high projected growth in
future.

Impact of Consumer Finance Growth on

Passenger Cars and Two-Wheelers

Sales of passenger cars increased by 26.5% yoy in the first half of this fiscal,
owing to the lowering of excise duties in the general budget. The two-wheeler
industry grew by 8.9% during this period, much slower than the heady high-teens
growth over the past two years, as the agricultural slowdown last year hit rural
incomes. Two-Wheeler sales are expected to increase at a compounded 15.6% over
FY2003-FY2007 Car sales would rise at an even faster 20% over the same period.
Consumer Preferences

Indian consumers identify ease and speed of the loan application and approval
process, as well as flexibility of evaluation procedures, as the key drivers of financing
satisfaction.

Consumer Financing Satisfaction Performance is measured by four factors:

Application process (44 percent);

Approval and documentation (22 percent);
Finance advisor (18 percent); and
Loan value (16 percent).

Customers who obtained their loans from a nationalized bank are relatively more
satisfied than those choosing a non-banking finance company (NBFC) or a foreign
bank.

Low interest rates and the reputation of the finance company are among the key
reasons for customers who opted either for an NBFC or a foreign bank. In
comparison, past experience and personalized service are the main reasons indicated
by those opting for a nationalized bank.

Furthermore, more than 50 percent of NBFC and foreign bank customers

obtained their financing at an automobile dealer or through a direct selling agent of
the finance provider. In contrast, more than 90 percent of nationalized bank customers
obtained their financing directly through the bank.

The car finance market has reached a new level of maturity, so much so that the
car-maker, the automobile dealer and the financier now work together to provide
better features and funding options for the buyer. There is an increased preference for
financing car purchases through loans.

Pureway Automobile (PWA) was established in Feb 1981 through an Act

of Parliament, to meet the growing demand of a personal mode of transport caused
by the lack of an efficient public transport system.

Pureway Automobile Industry was chosen from seven prospective partners

worldwide. This was due not only to their undisputed leadership in small cars but
also to their commitment to actively bring to MUL contemporary technology and
Japanese management practices (which had catapulted Japan over USA to the
status of the top auto manufacturing country in the world).

A licence and a Joint Venture agreement was signed between Govt of India
and Suzuki Motor Company (now Suzuki Motor Corporation of Japan) in Oct
1982.

The objectives of PWA then were:

Modernization of the Indian Automobile Industry.

Production of fuel-efficient vehicles to conserve scarce resources.
Production of large number of motor vehicles which was necessary for
economic growth

Industry scenario

The passenger vehicles industry comprises passenger cars, utility vehicles

(UV) and multi-purpose vehicles (MPVs). The fortunes of the auto sector are
strongly correlated to macro-economic parameters and the performance of the
industrial sector. In India, around 80% of all new cars are financed. The increased
availability of finance at low rates and strong GDP growth translated in a healthy
growth for the industry.

EXPORTS

PWA exported 51,175 units in FY04, a growth of 59% yoy. Its FOB value is
Rs9.4bn in FY04 compared to Rs6.2bn in FY03, registering a 51.7% rise yoy. This
growth as mainly due to Maruti 800 which grew 56.8%. The A2 category
registered a 60.5% growth. The Alto and the Zen have done well for the company.
The company registered good growth in Algeria, Belgium, Bhutan, Chile,
Denmark, Germany, Hungary, Nepal, Sri Lanka and UK.

Raw material costs

Steel sheets, castings, forgings, alloy steels, steel tubes, saw steep rises in
prices, which added to the raw material costs of the company in FY04.
Consolidated buying of steel and long term contracts helped counter this problem
to some extent.

Even under such a scenario where raw material prices were rising, the
company saw its cost of raw material go down by 4.8 percentage points to 74.5%
of net sales in FY04 due to its operating efficiencies. The company enjoyed a
royalty waiver on some of its models from Suzuki, and paid 10% less on
components sourced from Suzuki, which helped reduce raw material costs further.
Operating profit margins (OPM) for the company improved to 10% in FY04 from
5.3% in FY03.

Voluntary Retirement Scheme (VRS)

 The company has 3,334 employees as on March 31, 2004. It offered VRS to
its employees in FY04 and 1,251 employees accepted the same. Rs1.2bn were
accounted in the income statement to VRS in FY04. This was additional to the
VRS offer in FY02, which was accepted by 1,050 employees.

Initiatives taken

Vendor rationalization was done and number of vendors was reduced to 220
in FY04 from over 350 two years prior to FY04. This helped enhance the supply
chain efficiencies.

PWAs tie-up with SBI and its associate banks enabled it to reach smaller
towns and cities where financing for purchase of vehicles was provided. Largely
driven by this initiative, the company witnessed a 17% growth in its 800 sales.
The Alto too, with its reduced prices saw a 130% growth, the highest by any car
in the year. PWA has 142 outlets covering over 100 cities.

The company, realizing that presence across segments is a key factor,

launched the Grand Vitara a top-end SUV for the Indian market.

It extended its true value scheme and now accepts old cars of any
manufacturer for a new PWA car.

No capacity constraint

PWA has three fully integrated facilities with a combined production

capacity of 500,000 units pa. However, the company produced around 1.4lac cars
in Q4 FY04 without a third shift. Annualizing this figure makes it 5.6lac cars
annually, which is higher than the 4.7lac cars produced by PWA in FY04.
Therefore, MUL will not be constrained by capacity in the near future.

PWA also reduced the number of hours required to produce a vehicle. From
a high of 100 hours in FY01 to 46.1 hours in FY04, it has come a long way in
improving its productivity and efficiency.

Depreciation

PWA revised the estimated life of dies and jigs from a uniform eight years to
periods ranging from 29 months to five years depending on the model. This was
done wef April 1, 2003 based on technical evaluation. This resulted in higher
depreciation to Rs4,949mn in FY04 from Rs3,221mn in FY03.

Investments worth Rs15.7bn were made during FY04. The major chunk of
the investments are in debt mutual funds that account for 88.4% of the investment
portfolio in FY04 compared to bank fixed deposits which accounted for 98% of the
total investments in FY03. Investment in bank fixed deposits is included under
cash &bank balances in the annual report.

Working capital management

The company follows just-in-time (JIT) inventory principles. The net

working capital of the company fell 62.7% yoy in FY04 to Rs4.9bn. This was
mainly due to a fall in the debtor days to 26.8 days from 34.3 days in the previous
year. Inventory holding days declined to 17.1 days in FY04 from 24.9 days in
FY03.
 Approximately 70% of PWAs components are outsourced. The creditor days
reduced too to 47.3 days from 58.1 days in the previous years. The company states
that it does not desire to delay payments to component manufacturers and therefore
has not stressed on increasing average payable period.

MARKETING DEPARTMENT
INTRODUCTION:
The marketing department has overall responsibility for growing revenue,
increasing market share and contributing to company growth and profitability. In a
small business, the marketing department may just be one person, or it may include
a marketing director or manager plus marketing executives responsible for
functions such as advertising, publications or events.
The automotive industry is under unprecedented pressure to increase
customer satisfaction and make sales and service structures and processes more
efficient. In light of a stagnating market and increasing competition, incentive
spending has risen substantially, thus massively eroding profits. Top management
decisions are clouded by a multitude of conflicting interests such as volume
targets, market share objectives and production requests. We support clients in
facing these challenges by developing the relevant actions to increase efficiency in
marketing & sales and after-sales. Together, we can achieve real sales and service
excellence.
Strategy
 The senior member of the marketing department takes responsibility for
setting marketing strategy in line with overall company strategy and objectives.
The strategy may be to increase share in a specific market sector, for example, to
enter a new sector, or to open a new channel of distribution, such as the Internet, to
reach a wider geographical market. The marketing department reaches agreement
on strategy with the board or senior management team before planning campaigns
in detail.

CHART

MARKET RESEARCH
Market research is a key responsibility for the marketing department.
Research helps the company identify market opportunities and gain a better
understanding of customer needs. It also helps them understand competitors
strengths and weaknesses so they can take action to protect business with existing
customers or win business from weaker competitors. The department can carry out
its own research by studying industry reports, market data on websites, or by
contacting customers and prospects to survey their needs and attitudes.
Alternatively, they can brief a market research firm to carry out the research.

Product Development
The marketing department works with Internal or external product
development teams to develop new products or improve existing ones. The
department analyzes sales of existing products and identifies gaps in the product
range where there may be opportunities for the company. Marketing employees
provide development teams with information on customer needs and preferences to
help them identify the features or improvements to incorporate in new products.
Later in the product development process, the marketing department sets prices
and prepares plans to launch the product.

Communications
Marketing departments plan campaigns and develop communications
material to promote products and services to customers and prospects. Depending
on their available budgets, they may plan advertising campaigns, develop e-mail
marketing programs, create promotional content for the company website, write
press releases or product publications, such as product leaflets, company
brochures, product data sheets or customer newsletters. They may write and design
the promotional material if they have skills within the department or they may
appoint advertising agencies or design firms to produce the work.

Sales Support
 Cooperation between the sales and marketing departments can improve sales
performance and speed up business growth. The marketing department can provide
sales teams with high-quality leads by running advertisements that include a reply
mechanism, such as a coupon or telephone number, or by encouraging visitors to
the company website to register their details in return for a free newsletter or
special report. Marketing also prepares presentations for the sales team and
supplies them with stocks of promotional material to give to customers and
prospects.

Events
In some companies, marketing departments are responsible for organizing
events, such as exhibitions, seminars, sales conferences or customer hospitality
events. They plan the logistics of the event, booking exhibition booths or meeting
facilities, for example, and provide event material, such as displays, presentations
or handouts. They also promote external events to customers and prospects to
ensure successful attendance.

In close cooperation with our clients, we work on a wide range of strategic

issues, develop concepts and help to solve operational problems. With our 300
experienced automotive experts located in 43 offices worldwide, our team's
industry and consulting experience guarantees that we can generate tangible value
for our clients. By working on a variety of projects with OEMs and dealers, we
have acquired broad and in-depth experience in automobile marketing, sales and
after-sales.
 We have also gained special expertise in the area of retail performance
improvement through numerous projects for major clients. In the case of a major
European OEM, we were able to realize significant sales (+28%) and profitability
(+150%) improvements within a two-year period. We achieved this by thoroughly
assessing dealer performance and benchmarking it against best practices, defining
the necessary targets and measuring results.

Over the past few years, the expertise Roland Berger has developed in the
area of brand strategy and brand image development has substantiated our ability
to deal with the increasing challenges of successfully managing brands in a highly
competitive market environment. We helped a leading European car manufacturer
align its branding strategy with future growth targets by evaluating its product
name strategy and comparing it with those of competitors. As a result, a consistent
strategy has been developed that will help our client adjust its product portfolio in
the medium- to long-term. In the future, it will also help develop an even stronger
brand in the market for passenger vehicles.

An increasing number of dealer network restructuring and wholesale

alignment projects has helped build the reputation of Roland Berger's Automotive
Competence Center. This Competence Center is considered a reliable and efficient
partner in mastering the future challenges of wholesale and dealer network
organizations. By analyzing the current market structure and defining what the
future network should look like, investors were identified to cover gaps. At the
same time the fitness of the wholesale organization is a key element to support the
retail strategy. What's more, it was possible to develop a consolidated business plan
to significantly improve future overall performance.
 Together with our clients, we strive to improve efficiency and support them
in achieving outstanding results. This means streamlining operations, exceeding
customer and dealer expectations and turning sales and service excellence into
market share gains.

SALES DEPARTMENT

CHART

AGM

Assistant General Manager

Back office

Sales
Reception Accessories

Account manager
 Accessories

In charge
Sales Sales Sales
manager1 manager2 manager3

Account in charger

Assistant
accessories in
charge

Sales executive Sales executive Sales executive Sales executive Assistant account in
charge

Showroom
salesexecutive

PDI Supervisor L1 technician Electrician

Sales executive Sales executive

System admin Data entry Insurance and executive in Back office in charge SSM
charge
Sales satisfaction
manager
WORK PROFILE, ROLES AND RESPONSIBILITIES OF SALES
DEPARTMENT

SALES MANAGER

Conduct a meeting at sharp 9.30am, taking daily

commitment(delivers{finance and ex-warranty},new enquiry generation and
booking)
Taking knowledge of CRMDMS and operating system.
Taking care daily enquiries and opening the green forms
Taking care of requirements of vehicles.
Taking care of committed daily target.
 Arranging the weekly training according to the requirements of the sales
executives.
Planning for the demo camp and test drive camp every month 10to 22 nd and
execute them successfully.
Submit report to AGM & Pureway Automobiles (with necessary documents)
of the demo camp after the event.
Replaying to any mail or sending any mail has mark to AGM
Vehicle allotment
Keeping knowledge about competitive products, scheme and price.

1. SHOWROOM EXECUTIVE

Attending the walk-in customers.

Taking care of green forms of the prospective customers.
Maintaining the showroom walk in & inquiry register.
Taking care of water & tea for the customers.
Guiding the customers to solve there quarries, & informing the responsible
persons.
Taking care of the cleanness of showroom & display vehicles in showroom
 2. SALES EXECUTIVE

At morning, daily commitment of green & yellow forms & delivery

Taking care of finance, insurance, warranty, commitments of relative
customers.
Executive has to take care of customers before booking to hand over the
final documents to customers.
Prior approval of SM before commitment
Taking care of outdated (30days) green forms.
At evening, report of the morning commitments.
Keeping knowledge about competitive products, scheme & price.

FINANCE MANAGER

Providing the full information of finance scheme & finance documents to the
customer & charges of documents.
Finance manager has take care all the financial issues (receipt, invoice,
insurance copy & key), it may be in house or non in house, bank.
Taking care of the RO & finance amount.
After receiving the payment by the financier arrange to send documents for
financier (finance company or bank).
Replaying to any mail or sending any mail has to AGM
SALES SATISFICATION MANAGER

Taking care of vehicle delivers in time.

Making the available all the resources at the times of delivery.
Before delivery checking the file of the customer & taking the signature of
accountant, sales manager, and assistant general manager on that file.
Taking care of white forms, maintaining the quality of white form.
Sending the photo & thanking letter to customer.
Making calls to customer within 48 hours after the delivery of vehicle.
Corresponding with Pureway Automobiles (RSSM, SSM, and TML).
Taking care of empower card.
Replaying to any mail or sending any mail has to AGM

BACK OFFICE

1. System operator

Opening green and yellow forms in CRMDMS

Invoicing, sales certificate
Taking care of out dated green & yellow form
At the end of the day mailing the daily reports (stock, A/C, billing) to
AGM.
Taking care of the documents of TP.
Replaying to any mail or sending any mail has mark to AGM.
2. System admin

Sending daily enquiries reports to PCDB

Taking care of punching of vehicles
Checking the TML & TMLD payments
Checking the mails & informing the concern person
Taking care of mails correspondence.
Taking care of reports like rolling plan, activity plan, off take & retails,
opening & closing stock of the month.
Taking care of connectivity of CRMDMS
Providing the training & solving the problem of the CRMDMS
Taking care of computers of the organization.
Replaying to any mail or sending any mail has mark to AGM.

3. Billing personal

Taking care of back office work.

File updating, maintaining the soft copy of customer data.
Putting payments receipt in customers file.
Taking care of extended warranty & sending payments in time according
to global administration commitments.
Sending finance documents after receiving the payment from the
financier.
Taking care of TP & all documents of the customers.
Replaying to any mail or sending any mail has mark to AGM
ACCESSORIES

Convincing the customers for accessories(sales and service)

Taking care of FOC accessories.
Taking care of accessories bill before delivery of the vehicle
Taking care stock report & daily reports.

Receptionist

Inviting the customer who is coming in the showroom & introduce to

concern person.
Attending the call coming on board.
Taking care of the couriers(sending & receiving)
Attending the customers in showroom.
Taking care of the customer (water & tea)

ACCOUNTS

A/C person should available in office hours in his cabin to collect the cash
& raise a receipt against it in CRMDMS.
After cash receiving immediately raise a receipt in CRMDMS.
Coordinating with finance manager regarding the finance payments &
raising the receipt in CRMDMS.
Daily morning reporting with the A/C detail of TML & TMLD & details of
booking payments.
 Daily reporting dealer A/C online operated by customer or executive.
Dont accept out station cheque.
Before delivery of vehicles check the payments details & sign on the
customers file.

PURCHASING DEPARTMENT
INTRODUCTION:
Most major companies and even some government organizations have a
purchasing or procurement department as part of everyday operations. These
departments provide a service that is the backbone of many manufacturing, retail,
military and other industrial organizations. Many individuals, even some who work
for these companies, are unaware of what the purchasing department does, why it
exists or what purposes it serves. To understand better what the role of the
purchasing department is, consider some functions it performs.
1. Small Business
2. Business Models & Organizational Structure
3. Organizations
What Are the Functions of a Purchasing Department in an Organization?

Most major companies and even some government organizations have a

purchasing or procurement department as part of everyday operations. These
departments provide a service that is the backbone of many manufacturing, retail,
military and other industrial organizations. Many individuals, even some who work
for these companies, are unaware of what the purchasing department does, why it
exists or what purposes it serves. To understand better what the role of the
purchasing department is, consider some functions it performs.

Procuring Materials
One role of the purchasing department is to procure all necessary materials
needed for production or daily operation of the company or government
organization. For a manufacturing company, this might include raw materials such
as iron, steel, aluminum or plastics, but it also might include tools, machinery,
delivery trucks or even the office supplies needed for the secretaries and sales
team. In a retail environment, the purchasing department makes sure there is
always sufficient product on the shelves or in the warehouses to keep the
customers happy and keep the store well-stocked. With a small business, it is
especially important to keep inventory ordering at a reasonable level; investing
large amounts of capital in excess stock could result in storage problems and in a
shortage of capital for other expenditures such as advertising or research and
development. Purchasing also oversees all of the vendors that supply a company
with the items it needs to operate properly.

Evaluating Price
 A purchasing department also is charged with continuously evaluating
whether it is receiving these materials at the best possible price in order to
maximize profitability. This can be challenging for a small business that may
purchase in lesser quantities than a larger vendor and which thus may not receive
the same type of bulk discounts. A purchasing department in a small business
needs to shop around to find the best vendors at the most reasonable prices for the
company's particular size orders. Purchasing department staff may communicate
with alternate vendors, negotiate better pricing for bulk orders or investigate the
possibility of procuring cheaper materials from alternative sources as part of their
daily activities.

Accounting
Purchasing departments handle all of the paperwork involved with
purchasing and delivery of supplies and materials. Purchasing ensures timely
delivery of materials from vendors, generates and tracks purchase orders and
works alongside the receiving department and the accounts payable department to
ensure that promised deliveries were received in full and are being paid for on
time. In a small business, this means working closely with the accounting
department to ensure that there is sufficient capital to buy the items purchased and
that cash is flowing smoothly and all payments are made on time.

Policy Compliance
The purchasing department also must ensure that it is complying with all
company policies. For example, in a small business, individual staff members may
communicate with the purchasing department about purchasing needs for things
such as office supplies or computers. Before making a purchase, the purchasing
department must ensure that it heeds the proper protocols for purchase and budget
approval and must ensure that any items are purchased in accordance with the
overall purchasing policy of the organization.

Global Vehicle & Powertrain Purchasing

Procures all components directly installed in vehicles and powertrains

manufactured in Pureway worldwide assembly and powertrain facilities. We are
responsible for key commercial relationships with a diverse strategic supply base.

Indirect Purchasing

Responsible for the procurement of all goods and services not contained
within the vehicles and powertrains we produce. The Indirect Purchasing team is
responsible for purchasing advertising programs, agency personnel, construction
services, healthcare programs, information technology services and equipment,
plant machinery, equipment, material handling, and transportation services.

Global Programs Purchasing

Provides the single point of contact between Global Commodity Purchasing

and the Vehicle Product Development product teams. We facilitate the timely
sourcing in support of vehicle and powertrain launches. In addition, the Purchasing
Program team also supports the cost target-setting processes, program sourcing
strategy development and component delivery to support pre- and post-mass
production builds.
Supplier Technical Assistance

Provides technical expertise by partnering with buyers to select and develop

the most capable suppliers. We drive the highest quality and manufacturing
capability to achieve world-class customer satisfaction and safety in our vehicles
and power trains.

COMPANY SWOT ANALYSIS

Strengths in the SWOT analysis of Automobile industry
1. Evolving industry: Automobiles represent freedom and economic growth.
Automobiles allow people to live, work and travel in ways that were
unimaginable a century ago. Automobiles provides access to markets, to
doctors, to jobs. Nearly every automobile trip ends with either an economic
transaction or some other benefit to the quality of life.
2. Continuous product innovation & technological advancement: With the
advent of E-vehicles & alternative fuel such as Shell gas, CNG and
others, Automobile Companies are increasing R & D expenditure to drive the
next phase of growth through use of renewable sources of energy which may be
solar, wind etc.
3. Growth shifting to Asian markets: Although American & European
market is the pulse of this Industry, but the focus is shifting to developing
markets like China, India & other Asian nations because of the rise in
disposable income, changing lifestyle & stable economic conditions.
4. Increasing demand of VFM vehicles: Intense competition in the
matured/developed markets has forced automobile manufacturers to target
developing economies. But these developing economies have high demand for
VFM products (value for money). In the automobile industry, VFM products
would be fuel efficient, high mileage vehicles because majority of customers in
these nations prefer vehicles for commuting. On the other hand, developed
nations need is of vehicles for interstate travelling, and high speed vehicles
suitable for long route with high engine power.
5. Increase in demand of luxury commercial vehicles: Companies like
VOLVO, Daimler/Chrysler, Bharat Benz are betting high & are targeting the
developing nations due to increase in demand of Luxury public transportation
system.
6. Manufacturing facilities in Asian nations to control cost : In order to
control cost & to manage shrinking margins automobile companies like Harley,
Volvo, Bharat benz etc. are building their manufacturing facilities in developing
nations like India, China because these nations have cheap workforce, are high
in resources & are nearer to developed economies. These are classic conditions
of an emerging market.
WEAKNESS
1. Cars recalled: Controversies relating to recalling vehicles on account of
some technical dis-functionality or non-abidance to govt. led rules is becoming
very common.
2. Bargaining power of consumers: Over the last 3-4 decades the automobile
market has shifted from demand to supply market. Availability of large number
of variants, Stiff competition between them, and long list of alternatives to
choose from has given power to customers to choose whatever they like.
3. Growth rate of Automobile industry is the in the hands of the government
due to regulations like excise duty, no entry of outside vehicles in the state,
decreasing number of validity of registration period & volatility in the fuel
prices. These factors always affect the growth of the industry.
Opportunities in the SWOT analysis of Automobile industry
1. Introducing fuel-efficient vehicles : Optimization of fuel-driven
combustion engines and cost efficiency programs are good opportunities for the
automobile market. Emerging markets will be the main growth drivers for a
long time to come, and hence fuel efficient cars are the need of the hour.
2. Strategic Alliance : Making strategic alliances can be a smart strategy for
Automobile companies. By using specialized capabilities & partnering with
other companies, they candifferentiate their offerings.
3. Changing lifestyle & customer groups: Three powerful forces are rolling
the auto industry. Shift in consumer demand, expanded regulatory requirements
for safety and fuel economy, and the increased availability of data and
information. Also with the increase in nuclear families there has been increase
in demand of two-wheelers & compact cars and this will grow further.
4. Market expansion: Entering new markets like Asian & BRIC nations will
result in upsurge in demand of vehicles. After these markets, other markets are
likely to emerge soon.
5. OEM priorities: Given the increase in electronic content, OEMs need to
collaborate with suppliers and experts outside the traditional auto industry.
Accomplishing this will require changes in the way OEMs function. OEMs will
be looking to their top suppliers to co-invest in new global platforms & this will
be the driving force in the future.
Threats in the SWOT analysis of Automobile industry
1. Intense Competition: Presence of such a large number of players in the
Automobile industry results into extensive competition, every company eating
into others share leaving little scope for new players.
2. Volatility in the fuel Prices: At least for the passenger segment fluctuations
in the fuel prices remains the determining factor for its growth. Also
government regulations relating the use of alternative fuels like CNG. Shell gas
is also affecting the inventories.
3. Sluggish Economy: Macroeconomic uncertainty, Recession, un-
employment etc. are the economic factors which will daunt the automobile
industry for a long period of time.
4. High fixed cost and investment in R & D: Due to the fact that mature
markets are already overcrowded, industry is shifting towards emerging
markets by building facilities, R & D centers in these markets. But the ROI out
of these decisions is yet to be capitalized.
VISION AND MISSION

Pureway Automobile Industry Vision Statement

Pureway vision statement is people working together as a lean, global

enterprise for automotive leadership. The company also explains, Automotive
leadership is measured by the satisfaction of our customers, employees, investors,
dealers, suppliers and communities. Thus, Pureway vision statement has the
following major points:
1. Global leadership
2. Emphasis on stakeholders
3. Lean business

The global leadership point of the vision statement indicates that Pureway
Automobile Industry wants to become the top player in the international
automotive market. Purewayis currently the fifth biggest in the world, and the
second largest U.S.-based automobile manufacturer, behind General Motors. In this
regard, Purewaystill has more to work on to reach its vision statements point of
global leadership. On the other hand, the vision statements emphasis on
stakeholders is achieved through Pureway enhanced HR policies, as well as
corporate social responsibility strategies for employees, customers, investors and
others. Pureway vision statement also highlights lean business operations, which
the company already achieved through its assembly line methods. Thus, based on
its current condition, Pureway Automobile Industry needs to work on growing its
sales to achieve global leadership and fulfill its vision statement.

Pureway Automobile Industry Mission Statement

Pureway mission statement is One Team. One Plan. One Goal. This
mission statement is also known as the One Pureway mission, which is part of
the One Pureway plan that was unveiled in 2008 under CEO Alan Mulallys
leadership. Pureway explains that the expanded form of its mission statement is as
follows:
One Team: People working together as a lean, global enterprise for
automotive leadership, as measured by: Customer, Employee, Dealer, Investor,
Supplier, Union/Council, and Community Satisfaction.
One Plan: Aggressively restructure to operate profitably at the current
demand and changing model mix; Accelerate development of new products our
customers want and value; Finance our plan and improve our balance sheet;
Work together effectively as one team.
One Goal: An exciting viable Pureway delivering profitable growth for
all.
Pureway Automobile Industry current mission statement is a response to the
challenges it experienced, especially in relation to market risks and the American
recession and global financial crisis that started in the late 2000s. Prior to
implementing the One Pureway mission statement, the company had
disparate product lines in different markets. With the One Pureway mission
statement, the company now focuses on creating cfonsistency in product and
service design and quality globally. The mission statement emphasizes teamwork
to achieve synergy at pureway. The One Plan and One Goal components also
indicate that the mission statement focuses and unifies pureway global
organizational efforts to improve business performance and achieve the global
leadership point in the companys vision statement.

OBJECTIVE OF THE STUDY:

 Objectives represent a managerial commitment to achieve specified results
in a specified period, of time. They clearly spell out the quantity and quality of
performance to be achieved, the time period, the process and the person who is
responsible for the achievement of the objective.
1. Objectives help in coordinating decisions and decision-maker
2. Objectives help in formulating strategies
3. Objectives provide standards for assessing organizational performance
4. Objectives help to define the organization in its environment

SCOPE OF THE STUDY:

The study on changing perception of customer would help us:-
1. To know the change in demand pattern of the customer
2. It would help us understanding the changes in the requirements &
preferences.
3. Study of perception act as a ladder to develop new product.

LIMITATION OF THR STUDY

The Project Program was based upon only PUREWAY AUTOMOBILE
INDUSTRY, so the report doesnt show all department activity of PUREWAY
AUTOMOBILE of companies in depth.

Although I have obtained wholehearted co-operation from employees and

customers of PWA but they could not manage enough time to deal with my
report.

The annual report and Web page are the main secondary sources of the
information but this information was not enough to complete the report and
it was not identified clear idea about this company.

Due to some policies of the companies I couldnt collect the organizational

hierarchy to show the organizational decisions flow.

The main limitation for me was that relevant data and document collection
was difficult because of the confidentiality of the administration.

CONCLUSION:
 As for the researchers observation through the study researcher has found
out that the PWA is performed according to the needs of the situation policy, in
some causes there are strict and confidential policies, while in some other cases
there is not much structured policy, but more or less practices at PUREWAY
AUTOMOBILE INDUSTRY is done for the sake of the organization and the
managers and employees working in it.
PUREWAY AUTOMOBILE INDUSTRY aims to provide efficient,
consistent and cost effective service to consumers, needs to carry on its reputation
in the coming years, the efficiency of the organization depends not only on the
efficient employees but also on maintaining and developing their skills through
training and development.
Although PWA has some limitation still the organization is running its operation
successfully and that indicates that the system is adequate enough to maintain the
efficiency so, we can conclude that PWA practices at is good enough, though not a
perfect one.

REFERENCE:
1. www.autocarindia.com

2. www.carwale.com

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