Ashok Leyland – New Product Development

Ashok Leyland – NPD

With the 'pull' replenishment-based model for distribution in the spares business, the company achieved: Daily availability of spares at 91%, and inventory days were down by 50%!

Ashok Leyland - Spares Parts Division

Vector’s unique solutions for auto OEMs and auto components manufacturers help them overcome constraints that hinder their organizational performance in new product development, manufacturing, distribution and sales.&nbsp;Over the years, Vector has worked with companies like Tata Motors – Commercial Vehicles (Spare Parts &amp; Services Division), Ashok Leyland, International Tractors Ltd. (Sonalika Tractors), Fleetguard Filters, JK Fenner (India) Ltd., TVS Motors and Royal Enfield to set new industry benchmarks in operational performance in different areas of business.

We offer consulting services to organizations engaged in manufacturing and distribution of automobiles or auto components. Our consulting methodology focuses on identifying the leverage point of an organization for intervention.

Auto OEMs & Auto Components Consulting Services

Auto OEMs, auto part manufacturers and auto aftermarket players constantly struggle with the auto industry's highly cyclical nature, i.e. an economic boom is generally accompanied by high sales, while sales usually suffer during economic downturns.

industries

Auto and Auto Components

Vector’s unique solutions for auto OEMs and auto components manufacturers help them overcome constraints that hinder their organizational performance in new product development, manufacturing, distribution and sales.&nbsp;&nbsp;Over the years, Vector has worked with companies like Tata Motors – Commercial Vehicles (Spare Parts &amp; Services Division), Ashok Leyland, International Tractors Ltd. (Sonalika Tractors), Fleetguard Filters, JK Fenner (India) Ltd., TVS Motors and Royal Enfield to set new industry benchmarks in operational performance in different areas of business.

The huge 1500+ New Product Development team at their globally benchmarked testing facilities at Ashok Leyland continuously strive to bring vehicles synonymous with safety, reliability and ruggedness to market. The objective of R&amp;D is to respond fast to the customised market needs across multiple diverse platforms and to develop many new platforms in the intermediate, mid and heavy segments of both buses and trucks business units (due to the intensified competition) to sustain and improve the market share. Moreover, meeting deadlines of regulatory norms (Govt. and Industrial) is a matter of survival for the business.&nbsp;However, the need to adhere to very rigorous internal processes, the involvement of a humongous number of suppliers (both international and domestic), and several approving government authorities make this environment very challenging. So, like most highly complex R&amp;D environments, the team struggled with frequent rework, delays in parts development and lower-than-expected output.&nbsp;After applying the flow management principles &nbsp;in the development funnel, rather than individual projects, this team broke out of a vicious loop of delays and capacity wastage. Within a little more than a year of implementation, the company was not only able to streamline its transition from BS4 to BS6 but they also increased the output of BS4 variants.&nbsp;&nbsp;Following were the significant benefits realised.<figure class="image"><img style="aspect-ratio:849/813;" src="https://web-assets.vectorconsulting.in/storage/editor_uploads//image-1720096843_1776934169.png" width="849" height="813"></figure><h3>&nbsp;</h3> &nbsp;

The huge 1500+ New Product Development team at their globally benchmarked testing facilities at Ashok Leyland continuously strive to bring vehicles synonymous with safety, reliability and ruggedness to market. The objective of R&amp;D is to respond fast to the customised market needs across multiple diverse platforms and to develop many new platforms in the intermediate, mid and heavy segments of both buses and trucks business units (due to the intensified competition) to sustain and improve the market share. Moreover, meeting deadlines of regulatory norms (Govt. and Industrial) is a matter of survival for the business.&nbsp;However, the need to adhere to very rigorous internal processes, the involvement of a humongous number of suppliers (both international and domestic), and several approving government authorities make this environment very challenging. So, like most highly complex R&amp;D environments, the team struggled with frequent rework, delays in parts development and lower-than-expected output.&nbsp;After applying the flow management principles &nbsp;in the development funnel, rather than individual projects, this team broke out of a vicious loop of delays and capacity wastage. Within a little more than a year of implementation, the company was not only able to streamline its transition from BS4 to BS6 but they also increased the output of BS4 variants.&nbsp;&nbsp;Following were the significant benefits realised.<figure class="image"><img style="aspect-ratio:849/813;" src="https://web-assets.vectorconsulting.in/storage/editor_uploads//image-1720096843_1776934157.png" width="849" height="813"></figure>&nbsp;

See Vector Consulting Group's approach with Ashok Leyland, fast-tracking the transition from BS IV to BS VI by solving key R&D challenges.