The Solutions

Value Chain

The Automobile segment, comprising of the OEMs, is at the topmost Tier of the Automotive Industrywith a wide network of Tier I, II, III level suppliers supporting the OEMs for end product production.

In terms of activity, Manufacturing is the most key function in the Automobile segment, owing to nearly 60-70% of the manpower engaged in this activity at the manufacturer's end (direct employment). Indirect employment generated by this sector is considerable as personnel are employed in functions such as sales, finance, insurance, etc. In terms of criticality, capturing the customers'

In terms of activity, Manufacturing is the most key function in the Automobile segment, owing to nearly 60-70% of the manpower engaged in this activity at the manufacturer's end (direct employment). Indirect employment generated by this sector is considerable as personnel are employed in functions such as sales, finance, insurance, etc. In terms of criticality, capturing the customers' requirements and translating them into products that would sell in the market is the most challenging part of the value chain. In fact, players who are able to develop expertise in this area command a significant edge in the market and this is one of the key reasons why foreign players have been able to make place in the Indian market. Increasing consumer discerns and growing cost competitiveness has forced OEMs to manage the brand and outsource the rest. This has also resulted in increased tierisation of the automotive industry.

A typical approach, we at times, adopt at Fountainhead is to have a 'Skill Gap Assessment' approach for all levels. A typical example is as under: 

Example of Skill requirements and skill gaps at Auto OEMs and Large Tier I Suppliers 

Functions Level - Manufacturing / Operations Shop head

Example of Typical Skills required

  • Ability to clearly communicate with and ensure coordination between various production lines (e.g. engine shop, weld shop etc) and departments (e.g. vendor development, production planning, etc.)
  • In-depth knowledge of automobiles, their subsystems and functions of important parts such as suspension, exhaust, fuel system, coolant circuit, etc.
  • In-depth knowledge of manufacturing processes in engine assembly, press line, weld line, paint line, final assembly, etc.
  • Ability to map business requirements into production specifications such as daily volumes in conjunction with production planning personnel
  • Ability to ensure minimum shop downtime
  • Ability to clearly communicate and give instructions related to production requirements to Supervisors
  • Ability to supervise and manage personnel and ensure that production levels are met
  • The ability to guide supervisors / workmen on product / process related queries
  • Ability to adhere to and schedule work across shifts as per the production plan
  • Ability to supervise optimum allocation of resources on any given task
  • Ability to understand the training needs of workmen and supervisors and help design training programs accordingly
  • Ability to effectively communicate with vendors for component / system related issues
  • Basic clarity of financial/commercial effect of production methods

 

Example of Typical Skill gaps

  • Tendency to be inflexible and not accept that vehicle production defects may be due to errors committed in the particular shop that the shop head heads
  • Insufficient understanding of automobiles, their subsystems and functions of important parts such as suspension, exhaust, fuel system, coolant circuit, etc.
  • Tendency to be narrow minded and resist changes required in the particular shop, say, to accommodate a new vehicle version
  • Inadequate ability to liaison with various production lines and departments
  • Inadequate knowledge across all facets of the company's business - for example, the shop head of the transmission shop of Product A typically does not have knowledge of the engine manufacturing processes being used in Product B..
  • Inadequate understanding of financial/commercial impact of their decisions related with the particular shop

 

Likewise, you can contact us to have a detailed sheet of Skills required and Gap analysis for the following:

 

  1. OEMs & Large Tier 1 Suppliers - All levels including Executives, Supervisors, Project Leaders, Module heads or Designers, Senior & Junior Designers, Senior & Junior Vendor Development Personnel, Senior & Junior Tool Room Personnel, Senior and Junior Industrial Engineer Personnel, Senior & Junior Sales & Marketing Personnel, Service & Spares Personnel etc.

  2. Passenger Car Segment - All levels including Executives, Supervisors, Project Leaders, Module heads or Designers, Senior & Junior Designers, Senior & Junior Vendor Development Personnel, Senior & Junior Tool Room Personnel, Senior and Junior Industrial Engineer Personnel, Senior & Junior Sales & Marketing Personnel, Service & Spares Personnel,

  3. Commercial Vehicle Segment - same as above.

  4. Two & Three Wheeler Segments - same as above.

  5. For Tier II & Tier III Segment - in all positions pertaining to Design, Tool Room, Sales & Marketing & Service.

  6. Used Car Dealership - For Sales Director, Senior Executives, Purchase Facilitation etc.

  7. For Large Dealership and Service Functions - Works Manager, Service Advisors etc.

  8. Middle & Senior Management - Production, Marketing, HR, Finance, Purchase and Exports

  9. CXO& Top Management - We would soon be offering Directors and Board Level Positions