INTRODUCTION

The automobile industry is often characterized in terms that limit the scope of discussion to the manufacture and sale of new automobiles. This panel broadens the scope to include the broad set of complements, enablers, and constraints that make the industry one of the largest and most influential human enterprises in history. The role of information technology has been profound in the slow transformation of the industry from its original status as a product industry into what is increasingly a service industry in which ?product? is something far different from what it was when the industry first became a powerful global force. The role of information technology (IT) in this process has never been in the foreground: it has always been infrastructural, making possible subtle but profound changes in nearly every aspect of the industry. This panel will examine the mechanisms and logic of transformation in a world of rapidly changing capabilities in information processing and communication. In this, we depart somewhat from the contemporary practice of focusing on the ways in which specific information technologies (e.g., the Internet, World Wide Web, or e-commerce) change specific practices in the industry as it currently operates. Our focus is more upon the slow accretion of capability enabled by information technology that, in time, results in fundamentally new characteristics in the industry. In a way, this panel?s main interest is in the relationship between information and the automobile realm. We break this analysis into six regimes of change: Property regulation, risk mitigation, and complementary asset provision Atmospheric emissions control Passenger safety Entertainment, conviviality and control Expediting and coordinating production and distribution Manufacturer-customer relationship construction and maintenance

The most important impacts of information technology in this transformation have been deep in the infrastructure of the vehicles themselves (e.g., emissions control, safety, entertainment), and in the records systems that have fundamentally important in altering the relationship between OEMs, dealers, automobile users, and other actors in the automobile realm. Attempts to e-enable or e-transform the automotive industry, large experiments, from changing the supply chain (e.g., Covisint) to revolutionizing sales (e.g., Auto-by-Tel) have thus far proved to be far less significant than their proponents hoped. The story of IT in enterprise transformation in the automobile industry is one of slow, infrastructural, accretionary change that produces powerful cumulative effects. It is not surprising that this kind of change is difficult to see. Moreover, industry transformation is not limited to the businesses processes of the firms. It affects the broad fabric of economic and social enterprise in a world where information, knowledge, and value are easily reproduced and transported. The contemporary developments in the Internet and the World Wide Web might very well, in time, produce such changes. To this point, they have not yet done so, and it is difficult to predict whether or how they will. The history of the automobile industry has from the start been one of complementary use of IT. The automobile industry co-evolved with modern IT, and in myriad ways, incorporated that technology as it grew. The full effects of such evolution are difficult to spot because they take a long time and so much of what is important becomes infrastructural and invisible. That is the reason why a broader view of automotive industry transformation is necessary to understand the effects of a class of technologies as broad as information technology on an industry as large, diverse, and complex as the automobile industry.

Volkswagen Optimises Order Processing for Workshops AposPro supports service processes
Frankfurt/Main / Wolfsburg, 14 September 2010 - Volkswagen has further optimised its tried-and-proven APOS system used to calculate labour times in workshops. The new AposPro system allows all maintenance operations which must be performed on a vehicle to now be determined even more precisely. The pilot phase for the system has been running successfully in test markets since the end of 2008, and AposPro is due to be introduced globally by 2012. "AposPro has an important role to play in service processes," explains Michael Poschmann, the head of After Sales Technology. "The accuracy with which the system now assigns repair operations serves to enhance the transparency of workshop processes and thus to also improve service quality. That allows to give customers even more exact information about repairs and the time required for performing them." Given all the new vehicle models and the fact that vehicle technology is becoming increasingly more complex, it was necessary to further refine the APOS version used to date. The new AposPro system provides even better support for customer-service operations at Volkswagen partners. Both the customers and Volkswagen partners stand to benefit. Service staff can now specifically identify and select from around 15,000 repair operations per vehicle model. Because individual tasks and execution times can now be more accurately calculated, this affords customers the greatest possible degree of cost transparency and will enable Volkswagen partners to utilize their workshop capacity more efficiently. The system also supports warranty and goodwill processes. An ElsaPro module, AposPro is seamlessly integrated into existing customer-service systems. As part of the transition to the new system, the customer-service numbering currently applied to allocate individual workshop performance items at the time of vehicle check-in will be adapted to the upgraded requirements. The current numbering system will be replaced by base numbers comprising the six middle digits of the replacement part number plus a twodigit action code. Combined, these digits will represent the new code for repair operations in AposPro. This conversion will, moreover, enable products to be more closely monitored and better analysed, thereby allowing faster identification of any problems. The system is currently operating successfully in selected European markets such as Sweden and Grand Canary, with its introduction in Denmark due before year-end. This will then be followed by the worldwide roll-out of AposPro in ElsaPro, which is scheduled to be finalized by 2012.

erWin webshop
erWin is the electronic repair and workshop information service from AUDI AG. It helps independent workshops, vehicle fleets and private individuals to repair and service Audi vehicles professionally and correctly. Up-to-date information directly from the manufacturer: what more could you want? Because erWin provides with all original Audi workshop manuals and informs you on time of all the requirements, tools and materials which will make your work more efficient and more successful. erWin is regularly updated and new information is constantly being added so we will always be able to work using the latest technological knowledge. We can call up erWin using a flatrate. Specific manuals and items of information can be ordered as CDs or as printed documents.

VOLVO CareTrack
Running a business operation is complicated. Correct information is absolutely critical to making the right decisions, and fast information also puts you in the lead. With CareTrack we get the knowledge and information we need to make the right decisions and to increase profitability. All we need to do is log in to your password-protected web site, where you get both an overview and detailed information about your machines. With its flexibility, CareTrack gives a lot of advantages.

Increased safety: we can "lock in" the machine in a geographic area where it should operate Control of service: for example, to get service reminders and service history Higher productivity: we get reports on how each machine is used, for example, engine load as well as use of brakes and differential locks Greater availability: information about the machine's position enables you to coordinate service and refuelling Better control when renting: we always know where the machines are, and how they are used

CareTrack is thoroughly tested on several continents and is described by many users as invaluable. We are convinced that more of you will make that discovery. CareTrack may not be available in all markets. The content of CareTrack may vary depending upon territory.

ERP IN TATA MOTORS

FUNCTIONS OF ERP IN TATA MOTORS
Drive adaptive manufacturing and procurement Perform model-option planning Manage the complete vehicle order-to-delivery process Manufacture and deliver components Handle warranty claims with efficiency and accuracy Streamline the service-parts process Enhance dealership management Collaborate across engineering and design Strengthen the management of programs and projects Manage relationships with customers and partners Deploy enterprise shared services Understand and control operations in greater depth Improve the management of enterprise assets Ensure compliance with government regulations

Information system used in Volkswagen India (Chakan, Pune)

FIS It is a German MIS which is being implemented at VW India. Its application mainly comes in the assembly line where VW employs a hybrid type of production process which is different from mass production or batch production. In hybrid production any model can come into the assembly line at any given point of time. The input need be given at the start of the process as to which model is coming up and in what many numbers. The system will then relay this information to all other departments of the assembly line and the required parts would be kept ready. Electronic Data Interchange (EDI) Electronic Data Interchange means the exchange of structured business data (such as Delivery Instruction, Daily Call-off, Dispatch Advice, Self-billing Invoice Message) between independent information systems of business partners. EDI is the precondition for lean and efficient business processes with our suppliers of production material and parts and it is essential for good co-operation with our suppliers. EDI will

benefit all partners. Volkswagen and Audi expect suppliers to provide integrated EDI support for the total business process. The EDI messages contain fully harmonized information for each step of the process. Suppliers will only realize the full benefit when all messages are fully integrated into their in-house systems. Delivery Instruction (Material Call Off) Volkswagen/Audi - much like other German and foreign car makers - started the electronic data interchange in order to support their ordering of production material as one part of the supply process cycle. Prime objective of the EDI was to reduce the paper handling and the time-consuming mail service. The "direct call off" is used at Volkswagen just in special delivery processes with selected suppliers. The Call-off in Production Sequence is used only in the specific business processes where systems/components are ordered and delivered in sequence of production (JiT). Suppliers who do not us the EDI can use the WebEDI for the reception of call-offs. We do not send these call-offs per fax or mail. Material delivery The Volkswagen/Audi logistic business processes require all a complete and fully working EDI data exchange. EDI capability in generating and sending dispatch advice data is expected from all production material suppliers. Financial settlement Regarding the automotive supply process, the use of the self-billing invoice has proven superior when paying for material received. By now Volkswagen/Audi and their German suppliers have fully implemented the self-billing invoicing process. Once the despatch advice data is received, the system generates an automatic credit note and sends it to the supplier. The supplier at a later period of time can come and collect cash in exchange for the credit notes.

Other systems used

SAP is generally used integration of most functions such as R&D, production, financial settlements, CRM etc...They use a system called as Ganesh which is used in supporting logistics. It helps in calculating stock and materials flow using FiFo method. In quality control they generally use 3 types of systems, namely Beon systems, Tevon systems and Nolis. They provide information such as the details of different type of parts used and supplied, the criteria for evaluating them and the various standards and norms that need to be followed. In the design process, 2 kinds of systems are used. One is Avon which gives updated knowledge of any change being implemented in the engineering systems. Other is called Hyper KVS which has the cadd drawings of all the major and minor parts which can be readily downloaded.

Information system used in Nippon Toyota, Kalamassery

MRS- Maintenance Remainder Schedule i-CROP- Comprehensive CR Management System CTDMS- Centralized Toyota Dealer Management System

The MRS calculates the average distance covered by a car and roughly estimates the period of the next service. Once the date is near, the system informs the service advisor who in turn gives a call to the vehicle owner and checks if the service is due or not. If yes, then he gets a confirmation from the owner on the date of service. He then cross refers this with the i-CROP and finalizes a date. Then the system reminds the service executive a day before the date of service to confirm again. Once the vehicle gets pulled in for service all details connected to the service such as Repair Order (RO), opening, closing, carry forward, consumption of spares etc are all recorded. The customer details are also entered into the system. The CTDMS also advices the purchase manager to order for spare part once minimum inventory level is reached.

INFORMATION SYSTEM USED IN MARUTI

Clever use of IT can significantly change an organizations long-term strategic position in national and global markets. Often, applying information systems to long-term planning completely changes the way a firm conducts its business. Some systems even change the product or service that a firm provides. Today, information systems are an accepted and integral part of strategic planning for nearly all organizations. Maruti Maruti has a successful history of Oracle implementations, beginning with the deployment of Oracle Database and Oracle Real Application Clusters as a stable foundation for its nationwide dealer management system. The dealer management system itself was developed

using Oracle Fusion Middleware products. When it came to selecting a solution for the ERPsystem, Maruti again turned to Oracle. Maruti has used Hyperion business performance management software for the past two years to analyze budgets, consolidate accounts across nine subsidiaries, and conduct financial reporting in compliance with generally accepted accounting principles (GAAP) in India. system supports all types of reporting and analysis, giving staff and senior management deeper insight into our performance as and when they need it. It alerts us to possible problems before they impact our operations and has helped improve the accuracy of our forecasts. We are able to respond faster to changing market conditions, which boosts our competitiveness. Oracles acquisition of Hyperion in April 2007 is good news for Maruti. Maruti implemented Oracle Purchasing to manage procurement of capital goods, services, and indirect consumables. Prior to implementing Oracle Purchasing, some subsidiaries had a rudimentary system, while others relied on basic spreadsheets to manage the process. This made it difficult for the organization as a whole to have control over capital and services purchasing, leading to escalating costs and excess inventory. With Oracle, Maruti now has a standardized platform to oversee procurement. The company has set up a list of preferred suppliers to cut down on the number of vendors it deals with and ensure it has control over costs. An automated workflow sends purchase orders along the approvals chain and keeps staff in the accounts payable department aware of all procurement activity. As with all Oracle Consulting-led deployments, consultants sat down with Maruti managers and key business users to scope out their requirements. A steering committee was set up toguide the implementation and ensure consultants had recourse to senior executives for advice. The project plan delineated the responsibilities of each party and incorporated monthlymilestones and testing deadlines. Oracle Consulting ensured a fast, problem-free installationby employing Oracles Business Flow Acceleratorsan implementation approach thatleverages predefined business flow templates to reduce the time and cost associated withapplication deployments.

SOFTWARE USED IN MARUTI: Oracle financial: The open interfaces of Oracle E-Business Suite offered the best integration with our legacy systems. Standardizing on Oracle technology and applications would also lower support costs and ensure easy upgrades in the future. Rajesh Uppal, Chief General Manager, Information Technology, Maruti Suzuki India Limited Key Benefits Strengthened management by consolidating on a single financial platform Gained deep insight into financial performance by using Hyperion to analyze budgets and consolidated accounts Lowered procurement costs by streamlining purchasing process Provided HR staff with greater control over recruitment, payroll, compensation management, leave management, competency assessments, and staff development Ensured a smooth rollout by engaging Oracle Consulting to supervise the design and deployment of the solution, and manage the implementation team Achieved seamless integration with legacy systems, ensuring senior managers have visibility into business performance Promoted user acceptance by developing extensive training programs to help staff transition to the new system Oracle Human Resources: After implementing a range of Oracle Human Resources applications, Maruti reported better control over HR functions such as recruitment, payroll, compensation management,leave management, competency assessments, and staff development. The details of each employee are stored into a single database, from which HR staff canaccess a complete personal and work history. If a new position needs to be filled, they cansearch the database and run reports to determine the best candidate for the job. Staff can alsorun reports to determine the skill level of various employees, and ensure there are propertraining programs in place to advance their knowledge.Maruti deployed Oracle Self-Service HR to free HR staff from basic duties such as changingstaff address details and answering queries about payment details and leave entitlements.Staff are encouraged to update their details and apply for vacation time using the system.Their managers can then approve the request online. CUSTOMER INTERACTION SYSTEM (C.I.S.) All data collected by the agent is processed in a system called C.I.S. All daily inquires are feed in the system and Appointments are taken accordingly.

DEALER MANAGEMENT SYSTEM (D.M.S.) All the data collected by the various dealers and showrooms is processed in D.M.S. PROCESS FLOW There are three broad processes at a showroom. Pre-sales Sales Post sales All these are inter-related to each other DMS (DATA MANAGEMENT SOFTWARE) According to Maruti Todays market is a customer-oriented one, where the customer is theking. If a person wants to purchase something, he would like to make enquiries at allreachable sources. Now it depends upon the seller that how efficiently he manages theseenquiries and makes efforts to convert the same into productive ones. It is very important tokeep track of each and every enquiry until and unless it is not converted or closed. It is alsoimportant to keep an eye on the marketing team; so that you know what they are doing inmarket and what response, they are getting from the market. DMS does the following: a) It can keep a record of all enquiries and can generate timely reports wheneverrequired. b) At the time of enquiry feeding, it will ask for all required details. c) After collecting all information, it can generate a Performa Invoice/Offer Letter forthe customer. d) DMS not only generates Performa Invoice or allot the enquiries to salesexecutives, but it will keep record of the enquiry until and unless the enquiry is notconverted or closed. e) DMS generates several reports that help the management as well as the sales team. f) It generates reports like enquiry register, booking register, test drive register,visiting register, pending enquiry register, enquiry lost with reason, per day enquirylist, closed enquiry register, conversion ratio, expenses per enquiry, target v/sachievement report (executive wise/overall) and many more that will definitely helpMaruti which believes in customer care and 100% conversion of enquiry.