Bajaj Case Study

1944 Words 8 Pages
Origin of Bajaj Auto Limited:
Bajaj Group is among the top 10 business houses in India. Bajaj Auto which is also the flagship company of the group is ranked as the world's 4th largest two- and three- wheeler manufacturing company.
Headquartered in Pune, Bajaj auto has plants at 3 locations in India at Pune, Aurangabad & Uttarakhand. The R&D centre is also located in Akurdi in Pune . It manufactures & markets scooters, motorcycles & three-wheeler vehicles and related spare parts
Bajaj is present in over 50 countries all over the globe. It has a dominating presence in Africa, Latin America & South Asia with increasing market share every year. It is a market leader in motorcycles in Colombia, Central America, Sri Lanka, Bangladesh, Philippines,
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They desperately needed this partnership at that time since BAL did not have the expertise in the motorcycle manufacturing technology. The 1st product out of this partnership was the KB-100 which launched in 1986, but it performed rather poorly in the market. The problem was BAL-Kawasaki failed to identify whether the product would work in Indian conditions or not, Kawasaki’s primary expertise was in manufacturing powerful bikes. But, the “KB” design was not adapted to the Indian conditions resulting in poor performance in the market. A modified version was soon launched in the market, which performed comparatively better. But, by the time Bajaj was able to adapt the Kawasaki technology to compete in the 100cc bike market, the market was dominated by Hero …show more content…
Bajaj used its DTSi technology to create a complete range of bikes (to address different market niches) with improved performance. Bajaj made a number of improvements to its manufacturing process. Thus it can be said that, these products were a result of its strong R&D team, which has now become its core competencies. [3]
Implementing TPM: The company believed in Toyota‘s way of manufacturing for its Premium segment bikes. All of the variants under the premium segment were Made-to-order, which involves Lean manufacturing and Just-in-Time inventory. This resulted in optimal utilization of resources with reduced waste level and an improved demand-supply match. Although the customers had to wait a little longer for these variants than the usual ones, the lead time was taken care of the healthy distribution network which is catered by both outsourced and exclusive BAL‘s logistics services.

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