Myoung Shin India
Myoung Shin India
Myoung Shin India
INTRODUCTION
1.1 ABOUT THE INDUSTRY
Automotive spare parts and components are a lesser known industry yet a big one. In past few
years the industry has grown enormously, even more than the automotive industry itself not
only in the Indian but the global scenario.
The Indian auto component industry is one of India's sunrise industries with tremendous growth
prospects. From a low-key supplier providing components to the domestic market alone, the
industry has emerged as one of the key auto components centers in Asia and is today seen as a
significant player in the global automotive supply chain. India is now a supplier of a range of
high-value and critical automobile components to global auto makers such as General Motors,
Toyota, Ford and Volkswagen, amongst others.
As per a report by the Automotive Component Manufacturers Association of India (ACMA),
the turnover of the auto component industry is being estimated at around US$ 19.2 billion in
2009-10. The report states that 31 per cent of the auto component industry is dominated by
engine parts, 19 per cent by drive transmission and steering parts, and 12 per cent each by
suspension & braking parts and body & chassis, while equipment and electrical parts capture
10 and 9 per cent, respectively.
The potential Compounded Annual Growth Rate (CAGR) of the auto component industry is
estimated to be around 19.2 per cent in the period 2009-10. Exports from the auto component
industry are estimated to be worth US$ 3.2 billion in 2009-10, according to the ACMA report.
Europe accounted for 40.4 per cent of India's auto components exports in 2009-10, followed
by Asia with 23.8 per cent and North America with 22.6 per cent. The industry has witnessed
a shift in the composition of exports over the years, with the original equipment manufacturer
(OEM/TIER 1) segment accounting for 80 per cent of exports in 2009-10.
The share of the aftermarket segment in auto component exports stood at 20 per cent in the
same year. Investments in the auto component industry are estimated at US$ 7.4 billion in
2009-10, according to ACMA.
CHAPTER 2
2.1 INDUSTRY AT GLOBAL
EMIS operates in and reports on countries where high reward goes hand-in-hand with high
risk. We bring you time-sensitive, hard-to-get, relevant news, research and analytical data, peer
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over 20 years ago, we employ nearly 300 people in 13 countries around the world, providing
intelligence to nearly 2,000 clients. We are part of Euro Money Institutional Investor plc.
CHAPTER 3
3.1 INDUSTRY AT INDIA
Myoung Shin India Automotive Private Limited is a Private incorporated on 19 September 2006. It is
classified as Non-govt. company and is registered at Registrar of Companies, Chennai. Its authorized
share capital is Rs. 5,500,000,300 and its paid-up capital is Rs. 4,650,214,400.It is involved in
Maintenance and repair of motor vehicles [including washing and polishing] etc.
Myoung Shin India Automotive Private Limited's Annual General Meeting (AGM) was last held on 29
September 2015 and as per records from Ministry of Corporate Affairs (MCA), its balance sheet was last
filed on 31 March 2015.
Directors of Myoung Shin India Automotive Private Limited are Kim Beomjun, Jun Sangwon, Sung
Nakhaeng, Jong Hee Yun, Shin Yongsoo and Woo Cheol Choi.
Current status of Myoung Shin India Automotive Private Limited is - Active.
COMPANY DETAILS
CIN
U50200TN2006PTC061139
Company Name
Company Status
Active
RoC
RoC-Chennai
Registration Number
61139
Company Category
Non-govt company
Class of Company
Private
Date of Incorporation
19 September 2006
Age of Company
NA
Authorized Capital
5,500,000,300
Paid up capital
4,650,214,400
Number of Employees
100 - 1,000
NA
Listing status
ACTIVE
29 September 2015
31 March 2015
The group of this company is maintaining and handling more than 30000 services in India at
different fields i.e.., Argo-products, Bells, Compressors, IT Industry, Medical etc... and also
the companys auto component production split was structured as,
CHAPTER 4
4.1 INDUSTRY AT TAMIL NADU
Myoung Shin India Automotive Private Limited manufactures car parts. Its products include
body frame structure and parts, including switchgears; and automobile bone structures; and
metal mold products for the press formation of the body parts. The company was incorporated
in 2006 and is based in Chennai, India. As per the transaction announced on April 2, 2014,
Myoung Shin India Automotive Private Limited operates as a subsidiary of MS Autotech Co.,
Ltd.
EMIS: A History
EMIS (formerly known as ISI Emerging Markets) was founded in 1994 by Harvard Business
School graduate Gary Mueller. Inspired by the lack of information available to him while
researching first as a Fulbright Fellow and later as a KPMG analyst in Eastern Europe, Gary
started the company with the purpose of providing easy access to critical business information
and research on emerging markets. EMIS was acquired by Euromoney Institutional Investor
PLC in 1999. Today, EMIS is a company that employs nearly three hundred people in 13
countries around the world, catering to nearly 2,000 clients.
We have a clear focus on the huge opportunities that emerging markets present and on helping
our customers to unlock that potential. We are committed to providing the best source of
intelligence on emerging market companies, industries and countries to help our customers
gain a better understanding of these markets and to make smarter decisions.
We take great pains to ensure that our intelligence is curated from the most trusted sources and
is constantly monitored and evaluated to deliver results that our customers can rely on.
We gather and produce over 3 million pieces of intelligence every day to ensure our customers
have everything they need to do business.
OUR SOURCES
We convene the best global and local sources of information. We license content from the
cream of the world's macroeconomic experts, the most renowned industry research firms and
the most authoritative news providers.
We combine that external expertise with our own proprietary company research where we
invest heavily to ensure that accurate information is available for over 1.4 million companies.
We never rest on our laurels. We are constantly seeking out new sources to make sure that any
intelligence gaps are filled.
CHAPTER 5
5.1 HISTORY OF THE COMPANY
Myoung Shin India Automotive Private Limited manufactures car parts. Its products include
body frame structure and parts, including switchgears; and automobile bone structures; and
metal mold products for the press formation of the body parts. The company was incorporated
in 2006 and is based in Chennai, India. As per the transaction announced on April 2, 2014,
Myoung Shin India Automotive Private Limited operates as a subsidiary of MS Autotech Co.,
Ltd.
CHAPTER 6
6.1 DIRECTORS DETAIL
1. KIM BEOMJUN
DIN
Director Name
Designation
Appointment Date
01952966
KIM BEOMJUN
Director
19 September 2006
Designation
Appointment Date
Cessation Date
Director
20 February 2008
26 October 2011
2. JUN SANGWON
DIN
Director Name
Designation
Appointment Date
03532770
JUN SANGWON
Director
04 December 2006
Designation
Appointment Date
Director
03 August 2011
3. SUNG NAKHAENG
DIN
02900987
Director Name
SUNG NAKHAENG
Designation
Appointment Date
Director
12 January 2015
Designation
Director
Appointment Date
Cessation Date
09 February 2007
01 June 2013
10
Director Name
Designation
Appointment Date
06499091
Director
01 November 2013
Designation
Appointment Date
Cessation Date
Managing Director
15 January 2013
09 October 2015
Director Name
Designation
Appointment Date
SHIN YONGSOO
Managing Director
01 September 2015
5. SHIN YONGSOO
DIN
07317950
Designation
Appointment Date
Director
01 September 2015
Director Name
WOO CHEOL CHOI
Designation
Appointment Date
Director
01 September 2015
Designation
Appointment Date
Director
01 September 2015
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Creation
Date
Modification
Date
Closure
Date
Assets Under
Charge
Amount
Charge Holder
10194810
2009-1230
Immovable
property or any
interest therein
134,773,883
Daimler India
Commercial
Vehicles Private
Limited
10232473
2010-0616
2012-12-17
820,000,000
SHINHAN
BANK
10307239
2007-1115
2015-02-24
129,100,000
SHINHAN
BANK
10556271
2015-0122
300,000,000
HDFC BANK
LIMITED
Book debts;
Floating charge;
Movable property
(not being pledge)
City
Pin code
Address
MYOUNG SHIN
INDIA
AUTOMOTIVE
I LTD
AMBATTUR
602105
NO.496/2, MANNUR
VILLAGEVALARPURAM
POSRIPERUMBUDUR686TN
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INTIGRITY
PASSION
RESPONSIBILITY
QUALITY
RESPECT
We respect the dignity of each individual. We
are open and transparent with each other. We
inspire and enable people to achieve high
standard and high goals. We provide everyone
with equal opportunities to progress and grow.
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As the Companys CSR activities evolve, the policy may be revised by the CSR Committee
and approved by the Board of Directors.
CSR Spend
The CSR Committee shall recommend the amount of expenditure to be incurred on the CSR
activities to be undertaken by the Company as specified in Schedule VII of the Companies Act
2013, as amended from time to time. In case of any surplus arising out of CSR projects, the
same shall not form part of business profits of the Company.
Implementation
The Company shall undertake CSR project/programmes identified by the CSR Committee and
approved by the Board of Directors in line with the CSR Policy. The Company shall implement
its CSR programmes/projects:
Through an implementation partner that can be a public charitable trust or a society registered
under applicable Acts or a Company registered under Section 8 of the Companies Act, 2013
On its own, through the relevant HR or CSR department
Through its own foundation (if applicable) specifically created for implementing its CSR
initiatives.
The Company may enter into partnerships or alliances with NGOs, Trusts, or other Corporate
Foundations etc. to effectively implement its CSR programmes/projects.
The Company can also implement programme in collaboration with other companies, if
permissible and feasible.
The Company shall formulate criteria and procedure for selection, screening and due diligence
of its implementing partners.
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CHAPTER 7
7.1 MYOUNG SHIN INDIA PRODUCTS
Established in 2006, MSI is a pioneer and leader in precision value added sheet metal
components. MSI manufactures car door frames, window and guide channels, impact beams,
hydro-formed parts, frames for various types of motor casings etc.,
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CHAPTER 8
8.1 DISTRIBUTION SETUP
The MSIs investment over this plant, which will largely cater to the Chinese market besides
partially exporting to the US.
MSIs exports and imports are to/from the following countries
BRAZIL
COLOMBIA
NEW YORK
LONDON
POLAND
BULGARIA
INDIA
MALASIYA
CHINA
JAPAN
PHILIPPINES
HONGKONG
SINGAPORE
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CHAPTER 9
9.1 MAN POWER
MSI is a place where talent can bloom, where the work ethic breeds excellence, where winning
is a way of life. You have the opportunity to be a part of this exciting work place. If you dare
to dream, if you think you are ready to take up the challenges and move in pursuit of excellence,
then we are here to make your dream come true.
Market leaders in served segments including Auto Components, Transmission systems the
Group has forged strong alliances with leading international companies.
Each and every employee will be appointed and selected by the group on their individual talents
and professionalism. Also, the selected candidates are trained under professionals of certain
departments.
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CHAPTER 10
10.1 FACILITIES OF THE INDUSTRY
The landmass of manufacturing unit in MSI is of 300 acres and sorting and other sectors is 100
acres.
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CHAPTER 11
11.1 PROCESS DESCRIPTION: - Coil Joiner
Almost all metal stampers have downtime at the end of a steel coil. The amount of time a line
is nonproductive between coils can vary. It's not uncommon for downtime to exceed 20
minutes. On heavy-gauge lines, where a coil's linear footage is low, the amount of downtime
can be excessive.
Pax Machine Works, Celina, Ohio, produces products that are drawn, deep-drawn, blanked,
pierced, coined, extruded, and embossed. Its finished parts are sold to OEMs and aftermarket
parts suppliers. The stamper runs high-strength steels from 0.090 to 0.140-inch-thick with
widths of 7 to 11 in., although the line's coil-end joiner can handle material from 2 to 20 in.
wide and 0.030 to 0.156 in. thick.
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CHAPTER 12
12.1 ORGANIZATION HIERARCHY
MANAGING
DIRECTOR
GM PRODUCTION
GM P&A
GM MARKETING
GM FINANCE
MAINTENANCE
MANAGER
MANAGER
AGM
AGM
DEPUTY
MANAGER
DEPUTY
MANAGER
MANAGER
WELFARE
MANAGER
ASST
PERSONNEL
OFFICER
PROCESS
EMPLOYEES
EMPLOYEES
EMPLOYEES
EMPLOYEES
SENIOR
ACCOUNTANT
ASST TO SENIOR
ACCOUNTANT
MARKETING OF
FIRM
(DOMESTIC)
ASST
GRADE
PURCHASING
OF FIRM
TYPIST
EMPLOYEES
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PEON
ACCOUNTANT
GRADE 1
ACCOUNTANT
GRADE 2
EMPLOYEES
CHAPTER 14
14.1 SUMMER TRAINING ACTIVITIES
Details of training from 10/06/2016 to 14/07/2016
14.1.1 DEPARTMENT: - PLANNING & ANALYSIS [10/06/2016 to 24/06/2016]
1. Materials Function:
Raw materials, finished parts and bought out components should be made available in required
quantities and at required time to ensure the correct start and end for each operation resulting
in uninterrupted production. The function includes the specification of materials (quality &
quantity) delivery dates, variety reduction (standardization) procurement and make or buy
decisions.
2. Machines and Equipment:
This function is related with the detailed analysis of available production facilities, equipment
down time, maintenance policy procedure and schedules. Concerned with economy of jigs and
fixtures, equipment availability. Thus, the duties include the analysis of facilities and making
their availability with minimum down time because of breakdowns.
3. Methods:
This function is concerned with the analysis of alternatives and selection of the best method
with due consideration to constraints imposed. Developing specifications for processes is an
important aspect of PPC and determination of sequence of Operations.
4. Process Planning (Routing):
It is concerned with selection of path or route which the raw should follow to get transformed
in to finished product. The duties include:
(a) Fixation of path of travel giving due consideration to layout.
(b) Breaking don of operations to define each operation in detail.
(c) Deciding the set-up time and process time for each operation.
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5. Estimating:
Once the overall method and sequence of operations is fixed and process sheet for each
operation is available, then the operations times are estimated. This function is carried out using
extensive analysis of operations along with methods and routing and standard times for
operation are established using work measurement techniques.
6. Loading and Scheduling:
Scheduling is concerned with preparation of machine loads and fixation of Starting and
completion dates for each of the operations. Machines have to be loaded according to their
capability of performing the given task and according to their capacity.
Thus, the duties include:
(a) Loading the machines as per their capability and capacity.
(b) Determining the start and completion times for each operation.
(c) To Co-ordinate with sales department regarding delivery schedules.
7. Dispatching:
This is the execution phase of planning. It is the process of setting production activities in
motion through release of orders and instructions. It authorizes the start of Production activities
by releasing materials, components, tools, fixtures and instruction sheets to the operator.
The activities involved are:
(a) To assign definite work to definite machines, work centers and men.
(b) To issue required materials from stores.
(c) To issue jigs, fixtures and make them available at correct point of use.
(d) Release necessary work orders, time tickets etc. to authorize timely start of operations.
(e) To record start and finish time of each job on each machine or by each man.
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8. Expediting:
This is the control tool that keeps a close observation on the progress of the work. It is a logical
step after dispatching which is called follow-up or Progress. It co-ordinates extensively to
execute the production plan. Progressing function can be divided in to three parts, i.e. follow
up of materials, follow up of work in process and follow up of assembly.
The duties include:
1. Identification of bottlenecks and delays and interruptions because of which the production
schedule may be disrupted.
2. To devise action plans (remedies) for correct the errors.
3 To see that production rate is in line with schedule.
9. Inspection:
It is a measure control tool. Though the aspects of quality control are the separate function, this
is of very much important to PPC both for the execution of the current plans and in scope for
future planning. This forms the basis for knowing the limitations with respects to methods,
processes etc. which is very much useful for evaluation phase.
10. Evaluation:
This stage though neglected is a crucial to the improvement of productive efficiency. A
thorough analysis of all the factors influencing the production planning and control helps to
identify the weak spots and the corrective action with respect to preplanning and planning will
be effected by a feedback. The success of this step depends on the communication, Data and
information gathering and analysis.
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CHAPTER 15
15.1 MANAGERIAL SKILL DEVELOPED
The manager must be skilled technical skills involved and technical knowledge and
proficiency the manager uses the process, technology and
Tools of specific area.
The manager has known monitor the characters often each employee in the organization
and how to manage all the activities and also the manager motivates the employees at
any time in the working hours.
The manager skill involves the ability to interact effective with employees conceptual
skills involves the formulation of ideas, the manager understands abstract relationship
develop ideas and solve problems creativity.
The managers level in the organization possessing technical human and conceptual
skills. There are different types of skills in the organisation i.e.,
Business writing, corporate presentation, public speaking, sales marketing, leadership
The manager should know the strength and weakness of each and every employee.
The manager should concentrate more on the employees welfare activities and
maintain trade unions.
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