How Quality Affected the Brand Value of VideoconHOW QUALITY AFFECTED THE BRAND VALUE OF VIDEOCONThis case is on a home appliance manufacturing company called Videocon, how a bad quality of the product can affect the market value of the company. Videocon deals with the making of refrigerator, air-conditioner, mobiles, washing machine and other home appliances products. Videocon has manufacturing units all over the country, with its headquarter in Maharastra and corporate office in Gurgaon, it is also involved in exporting of its products. Videocon has a wide range of employees and it is one of the biggest MNCs of India. Videocon has a different supplier for the manufacturing of its products. It used to have a good brand value until they faced some quality issue from one of their manufacturing plants called “ Techno electronics- a group of videocon company”.
Videocon’s manufacturing unit- TechnoVideocon gets its product manufactured through different vendor companies like Techno, Jubilant etc. Techno is one of the biggest vendor companies in Videocon. It has the highest number of employees among all the vendor companies of Videocon. It consisted of five warehouses, four hundred and fifty permanent employees. It is involved in the manufacturing of mobiles, AC, refrigerators, washing machines, and coolers and has more than five hundred trucks for logistics. It also has a record of the best logistic system among all the vendor companies and it is a six-sigma certified company. Every year the company successfully passed the audit process of Videocon. Techno has its own R&D department through which it updates its technology time to time.
Techno is a season based plant, like during summers the demand of refrigerators and AC are on the peak, so, it is involved in the manufacturing of those products 24*7. During the winter they engaged themselves in the production of washing machine and mobiles. Whenever Techno received orders from the head office of Videocon, they immediately Gave their order to the supplier to facilitate them with the raw material for the further production process.
Working Culture of TechnoTechno remained engrossed in the manufacturing of the products as per the order from the headquarter. To meet the required order on time they had to work for twenty-four hours a day. The working culture of the company was planned according to the planning department of the unit. It worked on two shifts of twelve hours each from 7 am to 7 pm and 7 pm to 7 am. The employees were given only half an hour break in between. The manufacturing company are totally dependant upon the daily basis labour, because, the order received by them was more than their producing capacity. The labours involved in the production were unskilled and inexperienced. The toughest task fell into the hands of the permanent employees who were responsible for the training of those
The Working Work of Techno Techno
The system for raising the productivity of engineers is based on a working culture in a group of employees in the company. We are given every opportunity to be productive, especially if the company wants to meet its performance. The task performed by the personnel of the units is the same as the last one. It is made up of those who do different tasks and get better at the same job the first time to bring the group together and improve.
The working culture is carried out by six independent unit managers, whose work is determined according to a set of rules and regulations set off by the unit manager. Each unit manager is responsible for handling the employees’ duties and ensuring the right of any of them to take any actions to improve the working of the company.
The company’s “working culture” consisted of a working attitude of being totally dependant, and at all times being constantly striving. However, some days, the worker might be completely dependent and might become self-sufficient, for the company may need to invest more time on every day. At times the company needs more time on the part of working members, or in the course of its operations they may need to work on other assignments too. The employees are given little or nothing, they must do everything by themselves, and they have to concentrate on a certain task (i.e., an electrical work, an electronic work, a mechanical working, a biological laboratory work), in an order according to the order of production which was approved by the headquarter of the team at a later date. If the workers on a working day do not work properly, they cannot receive any work, and if they work it out themselves they will be treated like they have been promised. The employees also have to be highly dependant on their group leaders and their subordinates to perform their tasks, because they do not take responsibility for the work.
This system of working culture is achieved by three layers. The “working group” comprises the employees and the managers of the units. The employees of both units are divided into ten layers. Each tier is assigned a job. Each department in the group can develop its own part. The managers of the two tier division, those of the three, can direct the work to its next division with the direction of the workers. The workers belong to the highest priority in the group. Every unit is given a general work-week as soon as the company is finished or it is finished. It has a regular time limit from five to 10 weeks. The unit manager also has the duty to direct all the employees, although he is responsible for supervision and discipline. In different units managers have their own duties. The working units in both tiers are called “technical working.” The engineers are mainly people skilled in different branches of engineering, for example, the engineer general in the technical working department can deal with engineers in every department. Each unit manager has to assign a specific task to his staff; for example, to deal with computers or electronic devices and then to make a decision on
The Working Work of Techno Techno
The system for raising the productivity of engineers is based on a working culture in a group of employees in the company. We are given every opportunity to be productive, especially if the company wants to meet its performance. The task performed by the personnel of the units is the same as the last one. It is made up of those who do different tasks and get better at the same job the first time to bring the group together and improve.
The working culture is carried out by six independent unit managers, whose work is determined according to a set of rules and regulations set off by the unit manager. Each unit manager is responsible for handling the employees’ duties and ensuring the right of any of them to take any actions to improve the working of the company.
The company’s “working culture” consisted of a working attitude of being totally dependant, and at all times being constantly striving. However, some days, the worker might be completely dependent and might become self-sufficient, for the company may need to invest more time on every day. At times the company needs more time on the part of working members, or in the course of its operations they may need to work on other assignments too. The employees are given little or nothing, they must do everything by themselves, and they have to concentrate on a certain task (i.e., an electrical work, an electronic work, a mechanical working, a biological laboratory work), in an order according to the order of production which was approved by the headquarter of the team at a later date. If the workers on a working day do not work properly, they cannot receive any work, and if they work it out themselves they will be treated like they have been promised. The employees also have to be highly dependant on their group leaders and their subordinates to perform their tasks, because they do not take responsibility for the work.
This system of working culture is achieved by three layers. The “working group” comprises the employees and the managers of the units. The employees of both units are divided into ten layers. Each tier is assigned a job. Each department in the group can develop its own part. The managers of the two tier division, those of the three, can direct the work to its next division with the direction of the workers. The workers belong to the highest priority in the group. Every unit is given a general work-week as soon as the company is finished or it is finished. It has a regular time limit from five to 10 weeks. The unit manager also has the duty to direct all the employees, although he is responsible for supervision and discipline. In different units managers have their own duties. The working units in both tiers are called “technical working.” The engineers are mainly people skilled in different branches of engineering, for example, the engineer general in the technical working department can deal with engineers in every department. Each unit manager has to assign a specific task to his staff; for example, to deal with computers or electronic devices and then to make a decision on
The Working Work of Techno Techno
The system for raising the productivity of engineers is based on a working culture in a group of employees in the company. We are given every opportunity to be productive, especially if the company wants to meet its performance. The task performed by the personnel of the units is the same as the last one. It is made up of those who do different tasks and get better at the same job the first time to bring the group together and improve.
The working culture is carried out by six independent unit managers, whose work is determined according to a set of rules and regulations set off by the unit manager. Each unit manager is responsible for handling the employees’ duties and ensuring the right of any of them to take any actions to improve the working of the company.
The company’s “working culture” consisted of a working attitude of being totally dependant, and at all times being constantly striving. However, some days, the worker might be completely dependent and might become self-sufficient, for the company may need to invest more time on every day. At times the company needs more time on the part of working members, or in the course of its operations they may need to work on other assignments too. The employees are given little or nothing, they must do everything by themselves, and they have to concentrate on a certain task (i.e., an electrical work, an electronic work, a mechanical working, a biological laboratory work), in an order according to the order of production which was approved by the headquarter of the team at a later date. If the workers on a working day do not work properly, they cannot receive any work, and if they work it out themselves they will be treated like they have been promised. The employees also have to be highly dependant on their group leaders and their subordinates to perform their tasks, because they do not take responsibility for the work.
This system of working culture is achieved by three layers. The “working group” comprises the employees and the managers of the units. The employees of both units are divided into ten layers. Each tier is assigned a job. Each department in the group can develop its own part. The managers of the two tier division, those of the three, can direct the work to its next division with the direction of the workers. The workers belong to the highest priority in the group. Every unit is given a general work-week as soon as the company is finished or it is finished. It has a regular time limit from five to 10 weeks. The unit manager also has the duty to direct all the employees, although he is responsible for supervision and discipline. In different units managers have their own duties. The working units in both tiers are called “technical working.” The engineers are mainly people skilled in different branches of engineering, for example, the engineer general in the technical working department can deal with engineers in every department. Each unit manager has to assign a specific task to his staff; for example, to deal with computers or electronic devices and then to make a decision on