Energy saving device- Magnetic amplifier Centralised lighting energy device

Magnetic amplifier Centralised lighting energy devicProduct Categories

Electrical Systems, Components & Accessories

Product Profile

Swastika Industries offers Energy Saving Devices. It is a magnetic amplifier based centralised lighting energy saving device. It is available in 3-phase from 18 up to 450 kVA capacity. This is to be connected with the centralised lighting feeder through which irrespective of fluctuating input voltage, the output voltage will be set at site independently in R, Y, B phases through electronic PCB cards and kept constant. The following benefits are assured on the lighting load: guaranteed power saving of 20%; and life of lamps will increase very substantially. Magnetic amplifier technology is the proven and most effective technology in centralised lighting energy saving device. This product finds application in all those industries where lighting load is substantial
 
Manufacturer
M/s Swastika Industries
 
Source:www.ipfonline.com

Cost Reduction Strategies not a continuous process for majority –Ernst & Young survey

 

Survey Conducted by Ernst & Young  on “Save to Prosper: from cost reduction to cost optimization. “

A total of 561 senior executives were interviewed for the survey, which covered 11 industry sectors in 11 of some of the largest economies. The results show that the most common reason for implementing cost reduction is "to ensure survival", implying that once survival is achieved, cost reduction will be marginalized.

Raju Lal, Partner at Ernst & Young, said, "Our survey highlights that many businesses are dangerously complacent about cost reduction and are as a result not ready for the eventual economic recovery. Although cost-consciousness has become a top priority during the last year, the majority of company efforts so far have been on tactical and temporary measures, delivering no more than 10% cost reduction for most businesses. Sustainable cost reduction and optimization need to become standard practice and be at the heart of any company’s business recovery agenda."

 

• The management considers that cost reduction and sustainability are one of the main strategic objectives to their organization.
• 49% of companies indicate that securing economical survival is the reason why they decide to set up cost reduction programs. But some countries like Switzerland, China or sectors like pharmacy / bio technology or consumer products are less concerned. These sectors indicate that cost management is a continuous process or a good leeway for investment.
• 2/3 of the Management of companies indicate to be actively engaged on CRP.
• 55% of companies address a complete cost reduction programme (sales, general and administrative cost as well as cost of goods sold). It’s even more important for some sectors (consumer products, pharma/ biotech technology) or countries (Switzerland, Germany, Netherlands, USA, Spain).
• Concerning the sales, general and administrative costs (SG&A) companies mainly focus on human resources, facilities management or information technology.
• 60% companies state that they can only achieve up to 10% SG&A savings today. They are 65% of companies in the next 12-18 months.
• Concerning cost of goods (COGS), companies mainly focus on procurement, manufacturing or distribution spend. Some countries like China or France cut costs on research & development.
• 70% companies state that they can only achieve up to 10% SG&A savings today. They are 65% of companies in the next 12-18 months.
• Companies assess cost savings analysis as their main technique to set tactical cost reduction programme.
• Companies assess service effectiveness improvement as their main technique to set strategic cost reduction programme.
• 81% of companies are at the completed in progress stage of reduction cost but less than half of companies indicate they are quite close to achieve the benefits.
• 11% of companies are not tracking or planning to track their cost reduction programme all the way down into their profit and loss statement (53% of Chinese companies) and when asking what is preventing them from doing it, 39% state it is not feasible or does not make sense.
• 89% are tracking or planning to track their cost reduction programme and state clear ownership and accountability, right team in place, clear business case as the the main factors to reach the cost reduction targets.
• 86% of companies declare being confident in retaining sustainable the cost saving benefits achieved by cost reduction programme. However, when companies have to explain, only 28% of them mention continuous cost management and only 26% of companies mention structural adjustments completed.
• 68% of companies are convinced that the cost consciousness developed in the last year (year of crisis) in comparison with the previous two years.

 

Source: Ernst & Young

Toyota to enter Entry Family Car segment in India with low cost cars

Toyota has an ambitious plan in India, where it hopes to grab 10 percent of the market by 2015. The market for automobiles on the Subcontinent is estimated to be at 3.5 million vehicles per year by that time.
Key to Toyota's growth in the India market is its upcoming EFC (Entry Family Car) platform, which will spawn hatchback and sedan body styles. While the EFC will form the bulk of Toyota's volumes in India, the company is also looking at other segments to enhance its portfolio in India.
Under consideration is the Avanza MPV, which sits one segment below the popular Innova. In India, the compact MPV category is virtually nonexistent and is served only by the six-seater Versa van, which barely sells. So can Toyota convince customers to buy this new class of vehicle? The company believes it can and is banking on the popularity of the Innova to draw people to what is essentially a scaled-down and cheaper version of the hot-selling Innova MPV.
The Avanza is also a seven-seater on a rear-wheel-drive platform but is a monocoque, unlike the Innova, which is built on a body-on-frame or ladder chassis. This would give the Avanza more carlike dynamics, but Toyota is concerned about whether customers would perceive the absence of a ladder chassis as a compromise in durability. A bigger concern is the lack of a diesel engine. The present Avanza is only available with 1.3 and 1.5-liter gasoline engines, which just wouldn't fly in India.
In fact, the lack of a diesel is one of the main reasons why the Versa flopped.
Toyota is considering a 1.4 turbodiesel for the Avanza, the same motor that will power the EFC and Corolla diesels. However, retro-engineering a new motor into the present Avanza is difficult and costly. Toyota might just wait for the next-generation Avanza, which is being developed with a diesel engine option, but that is still some years away.
The Avanza's pleasing styling, compact dimensions and impressive space efficiency could make it a smart alternative to a sedan for those who need to regularly transport more than five people. The last row is typically cramped, but it's good enough for kids and the occasional adult for short city hops. The Avanza will appeal to those who find the Innova's shiplike dimensions too much of a handful and prefer something that's not more difficult to drive than a hatchback.
Toyota is considering heavy localization to bring costs down. Strategically, Toyota sees the Avanza as the right vehicle to plug the huge gap that will exist between its small car lineup and the big Innova.
For the moment, Toyota's focus in India is on the EFC. The small-car project is gathering momentum, and Toyota plans to unveil the concept at the 2010 Auto Expo in January. The world debut of the EFC in India is significant and underscores the importance of India, which is the lead manufacturing base for this platform, followed by Brazil.
The EFC is the cheapest car in Toyota's portfolio and is positioned in a segment of the market the Japanese giant has never competed in before. It is for this reason that Toyota is taking extraordinary pains to find out exactly what customers shopping for this class of car exactly want. Kazuo Okamoto, vice chairman of Toyota Motor, says: "The strategy for the Indian market is to get the product right, and we are devoting ourselves to preparing the right product for the Indian market. Only then can we be successful."
Though the development of the EFC was done completely in Japan, Toyota has designed this platform around strict cost targets which it has managed to achieve thanks to high localization and use of the home-grown supply base in India. For the first time, Toyota has not automatically chosen its traditional suppliers, as they have not met the cost targets Toyota has set for the EFC's components.
Pricing will be the biggest challenge, and although Toyota has announced it will not get into a price war with its rivals, the specs will be tweaked to ensure that costs don't get out of hand. "Cost reduction will come with lower specifications but not by compromising on quality," emphasizes Okamoto.
Toyota is also banking on its robust and quality dealer network to offer a trouble-free ownership experience, as a key differentiator.
Inside Line says: Toyota has thought the India market's needs through and can be expected to exceed expectations. — Hormazd Sorabjee, Correspondent
Source -Inside Line