Thread: Lotus šef: "izterjavo je začelo"

Novi šef razkriva preobrat načrt - vključno povprečne stroške, naraščanje prodaje in izboljšanje kakovosti - je dal Lotus na bolj varen korak Lotus je opomogla, po več letih pretresov, izgube in visokimi stroški, da večina industrije učenjaki pridruži z Dany Bahar era.
Po objavi lani marca rekordni 168 milijonov izgube v poslovnem letu 2012-2013, je družba tiho zmanjšanje stroškov in širjenje prodaje pod preobrat načrt pod vodstvom svojih nizko-ključ starešina pogonski uslužbenec, Stanka Farikullah.
Lotuss UK avto prodaja povzpela za 86 odstotkov v letu 2013, pri prodaji na izvoznih trgih, predvsem na novih območjih, kot so Kitajska, tudi izboljšati. Kakovosti je spodbudila izboljšave proizvodnega procesa Hethel, in podjetje ima trenutno štiri mesece čakalna lista za avtomobile.
Imenuje 18 meseci DRB Hicom, Malaysian matična družba Lotus in Proton, Farikullah je kopel univerzitetni diplomant inženiringa s strokovnim znanjem razvoj proizvodov, proizvodnje in kakovosti in temelji v veliki Britaniji v zadnjih 26 letih.
On je praktično znak, ki dobro pozna Lotus in Proton podjetja in glede 2012-2013 izgubo kot gospodinjstvo, ki se izvajajo kot del našega načrta za preobrat.
Izguba je bila pričakovana. Želimo Lotus na čelu avtomobilski uspeh in inovacije, in weve preživel v zadnjih 18 mesecih temeljev.
Pri uresničevanju teh ciljev, trdi Farikullah, Lotuss delničarjev pred kratkim prispevala 100 milijonov za stabilizacijo in širitev poslovanja, ki je v veliki meri ohranja svojo 1150-močne delovne sile v težkih časih in ima trenutno 100 inženiring delovna mesta odpreti.
Od leta 2012, režijski stroški so zmanjšala za skoraj 50 odstotkov, poteza, ki je drastično znižala prag donosnosti proizvodnje avtomobilov.
Farikullah opredeljuje dve ključni cilji za Lotus: ohranja finančno stabilnost (pogoj je prepričan je družba dosegla lani marca, ironično ob istem času, ki je bilo zahtevano poročilo izguba zapis 2012-2013), in nadaljnjega izboljšanja kakovosti izdelave svojih avtomobilov.
Korak v kakovosti se dosega z izboljšavami v Lotuss lastne proizvodne prakse, kot tudi nenehno stike in dialog z nazaduje dobaviteljev.
Od januarja do decembra lani, Lotus proizvodnja znašala 1368 enot, 31 odstotkov pred 2012 slika. UK prodaje za 2013 razširil iz 120 230 enot, z nadaljnjo dobički v možnost letos. Farikullah pravi, on ni zadovoljen s vsote, vendar jih navaja kot dokaz o napredku.
Avto proizvodnje v Hethel je trenutno približno 40 avtomobilov na teden, na ravni izrazito izboljšane kakovosti. Zdaj si prizadeva za povečanje proizvodnje 45 ali 50 Elise, Exige in Evora derivatov na teden, potiska naprej proti letna proizvodnja 1800 do 2000 avtomobilov.
Companys motorsport roko bo izgradnjo in prodajo okoli 110 svojem donosen dogovorili modelov letos skoraj podvojil svoje letne proizvodnje v zadnjih letih. Lotuss inženiring svetovanje, ki je prispeval zgolj 22 milijonov na prihodek od prodaje v letu 2012-2013-spet širi in trenutno je 120 živo projektov na poti, večina od njih naročila velikih, globalnih proizvajalcev.
Na nove modele, Farikullah skrbno izogiba posebnosti, čeprav pravi: Naša dolgoročna vizija je za Lotus na čelu avtomobilski inovacije.
Farikullah odkloni prijavite Bahars oko-popping Suite nov model predlogov, pred nekaj leti, je pokazala le rekel, da Hethel ima številne zanimive nove projekte razvijajo.

New boss reveals turnaround plan - including slashed costs, rising sales and quality improvements - has put Lotus on a more secure footing Lotus is recovering, after several years of turmoil, losses and soaring costs that most industry pundits associate with the Dany Bahar era.
Following the announcement last March of a record-breaking 168 million loss in the 2012-2013 financial year, the company has been quietly cutting costs and expanding sales under a turnaround plan led by its low-key chief operating officer, Aslam Farikullah.
Lotuss UK car sales climbed by 86 per cent in 2013, while sales in export markets, especially in new regions such as China, also improved. Quality has been boosted by refinements to the Hethel manufacturing process, and the company currently has a four-month waiting list for cars.
Appointed 18 months ago by DRB-Hicom, Malaysian parent company of Lotus and Proton, Farikullah is a Bath University engineering graduate with expertise in product development, manufacturing and quality and has been based in the UK for the past 26 years.
He is a practical character who knows both the Lotus and Proton businesses well and regards the 2012-2013 loss as housekeeping, carried out as part of our turnaround plan.
The loss was expected. We want Lotus to be at the forefront of automotive success and innovation, and weve spent the past 18 months laying the foundations.
In pursuit of these goals, claims Farikullah, Lotuss shareholders recently contributed 100 million to stabilise and expand the business, which has largely maintained its 1150-strong workforce in tough times and currently has 100 engineering jobs open.
Since 2012, overheads have been slashed by nearly 50 per cent, a move that has dramatically lowered the break-even point of car production.
Farikullah identifies two key objectives for Lotus: maintaining financial stability (a condition he believes the company reached last March, ironically at the same time that it was required to report the record 2012-2013 loss), and further improving the build quality of its cars.
The step up in quality is being achieved through improvements in Lotuss own manufacturing practices, as well as continual contact and dialogue with underperforming suppliers.
Between January and December last year, Lotus production amounted to 1368 units, 31 per cent ahead of the 2012 figure. UK sales for 2013 expanded from 120 to 230 units, with further gains in prospect this year. Farikullah says he is not satisfied with the totals but cites them as evidence of progress.
Car production at Hethel is currently about 40 cars a week, at a markedly improved quality level. The aim now is to increase output to 45 or 50 Elise, Exige and Evora derivatives per week, pushing on towards an annual output of 1800 to 2000 cars.
The companys motorsport arm will build and sell around 110 of its lucrative bespoke models this year, nearly doubling its annual output of recent years. Lotuss engineering consultancy — which made a mere 22 million contribution to turnover in 2012-2013 — is expanding again and currently has 120 live projects on the go, most of them commissioned by large, global manufacturers.
On new models, Farikullah carefully avoids specifics, although he says: Our long-term vision is for Lotus to be at the forefront of automotive innovation.
Farikullah declines to sign up to Bahars eye-popping suite of new model proposals, revealed several years ago, saying merely that Hethel has a number of exciting new projects under development.