2. Initial Challenges, Improvements and Capacity Enhancements

[2] Management Policy & Strengthening Company after 1 Decade

Adapting to Changing Times: Rising Above Adversities
The Storm of 1990

Continuous import of CKD kits and appreciation of the Japanese Yen against the Indian Rupee had bled us white. While we continued to fight with the circumstances, the accumulated losses since inception were about to be equal to the equity share capital of the company. Dark clouds were hovering over our heads.

Financial struggles and continuity concerns arose from continuous imports and exchange rate fluctuations. However, DNIN's resilience and commitment to customers shone through. DENSO, Japan - the original promoter, provided crucial financial support, ensuring the company's survival, and demonstrating the power of determination in times of adversity.

1990. The company launched "Project 500," aimed at localizing 500 parts in 365 days to mitigate these issues. Associate welfare remained a priority, with special medical checkups and improved transport services provided.

Project 500: A Bold Localization Initiative

DNIN's team worked tirelessly to localize materials and parts without compromising quality and shielding the company from external forces. A dedicated office was established in Noida, and a cross-functional team formed to monitor progress. The goal was clear, and the team driven to succeed.

Overcoming Challenges
1992. Very bad financial status of the company-huge accumulated losses.
Overcoming through Human Development, Skill, Kaizen to win Trust of Customer.

1994 SRF NIPPONDENSO India Ltd. came under the sole management control of NIPPONDENSO and changed name to NIPPONDENSO India Ltd. (Shift of SRF* share).

With foresight in 1994, DNIN entered into Technical Assistance Agreement with Lucas-TVS, for exchange of advanced technology.

1994. First time operational profit by the company, and also won 1st Quality Improvements Award from Customer – Maruti.
By 1996, DNIN had wiped out all accumulated losses and for the first-time dividend paid to shareholders. The company continued to modernize its facilities, invest in new product lines, and expand its operations to capitalize on the growing auto industry.

In the same year, the company’s name was changed to DENSO India Ltd. to ensure consistency of the brand and DENSO family across the globe. At this time, the sales and service functions were shifted to Delhi. The company expanded its plant area by 4,800 sq. m in 1997 to accommodate the increasing range of products.
The growing auto industry and increased demand for innovative products presented exciting new opportunities for growth.