Celebrating ‘Indianness’ is a value that Truetzschler India strongly believes in. And this became more than evident when Truetzschler India was found to be one of the first companies in India to be in alignment with the ‘Make in India’ concept. When they set foot in India in 1977 as part of a joint venture, they decided to make the machines in India using the know-how received from its parent company in Germany. This work tenet has stood them in good stead over the past 43 years. The man at the helm, Thomson Joseph, has been working for the last decade to put Truetzschler India on the forefront. Since his joining the company in 2010, Joseph has never failed to dig deep into his passion for machines and technology to pave the way for Truetzschler India to thrive successfully.
Today, as the CEO of the company, Joseph is steering Truetzschler India to becoming a role model, especially in the tough times of the pandemic. Elaborates Joseph: “Did you know that the oldest running machine at Truetzschler India is a scutcher and it is roughly 41 years old? We take pride in the fact and we hold our customers’ loyalty to our machines in high esteem. It has been an exciting journey to bring new product portfolios to India and integrate them into our manufacturing production lines. We have added multiple portfolios into Truetzschler India since then. We boast of nearly the whole range of products in India which include high production card TC 15, draw frame TD 9T and TD 10 and combing machine TCO 12.”
Truetzschler India has grown aggressively in recent years but Joseph gives the credit to his incredible team and pertinent decisions that yielded positive results. “Our vision has always been to make machines locally,” he says. “As a result of our efforts, we set up a blow room in 1981 and began manufacturing the most modern card of that time, DK 740, in 1992. Over the years, our discerning customers have realised that the India-made cards and those made in Germany offer the same Truetzschler quality for which we are known worldwide,” he adds.
Joseph further shares: “They also realised that India made cards were economically priced compared to the ones imported while quality held the same for both. That shows the confidence our customers have in us, in our manufacturing abilities, and in the quality that we offer. That is, undoubtedly, the key strength of Truetzschler. The company began investing more in this plant over the last 15-20 years. Today, we command a sizeable market share in certain segments. And the plant is utilised to more than 80% capacity levels. Some of our products are made here exclusively for the Truetzschler Group across the world.” Truetzschler India is one of the leading subsidiaries in the Truetzschler Group with more than 900 employees and supports group companies by supplying machines and key components.
Bouquet of Products
Truetzschler India today manufactures the whole range of high-tech spinning preparatory machines from blow room to combers, maintaining the same quality as is produced in Germany. Says Joseph: “We have the latest bale opener BO-P and comber TCO 12 which is being sold in the domestic market. We produce the widest range of blow room machines in our group companies. We have also invested in recent years to expand our card clothing manufacturing facilities to increase the product portfolio. Today we produce the entire range i.e., cylinder wires, flat tops and stationary flats for our domestic market. Over the recent years we have improved our market share in the card clothing market.”
The 2020 Challenge
While the pandemic shut down industries and economies around the world, today green shoots are becoming visible indicating the re-emergence of companies and their adaptation to the ‘new normal’. For Truetzschler India, keeping communication channels open and imparting confidence to the team was top priority. Joseph explains: “We are no exception to the chaos that the pandemic caused, especially in the domestic sector, though exports were almost at par with the numbers from 2019. And that is because we have manufacturing hubs in all the major geographies across the world. The first thing we did was to open a communication channel with the senior management to share information with their own divisions and teams.”
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