TQM in Mahindra & Mahindra

Presented By

Shivraj Shetty (17)

Pinak Mohanty (125)

P V S Murthy (126)

Balasubramanian R (138)

Rajiv Ranjan Singh (145)

Abhijeet Sinha (149)

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Index

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M&M is one of leading tractor brands in the world and the largest

manufacturer of tractors in India with sustained market leadership of

over 25 years.

M&M is India's largest SUV maker.

Today, its total turnover is about 6.3 billion dollars.

It employs over 1,00,000 people across the globe

About Mahindra Group

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Company was set up in 1945 in Ludhiana as Mahindra & Mohammed

J.C. & K.C. Mahindra along with Ghulam Mohammed are the founders

M & M was first known for assembly under licence of Willys Jeep in India.

Branched out into manufacture of LCVs and agricultural tractors, growing from being a manufacturer of army vehicles and tractors to an automobile major with a growing global market.

At present, M&M is the leader in UV segment in India with its flagship UV, the Scorpio (known as the Mahindra Goa in Italy).

Background & History

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Indians are second to none in the world. The Founders of our nation and of our Company passionately believed this. We will prove them right by believing in ourselves and by making Mahindra & Mahindra Limited known world-wide for the quality of its products and services.

'We don't have a group-wide mission statement. Our Core Purpose is what makes all of us want to get up and come to work in the morning.'

- Anand G. Mahindra

Core Purpose

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Good Corporate Citizenship Long Term Success Ethical business standards

Professionalism Best People for the job Innovation and well reasoned risk taking

Customer First Respond to the changing needs and expectations

Quality Focus First Time Right

Dignity of the Individual

Core Values

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Group at a Glance

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Acquired plants in China and the United Kingdom, and has three

assembly plants in the USA.

M&M has partnerships with international companies like Renault SA,

France and International Truck and Engine Corporation, USA.

Global subsidiaries include Mahindra Europe Srl. based in Italy,

Mahindra USA Inc., Mahindra South Africa and Mahindra (China)

Tractor Co. Ltd.

Global Presence

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Organization Structure

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“Customer First & Quality Focus are our core values.

For this, we shall respond to the changing needs and

expectation of the customers speedily & effectively.”

Quality Policy

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Achieved by:

Understanding customer requirements

Involvement of suppliers and other Business partners

Setting the Annual Business objectives aligned with our vision

Total employee involvement

Adopting a ‘Process’ Approach

Delivering ‘First Time Right’ Products

Quality Policy

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President and COO through middle management provide evidence of

quality commitment

Communication about meeting requirements

Establishing Quality Policy

Ensuring Quality objectives are established for each area in line

Conducting Management Reviews

Review of Process Efficiency

Management Responsibility

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Tractor division -- sellers' market

Focus was more on quantity

No emphasis on development of new models

Manufacturing activity was more inspection oriented-detection

Interaction with suppliers -- purely need based

Sales and service activity lacked standardisation

Rework rejection percentages were high

Employee involvement in improvement activities was very limited

Mindset, Factory Layout, Equipment - Road Blocks

Pre – TQM (1990)

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The TQM journey was in three phases:

Introduction phase: 1990-94

Promotion phase: 1995-99

Development phase: from 2000 onwards

TQM Journey

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The first phase objectives were

improving manufacturing quality through process control,

improving the quality of bought out components, and

increasing productivity and reduce the cost of poor quality (COPQ) by

solving chronic cross-functional quality problems.

Introduction of initiatives like Juran's process of quality improvement

(JQI), statistical process control (SPC), supplier support activity and

business process reengineering (BPR) in manufacturing

TQM Journey – Introduction Phase (1990-94)

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The focus was not only the standardisation of all operations as per

international guidelines, but also to improve upon them

Certifications-ISO 9000 and automotive sector specific standard QS

9000 were obtained

Upgradation of manufacturing facilities

Initiation of Deming Prize guidelines

TQM Journey – Promotion Phase (1995-99)

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Improvement in core processes like new product development,

manufacturing, supplier management and sales and customer

operations

Introduction of policy deployment/daily work management technique

Certification to environment management system standard ISO

14001

Continuous improvement activity stepped up to touch employee

involvement of 100 per cent during this period

TQM Journey – Development Phase (2000 onwards)

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Reduction in rework, rejections

Reduction in rejection at suppliers' end as well at receipt stage

Reduction in no. of consumer complaints

Increased productivity, customer satisfaction, employee involvement

in continuous improvement

Introduction of new models — 15 models in three years

Benefits due to TQM

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Won the Japan Quality Medal in 2007, the only tractor company

worldwide to be bestowed this honour.

First tractor company globally to win the Deming Application Prize

in 2003 from JUSE.

Total Productive Maintenance (TPM) Excellence Award-First Category

from Japanese Institute of Plant Maintenance (JIPM) for the

company's automotive division

Achievements in Quality System

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Rajkumar Singh, Asst. Manager, M&M Ltd.

Arun Rafi, Asst. Manager, M&M Ltd.

Eknath Patil, Asst. Manager, M&M Ltd.

Nilesh Bhor, Asst. Manager, M&M Ltd.

Abhinandan Patil, Asst. Manager, M&M Ltd.

Santosh Jose, Asst. Manager, M&M Ltd.

Anup Kulkarni, Asst. Manager, M&M Ltd.

Acknowledgement

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Thank You