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)
Index

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About Mahindra Group

 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

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Background & History

 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).

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Core Purpose

 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

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Core Values
 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

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Group at a Glance

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Global Presence

 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.

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Organization Structure

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Quality Policy

“Customer First & Quality Focus are our core values.

For this, we shall respond to the changing needs and
expectation of the customers speedily & effectively.”

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Quality Policy

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

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Management Responsibility

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

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Pre – TQM (1990)

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

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TQM Journey

The TQM journey was in three phases:

 Introduction phase: 1990-94

 Promotion phase: 1995-99

 Development phase: from 2000 onwards

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TQM Journey – Introduction Phase (1990-94)

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

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TQM Journey – Promotion Phase (1995-99)

 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

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TQM Journey – Development Phase (2000 onwards)

 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

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Benefits due to TQM

 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

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Achievements in Quality System

 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

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Acknowledgement

 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.

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Thank You

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