tqm in mahindra and mahindra
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Transcript of tqm in mahindra and mahindra
TQM IN MAHINDRA & MAHINDRA
-By Amit Bansal
BACKGROUNDFounded in 1945 in Ludhiana as
Mahindra & Mohammed Founded by K.C. Mahindra, J.C.
Mahindra and Malik Ghulam Mohammed
Changed its name to Mahindra & Mahindra in 1948
Set up as steel trading company
INTRODUCTIONOne of the largest automobile
manufacturers by production in INDIA
Headquarter in MumbaiAround 1,50,000 employees in
over 100 countries across globe19th in the list of top companies
of India by fortune India 500
CRITICAL ISSUES FACED BY M&M Global market scenario- economic
turbulence , govt. Unsupportive policyTotal quality management- although
quality is good but failed to manageProduct innovation- no development of
new product & improvement of existing product
Human resource development- no individual development to achieve performance improvement
New marketing strategies- not much focused on advertisements.
PREVIOUS TO TQMTractor division was main marketFocus was more on qualityNo emphasis on development of new
modelsInteraction with suppliers is purely need
basedSales and service activity lacked
standardizationRejection percentage very highEmployee involvement in improvement
activity was very limited
TQM JOURNEY WITH M&MTQM journey was in 3 phases Introduction phase (1990-1994) Promotion phase(1995-1999) Development phase(2000
onwards)
INTRODUCTION PHASE(1990-1994)Improving manufacturing quality
through process controlImproving the quality of bought
out componentsIncreasing productivity and
reducing the cost of poor quality
PROMOTION PHASE(1995-1999)
The focus was not just on standardization of operation according to international guidelines but improvement of operations
Certification ISO 9000 and automotive sector specified standard QS 9000 were obtained
Up gradation of manufacturing facilities
Initiation of Deming Prize guidelines
DEVELOPMENT PHASE(2000 ONWARDS)Improvement in core processes
like new product development , manufacturer supplier management and sales customer operation
Certification to environment management system standards ISO 14001
Continuous improvement activity started including 100 percent of the employees
TQM BENEFITS…Reduction in rejection at
suppliers end as well at receipt stage
Reduction in number of customer complains
Increased productivity, customer satisfaction, employee involvement in continuous improvement
Introduction of new models –15 models in three years
WINNER…First and only tractor company
globally to win Deming award in 2003Won Japan quality model in 2007, only
tractor company worldwide to be bestowed this honor
Total productive maintenance (TPM) Excellence award first category from Japanese institute of plant maintenance (JIPM) for the company’s automotive division
CONCLUSION
In marching towards the 21st century, M&M have begun the journey of TQM. The journey is very painful. Yet there is no alternate road for excellence. TQM is both goal and a path. Therefore the quality journey is one that can never end.