Mahindra & Mahindra (M&M) is one of the largest automobile manufacturers in India that underwent a Total Quality Management journey starting in the 1990s. The summary is: M&M implemented a TQM journey from 1990-present in three phases - introduction, promotion, and development. This included obtaining ISO and QS certifications, employee training, process improvements, and a focus on quality. M&M's efforts resulted in various quality awards, including being the first tractor company to win the prestigious Deming Prize in 2003.

1. Mahindra & Mahindra
Limited (M&M)
TQM and Deming award

2. About M&M
• It is one of the largest automobile manufacturers by
production in India and a subsidiary of Mahindra
Group conglomerate.
• It is ranked #21 in the list of top companies of India
in Fortune India 500 in 2011.
• Mahindra & Mahindra was set up as a steel trading
company in 1945.
• 1,44,000 employees in over 100 countries across the
globe.

3. Background & History
• Multinational automaker headquartered
in Mumbai, Maharashtra, India.
• The company was founded in 1945 in
Ludhiana as Mahindra & Mohammed by
brothers K.C. Mahindra and J.C. Mahindra
and Malik Ghulam Mohammed.
• The company changed its name to Mahindra
& Mahindra in 1948.

4. Core Purpose
• Indians are second to none in the world. The
founder of our nation and of our company
passionately believed this. We will prove that
right by believing in ourselves and by making
M&M 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

5. 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

6. Quality Policy
• “ Customer first and quality focus are our core values.
For this, we shall respond to the changing needs and
expectation of the customers speedily and effectively.”
Achieved By:
• Understanding customer requirements
• Involvement of suppliers and business partners
• Setting the annual business objectives aligned with our
vision
• Total employee involvement
• Adopting a process approach
• Delivering ‘first time right’ products.

7. 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

8. Previous to TQM (1990)
• Tractor division was sellers market
• Focus was more on quality
• 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 standardization
• Rework rejection percentages were high
• Employee involvement in improvement activity was
very limited
• Mindset, factory layout, equipment -- Road blocks

9. TQM Journey with M&M
• The TQM journey was in three phases:
• Introduction phase from 1900 - 94
• Promotion phase from 1995 – 99
• Development phase from 2000 onwards

10. Introduction phase (1900 – 94)
• In the first phase objective 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.

11. Promotion phase in 1995 – 99
• The focus was not only the standardization of
all operations as per international guidelines,
but also to improvement upon them.
• Certifications ISO 9000 and automotive sector
specific standard QS 9000 were obtained
• Upgradation of manufacturing facilities
• Initiation of Deming prize guidelines

12. Development phase (2000 onwards)
• Improvement in core process like new product
development, manufacturing, supplier
management and sales and customer operations
• Introduction of policy development daily work
management technique
• Certification to environment management system
standards ISO 14001
• Continuous improvement activity stepped up to
touch employee involvement of 100 percent
during period

13. After effects
Benefits due to TQM
• Reduction in rejection at suppliers end as well
at receipt stage.
• Reduction in no of consumer complains
• Increased productivity, customer satisfaction,
employee involvement in continuous
improvement
• Introduction of new models – 15 models in
three years

14. • Won the Japan quality medal in 2007, the only
tractor company worldwide to be bestowed
this honors.
• First tractor company globally to win the
Deming application prize in 2003 from JUSE.
• Total productive maintenance (TPM)
Excellence award first category form Japanese
institute of plant maintenance (JIPM) for the
company’s automotive division

15. Deming Prize
• The Deming prize, established in December 1950
in honour of W. Edwards Deming
• it was originally designed to reward Japanese
companies for major advances in quality
improvement.
• Over the years it has grown, under the guidance
of Japanese Union of Scientists and Engineers
(JUSE) to where it is now also available to non-
Japanese companies.
• The awards ceremony is broadcast every year in
Japan on national television.

16. Winners of application prize
 Year 1951
• Fuji Iron & Steel Co., Ltd. (now part of Nippon Steel)
• Showa Denko K.K.
• Tanabe Seiyaku Co., Ltd.
• Yawata Iron & Steel Co., Ltd (now part of Nippon Steel)
 1952 to 1989
• Florida Power & Light (first non-Japanese winner of award)
• 1998
• Sundram Clayton brakes division[1] (Sundaram Brake
Linings), the world's first friction material company to win.
 2002
• TVS Motor Company (TVSMC)

17.  2003
• Mahindra & Mahindra Ltd., the world's first tractor
company to win.
• Rane Brake Lining Ltd.
• Sona Koyo Steering Systems Ltd.
 2004
• Indo Gulf Fertilisers Ltd.
• LUCAS TVS[citation needed]
• SRF limited
 2005
• Rane Engine Valve Ltd
• Rane TRW Steering Systems Ltd.(SGD)
• Krishna Maruti Ltd., Seat Division

18. 2006
• Sanden International (Singapore) Pte Ltd (SIS),
the first Singapore-based company to win.
2007
• Rane (Madras) Ltd.
2008
• Tata Steel, the first integrated steel plant in
Asia to win Deming award in 2008.

19. • Thank you.