Mahindra & Mahindra (M&M) is one of India's largest automobile manufacturers that faced issues with quality management, product innovation, and marketing strategies. M&M implemented a Total Quality Management (TQM) approach in three phases from 1990-present to address these issues. The initial phase from 1990-1994 focused on process control and quality improvement. From 1995-1999, M&M obtained international certifications and upgraded facilities. Since 2000, M&M has expanded continuous improvement efforts across its core processes, resulting in benefits like reduced defects, increased productivity, and new model introductions. M&M is now a global leader in quality management, having won several international awards.

1. TQM
IN
MAHINDRA & MAHINDRA
-By Amit
Bansal

2. BACKGROUND
 Founded 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

3. INTRODUCTION
 One of the largest automobile
manufacturers by production in INDIA
 Headquarter in Mumbai
 Around 1,50,000 employees in over
100 countries across globe
 19th in the list of top companies of
India by fortune India 500

4. CRITICAL ISSUES FACED BY
M&M
 Global market scenario- economic
turbulence , govt. Unsupportive policy
 Total quality management- although
quality is good but failed to manage
 Product 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.

5. PREVIOUS TO TQM
 Tractor division was main market
 Focus was more on quality
 No emphasis on development of new
models
 Interaction with suppliers is purely need
based
 Sales and service activity lacked
standardization
 Rejection percentage very high
 Employee involvement in improvement
activity was very limited

6. TQM JOURNEY WITH M&M
 TQM journey was in 3 phases
 Introduction phase (1990-1994)
 Promotion phase(1995-1999)
 Development phase(2000 onwards)

7. INTRODUCTION PHASE(1990-
1994)
 Improving manufacturing quality
through process control
 Improving the quality of bought out
components
 Increasing productivity and reducing
the cost of poor quality

8. 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

9. 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

10. 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

11. WINNER…
 First and only tractor company globally
to win Deming award in 2003
 Won 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

12. 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.