BPR was implemented at Mahindra & Mahindra in the mid-1990s to address manufacturing inefficiencies and improve productivity. It involved reengineering processes and implementing cellular manufacturing. This led to significant benefits like reducing headcount while increasing output, improving inventory control, and establishing a transparent process-oriented culture. BPR differed from TQM in seeking a complete redesign rather than incremental changes and helped transform Mahindra & Mahindra's operations and performance.

1. Implementing BPR (Business Process Reengineering) Akshara Jain (045) Anant Jain (046) Neha Jain (047) Ningsang Jamir (048) Amitabh Jasuja (049) Varun Jindal (050) Pranav Joshi (051) Mahindra & Mahindra

9. BPR @ M&M Questions

23. BPR implementation in M&M had seen radical change for the better not only in its functions but also in its results. This can be summed up with the statement of Anand Mahindra “Today the atmosphere is so different that every morning all the workers recite the company oath, which is a sea change from the situation 10 years ago when workers used to play cards on shop floor during working hours.”

24. THANK YOU