Mahindra & Mahindra (M&M) is one of the largest automobile manufacturers in India that was founded in 1945. It has adopted a Total Quality Management approach in four phases from 1990 onwards to improve quality and reduce costs. This involved initiatives like Statistical Process Control, ISO certifications, and the Deming Prize guidelines. As a result, M&M has seen benefits like reduced defects, increased productivity and customer satisfaction, and won several quality awards.

1. Mahindra & Mahindra Limited
Total quality Management

2. RAHUL BABAR

3. 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.
• 34,612 employees in automobile manufacturing.

4. History of M & M
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.

5. CORE VALUE
 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
their vision
Total employee involvement
Adopting a process approach
Delivering ‘first time right’ products.

7. TQM JOURNEY WITH M&M
The TQM journey was in Four phases:
Previous to TQM
Introduction phase from 1990 – 94
Promotion phase from 1995 – 99
Development phase from 2000 onwards

8. PREVIOUS TO TQM (1990)
• Tractor division was sellers market (A market
condition characterized by a shortage of goods
available for sale)
• 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

9. INTRODUCTION PHASE
(1990 – 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

10. Statistical Process Control (SPC) is
an industry-standard methodology for
measuring and controlling quality during
the manufacturing process. Quality
data in the form of Product
or Process measurements are obtained
in real-time during manufacturing.
Business process reengineering (BPR)
is the analysis and redesign of workflows
within and between enterprises in order to
optimize end-to-end processes and
automate non-value-added tasks.JURAN’s Trilogy

11. PROMOTION PHASE (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. The Deming Cycle, or PDCA Cycle (also known as
PDSA Cycle), is a continuous quality improvement model
consisting out of a logical sequence of four repetitive steps
for continuous improvement and learning: Plan, Do, Study
(Check) and Act.

13. 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

14. 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

15. • 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

16. Total productive maintenance (TPM) is a system of
maintaining and improving the integrity of production and
quality systems through the machines, equipment,
processes, and employees that add business value to
the organization.

17. DEMING PRIZE
The Deming prize, established in December 1950 in
honor 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.