Written by Mahindra Remembers with On 28-May 2015

Little drops of water make a mighty ocean’- Julia Carney

This is the story of a young man, a believer who wants to make a positive impact on the world. Mr. Ishwar Bidve, working as an office assistant at Mahindra Systech hails from a small village in India. A man with dreams that extend beyond the universe, he is an efficient and enthusiastic member of the team and is always ready to take up any task by the horns.

When Mr. Sanjay Joglekar, Executive Vice President & Chief Financial Officer, Systech Sector recognized Ishwar’s potential and realized that he could do a lot more, he encouraged him to enroll for a graduate course. Ishwar took up a bachelor’s degree in Arts, in which he received a first class in the first year itself!

He has also received a lot of support from all the department members. Ms. Sangeeta Sawant often helps him to learn and improve his English language skills. Due to his enthusiasm and the motivation from his department, Ishwar plans to continue pursuing the graduation course in English as the medium of study since it is a universal language. He has had very little exposure to the language but is confident that he will be able to cope.

While working and studying, he also likes participating in extra-curricular activities. Recently, he participated in a debate competition in his college and spoke on the recent, tragic ‘Nirbhaya case’. He strongly expressed how the laws needed to become more stringent so as to prevent such misfortunes. It is encouraging to hear such thoughts emerging from such a young mind. Needless to say, he was victorious and was awarded!

Ishwar aspires to complete his bachelor’s degree in economics and politics. He also wishes to study to become a lawyer, so as to help bring criminals to task while amending our lenient laws. Ishwar is truly an epitome of ‘Driving Positive Change’. It is very inspiring to hear such noble thoughts from the youth. They are the future of our nation!

Written by Mahindra Remembers with On 28-May 2015

Great teamwork can overcome even the most intricate and complicated task. Behind every success story you will find numerous helping hands, which work cohesively to achieve the work targeted. Hence, it goes without saying, that every hardworking team requires an equally involved and experienced leader.

MES was working on a mammoth long-term project on ‘Circuit Diagrams’. This involved the preparation of circuit manuals for all models of Navistar. Navistar had introduced SCR technology for its models, which required circuit diagram manuals for all models to be created within a restricted time period and with a limited amount of resources.

To accomplish this Circuit diagram, a team of 12 people was formed, with Swapnali Kawte as the lead engineer. Swapnali has been working with MES, since August 2008. She has profound knowledge about systems and is equipped with remarkable leadership skills.

This task was certainly a tall order. Undoubtedly, it had to be delivered on time with quality, but with 80% team having no prior experience, this was definitely no mean feat. Basic knowledge of electrical system was imperative as well as exhaustive study and data preparation.

Since all resources were new to this project, it was initially tough to get the ball rolling. After putting a plan in place, the team was assigned different subtasks. They were introduced to the circuit diagram process and standards to be followed while preparing the manual. An understanding of automotive systems was imparted on them.

Swapnali constantly provided on-the- job training to her team. They worked simultaneously on 4 manuals. Typically, one manual would have taken months to complete, but her team completed four manuals within three months.

By having patience and continuous interaction with the team, Swapnali helped them to grasp things rapidly. Not only were they able to deliver all the manuals on time, but they also received outstanding feedback from Navistar for the good work. Swapnali and her team also initiated the ‘Circuit Diagram Productivity Improvement’ activity. The aim of this activity was to improve the quality, timeline and quick turnover.

Due to her capability of ‘Accepting No Limits,’ Swapnali managed to triumph. A good leader and an amazing team are indisputably, the prerequisite to great success.


Written by Mahindra Remembers with On 28-May 2015

ahindra CIE Automotive Ltd., Chakan has always been a preferred supplier in crankshafts and knuckles. They possess state of the art technology, with a variety of machining operations that are critical in crankshaft grinding operations.

Mr. Jyotiram Deshmukh, has been a part of Mahindra CIE since 2011, working in the MCD maintenance department. In MCD, the process of material handling is very unique, as each machine has an independent hoist and girder system capacity of 125 to 250kgs. These hoists were used to load and unload components on to the machine, and also for gauging purposes. These hoists were used on a 24hrs basis, daily for 26 days- hence underlining their importance.


The hoists worked on control card technology, specially designed for heavy duty purposes. There was a disadvantage to this technology as due to frequent power fluctuations, these cards were getting damaged. They couldn’t be repaired and their replacement would affect the hoists. The maintenance cost rose as a result, as these cards were unique and specially designed.

Mr. Deshmukh took up this issue, and decided to use his skills, knowledge and experience to the test. He used ‘Alternative Thinking’ and revisited the basic concepts of electronics, implemented it on a typical application.

He tested contactor technology on the hoists by making a circuit. This circuit was designed in such a manner, so as to handle power fluctuations without damaging the hoist’s internal parts. The test proved to sustain the rigorous use of its application. This circuit could support the application on a twenty four basis resulting into lower maintenance cost and downtime.

This achievement resulted in a cost saving of rupees 24000/- per card and bringing maintenance to an all-time low. Hence, Mr. Deshmukh exhibited ‘Alternative Thinking’ by finding a valuable solution to the problem. Kudos to the Mahindra CIE team!

Written by V V RAGHAVAN with V V RAGHAVAN , On 5-Jan 2015

I joined M&M as a graduate engineer trainee on 14th September 1964 & was in machine shop till 1986. I was transferred to materials department as General Manager in that year. The materials team was simply superb & I was so eager to learn the nuances of the commercial aspects of transactions such as excise duty, sales tax etc. to make good savings for the company. After a year or two later, there came an announcement in papers that the truckers were going on strike as Government wanted the drivers to have some educational qualifications compulsory to handle perhaps documents properly. Most of the drivers employed by transporters never had any schooling at all.  So truckers were up in arms as talks with government failed. So a big Damocles Sword was hanging over our head on how to carry on production as in this strike, both sides were determined to “teach the other a lesson”.

                    We used to have a weekly session of sharing each one’s best practices & that helped executives to learn from each other on to do continuous improvements. Those days were such that vendors like MICO used to dictate what supply will be effected & when. One can at the most request them to make small changes [small change as perceived by us] like our need for 444 tractor pumps instead of 275 tractor pumps because of sudden demand etc. They will give what they wanted to give. Our officer in charge of MICO, Mr. Deshpande, used to know all the officers in the forward supply chain including the junior officers at the dispatch section of MICO, that with a phone call, he managed the changes to the schedule well. He understood the dynamics of the above team & manage their inter personal equations to get what he wanted. During our weekly meetings, such things were shared so that others can use these effectively wherever applicable.

                     During our meeting, I urged all of them that come what may, our production line should not come to a stand-still.  Immediately Mr. Sakhalkar, who was our best man at the computer dug out the shortages executive wise & we discussed what can be done. Quite a few were clear that they will get by train. Some vendors were in MIDC or other industrial areas in & around Mumbai city  & the transporters were guarding this area so as not to allow finished goods to be taken out thus to make their strike successful.  So some executives went at odd hours taking our company jeeps late in the evening when the strikers’ vigilance comes down & collected the material. Some other vendors from Vasai & nearer places brought material by bullock cart & we had to tell security to allow them as “they allow only trucks “. Another day, a bus turned up at the gate- full of crankshafts from Netalkar industries, Belgaum as sending by bus was faster. This bus after dropping all passengers was directed by one of our executive on how to come to Kandivli plant. Such was the team spirit that not one tractor was made less & even Mr. Devasia was wondering how we were managing to get material even as Auto division had come to a standstill quite a few days before.

                      It was such a pleasure working against the odds mainly because of noble intentions combined with fine team spirit of sharing knowledge & skills which continues to guide all executives even today. There are many more interesting ones & I will add them one by one.

This is story on 'Product development', with photograph of chairman

during launch of 'Bolero' prototype in 1999 at R&D Nashik.

In late 90s, Mahindra Armada was an ageing model. The idea came up to freshen up by giving new look for the front of Armada.

Accordingly a handmade mock up for front look was prepared.  This mock up was shown to chairman Shri. Keshub Mahindra, during his visit to R&D Nashik in 1997. This front look had flat windshield since Armada cowl was suited for flat one.

Chairman did not like the new front look with flat windshield and questioned why we cannot have curved windshield like all modern cars and SUVs. Our reasoning of design and manufacturing limitation due to use of existing cowl of Armada, was rejected outright by him. Chairman insisted that new look must be with curved windshield only.

This was a challenge for design as well as manufacturing. The team accepted and with help of Cad Cam, modern die shop and ancillary support new look Armada was worked out, based on flat cowl.

The final tooled up prototype was shown to chairman in 1999. He was satisfied; he drove the proto and also gave some suggestions.

There was continuous follow up and guidance to the team by seniors;  Anand Mahindra , Alan Durante and Pawan  Goenka for success of this project.

This new look vehicle with new features like independent front suspension, power steering, AC , Power windows , improved NVH etc  was christened as ‘Bolero’ and launched in 2000.It was a great teamwork.

This model has proved to be a big success in market, even today.

The chairman’s foresight and vision for styling and modernizing the products then has proved to be a guide post for development and launch of subsequent Mahindra models; Scorpio, Xylo and XUV 500 which could compete with contemporary models in the market.




Written by Kamlesh Tripathi with On 21-Aug 2014





In the year 1991 I was transferred from Jaipur to Chennai as Area Manager. To me it was a sector shift from the Automotive to Farm Equipment, a cross country movement and an exposure to a new culture. Reminiscing now; a colleague even joked ‘your speed reduces and torque increases.’ And a barrier beyond ‘torque’ was also the local vernacular ‘Tamil language’ that was utter Greek to me and my palate, not so akin to the local culinary in all frankness. And so I felt, overall, it was a dim, losing proposition for me. I landed in Chennai draped in apprehensions not knowing fully the local ball game yet oozing with some valid convictions and arrived procedures as springboard.

To control I had Tamilnadu (TN) Kerala and the Andamans and to sell and service, the rugged Red Mahindra Tractors rubbing shoulders with Tafe the local giant. I was told we had an effective network of well laid ebullient dealers and officers. The HO mandate was to become Market leader in two years; more pronounced and reminded periodically by M&M icon Mr Alan Durante, then President and Head of Marketing AD & FES.

If my memory serves me right TN market was then on an upswing and hovering around 8k-10k annually between 1992 -1996. TAFE were market leaders followed not so closely by us and the gap ever widening. As I landed in Chennai I decided to do three simple things as area audit and stock taking:

1.     Took a whirlwind tour of all Dealerships basically to establish an effective interpersonal rapport with the owners and employees which was required as a force multiplier more so because I hailed form the North. Bought a Tamil-English translation book to know and remember some key words required for day to day business.

2.     Took a complete inventory of Dealer infrastructure- (hardware, software, systems and processes) of all our Dealerships and branches and did a similar exercise for competitors, to understand where we stood. It was an eye opener.

3.     Launched a local ground level tactics “To be the best in each activity”  such as paid up stock, availability of spare parts, Dealer finance, Manpower training, Showroom display, Field contact, Tractor workshop record, Downtimes, Dealer branches and service points for doorstep service etc.

During my first year of office in Chennai we did not get significant results to establish ourselves as market leaders. On realising our level of activities TAFE too pulled up their socks and started doing aggressive wholesale in districts of Chengalpet, Madurai and Tirunelvelli. I still remember the stinkers I then used to get from Mr Alan for not becoming market leaders.

The crafty tempest of TAFE did not deter us and we continued with our sincere efforts in programming and monitoring the market almost on a daily basis.

And then on a particular month of F-93 if I remember correctly we were Market Leaders for that month beating TAFE in their home ground. For a couple of months we played this big achievement down to let any fluke pass. Our efforts were beginning to manifest and soon we became market leaders in all 25, 35 and 45 HP categories.

Chennai office was also adjudged runners-up, winners and runners-up in financial year’s f-93, f-94 and f-95.

And, today I realise. That was a true ‘Mahindra rise moment’ for me.


Kamlesh Tripathi



Written by Mahindra Remembers with On 10-Jun 2014

Mahindra’s Automotive sales executives are familiar with the vegetable market map of India as they believed that pick-ups had the potential to be much more beneficial to their customers. In order to tap this potential, the team travelled extensively across the country, to understand the customers and their needs.

They observed that the pick-ups offered several advantages compared to Light Commercial Vehicle(LCV) .The first advantage was that it could easily cross state borders and LCVs are not optimum carriers for perishable products as they need to be immediately transferred to the market. Interestingly, the company's sales executives found that many farmers already owned pick-ups to transport goods on their own instead of depending on LCVs.

The team got into action right away! Ever since then Mahindra pick-ups have dominated this segment, whether it is to carry vegetables from West Bengal, fruits from Nashik, grapes from Hyderabad or cotton garments from Tirupur.

In West Bengal, the marketing team went a step further and interacted with farmers to get in-depth information on vegetable and fruit cultivation practices in India and the route used by farmers to send their produce to neighbouring states. Innovation was the mantra to sustain dominance in this segment.

Written by Mahindra Remembers with On 10-Jun 2014

A unique scheme of employing Diploma Trainees for a fixed employment period of 3 years has been in operation since 1998 in Nagpur who are solely responsible for handling lines of engine and transmission PGs.

Today, there are 860 diploma trainees working at the Nagpur Plant, starting from an initial strength of about 30.

This scheme was doing well and there were a limited number of Diploma Trainees to handle daily production. In the last 3-4 years, their strength escalated as well as organizational dependability on them increased multifold. With the changing scenario, some issues increased, like production loss by 20%, absenteeism more than 35% and high attrition to the tune of 65-70%.

High rates of absenteeism and attrition took a toll on production and quality. When the HR team analyzed the problem in detail, they came across some very strong concerns like non-engagement and ownership of diploma trainees, scarcity of technical skills, unavailability of platform to upgrade the educational values and utilization of trainees for lower grade jobs.

The HR team brainstormed and decided that M&M should be a stepping stone for all Diploma Trainees towards bright careers and not just an employment opportunity. The focus would be on improving technical skills, employability and providing career opportunities for trainees.

HR took the necessary steps for initiating and implementing Earn and Learn YCMOU and SETHU programs. Earn and Learn Programs have an arrangement with YCMOU (Yashwantrao Chavan Mah Open Univ), where YCMOU offers B. Sc (Industrial Science) degrees recognized by UGC. With the Earn and Learn program, HR hopes to keep attracting more Diploma Trainees, and add value to their careers.

Damoh, Madhya Pradesh, is a tribal region that has 65% of its land covered by forest, and 20% of its land under cultivation. The population relies on subsistence farming, collecting Tendu leaves from the forest, and making bidi. Availability of water is a challenge in the region.

In order to solve the water problem, the Strategic Planning Team and the Mahindra Samriddhi Team, Farm Division, Madhya Pradesh, collaborated with the state government in their Integrated Watershed Management Programme. The objectives of the project have been to ensure availability of water, environment sustainability, better living standards for farmers, and to create livelihoods. In spite of several obstacles, the team has ‘Accepted No Limits’ and has overcome several challenges. At present, the following has been achieved: [a] planning on the basis of inclusive decision making, [b]conducting a baseline survey, [c] forming self-help groups, and [d] building trust with the community through construction and renovation projects.

In addition, collaborations with universities, conducting seed replacement and production programmes, offering soil testing services, implementing innovative-farming techniques, and consulting subject-matter experts have assisted the farmers. Hence, the teams are ‘Driving Positive Change’ owing to which our farmers have started to Rise. And, when their lives will change, a new Damoh will certainly emerge!

Written by Mahindra Remembers with On 10-Jun 2014

The incentive settlement for cell members in Plant-1 of Swaraj division was due after six years. In January 2007, it was found that the incentive policy was based on the components of individual performance versus business performance. The union was keen to continue with the abovementioned traditional approach; however, the management was uncomfortable with it. Negotiations started with the union on this issue but they stopped, leading to a dip in performance in Plant-1.

In order to compensate for this and to ensure that sales were not impacted, the production in Plant-2 was increased. After a year, the union members started asking for alternative schemes. The management wanted to align the cell members with the performance management system, and they proposed several permutations and combinations. They offered to protect the existing levels of income and to payout the incentive as performance pay through the balanced scorecard concept. After several meetings and awareness sessions with opinion makers and union leaders, it became clear that this was an opportunity for blue collar employees to become a part of management.

The series of negotiations led to the introduction of an innovative performance-based and customer-focussed culture for the cell members.

Written by Mahindra Remembers with On 10-Jun 2014

The Haridwar Plant, with a vision of producing quality vehicles in the three-wheeler segment, started production in December 2005 with manpower of 15 officers and 42 non-officers, to cater to a small production volume and an initial capacity of 8000 Champions. The Alfa Load Carrier and Bolero were transferred to the plant in 2007 and 2008 respectively.

Team Haridwar geared up for the massive task and new challenges. Several critical improvement areas were identified to level out the growth of infrastructure and employee care facilities with the heavy influx of manpower and volumes. The major parameter of measurement was the mechanism of customer feedback on basic issues. Interdepartmental communication and collaboration was given utmost importance. The employee care team become more empathetic and responsive.

This led to improvements in office infrastructure, canteen, hygiene, employee care, customer-centricity, and basic service quality of Admin, which were addressed one at a time.

'Fun at work' initiatives took on a new dimension with HR organizing regular events while the employee care team organized family get togethers on special occasions. An ‘Employee of the month’ award was initiated to recognize outstanding workers. Officers became insightful with the ‘Coffee with Plant Head’ initiative. Themes on Safety, 5 S, Quality, Fire Prevention, ESOPS, Mahindra Hariyali, and Auto passion were displayed all over. A major facelift was given to the workplace, thus ‘Driving Positive Change’.

It is only by providing the right environment to employees, that we can seek to get the best out of them!

Education is not preparation for life; education is life itself’- John Dewey. As a result of inspiration from various philosophers including Dewey, several individuals and institutions have worked incessantly to actualize such beliefs and to make a difference in the lives of people. For instance, the HR team at MVML is shaping the destinies of the local youth by establishing quality systems in its two Tribal Industrial Training Institutes (ITIs) located at Manikdoh and Ghodegaon, Maharashtra.

By acknowledging the socio-economic realities there, MVML has worked strategically to develop infrastructure, build capacity of the faculty, improve the standard of education, and acquaint the students with industry standards. After the need-gap analysis, several technical and holistic development workshops and programmes were planned.

A total of 52 students from these ITIs are presently working as Associate Trainees at MVML. Several companies have also recognized these ITIs for their potential and are employing the students in their apprenticeship training programme. Also, MVML has imparted apprenticeship training to 184 students from both ITIs, and it will continue the initiative to ‘Drive Positive Change’ in the region. This moment of change will be apparent through the impact! So, stay connected to witness it!

Written by Mahindra Remembers with On 10-Jun 2014

How do you address the problem when employees come out with the concern that they need to be heard? They need to feel safe and secure in bringing out their innermost concerns. Employee communication is the most important touch for driving engagement and employee wellness. In FES, since this was a key issue, the team decided to come up with a novel way of challenging this concern, and the concept of ‘Reach Out’ emerged.

It was declared that a special employee connect point was created –a mailbox which could only be accessed by the President AFS. Anonymity and speed of issue resolution were the highlights of the scheme. If the president needed further clarification on the issue from a process owner, identity disclosure permission had to be sought from the concerned complaint owner. Also, the senior management came to be involved in the resolution once the complaint had been escalated to the top level. This served as an effective measure to communicate to the employees that things were moving ahead as the common concerns were shared at the end of every quarter. With time, it came to involve bigger things like a high importance platform for workers called ‘Khula Manch’ which was a forum where they could voice their concerns openly and speak their minds. This was only possible because the ground work had been done with Reach Out.

It was clear that thinking big about initiatives, keeping in view the objective of bringing about positive change, works wonders in the lives of people. Reach out was a grand success, not because it was positioned from the top down, but because it was an outstanding example of a true bottom - up initiative.

Written by Mahindra Remembers with On 10-Jun 2014

Understanding the market requirement of driver’s training program, Mahindra Navistar Automotives Ltd. made an offer: Training for 2 drivers with every truck sold. MNAL also started to train drivers from the open market, to build a pool of drivers with the right attitude and skills..

MNAL decided to create a pool of MNAL trained drivers to be employed by key customers. The first step was to do an environmental scan and meet concerned people in Govt. of India, auto OEMs, and driver training schools to understand the issues and develop a strategy to address them. The obvious solution was to identify and provide driver's training to the people interested in taking up driving as a profession - which is a time-consuming and costly process.

. MNAL came out with a novel approach of looking at people who were already holding a HCV driver's license and approached the Armed Forces for sending out their early retirees, and civilian drivers looking for a skill upgrade.

MNAL designed a 6-day unique program consisting of product familiarization, defensive, economic and practical driving modules. So far, 120 personnel have been trained, and the list of trained drivers has been made available to dealers and key customers. Nine of the trained drivers have been employed by customers.

Based on feedback and requests, MNAL expanded the pool to accommodate customer drivers for MN25s and MN31s. A compact four-day program with greater practical focus was designed for them where 80 customer drivers have been trained in the last four weeks.

Written by Mahindra Remembers with On 10-Jun 2014

On the shop floor, safety of human life plays a very important role. It starts with wearing protective gear and following certain safety procedures. Even after taking numerous precautions, there are possibilities of accidents and each person on an individual level has to take cautionary steps to avoid them.

A noteworthy action was taken by Mr.Vikas Zope at the Mahindra Forgings plant at Chakan to keep the employees safe. Mr. Zope has been a dedicated employee in the Mechanical Maintenance department for the last five and a half years.

At the forgings plant, several hoists are used to carry heavy material and equipment. The hoists weight approximately 200 to 300 kilograms each .The maintenance department checks all the hoists on a daily basis, but it is difficult to keep a tab on the intrinsic parts of the machine as it is continuously at work for all the three shifts, that last 24 hours a day to keep up with the production.

One day, on the shop floor, a 300kg hoist suddenly fell down. Luckily, no one was hurt but Mr. Zope could not take the risk for the next time. He immediately took action and narrowed down on the causes of the hoist giving way. It could either be due to wear and tear of the internal machinery or due to sudden loosening or breaking of the bolt holding the hoist in place. Even though daily checks are held, mishaps can still occur and in order to prevent accidents he devised a simple and inexpensive solution.

He realized that if he made a contraption to prevent the hoist from falling on the ground below, it would prevent accidents from occurring on the shop floor. He looked at various options and selected a thick and durable wire rope to support the hoist and attached the equipment. Now, if the hoist broke loose, this setup would prevent it from falling on the individuals and equipments below.

This setup has been in place for several months and has made the work environment safer. It is really commendable to see Mr. Zope’s ‘Alternative Thinking’ and how this economical solution saves priceless human life.

The XUV 500 BS4 has been a brilliant performer! Feedback received from several external agencies and auto experts, have shown that the fuel economy and drivability of the XUV 500, have made it the best in its class.

The five-member team, consisting of Mr. Ghodke Pundlik, Mr. Vasudeo Halbe, Mr. Sachin Bahl, Mr. Nirman Sarkar and Mr. R Hariharan, all from the Engines Department, relentlessly pursued innovative approaches in technology. Their consistent efforts gave incredible results!

Their use of alternate technologies and the methods they adopted for calibration of engine performance optimization, vastly improved the performance of the XUV 500. Working on customer feedback, the team suggested the use of Generation 5 technologies, while avoiding the use of multiple, after-treatment devices for meeting emissions. These changes reduced back pressure and produced more engine power. The adoption, of multiple pilot injection technologies, generated an extremely low, engine Noise Vibration Harshness (NVH), as well.

A fuel efficiency of 15.1 kmpl for Front Wheel Drive (FWD), and All Wheel Drive (AWD) (CO2 = 175 g/km) accrued as a result of the team's efforts. Their new approaches, which were focused on customer needs, yielded breakthrough solutions in the performance of the XUV 500. A true example of 'Alternative Thinking' at its best!

Written by Mahindra Remembers with On 10-Jun 2014

As the name suggests, the story is set in the Indian state of Haryana. As customers ride Mahindra’s brilliant manifestation of a bike- The Pantero, they proudly assert their claim by saying, “Marho Pantero.” When translated in English, it literally means ‘My Pantero.’ In order to explore their journey, let’s go back to the start.

Inderpal Soni, CBM and Shweta Kharbanda, ZMM North visited the new Mahindra Two-Wheelers dealership at Narnaul. They analysed the sales data from over 2 years and saw that 8 Pantero’s were sold in Narnaul, out of which three were sold to a native milkman and one to a sweet maker. Concluding that the city is a potential market for two-wheelers, they realized that there wasn’t sufficient awareness created about Mahindra Two-Wheelers.

This conclusion gave birth to an idea. They organized an event and invited milkmen and sweet makers across Narnaul to the event. The objective was to comprehend their needs and to increase awareness. The turnout was encouraging, with almost 100 individuals gathering to participate.

While interacting with the natives, the team took notice of the fact that the milkmen and sweet makers who commuted daily on bikes were highly influenced by characteristics such as average, durability, power and fuel efficiency while choosing a bike. The Mahindra Pantero was already embedded with such impeccable records in these four fields, thus creating a win-win situation! The dealers also customized the bike with an attached basket to hold milk cans weighing up to 20 kgs on each side for demonstrations and test rides. They invited the ‘Gram Pradhan’ to take a test ride too, as they knew that his decisions and opinions influenced all.

As we grapple with tricky marketing jargons and devise complex strategies to sell products, this initiative certainly proved to be more effective than any ostentatious media campaign. The team sold seven Panteros and have four Pantero bookings too! They definitely displayed their capacity to ‘Think Alternatively’ and ‘Drive Positive Change’ in the lives of their customers. Apart from being known as the municipal council and headquarters of the district of Mahendragarh, Narnaul will soon become a thriving hub for Panteros!

Written by Mahindra Remembers with On 10-Jun 2014

The famous adage, ‘United we stand, divided we fall’, has passed on through generations. AFS has oft demonstrated unity, in their team efforts, to cope with the various challenges that they face. The fruitful outcome of these efforts are beneficial to many, as we can see by example of the web-based online capital budget system, developed by teams from FD Manufacturing, FD Research and Development, AD IT & Corporate Project Engineering, on their own accord!

The team in place, consisting of Pankaj Daptardar, Nitin Korlekar, M Sonaichamy, Amol Deshpande and Joseph Richelle, was formed proactively, without any mandate, to achieve a goal that did not form a part of any of their KRA’s. Budgeting was carried out by the use of Excel sheets, which lacked security and robustness. The common interest of this team was to develop and implement a good system for organizational benefits, without the fear of failure. Getting it right the first time, this online system has been successfully operational since the past two years, ‘Driving Positive Change’ due to its versatility.

By their ‘Alternative Thinking’, the team created and still manages this genius system without any additional manpower and without investment! Surely, a feather in their caps for ‘Accepting No Limits’!

Written by Mahindra Remembers with On 10-Jun 2014

On 19 September 2010, floods submerged Haridwar and damaged connecting roads, including the National Highway-58.

As raw materials could not reach the Mahindra plant at Haridwar, Shashikant Jumde (SCM) and Ashok Kohli (Mahindra Logistics) developed action plans.

Although government and military forces made efforts to rescue the flood-affected people, there were heavy traffic jams around Roorkee. Shashikant Jumde and Isa Ansari mapped alternative routes for small trucks. However, the 80-feet-long Bolero body trailers could not reach the plant.

They camped the night on the highway, strategized, and managed to manoeuvre 40 body trailers out of the traffic jam. With the support of Mr. Sunil P. Misra (Head SCM) and Mr. J.S Gujral (Plant Head), who personally met the District Magistrate and S.S.P, by ‘Accepting No Limits’, they negotiated the traffic jam for Mahindra vehicles on NH-58.

However, MUSCO Rudrapur and Bolero Chassis supplies from KLT Rudrapur were still stuck in traffic jam. Under the guidance of Mr. Misra, Shashikant and Isa travelled towards Rudrapur and traced out alternate routes via Moradabad.

In the plant, Praveen Shrivastava, Jaswant Singh and Prakash Pandey (SCM), Rahul Dubey (Bolero Production), and Dharmendra Kumar (3W Production) managed the production sequence with available resources, resulting in the highest sales ever and registering 24% overall growth.

Mr. Anand Mahindra said, ‘It's only fitting that the RISE mantra emanated from the Auto Sector’. Mr. Rajesh Jejurikar (Chief Executive -Auto Division) quoted, ‘Although the floods affected production at Haridwar, and non-movement of trucks crippled supplies, the entire team rose to the occasion and recovered the month plan’.

Written by Mahindra Remembers with On 10-Jun 2014

A team consisting of Thomas Hudson, K M Sarma, and R. Shankar of the CME department took up the challenge of finding a better and more cost effective way to complete the assembly of one set of doors for a vehicle.

Currently, in order to accommodate material storage, feeding 72 parts to one side of a sub door, required a minimum width of 2.5 meter on both sides of the trolley, over a distance of 40 meters. The trolley was also required to travel a minimum of 60 meters due to the distance of the storage area from the assembly line. The team challenged the conventional and current, systems and processes, by brainstorming, and came up with new approaches.

They considered the option of using one kitting trolley instead of two. Once that issue was resolved, they focused on the drive mechanism, travel lines, and space utilization between hangers.

Several changes were incorporated, which yielded many benefits in the form of working space, a smaller trolley with better manoeuvrability, improved operator ergonomics, and no additional driving force. These resulted in a saving of Rs 15 lakhs. By eliminating drive mechanisms, running costs were also reduced by Rs 1.5 lakhs/annum.

The 'Alternative Thinking' and proactive efforts of the team, to improve processes, generated large results in the form of productivity improvements, thus, saving organisation time as well as costs.

Written by Mahindra Remembers with On 10-Jun 2014

Pearl White – meeting the frequent demand of customers for this particular shade of paint came with tricky problems. The existing process for implementing this particular shade would result in a productivity loss of 50%, while a capital investment of Rs 50 Lacs would also be required for the additional coating and baking.

The team met the challenge by coming up with the innovative idea of modifying the paint supply process in the base coat station itself. Proactively seeking the supplier’s help, to obtain raw materials required for this pearl white paint, the team modified the software for operating the robotic arm in-house, making savings of upto Rs 10 Lacs.

This best practice was replicated for future projects in the Chakan plant. The benefits for the organization included savings resulting from absence of potential capital investments of Rs 50 lacs, and also in savings of Rs 75 Lacs/annum in painting, due to the modified process.

In focusing on innovation and practicing Alternative Thinking to meet its customer demands effectively, the Paint PU team is a shining example of how a challenge can become an opportunity to Rise!

Written by Mahindra Remembers with On 10-Jun 2014

What do Alexander Graham Bell, Thomas Edison and other great innovators have in common? The answer is simple; their inventions offered people products even before they knew that they needed them. A team of enterprising individuals from the Aftermarket sector at Mahindra’s were blessed with the vision to forecast trends and gauge what the public really needs. The team consisted of Karthick Babu, B. Ganesh Kumar and G. Praveen Kumar.

Used car trade in India has immense potential however it is highly fragmented and unorganized. There is no standardized used car vehicle pricing index available. This complicates the entire process as there is ambiguity in arriving at the final vehicle price thus affecting transactions between the buyers and sellers of used cars. The lack of uniformity in this process proved to be an inspiration to the team and served as a catalyst to ignite the passion within them to come up with something innovative.

The idea was to bring all this scattered data together on a single platform to make it easily accessible and available for the customer. Thus the Indian Blue Book was conceived in the year 2009. The team put in a lot of effort and hard work into gathering used car transaction data from several reliable sources. Their hard work paid off and the website was launched in January 2012 which featured an amalgamation of all the required information.

Thus by foraying into an untouched terrain the team ‘Accepted No Limits’ and managed to bring about a change in the way customers, dealers, financiers and manufacturers can view the latest price development.

Written by Mahindra Remembers with On 10-Jun 2014

This story is of transformation of a small satellite unit of the farm division at Rudrapur, which rolled out its first tractor on March 28, 2000.

Though the initial journey consisted of small opportunities which came with a production schedule of 5 tractors per shift per day, the young team faced their real challenge in 2005.

The challenge was to ramp up the production with a “Lean & Frugal mindset” with land availability of just 8 acres along with poor availability of skilled manpower and infrastructure . The team took the challenge as an opportunity and set up facilities for engine and transmission assembly, raising the production from 5 tractors per shift per day to 60 tractors per shift per day which resulted in an increased overhead of ` 27,000/-per tractor. The paint shop was set up inside the plant through a “Way of Collaboration”.

When demand increased, the 3rd shift was started in March 2007, and today it is the first Automobile Company in both India and abroad to operate the assembly process in this manner.

Rudrapur is the only plant in the world to challenge the industry benchmark of 3.5 to 5 mph and improve the pace of work which resulted in a man-day’s saving of INR 16700 and an overall cost saving of INR 70 lacs.

With a TQM way of working, the plant collaboratively worked together with other plants in FES and won the JQM Award, Platinum award of India for Manufacturing Excellence, for proving its excellence through TPM.

Over the years, Rudrapur plant has not only set industry benchmarks and ensured profitability but also generated more employment opportunities and contributed to the infrastructure development of the town.

Rudrapur is an example of creating a way out when all routes are blocked!

Written by Mahindra Remembers with On 10-Jun 2014

Driven by an identified market need in the US, the integrated cabin tractor was developed in collaboration with suppliers and customers.

The procurement of product parts is based on a global sourcing model for cost competitiveness. In order to ensure that customers get the best quality, we have developed our own Cabin Electrical Test Rig. It is installed at the supplier's premises, and it ensures the highest quality and safety standards in the cabin's products.

We also used the Cold Chamber testing to check the performance of our vehicles, and they passed the test. During transport, the tractors are fitted with steel wheels so that the space in shipping containers could be economized.

Customer feedback has been very encouraging---the product offers superior comfort, great cabin visibility, operating ease, good fuel efficiency, and great power.

The roads into the US market have been smooth, and we have established credibility for our products and brand. It's not every day that an Indian company makes a manufacturing giant like John Deere sit up and notice.

Written by Mahindra Remembers with On 10-Jun 2014

“You see things; and you say, 'Why?' But I dream things that never were; and I say, 'Why not?” - George Bernard Shaw

The World Advanced Vehicle Expedition (WAVE) is a rally, from Paris to Prague, organized by Mr. Louis Palmer. It ranges across eight countries, covering a distance of 2963km over 30 cities within 15 days.

Under the leadership of Mr. Vinay Kumar T from the CCC Department, the WAVE electric vehicle was created for this rally by Mr. Nagendra Babu, a specialist in iEMS and CAN protocol development, from R&D and Mr. Deepak Bondaday, a support engineer, from CCC.

Determined as they were and ‘Accepting No Limits’, they took up the challenge at hand and went on to develop an EV that could run longer distances, typically in the 180km range, while accommodating two people and their luggage. It possessed the power required to overcome different roads at the speed of 104kmph in motorways and on highways in Europe and in India whilst overtaking at higher speeds with a charge time of just 2.7hrs.

A competent team in place, the Wave vehicle started off at Paris on 11th September and without encountering any failures during driving or charging, it crossed the finish line at Prague on 25th September. The WAVE EV was, undoubtedly, on the road to Rise, being ranked 2nd in Usability, 3rd in Efficiency and Easy Parking, and 4th in Range, Acceleration and Charging, a victory of sorts. Team WAVE has made us proud!

Written by Mahindra Remembers with On 10-Jun 2014

The journey of Bolero, that started four years ago, seemed unachievable at the onset. It started off with an idea of making the highest selling UV, in a 3-wheeler plant, with a team that had an average experience of 2.5 years and no experience in four-wheeler automobile manufacturing. This unanticipated challenge, faced back in 2008, was turned into an opportunity by the Bolero team as they possessed a unique trait of ‘Accepting No Limits’.

The team started from scratch by learning assembly intricacies, engineering competencies, and building up required resources and systems. The existing infrastructure of Champion Line was modified to accommodate the Bolero.

In a month, all hurdles were overcome to build the first Bolero. It took another month to shift the whole assembly process to the conveyor, without disrupting the Champion production. They used concurrent engineering to manufacture the target of 500 Boleros. One model -Bolero DI, was increased to a mix of 4 different models -DI, SLX, SLE and Longer.

Every quarter, higher volumes were targeted to reach 4000 Boleros per month, adhering to all norms while maintaining low costs. So impactful was the performance, that the AFS President quoted this achievement as one of the biggest success stories in the History of M&M.

Swift decision making, trust, and support from the top management have kept fuelling the fire of ambition, making way for the impossible. Says the team, "No, we are not done yet…we are dreaming of 5000 a month! We are not only a success story of the past; we are hungry for more..."

Written by Mahindra Remembers with On 10-Jun 2014

The Mahindra Centuro captivated the attention and interest of many, since it’s launch. While Centuro became the star overnight and generated an instantaneous buzz, there were also few roadblocks along the way. With high demand and low supply, unwillingly, this situation gave rise to a few irate customers. However, the Two-Wheelers team pulled a rabbit out of the hat when they managed to deliver 25 Mahindra Centuro’s.

Since there was a delay in delivering the bikes to the owners by 15 days, the team wanted to go the extra mile. They chose to organize a small event in order to make it a memorable day for all. With only three days from the day they received the consignment till the date of the event, this was no mean feat. Teamwork, meticulous planning and timely action helped them to plan the course of action.

The 25 customers were invited to Standard Automotive (the dealer). They ensured pre-delivery inspection for all bikes, before they were handed over. A small set-up was created to display and deliver the newly-launched Mahindra Centuro. All the customers were called on stage and personally handed over their Centuro-keys in front of a cheering audience. As camera flashes set-off, the customers were asked to speak a few words about the bike, on the joyous occasion. A few customers spoke about regretting the fact that they didn’t own this bike before. The key reason for this revelation was the advantage of having a ‘Theft Key,’ that the Centuro boasted. This would have prevented losing bikes.

A Mahindra Centuro was placed outside the showroom, for display. Taking advantage of the event, a presentation and a free test ride of the Centuro was arranged for. The location of the event was of prime importance too. It was located in a high traffic zone, thus arresting peoples’ attention as soon as the traffic lights turned red. This guaranteed many fleeting glances towards the Centuro!

On the same day, the team received four new bookings! The team comprising Rajiv Gurnani- ZBM, Nitin Asthana- ZMM, Rakshit Ra- CBM, Awadhesh Singh- ASM, Anil Parmar- SE, Shobhit Jaiswal- Sales Offices, Navneet Gupta- RE and the entire team of Dealer Standard Automotive left no stone unturned. They ‘Accepted No Limits’ when it came to ‘customer satisfaction.’

Written by Mahindra Remembers with On 10-Jun 2014

In 2005, the capacity of Mahindra Rudrapur plant was five tractors per day per shift. The team decided to maximize the production first to ensure adequate opportunities. The small size of the land, poor infrastructure, and non-availability of trained employees were a few challenges.

The team set up facilities of engine and transmission assembly and raised the capacity to 60 tractors per day per shift. This resulted in savings of Rs. 27000 per tractor. Next, they planned a machine shop where the challenge was to fit machines into a small plant. They also set up the paint shop inside the plant. Demand was rising, and it was time to consider the 3rd shift. Today, we are the first manufacturing company in India and abroad to operate assembly in the 3rd shift.

The improved production process has increased efficiency from 3.5 mph to 5 mph, which again made us the only manufacturing plant in the world to move at such a pace.

The capacity of the plant rose from 60 to 183 tractors per day (3 shifts). With regard to quality, the plant is both Deming and JQM certified. The Rudrapur plant has set industry benchmarks and ensured profitability too.

Written by Mahindra Remembers with On 10-Jun 2014

The R & D engine, CDMA and STA team faced the challenge of developing low-cost BS3 and BS4 emissions for the high-volume Motor Development International (MDI) technology engines. Their target was to reduce cost and increase efficiency.

The conventional approach of adding another Common Rail platform would be ineffective for the BS4 emission engines, would involve a huge cost, and would limit the sales of MDI to only non-metro cities.

The team came up with a novel approach - the Unit Pump Common Rail (UPCR) that had a low-cost fuel injection system, could be adjusted externally, and had all features of the common rail. For the first time, the common rail could be used for all four cylinder engines such as the Bolero, the Scorpio, the BMT, and the LCV. The different approach pursued by the team for fitting the Cam Box with the Power Factor pump was a time and cost saver.

The results were outstanding. The Cam Box, a unique drive for the UPCR pump, was patented in India as ‘Unit Pump Drive Mechanism for Common Rail Diesel Engine: 2703/MUM/2010.’ There were huge savings in the manufacturing costs, and the new solution opened up sales avenues in A Category metros - a big potential for the organisation.

These new innovations provided the customers a better fuel efficiency, NVH (Noise Vibration Harness), a solid MDI base that was recognised and applauded around the world, and overall, a better drive.
The team deserves applause for innovation and thinking out of the box!

Written by Mahindra Remembers with On 10-Jun 2014

In 2008, the Fine Blanking shop faced severe capacity constraints. The production was 2000 pieces per shift on an average, with the highest production of 3,50,436 per month; whereas the requirement was for 4,15,000 per month. The team was unable to complete the schedule and until 2007 new orders were not being accepted.

The shop had two fine blanking machines but they could not be utilized to increase production and meet spiralling customer orders as the output was not consistent.

Initially, they thought of purchasing a new fine blanking machine but, decided to initiate various improvements by using DMAIC cycle.

Complete fine blanking tools were upgraded by standardizing tool materials, improving alignment of dies and punches, standardizing pillar sets, H.T cycles modifications and keeping standby tools. Fine blanking machine breakdown was reduced by providing auto lubrication, rectification of feeder and pressure variation problems, and by improving the efficiency of the chiller.

With these improvements, the average productivity improved from 2,000 pieces to 3,000 pieces per shift. The highest ever production of 5, 00,057 pieces was achieved in July 2009, which sufficiently met customer demand.

The team worked collaboratively and found out of the box solutions to solve the problem. They met the customer demand and also avoided the Rs.8 crore expenditure of a new fine blanking machine.