2013
Mahindra Logistics - Supporting Mahindra as well as other companies
http://www.automotivesupplychain.org/features/190/79/The-Mahindra-Network/
A Complete Report on Mahindra and Mahindra - More on Marketing
http://www.slideshare.net/santoshtiwari14268/complete-analysis-of-mahindra-mahindra
A prize winning IT Project
Elimination of virus problems in Paint Robots of Mahindra Chakan Plant
http://www.pcquest.com/pcquest/feature/192287/mahindra-vehicle-s-paintshop-robotics-systems/page/2
2012
A lean improvement study in Tractor Plant
Table II Cycle time on M/C HMC 492.10
S.No Activity
Cycle time
in min
1 Drilling Dia. 23.5mm 1.2
2 Drilling Dia. 39.0 mm 0.8
3 Hole mill Dia. 25.0 mm 0.9
4 Rough milling 3.8
5 Finish milling 1.5
Total 8.2
Table III Reduced Cycle time on M/C HMC 492.10
S.No. Activity
Cycle time
in min
1
Drilling Dia 23.5, 25.0
& 39.0mm
1
4 Rough milling 3.8
5 Finish milling 1.5
Total 6.3
Lean Manufacturing Implementation in the Assembly shop of Tractor Manufacturing Company
Gundeep Singh, Dr. R.M. Belokar
International Journal of Innovative Technology and Exploring Engineering (IJITEE)
ISSN: 2278-3075, Volume-1, Issue-2, July 2012
(Company is Mahindra and Mahindra)
http://www.ijitee.org/attachments/File/v1i2/B0157061212.pdf
An intensive 5-day certification workshop on Lean Manufacturing based on Toyota Production System was
conducted at Mahindra and Mahindra Limited, Khandivli Plant during 8-12 October 2012. 20 participants from senior management level participated.
Mr Ashok Sharma, Chief Executive and Head of Agri Business along with Mr Sudhir Pathak, Sr. Vice President - Manufacturing & Supply Management and Mr Raj Deepak Chatterjee, Head-Business Excellence inaugurated the program by lighting the traditional lamp. The Lean Manufacturing Certification program has
enabled the participants to equip themselves with targeted technical and team leadership competencies in lean manufacturing as the course was a combination of interactive classroom training and discussion along with actual shop floor study and analysis on specific assembly lines and machining cells. The course objective was driven by the Gemba and Gembutsu approach, in the true spirit of Toyota way.
Participants understood the methods to apply each of the
principles and tools of Lean including Value Stream
Mapping for both manufacturing and business processes,
Continuous Flow Manufacturing Cells, Lean Production
Control, Level Production, kanban and pull systems, 5S,
quick changeover, problem solving methods, Kaizen
events, 7 Tools of Industrial Engineering to name a few.
2012 Annual Report
http://newsletters.cii.in/Quality-Newsletter/Annual-Edition/Annual-Edition.pdf
2010
Presentation on Grey Iron Foundry
http://india.amsconferences.com/Admin/attachments/document/AMSI12_Amar_Patil_MAHINDRA.pdf
2007
Supply Chain Reengineering for Farm Equipment Division for Lean Production
http://www.bp-council.org/wp-content/uploads/Papers_2007/presented/Paper_SCM_Reengineering_at_Mahindra.pdf
1997
M&M's historic labour agreement to improve the production practices and boost production
December 23, 1997
Mahindra & Mahindra signed a historic wage agreement with its union at its automotive plant at Kandivali, paving the way for a new work culture. M&M evolved Mahindra Production System (MPS) which is an amalgamation of the latest work measurement techniques and the Toyota Production System.
As a result of the agreenment, the Kandivali plant will now operate on JIT, multi-skilling operations by workmen, single piece flow process, observance of TACT time and flexibility. These new practices will result in improved quality, significantly higher productivity and reduced costs due to reductions in inventories, rejection rates and optimum utilisation of manpower, machines and floor space.
The new agreement will cover 5,085 employees of the automotive division in Mumbai.
With this agreement, daily production of vehicles at Kandivali is proposed to be increased from 68 to 150 in stages over six months.
http://expressindia.indianexpress.com/fe/daily/19971224/35855803.html
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