Written by Pradeep Kasliwal with Jeevan G Deshpande , On 6-Jun 2019

SMr Jeevan Deshpande

Story of Horizon III: “we can do it”!

It was period of immediate after liberalisation & opening of the economy in India. At Tractor division, we were at threat with no indigenous technology in place and news all over that John Deere, New Holland and few other world renown tractor manufacturers planning to set up plants in India.

During 1996/97, the task force of 11 people was formed with support from McKinsey a global consultant. Mr S S Iyer from R&D was leading this team with majority of members from R&D and others. I being one from Purchase function was selected with role of commercial support and technology source induction and R&D contract finalisation.

The team was sitting at worli with direct supervision & direction of late Farm equipment president then Mr K J Davasia. The team was to come up with concept of global tractor with objective of best in class tractor using bench mark data. We all were motivated, inspired with vision of Mr Anandji Mahindra and K J Davasia to become world No 1 in tractors. The task force was to come up with ideas of best in class tractor.

There was no technical supplier base nor R&D knowledge of what global tractor mean and initial first six months went in bench mark study and  brainstorming whether farming can be done by the tractor alone or some other equipment .Ideas from our team went from providing or laying the overhead wires over field and pulling the plough & other farm equipment to all other wild ideas we could imagine. Finally, somewhere after six month or so we zeroed down to having machine for farm utility.

 Time came to obtain the global inputs for design &styling of Sheet metal, transmission, engine and hydraulics. The challenge was the technology supplier base. One day Mr Davasia called me and SS Iyer to his cabin and made us talk on this subject. Being purchasing person, I submitted to him that supplier community do not have system solutions to extend warranty for two years. We had many warranty failures on parts and systems like Brake, Clutch, Water pump, Exhaust system, oil seals, gaskets and many others. Mr Davasia in that meeting asked us to have tie ups of global technological sources for our Indian suppliers. The period was such that information on web site was limited and I used to go all commercial wing of embassies and note down the technological sources all over globe for our system solution.

In one of the meeting at worli where Anandji Mahindra visited, we presented over 100s of such technological supplier’s profiles giving him confidence that we are definitely moving on our journey towards global tractors and he admired this work. The story would go on and on but let me inform readers that with support for my team we were able to hit figure of seven joint ventures. I had apprehension about which total 14 joint ventures Mr davasia had in his mind. Mr. Derek Johannes, who was in charge of purchase then, asked me to take a round at warranty yards and collect failure data to clarify the apprehension.

One of the major challenges was to identify the design houses for systems like Sheet metal, Engine, Transmission, Hydraulics. AVL Austria for engine and STYER Austria for transmission was obvious choice but the debate went on who would design tractor’s look and style better than global tractors. The search went on with all over globe Viz Hawtal whiting, Japan Design studios etc. We finally zeroed down to ’IDEA Italy’ who also designed ‘INDICA car’ of Tata Motors.

The challenge was not that IDEAS were not capable of tractor styling &design but the price quoted by them for styling and detailed design was very high. We learnt that Indica car was designed by IDEAS at Rs.100 crs. where Mr. Ratan Tata himself visited and approved their capability. This design house asked us that Mahindra tractor design could be lesser but not below half of Indica design price.

The price of this design and development work quoted by Japanese and other European studios were also high and IDEA demanded Rs 40 crs. When we approached the president, he just gave us a target below 20 crs and we were wondering how this figure would take us to our objective of making world class design.

Mr Derek Johannes the fountain head of ideas and expert of commercials along with Mr. SP Patil another veteran gave ideas as to how it can be achieved with taking responsibilities of few components of this detail design work in Mahindra team domain. Mr D Krishnan then leader of Horizon III and Vishwanath Bhagwat a genius Sr.design engineer agreed to share design responsibilities with our designers who would be stationed at Idea Italy. There were couple of visits to this design house. The 20 crs offer by us was flatly declined by IDEA. Mr S P Patil who once accompanied me to Italy put up proposal of Rs 15 cars to Ideas and they were taken aback and simply thanked us stating that we continue to remain as friends. We then in our team discussed and debated the issue. Ultimately with our responsibility on part design and induction of design engineers, made the deal & IDEAS ultimately succumbed to our various alternative optional proposals and agreed to our target of 18 crs. The journey of 40 crs to 18crs was marvellous and future learnings at Mahindra & Mahindra.

 

The motivation, Inspiration, Dedication and resolve to come with exemplary tractor by team had taken a journey of making Horizon III tractor and rest is history

In this whole journey of Horizon III tractor build up we at M&M with support and guidance of seniors could deliver First time in Mahindra History

a. Design of Engine, Transmission, Hydraulics & Body from scratch

b.First time working with cross functional team of design, sourcing, quality, Accounts, Marketing, Assembly, HR

world class manuals & processes like Operator manual, Parts catalogue, MNPD, Technical reviews by Mr Subba Rao and Mr A.R Sonalkar

It’s a Mahindra and Mahindra where everything happens for sure. We did it and we will do it many times ahead
 

Written by Pradeep Kasliwal with Saravjit Singh , On 6-Jun 2019

Saravjit Singh, DGM (Product Planning) with M&M from July, 1982 to Nov 2001

I joined M&M on July 1, 1982, and was posted at Guwahati as Area Manager (Automotive Sales). At the time of joining, Mr. Mohan Bhavnai, DGM (Automotive Sales & Marketing), asked me, “What is your approach to Sales?” My answer was, “On every job, I am the customers’ true representative with the company.” He replied, “Saravjit, an assignment is not limited by a job description. You are free to expand your work area and do as much good as you can for M&M and our customers.” I took this advice to heart. 

 A few years later, a hilarious exchange took placewith Mr. Mohan Bhavnai. At one East Zone Regional Manager’s Conference, he asked me, “Are you on our side or on the side of the dealers?” I replied, “I am the customers’ representative with the company. Dealers are my customers. Remember?” Even in these enlightened times, many sales persons are still being asked similar questions. How many of them actually get away by saying what I had then said? To be able to go against the grain, one needs to first set the boundaries of one’s job and make these clear to the managers who control you.

 Till the day I left M&M in Nov 2001, I focused on meeting as many customers first hand as I could, actively listened to them, and used experiential knowledge to continuously add value to all my stakeholders. 

 Here is another anecdote about an important boundary I set at the time of joining M&M. I told Mr. Bhavnani. “I am joining Sales, but I am a teetotaler. I want you to promise that no one will ask me to drink or go clubbing as part of my job.” He agreed. After this, no one ever pestered me to drink at sales meets. This was a welcome departure from the tough time I had in another job where they kept reminding me that I was not a true sales person because I did not drink. The inference was that customers bought product from you because you plied them with liquor.

 In June, 1993, I was posted in Worli as Product Manager for Light Commercial Vehicles. The short job description was, “A product manager owns the product and must support it in all possible ways.” This job greatly expanded my horizon and considerably enlarged my sphere for learning and applying new tools and techniques within Product Planning as well as in R&D processes and all product support areas.

 In the closing months of 2000, my thirst for learning was fully realized after I was selected as a senior member of a team under Dr. Pawan Goenka to work on a pathbreaking project to create a process centric process for the total New Product Development Process: Product Planning to Design and Development to New Product Launch. From a marketing man I was transformed into a true blue product concept creator and a true product launch practitioner with a working knowledge of the best practices of R&D processes. 

 Meanwhile, during 1993 -2001 period, I unofficially mentored some very bright young engineer-MBAs inducted in Product Planning Department. Many of these young executives often advising me, “You are wasting your time working in a regular job. You should be into full time training and consulting.” In Nov, 2001, when my assignment with the Process Centric Enterprise project ended, I left M&M to work as an independent consultant and trainer. This was three years before I would have officially retired. 

 I had no assignment in mind and no contacts in Chandigarh, where I moved to start my independent consultancy. The only likely client was, Swaraj Mazda. Their Head of Marketing & Accounts, a Chartered Accountant, point blank told me, “We do not hire consultants. We know our business well.” 

 Then out of the blue, my mentor Mr. Rohinton Cursetji, who has left M&M a few months before me, approached me to help set up a packaged drinking water plant in Chennai. I worked with him on this greenfield project for eight months. Thereafter, my other mentor Mr. J.P. Banerjee, who was then with L&T John Deere Pvt Limited, Pune, offered me a dealer development assignment and other marketing consultancy jobs. I took on these comprehensive assignments in partnership with my dear friend Mr. A.S. Deepak. It saddens me to say that Mr. Deepak expired one year ago.

 I am grateful and proud of the fact that after I left M&M, I was helped in furthering my consultancy and training business by stalwarts who had left M&M before me. After their help, it has been smooth sailing for me.

 One need not retire from work at 60. Even at 75, I am still enjoying myself by working. I now focus on Incubation of scalable startups that aspire to become Industry 4.0 compliant smart factories. 

 To know more about me please visit my personal website http://saravjit-singh.strikingly.com

Warm Regards,

Saravjit Singh

Written by Pradeep Kasliwal with Renuka Bommisetti , On 6-Jun 2019

Renuka Bomisetti

1.My attachment with Mahindra will always be memorable as it was my FIRST Company .My journey with Mahindra was only 2 years as I had to leave my job due to permanent sift in my Location from Chennai

2..During my first 6 months I am little bit nervous to participate in the Programmes of the organisation but Mahindra Nurtured me in such a way that I became one of the active participants in the Programmes of the organisation

3.My Manager always encourages and provides insights to do things in a different way and also recognizes my Innovative work through Spot Awards.I still remember the day when my manager was appreciated me for doing cash flow comparison and analysis of S201 & U321 projects with the less available inputs

4.I generally used to leave late during month end due to monthly accounts closing , I had lots of fun and Knowledge sharing during that time with my colleagues which gives me energy to work even after the regular timings

5.My first ever Flight Journey , five star hotel experience and Mumbai city tour experience was happened  through Mahindra and Mahindra for attending Annual offsite from Chennai to Mumbai.Our Annual offsite is like a small get together of all employees of F&A team from various locations of M& M .We participated in various games,activities and had lots of fun and enjoyment during our get together 

6.Due to my career option CA I generally had a less chance of fun & enjoyment during my college days but Mahindra gave me a life time full of  memories within less span of 2 years and also changed my perspective on life. Thank you Mahindra and Mahindra for everything 

Regards

Renuka

 

Written by Pradeep Kasliwal with V V RAGHAVAN , On 6-Jun 2019

Mr V V Raghavan

MAHINDRA REMEMBERS

 

When i joined M&M in 1964, the company had to share its multiple facilities- Ghatkopar for tractor assembly, heat treatment & machine shop , tool room at worli where ,now only offices are there. Soon after i joined, there was a strike [ i dont know the reason as i was new].Mr.Noronha ,incharge of machine shop asked me to operate certreless grinders for shifter fork shaft.When i came out to go home, the striking workmen told me not to operate machines in a mild threatening way, which , i ignored on the backing of mr.Noronha & mr.Pai of tool room. Soon the strike fizzled out & normal production resumed.That is the time, mr.Sardesai, who was sent to Gleason works in USA had returned & he used to interview engineer trainees like me for periodic assessment of progress.I was in gear cutting shop & i liked David Brown hobber which had the diagonal hobbing facility[ which no other hobber offered at that time].During my interview i was asked to explain by mr.Sardesai about diagonal hobbing & its advantages over conventional hobbing.My answers were so apt that he started his " characteristic laughter" [ which i can imitate even now as it rings in my ear but cant be penned down].After my 1.5 years of training was over, i was confirmed as junior engineer, machine shop.

                         M&M had given a phased manufacturing program to Govt Of India as ,in those days, getting foreign exchange for importing parts from UK was not allowed unless Govt had authorised the same for a phased manufacturing program .A few tractors were assembled from imported sub assemblies & enough tractors were not even being assembled as per 5 year plans of the country.The industry secretary was to visit for a first hand assessment of our progress to manufature & sell tractors indigeniously as per our committment to GOI.Mr.Mutta who was deputed to UK to approve toolings which were on order with  vendors there.Those toolings had just arrived at Kandivli plant & a few radial drills had been erected fortunately.We had to impress the Govt secretary that trials are going on & soon production will start & towards that we had collected some machining chips from worli tool rooom & sprinkled on radial drilling machine table & fixtures to make a  show that trials are on , when ,infact, it was yet to start.All in plant knew that we need to hurry up & catch up with what we had indicated before.Foreign exchange was scarce & GOI urged us to hurry up & cut down on imports.Mr.Sardesai, kandivli plant-in-charge & mr.Ali Mohammed in charge of machine shop zeroed in on 4 high value parts which would help to reduce foreign exchange outgo by nearly 50%, namely bull gear, rear axles,crank shaft & hypoid gears[ called set of two in the shop floor].Rear axles & Bull gears needed induction hardening. We had not heard of induction hardening in college days & we had one mr.Kasturi,a brainy hard working maintenance engineer, tried to harden Bull gears & we were not getting hardness. After consulting mr.A.R.Sonalkar & mr.Mutta, we tried quenching in water & we got hardness but such a thick bull gear broke into two due to drastic quenching rate.We learnt , now ,what we needed to do & we got quenchant that was less drastic & severe, but hardness was not a problem.Mr.A.R.Janib was our metallurgist engineer ,in charge of heat treatment & all of us will question each other only to get to the "correct" bottomline to achieve hardness .After several days & after lots of trials, we could get what we wanted.No need to say - we all celebrated this small success as we had to concentrate on hypoid gear pair next.

                The required machines for making these hypoid gears had come & this also needed a special hypiod press quenching machine.These gears had to be handled one at a time from the muffle furnace which was maintained at correct temperature & one gear was removed using a long fork & put on Gleason quench press to get correct hardness with least/ zero distortion .What a learning & these are not in books.One has to experiment & learn on the "go'.For rear axle hardening, we could get the assistance of the equipment supplier namely,mr.Richardson , of Inductelec hardening machine.When i had gone for approval of this machine in UK,he took me home & fed me & took good care of my vegetarian requirements..Similarly when he had come down for trials, he visited my flat , chattted with my wife & daughter for quite a while & enjoyed Indian hospitality at close quarters.  

                Soon Gleason hypoid gears went into production reducing the burden of foreign exchange outgo & we were left with the development of crankshaft & camshafts.When these parts were being tried & establishing was going on, mr.Sardesai used to visit the shop floor & get every day's progress & his own confidance level on our capability to shoulder the development of these critical parts went up.His own motivation style was unparelled & his laughter was loud & special ,drawing everyone's attention & he conveyed the company's urgent need to stem foreign exchange outgo on a war footing.

                              Unfortunately, he passed away after a year or two & in the condolence meeting chaired by mr.Keshub Mahindra, he brought out many outstanding contributions to company by mr.Sadesai. In the few years of my association on shop floor, i cant even count one time he was without his sweet smile.I consider myself to be fortunate enough to learn not only technical things but also  the style of motivational technique which was his special characteristic.

                               Now we had to develop camshafts & crankshafts which needed induction hardening of journals & pins of crankshaft.Machining these medium carbon crankshafts with  maximatic lathes was itself a tough thing at that time as we were all learning.I was sent to Bradford in UK [ my first visit to UK] where, all executives & non executives were exceptionally nice to me including the canteen lady who made veg dishes specially for me everyday & would enquire everyday if the food was palatable & if i want to suggest any changes.The plant head , mr.Bottomlee, personally took me round Bradford on a weekly holiday.The treatment meted out to a junior engineer from India was unparalled.When i came back home, the machining of toughened crankshaft forgings & the induction hardening of journals & crank pins were successfully established & the import burden came down drastically , making our company's position much better. 

            Even the Pakistani i met in the train to Bradford took me to the dining car , spent money on my snacks & before i got down, extended an invitation to me to come & stay in his house if i came to London.On way back home, i went & saw International Harvester factory at Nuess in Germany which was superior to one at Bradford & learnt many many things.All these trips, the interactions with Harvester engineers etc were very open& helpful & the spirit of our partnership stood paramount in our dealings. 

             Simultanously, heavy machine shop was also under erection.I remember the Kitchen & wade horizontal drilling & boring machine was shipped by manufacturer in 3 packages-bottom bed with rack teeth,vertical drilling column & a massive table to accomodate trans case, crank case etc to do locating holes for further operations.Assembling these to make it a horizontal boring machine was not the expertise all the engineers possessed but "never say die" attitude was prevalent & the machines elements were assembled correctly, after one or two days trial by 9 pm on the third day. We were hungry & those days, a nearest decent restaurant was at Bandra & mr.Ali Mohammed led all of us to a "Gazeboo restaurant, The moment we entrered, a small dance floor full of enthusiastic youngsters were there to enjoy their evening & their dancing came to a halt.We were wondering why their activity should come to a stand still till the bright light inside & the mirror revealed the real reason.We had plenty of spots of grease on our hands ,pants,& faces that they mistook us to be some hooligans.After profusely apologising to one & all we went to a corner so that we can stuff ourselves with what we wanted & giving others to proceed with their agenda.You can imagine the roaring laughter by this M&M gang when we came outside the restaurant.We could not get sleep easily as the above incident kept flashing like a small movie for next 2 hours or so.

                                  The machine shop activity picked up so much that the production & sales had picked up  to make M&M the market leader right from the start.There was no competitor worh the name who could come anywhere near us.

                                   It is around this time Balasaheb Thackeray had aroused the "marati Manus" feeling in workmen & had captured so many big unions like M&M, L&T etc so that they can weild a lot of power over companies.We were clear that whether Rama or Ravana ruled the union,the production should be unhindered.At the local level, everyone was trying to show off his power & created hindrances for production.This was intolerable & unacceptable that on shop floor we used to have lots of' "fights".One set of union leaders led by m/s Diwan & Bhosle hated our guts.In subsequent union election, they got defeated & m/s Landge & Co came to power & supported us & this was a big blow to the previous committee & their pin pricks continued for ever to show how they weild power .

                            As we had successfully developed hypoid gears in house & the imports were a thing of the past. In Iran, these gleason machines were bought by Iran company but the Shah of Iran was thrown ourt of power affecting tractor production as noone knew how to commission the same.As we were selling zeeps to Iran, their Govt requested Mr.Basrur, who was in charge of exports, to help them out. Accordingly, i was asked to go & establish their hypoid pair prodn which was completed in a fortnight's time. 

                                  As the production went up & with near 100% of tractor parts made in house & some with vendors for parts like hydraulic pump by Dowty Pumps,the injection pump by Mico at Bangaluru, the indigeneous content went up to near 100%.Mahindras were the knigs of tractors & every small scale manufacturer wanting to be a suppier to MAHINDRAS.

                                Around this time, our purchase head ,Mr.Pargal,who was instrumental in not only developing good vendors but he was making sure that cost of procurement was tightly controlled as tractors were not luxury product but required necessity to increase farm productivity by leaps & bounds- the then thrust area of GOI.The motivation to be a top tractor manufacturer participating in the goals of the country's planning cell was uppermost in all our minds.Import of essential grains etc which was rampant till 1958 or so, came down gradually. .Punjab farmers were the richest of the lot at that time & our marketing thrust , to say the least was giving priority to the "Rice bowl of India".Around this time, ,some organisational changes were in the offing as mr.Pargal was retiring.This is the time Mr.M.M.Raiji was asked to take over purchasing activities of tractors as well as Jeep division as the latteralso needed more attention.  

                            Around this time in 1986 or so, i was asked to take care of TD purchase reporting to mr.Raiji.This was quite an interesting challenge & i had to learn from all in materials department & still master the nuances of purchase function keeping the farmers requirements at heart.That is the time computerisation was being introduced &we had one mr.Sakhalkar, an intelligent staff, who was helping all in knowing the inventory status besides the price of parts for budget purposes..Mr.Shukla, another great brain was always available to smoothen the rough edges & the purchase team was also a dependable close-knit team .But the challenges were many-- tackling some erratic suppliers,the rejections of theirs due to quality,some high price vendors & some arrogant. I will describe one or two interesting incidences of "arrogant" suppliers at those times through which, we could learn the  most basics of vendor-buyer's relationship.

                                      During that time, the tyres especially the hugh rear tyre , was A plus category component & MRF was the market leader.Their chief marketing man had met mr.Pitamber at head office & then came to our office to boast how MRF deals with their suppliers.All tyre manufacturers were supplying 6 ply tyre but in spare part market ,giving only 8 ply tyres to have an advantage in market place.This was an unacceptable situation as factory fitted tyres will have less life than the ones in spare parts market which, will last longer thus earning a "a good name" for MRF in the market.This had to be tackled in a chanakya way as MRF was riding high at that time.Modi tyres from north, ceat from maharashtra & Birla tyres were other vendors.Modi tyres man wanted us to increase their schedule.We asked him to supply 8 ply tyres at same price as 6 ply tyre & that schedule will be increased. He went back, consulted his top management & confirmed & we started getting 8 ply tyres at same price.Ceat & others were also dealt with same way & by giving zero schedule to MRF, all supplies were of same quality at NO INCREASE IN COST [ appr Rs 200 per tractor saving].Two months later when MRF chaps came & asked for schedule, we requested him to fall in line with my other suppliers.He was taken to tyre yard & after seeing all 8 ply tyres, he went back to Chennai & confirmed that MRF will also fall in line.This was a god -sent trick which helped us to subdue some 'dadagiri' vendors.

                        Another dada vendor was Mico pumps.By this time we used to have a weekly meeting of all buyers lasting an hour on the innovations they are doing to get,P,Q,C,D ie lower inventory without stock out,better quality,cost reduction targets set internally by us ahead of accountant's demand  & ahead of it.We used to sit with mr.Natekar of tractor accounts & thrash out any misunderstanding & we were ahead of the demand.In the weekly meeting , the executives used to come out with problems they faced, how they resolved it & how a win-win situation was always achieved.Mico pump supplies were being rationed by them & they were a bit more supportive of Tata motors.Our executive, mr.Jeevan Deshpande's way of tackling was exemplary.when he visits Mico,he will sit with their planning people, then the packing chaps & a weekly phone call will ensure the supplies are there.At the time of price increase, Mico, the high & mighty vendor will pull a fast one that Tata motors has agreed & given a price increase.With a xerox copy of excise duty paid by Tata motors,[ the truck drivers will oblige us by giving one of our staff gone to collect the same & we can arrive at the pump price].Compared to the price which was one or two months old, we can easily get to know if there is a rise in price.Mico, too could not wag their tail & ofcourse we did not reveal how we were so sure - whether price increase was given  by Tata motors or not.These were shared in our weekly meetings.These helped to improve the morale by leaps & bounds by others as well & our TEAM members themselves felt maha happy to learn, practice new ways, consult each other etc.

 

                                 When mr Anand Mahindra visited around that time, i could show the annual savings of around 4 to 5 crores on material cost procurement & he appreciated the same.

                                 Around this time,i was transferred to AD as prodn in 1994 & quality of jeeps were not upto the customer requirement.While this was being tackled through periodic reviews & marketing feedbacks. But that was the time union wage negotiations also had to come up..Unfortunately for us, mr Dhume, a communist veteran passed away & a new union leader sprang up & that was mr.Sachin Bhau Ahir of RMMS.Due to some misunderstanding with mr.D.K.Shah, in charge of Personnel & Indutrial Relations,Sachin Bhau Ahir was very uncooperative initiallly but we won him over through patience & perseverance. The new negotiation,involving multi machine operation by a workmen  was signed by all union members on 19th December 1998 & on 20th, there was a big shock to many union members themselves as machine shop workmen had struck work & were sitting in groups in each section. Inspite of my appeal to all these groups, they were staying put & were determined to break the union & management power as vehicles cant be made.As, to some extent, we had anticipated this, we mobilised all executives of purchase & engineering including those in office to work on shop floor.The production was limping in initial stages but gathered speed & striking workmen were scared of being thrown out of job as we started taking photos of one engineer operating 3 to 4 machines compared only one machine before.After a month or so, the machine shop union leader, mr.Shirke, came down from his high pedastal & production started.Two months later mr.Shirke, on flimy ground stopped production.We along with ,Sachin Bhau Ahir decided to take disciplinary action on 8 union leaders of machine shop & the production continued from next day as most of workmen were convinced of the futility of this "tamasha". From then on, peace decended & we started Quality circles, involving the all workmen after we were trained in Japan on QC activities.M/sM.S.Gadikar & Girnikar took special care of quality circles etc.We, subsequently, went in for TPM with a consultant, Mr.Yamaguchi San, who visited us every month.He was the ultimate tough task master but taught us TPM so well that in 3 year's time we were adjudged by Japanese Institute of plant maintenance for award.We took 3 union leaders as well as top 3 executives for this function.After this, we never had to look back atall & mr.Yamaguchi san used to praise us  in all the other companies where he was visiting.

                   There was no looking back after this as we were marching ahead from one milestone to another & nothing could stop us.Infact the enthusiasm of workmen went up several notches.  

                     I was made VicePresident operations of 4 plants & the rest is history.My association, ever since i joined to my retirment day was enjoyable, & could groom up next set of leaders & it was absolutely fantastic journey of 42 years thanx to God who ensured that all 365 days in a year  were thrilling & could contribute immensely to company,develop executives & all the goals were surpassed. I WOULD LIKE TO BE BORN AGAIN & WORK FOR M&M IN MY NEXT JANAM TOO.....

Written by Pradeep Kasliwal with Gangadhar Tambe , On 6-Jun 2019

Gangadhar Tambe

 

 Preface

A professional joins the organization on its market reputation and face value.

The leadership in such organizations make the organization great and shape the culture of the organization.

My journey in M&M, FES has reinforced these thoughts and it is made memorable by its great leader Late Mr. Gautam Nagwekar.

I am truly fortunate for getting an opportunity to work in M & M, FES and that too alongside Gautam Nagwekar.

I hereby share the memoirs of my association with M&M and a small tribute to its true leader, Gautam Nagwekar

5th November 2003, my first interaction with Gautam Nagwekar.

I was working with M/s TVS Motor Company in Delhi. I was called to Mumbai for my interaction with Mr. Gautam Nagwekar.

At around 16:00 hrs in Mahindra Towers, Worli, I was escorted to a discussion room. A simple gentleman with a warm and pleasing smile greeted me and introduced himself as Gautam and other person as Sangram. (No designation, No any other description, simply Gautam and Sangram). I was pleasantly surprised.

The next two hours were magical. We discussed on many topics from TQM, Policy Deployment and Two Wheelers to Market Expansion, Strategies etc. but not Tractors. Probably he didn’t want to embarrass me by asking questions which I may not have much knowledge about. (As I was not from tractor Industry) The last question he asked, “Would you enjoy working in Tractor industry…?”

By this time I was spell bound by his presence. The simplicity, work ethics, passion and above all the pleasant personality… this was my take from the first interaction.

Mahindra is indeed a big and respected organization, but after this interaction, I understood why it is a great organization. I instantly decided to join M&M FES and spend few years with this gentleman.

In various management sessions, we learnt that ‘People join the organization and they don’t leave the organization but leave people.’, however now I had two reasons to join M&M, the Organization itself and the personality called Gautam.

I never knew that the association with M&M will last for more than 10 years.

Finally, I joined M&M on 27th Jan 2004. My first day was in Kandivili plant.

As I stepped in Worli Office, on 28th Jan 2004, I could sense a very high level of energy in the office.

40, 60, 80, 100… were the buzz words I heard when I first entered M&M office in Worli.

When I settled, I understood that it was ‘The Gautam Mantra’ to align the team and set the ball rolling for achieving the never-imagined results is a short span of time. To Sell 40 K tractors in F 04, 60 K in F05, 80 K in F06 and 100 K in F07.

Wow… It takes a courage to spell out such figures publically…

Instantly I felt proud of being a part of his team.

As I interacted with various people during my orientation, I could see a formidable team in HO. Ashok Sharma, Avinash Patankar, Francis Pereira, A.P.Sinha, Sangram Tambe, Atul Joshi, Sanjeev Goyle…

I reached Bangalore with pride and dream in my heart…

16 dealers (Including 4 defunct dealers), 15 cr outstanding, Average sale 160 Tractors, practically 0 stock… Ohhh, what a way to start…!

First 3 months went on learning and understanding the dynamics of tractor industry and knowing the dealers… and of course getting pressure built… volume, market share nose-dived…

Reviews after review … and Ferocious Avinash Patankar… Hmmm…

We had a definite plan and we were working on it, we were surely going for a kill… may be September or October onwards… Just needed someone to have faith in us and boost our confidence…

First formal review with Gautam.

Come August 2004, Review with Gautam Nagwekar… my entire team was present…

First half an hour… review… excuses… guilty feelings… etc, etc…

Then suddenly Gautam interrupted and said... “Leave this presentation aside, tell me when will you do 500 in a month…?”

Probably Gautam sensed that we have some plans up our sleeves and we were afraid to share it for sheer fear of failure…

I paused, and said, “October…” My team members Shahal, Sudeep, Venkatesh, Ravinder and Rajagopi looked at me, I could see a confidence in their eyes. …Instantly Gautam replied, “If you do 500 in October, I will come with my family and celebrate with your team and their families…”

We were glad. Glad, mainly because an embarrassing session was coming to an early end.

Accepted…

Then quietly he asked, “What if you don’t do…?”

It was a do or die situation… but it was worth dying for a gentleman who led from front, inspired his team, imbibed values and passion in his team without losing a human touch…

I said, “I… will resign…” My boss, Sandeep Jaiswal looked at me in disbelief, surprised…

A deep silence in the conference room, Gautam said, “Done.”

No more questions, no more whats, whens and hows, no more discussion… Meeting over in just 40-45 minutes.

During lunch time, he spoke in length with me and my team, tried to understand us and boost our morale… we needed some approvals, some strategic decisions, which were cleared on the spot with due diligence and caution…

November 1st, he called me, congratulated me and my team, personally….

Gautam and Kunti visited Bangalore and celebrated with our team….

He was an inspiration to all of us… He was part of every success, He travelled extensively in Karnataka,

Kolar, Hassan, Mysore, Chamarajnagar etc… Be it a one off All India Conference at Bangalore in December 2006 or The MSS National convention in Bangalore, Gautam was everywhere around us.

Every policy deployment, planning meeting, he was always there to oversee the progress. Not only with us in Bangalore, but everywhere in India.

He was never biased with individuals. Like Lord Krishna, he was Friend, Guide, Philosopher and Guardian to all the field force in India.

Hemant Kumar, a common connection…

Besides everything else, Hemant Kumar was probably a common link between us.

Although I like Kishor Kumar, I admired Hemant Kumar too and always used to keep his songs handy in my vehicle.

? ??? ???? ????, ? ?? ??????? ?????

Hemant Kumar | Majarooh Sultanpuri | Hemant Kumar | Film – Baat Ek Raat Ki

I was not aware that Gautam also liked Hemant Kumar. We were going on a tour, Gautam switched on the music and voice of Hemant Kumar emerged. Gautam stared at me, asked me whether anybody has spoken to me about music and songs. I said, “No. I enjoy Hemant Kumar.”

I then realized that Hemant Kumar was Gautam’s favourite singer. (I also realized that Gautam was so genuine a person that he didn’t like anybody doing deliberate acts just to please him.)

Afterwards, I ensured that Hemant Kumar was always present whenever he is travelling.

Foodie Gautam…

Gautam was a true sales person. He was a foodie like any other sales guy.

He always used to take a parcel of Prawns from RR Restaurant on Church Street, Bangalore to Mumbai. Be it a Thatte Idly in Kunigal on way to Hassan or Mutton Biryani from Hanamanthu in Mysore, Gautam enjoyed both equally.

We were having a dealers’ conference in Mysore, Gautam arrived late evening the earlier day.

Before retiring for the day, he asked me, “what is the plan for Breakfast tomorrow…?”

By this time, I was well versed with the likes and dislikes of Gautam. I asked him, “Did Sandeep said anything to you, sir…?” He said, “Yes.” I instantly knew the place to take him for Breakfast.

Next day, early morning we went to a small old place in Nazarbad, where we relished on Mylari Dosa, Idli and Coffee.

2006, Annual conference, Mumbai…

I still remember the dream Gautam shared with the team.

His direction was looking beyond Tractors and Farm Mechanization.

The dream of taking prosperity to farmers. The ‘MAHINDRA SAMRUDDHI’. It broadened the horizons, opened a different thought process and suddenly FES looked like a place with lot of opportunities. What a vision he shared…!

During those period Gautam was a pied piper. Fans, followers, success was following him wherever he ventured. …and still he never boasted of it, he always said that, it is all because of the people whom he works for, his team. Such a humble person. True Man of People.

Once He and Kunti were in Bangalore, and I invited them for a breakfast at my home. Both of them happily agreed. And when they came to our home, we felt as if they were a part of our family. Such was the conduct and affection Gautam and Kunti shared with us.

Gautam once said, “Passion is an unconditional and relentless commitment to the purpose. Relentless and Unconditional are two very important words. Unconditional – The minute it becomes conditional, there is a loss of power, there is a loss of passion. So passion happens only when what you are committed to, is unconditional.”

I have many memories of Gautam, whenever he came to Bangalore or passed by Bangalore, he made it a point to either call me or invite me to Guest House to meet him. I am sure that he will be doing this with my other colleagues from other states too.

Once he told me, “Human mind is the most powerful thing in this world, it can do wonders.”

This literally transformed me into different person, Fear of Failure vanished and I could accept any responsibility, challenge and thrive to perform.

Mumbai, Annual conference, 2010, a memorable and heart touching event...

As Gautam walked on to Dias to deliver his speech, the entire auditorium rose to a Thunderous Applause and gave Standing Ovation to the man who made difference to each and every one present in the Auditorium. The claps went on clapping, clapping, clapping and clapping…. for close to 15 minutes... …until Gautam himself intervened and requested for a pause.

It was love and affection unconditionally reciprocated to Gautam, a true leader, a great human being. A real life legend.

My last interaction with Gautam…

November 2010, Gautam and Kunti were travelling to Puttaparthi. They had to alter their program and return to Bangalore.

I went to meet them at Sadashiv Nagar Guest House. Same charm, same affection, same enthusiasm.

He discussed everything else but not business. My hobbies, my family etc. I shared my Photos of Angkor Vat and Cambodia with both of them. I invited them to our home, but due to time constraint, he said he will visit us during next visit…

January 10th, 2011… The saga ends here…

???? ?? ?? ???? ?? ???, ???? ?? ?? ?? ??? ??,

??? ??-?? ?? ???? ??, ??? ??? ?????????? ?? |

Hemant Kumar | Shailendra | Shankar-Jaikishan | Film - Baadshah

?????? ???? ???? ? ? ? ?????,

???? ????? ??? ??? ???? |

Hemant Kumar | Shakeel | Hemant Kumar | Film - Bees Saal Baad

Kunti, Parthiva and Rishabh fulfiled the promise Gautam had made to me.

They visited our house in February 2011.

Thank you very much.

Written by Pradeep Kasliwal with Milind Achyut Rajwade , On 6-Jun 2019

Milind Rajwade

Experience counts...

It was the pre-computer era in the mid 1980's...

All the communication to various departments used to be through typed memos. There was an official position of 'typist' in the union category. After shifting the R&D department to Nashik, a need was felt for an additional typist, and I was asked to prepare a sanction note for approval for this vacancy. I prepared the note addressed to Mr Baptist De'Souza and had it typed out nicely. I then took it to be signed by the then R&D boss Mr. K. S. Parthasarathy.

The draft was immediately approved however the boss refused to sign it. Therefore I asked him the reason and Mr. Parthasrathy asked me to take a seat. I sat down apprehensively.

"We are requesting an additional typist, through a typed  note! Please have it written out by hand, as that will automatically justify the need for a typist!" he said. His words were few, but pertinent, and within a week, we had received the formal approval!

I had indeed learned an important lesson and understood the value of experience that one brings to the table - Hats off to Mr. Parthasarathy!

2nd

Patience pays...

 

We were in the midst of an all India recruitment drive for the Scorpio project and walk-ins were organized in all the metros.  There was a huge response with more than 500 people turning out at every location. Now it was the turn of Chennai and the situation was no different. It was a Sunday and still a massive number of people had already gathered when we arrived directly from the airport at our Area office. Couple of the Area-office people were there helping us to bring some semblance to the event. 

 

There was a guy called Amit who was running errands for us such as asking interviewees to form orderly lines, collecting their resumes etc. The day progressed and we enjoyed the Dosas and curd rice for lunch. We were directing Amit to send the candidates to the interview room one after the other and Amit was was still standing and smiling outside the interview room when we were about to wind up the day's proceedings. As we were about to leave, we called Amit and thanked him for all the help rendered. He accepted our thanks and told us that he is from Bengal. Surprised, we asked him as to how come he is part of the Chennai office staff, although hailing from Bengal. A big surprise was in store for us as Amit started explaining.

 

In fact, Amit had come for the interview in response to the walk-in advertisement. All day, he had been waiting patiently for his turn to be interviewed. Therefore we looked at his resume and as he was meeting the basic criterion, we deliberated amongst ourselves and decided to give him an offer letter, seeing his patience and positive attitude! 

 

He turned out to be a good employee, helping us to deliver the Scorpio project. Additionally he was a great 'table player' and used to be a regular fixture in all the talent events at the IDAM Centre, Kandivali. It was a true win-win event which has been permanently etched in my memories of almost 40 years of service at Mahindra!

 

3rd

This story is dedicated to great Auto enthusiast Behram Dhabhar.

We were part of the team that shifted to Nashik in 1983. Initially after moving to Nashik, we were sharing the room and first thing to strike me was his love for Automobile. He went on to participate in the Himalayan rally and won laurels for the company. He had carried out all the modifications by himself in the vehicle making it 'rally fit'.

Behram as a person was very jolly and simple cracking jokes and taking 'bawaji' jokes in the stride. I remember eating breakfast with him at Meher hotel in Nashik. While I had ordered an omelette, he ordered Pack of Glucose biscuits and Goldspot orange drink. What suprised me was guy emptied his cold drink in the glass and started enjoying his biscuits dipping in the cold drink.

Behram was our driving teacher and I remember the very first lesson. He made me take the driver seat and then started explaining various controls. Then Auto Guru in him started talking. From now on , you have to forget your old ABC and now A stands for Accelerator, B for Brakes and C for Clutch. Then for 10 minutes, he made me press clutch pedal, engage gear, then release the pedal slowly till car starts moving; repeating the manuvre again and again. Thus was the first lesson of driving  and learning of new ABC at age 25!

 

 

-Milind Rajwade

 

Written by Pradeep Kasliwal with On 6-Jun 2019

Vinod Bharadwaj

         Moments@Mahindra & Mahindra

Krishna advises Arjuna to perform every action in a spirit of devotion, for common welfare, without being attached to the fruits of action.  It is, therefore, important that an individual treats his calling as Divine and puts the right spirit into his work. The trouble with us, however, is that we get into a humdrum existence and work in a routine, mechanical manner, without putting our heart and soul into it. The result is that we are not able to learn the fine art of living that leads to expansion of mind and soul. 

Work is something that we do, all through life. More important than the work we do, is our attitude to it. From the moment we are born, till we die, work is being done all the time, whether we like it or not, whether we want it or not. As a top gun in the Indian Navy, " Work is Worship" is the motto I believe. My men in the Indian Navy,  were my family. As their Captain, my aim was to motivate them  to die for safety of country. A very difficult task.

I arrived as CEO of MLBSL, against my wish. I had picked up job with M&M on lower status and salary to be with my family at MDS, New Delhi. M&M management agreed to my desire to work from New Delhi. I became part of M&M family in 2001, management had decided to close MLBSL, I was given six months to revive it. My first task was to reduce manpower, a difficult task for a leader, who treated each and everyone in the company as part of family.

The secret of success in life is not to make others suffer losses at your hands. The secret of success in life is to plan ones time and energy wisely and avail the opportunities within ones reach. I did whatever was good for MLBSL family without any malice towards anyone. We turned around loss making company into profitable. We owed our turn around to TVS Madurai and Bajaj Auto. Companies come in all kinds. There are some who keep a hawkish eye over its employees, banning even the use of mobile phones in office, and there are others who mandate on somberly silence and colonial formalities in the office. 

But at the other end of the spectrum there are establishments, which allow employees to work from home and believe in a schedule which is more result-oriented than maintaining a military discipline. M&M Group was one with a human face reach out to its employees in the time of crisis, supporting them and even taking care of the medical expenses of the ailing members in their family. My most memorable moment was when Anand and my flight landed at Chennai same time, when I had just joined MLBSL.  Anand Mahindra, waited for my car to arrive, before he boarded his car. That was moment, I decided to work for this man. He is protagonist in my professional life in the "Civilian Street".  A man who never failed to reply emails and always willing to be your sales man in closing major business deals.

My specific experiences with MLBSL and other companies, have molded me into a man that I am today. M&M gave me "Free Will" to run number of companies in the Group. I did try to hunt for a job, but no Group was willing in the World, to manage company with a freedom I had in M&M, under the leadership of Sh. Keshub Mahindra and Anand Gopal Mahindra. He always dreamt  and worked to ensure all sector companies in the group are " Number One".

Thanks

 

Written by Pradeep Kasliwal with Michael Clement Fernandes , On 6-Jun 2019

Mr C M Fernandes

I am C. Michael Fernandes, worked with M & M from October 1978 to May 1995 (16-1/2 years), in the erstwhile General Manager’s Office, P & I R Department, Kandivli and Worli.

I have profound memories of working with M & M.  It was at M & M, I was given varied opportunities to grow professionally, which I embraced with open arms, this laid the foundation of a dream career, which I had not visualized when I joined the Automotive Division.

My story is as under:

  1. I joined M & M in October 1978 @ 19 years and 11 months of age, as a Junior Stenographer in the P & I R Department. I was then working for a small company, since the age of 18 years.  I had sent out applications to various big companies at that time, including M & M, which was shortlisted, and I was there for an interview.   Alongside me for interview, there were 2 to 3 other candidates as well.  When we interacted during lunch, I understood they had come with some internal references.  Thought I had a feeble chance for selection.  But to my surprise, I was the first candidate to be selected and joined within two weeks of offer letter in the same P & I R Department.  My joining M & M was a great joy for me and my family, specially my father who was then a Central Railway employee.
  2. After my joining M & M, I completed my graduation in April 1979.  I then continued with my studies, joined the LL.B. Course at the University of Mumbai and enrolled for Company Secretaryship Course.  I am grateful for M & M for extending the benefit of Employee Education Assistance Scheme for my higher education. 
  3. In late 1979 and early 1980, I worked closely with the executives in P & I R Department in preparation for the Union Negotiations.  Under the guidance of seniors, I worked for collation and analysis of huge employee data and making comparative data on service conditions of other M & M Divisions and Group companies, also outside companies, viz. L & T, Siemens and Crompton Greaves basis Industry-cum-Region Principle.  On seeing my prowess in collating the numbers and comparison of data, I continued to do the said work for all future Union Negotiations at Automotive Division and for the Farm Equipment Division, as well.
  4. When the Nasik and Igatpuri Plants were set up in 1982 and 1984 respectively, I worked closely with the Executives in the P & I R Department in the clerical work for framing the wage structures and other service conditions, with prevailing service conditions at Kandivli, Mumbai as a base.
  5. I remember an instance in 1984 Bonus Negotiations at Automotive Division, when the issues got heated up and the matter reached a lock-out stage, I was holding all the confidential correspondence which was happening at that time, though I was a member of the Union.  When the lock-out was just two days way, I was advised by my seniors to collate all the required files and keep them ready for being shifted out of the establishment.  So, with my just six years of work with M & M, I was elated of the confidence and trust which I had created with them.  I always remained a loyal and aligned employee in support of M & M Management from the earlier days with the Company.
  6. In 1983, when I completed my LL.B., one of the senior executives was to retire on attaining the age of 60 years.  My then General Manager – P & I R, called me in and asked me to handle Court Cases.  When I confessed, I had not seen the corridors of Court and done only the theory part, he advised me to approach him in case I required any assistance.  It was then I picked up the Labour litigation files which were about 4 to 5 Cases.  From there, I ended up representing M & M in close liaison with the Advocates & Solicitors in the Labour Courts, Industrial Courts and High Court of Mumbai till 1995 with the number of cases also going up substantially.  I also represented M & M in conciliation matters with Labour Commissioner’s Office, Provident Fund Commissioner and Director Industrial Health & Safety.  Over a period, I developed in confidence and I continued to represent M & M before all these authorities, along with seniors and by myself till 1995.
  7. In 1988, I was advised to appear for an interview for elevation as a Junior Officer. This came as a surprise to me, since there were other seniors in the Department.  Post the interview, which was process, I was the youngest person to be promoted from unionised cadre to Junior Officer Cadre in 1989, followed by elevation to Junior Executive in 1990.
  8. In 1990, I completed my Company Secretaryship Course.   I then approached Head of the Department to transfer me to Secretarial Department.  He advised me to continue in the P & I R Department endorsing the work which I was doing and assuring me of growth in M & M basis merit.  With that assurance, I continued with P & I R Department. 
  9. I also had the opportunity to work closely with a Senior P & I R Executive hired in late 1980s as a Retainer, to work on job descriptions and other comparative data when the issues heated up with front-line management staff (elevated from unionised category) in matters before the labour commissioner and labour courts.  Then post-liberalization when the competition for M & M was heating up and the management was working on strategies to improve productivity and put in place good work practices, I was part of a close-knit team which worked on the execution for restructuring of the front-line and middle-level managerial personnel.  This included pre-work before action was taken, also when the matter reached the labour courts, protecting the interest of M & M in liaison with Company Solicitors & Advocates.
  10. Then in 1994, when Farm Equipment Division signed a negotiated settlement, which was also endorsed by a reputed leader of a political party, on a theme of ‘fair day’s wages for a fair day’s work’, I was again part of the core team who worked on the Settlement along with senior executives.
  11. My work ethics and work values were a total commitment to the management thinking.  This was possible basis the faith reposed by my seniors and the opportunities extended to me.
  12.  Later in early 1990s, I thought of pursuing Masters in Labour Studies.  When I got admission, which was a full-time course, I approached my General Manager – Human Resources with a resignation.  At that time, I was handling the legal matters for the company along with another senior executive.  On enquiring the reason, when I told him of my intent to pursue Masters, he advised me to find out a way to make it happen ensuring the legal and other work which I did not being affected.  This again came as a joyful suggestion to me and I volunteered to work in shifts and committed to ensure work responsibility was not impacted.  I continued to handle the legal matters in the Courts by taking leave of absence in the college, as and when required.  
  13. After completing my Masters, it was for the first time I thought of exploring my options outside of M & M.  I then got an opportunity in an American Multinational Company reporting to the General Manager.  With a heavy heart decided to move on in May 1995.  By then I had put in 16-1/2 years of service with M & M.  When I left, I had grown tremendously professionally – all thanks to M & M for the opportunities extended to me – and   carried with me profound memories of the foundational years at M & M. 
  14. After this, I spent another 18 years in the Corporates, 5 years in middle management role, followed by 13 years as Head – Human Resources in 2 Multinational Companies and 2 Indian Companies.   In these years I continued to be an ambassador for M & M, closely watching the growth and diversification of the M & M Group through the Annual Reports which I received as a shareholder, the shares of which were given to employees somewhere in late 1980s.
  15. In 2013, after 18 years, I had another surprise from M & M, when I received a call to be part of the M & M Alumni, which I gladly said ‘Yes’.  It is a great pleasure to be part of M & M Alumni and continue to learn and share the success of M & M.
  16. I am deeply grateful for M & M for having me as their employee for 16-1/2 years and help me build the foundation for a dream career.
  17. I wish M & M Group All The Best and A Bright Future.  I take great pride to have been part of the Group and I deeply pray and wish, M & M Group to be one of the leading Global Automobile Companies.

With Warm Regards,

C. Michael Fernandes

 

Written by Pradeep Kasliwal with Alpesh Jain , On 6-Jun 2019

Alpesh Jain

 

My story at Mahindra goes like this :

I was on my way to Pakhanjore (Hard core naxalite belt situated in Bastar division of Chhattisgarh) for attending a small Hot prospect meet of local farmers. I was accompanied by 2 colleagues of other departments for the event. Normally, we were accompanied by dealer manpower for visiting such kind of sensitive areas. But, this time, we neglected that and three of us headed for the event without any dealer manpower.

I was driving the Bolero. Like any person on tour, while entering a naxal belt, we also started to discuss on the topic of naxalites. After driving for few kilometers, we found there was hardly any person on the road during our travel. Three of us became little conscious if something is wrong. To our surprise one man crossed us on bicycle, waving his hands on us, as if he wants to warn us not to go further, We were 20 Kms from our destination. Out of sequence of activities during our 85 Km run, we could sense, that there was Bandh called by naxalites in that area. Tough call, whether to go back 85 kms or go further 20 kms. We sort of tossed the coin as we were unable to conclude and finally decided to go towards destination. After sensing naxalite threat, that last lap of 20 Km made us felt it to be the longest drive, which is non ending. Bullet can come from any direction or IED bomb can blast at any  culvert. While driving, I was not very confident on ACB (Accelerator, Brake and Clutch) for the first time. Finally, we reached our destination Pakhanjore safe and alive. This incident further strengthened my faith on God.

 

Alpesh Jain

 

Written by Pradeep Kasliwal with Rajesh Upadhayay , On 6-Jun 2019

From : Rajesh Upadhyay

MRV

 

Sub: My Experience with Mahindra & Mahindra (M&M)

I am Rajesh Upadhyay. I Joined M&M in December 1997 & retired on 31st March 2018 (20 + Years).

I would say M&M is great place to work looking to working culture, great opportunities to learn, grow for competent & ambitious people. M&M has given me lot of freedom to learn and grow.

During my 20 years working with M&M I got opportunities & exposure to work in various Functions  i.e. CAE, FLDA (Field /Road / Load Data Acquisition), NVH (Noise, Vibration & Harness) & lastly Fatigue Test Lab.

Due to exposure in various functions, I got opportunities to play very important role in bringing Field/ Road to Lab & Laptop through simulations of Real World /customer usages.

My experience with Field /Road / Load Data Acquisition taught me to understand Rear World customer usages paten and based on this prepared duty cycles which were used by Lab testing as well virtual analysis with common data base. This has improved correlation between Virtual & Lab testing.  This in turns improves Product reliability and reduction of lab / field testing hours and Product development cycle time and time to Market. This is more realistic way of Product design which consider ground reality of customer usages.

Experience in Virtual & Physical Lab testing guided me for preparing Design Guidelines manual as Front Loading support for concern Product development group. This Design Guidelines manual helped concern Designer to make necessary upfront changes in design. This can help designers to avoid past mistakes and can make design FTR (First Time Right).

Mistakes are bound to be there but based on Design guidelines earlier mistakes can be avoided.

This manual was highly appreciated by JQM auditors and Mr. Ashok Sharma (Head of Business Excellence).

These I learned during Deming & JQM (Japan Quality Model) process & audits in Farm Division. Prof. Dr. Washio has taught us lots on system & procedures. Today in FD it is prevailing and could make more rigorous procedures & processes.

My experience working at MRV (last @ 8.5 Years) is quite memorable. I enjoyed working at MRV and staying at IRIS Court -MWC.

MWC is another great place to live & enjoy. No Noise & air pollution. Close to Rail way station & National highway.

Sometime I feel senior management should have taken decision of MRV facilities  development long back so I would have got long time to associates with MRV.

As I understand from many international visitors & consultants have appreciated MRV various World class test facilities i.e. EDC (Engine Development Center), NVH Lab etc. Of course there may be a scope for improvement in facilities as a part of New Product development requirements but it is part of continuous improvements which never ends.

I feel jealous (lighter side) of Jr.friends who join recently at MRV and getting world class exposure at early stage of their careers which was lacking with us.

The kind of exposure they are getting to world class technology in terms of advance Hardware & software. Up front virtual simulation field usages and various conditions.

Another creation of MTA (Mahindra Technical Academy) is great initiative of Management. New Joiners can get exposure of Product development cycles and various Test facilities under the guidance of industry experts in various fields under one roof.

Overall it was wonderful experience to work with M&M and I would suggest to new joiners to stay with M&M for long time and give their best and in returns will have great reward and opportunities in career advancement.

Lastly I wish M&M to grow not only by volumes but also by heart of customers and touch the sky from bottom of my heart.

My sincere thanks to management of M&M giving opportunity to learn & grow.

 

Written by Pradeep Kasliwal with Hillary T Gomes , On 6-Jun 2019

Hillary Gomes
Central Stores AS
Administration Kandivali
CAS / CIS Worli
Mahindra Hockey Tea.
 

I was associated with my colleagues in Kandivali Worli and HO from 1974 to 2013 , but the Best experience and satisfaction I received when I visited my colleagues and bosses in 2017 . I had requested the Management and Mahindra Alumni to visit members and thanks to Mr Anand Mahindra , Mr Rajeev Dubey, Mr Prince Agustine I was permitted to visit Alumni and Spouses of ex Alumni. It was the most fulfilling and happy experience to meet my colleagues. During our working life we hardly meet families of our colleagues except at marriages or funerals.
After obtaining the names and address of our Alumni I started my visits area vise from 930 am to  2 pm. I covered Alumni from Bandra to Churchgate , Bandra to Dahisar , Bandra to Thane , Pune .I missed out few in Malad and Borivali either due to non availability or shortage of time .
I was blessed to meet Alumni in NZ and Canada and UAE.
I thank the Management and my Colleagues and Bosses and their families for their warmth and affection.
Due to Sports Travel and Administration I knew almost all the Alumni who I visited. We shared many experiences and memories.
God bless all of you with good health and happiness always.

Kind regards

 

Written by Pradeep Kasliwal with Jaikumar Kulkarni , On 6-Jun 2019

From J A KULKARNI

Truthful record of few of my experiences

                                       My tenure at M&M Nasik from 1993-1997

                                                                                                                      Mr J.A.Kulkarni

                                                                                                                      EXGM M&M Nasik Plant (1993-97)

                                                                                                                      Mobile 9822004964

                                                                                                                      Email jak@asmedu.org

 

It is nearly 22 years that I left M&M Nasik but my memories of my unique experiences at M&M Nasik are very clear, fresh and rejuvenating even today

I joined M&M Nasik in March/April 1993 as GM Operations For Nasik Plant Operations-Even though changing jobs for better opportunities was not a new thing even during those days but my experience from Day 1 at M&M Nasik (After relinquishing my Job at Bajaj Auto ) was so enthralling that I felt fully supported and sense of long time belongingness  even as moved in. The reception was so friendly and compassionate and supportive I felt absolutely at ease and fully motivated  to work  in a self directed Team concept & practices followed at M&M Nasik plant

The first major event was the launch of  Mahindra -Ford Operations at Nasik Plant .For this event We had  dignitaries Like the Chief Minister of Maharashtra ( Mr Manohar Joshi) Dr Alex Trotman Chairman Ford International along with Chiefs of Major Ford Companies , Mr Keshub Mahindra Chairman M&M Ltd. Mr Anand Mahindra Md M&M Ltd and all CEOs of Major Mahindra Group Companies  along with many Gusts from Industry Associations Industries and Government Organizations  attending the Inaugural Event.

 Myself And the entire M&M Nasik Team under close guidance of Mr Allen Durant ED and Mr Rajan Narayan EVP M&M Auto Sector were responsible to ensure smooth organization of such a mammoth of an event including preparation of a Helipad right in the Middle of M&M Nasik Plant to enable direct landing of the Chief Minister of Maharashtra ,Dr Alex Trotman Chairman Ford Int Mr Keshub Mahindra  and few more for the event since Nasik Air strip was out of bonds for Civilian use in such a large number.

The Preparations lasted almost a Month with all Micro details prepared and approved for execution.

All roads  needed to be redone with Increasing the size in some case and trimming of the bushes and trees to ensure smooth landing of the Two Helicopters landing and takeoff amidst many industries and trees in the surrounding area outside M&M premises I do not remember any member of the execution team from M&M Nasik plant left for home during this period without ensuring that the days schedules in respect of preparations  are completed.

WE also had informed the local CID and police departments securing permission to conduct the event at M&M Plant. There was a regular surveillance conducted by the Invigilation wing of CID with Sniffer dogs and the site of the Inaugural event for safety and security of the dignitaries during the event

Few of the Interesting moments  while preparing for the launch event

1, A day before the event Mr Rajan Narayan Visited M&M Nasik to oversee if all arrangements and he landed  directly at the M&M Nasik plant at 7.00AM Since no senior officer at the plant was at the premises he went around himself in his car stopping at all points where curb stones were kept in the Middle of the Internal Roads  Instinctively and as every one new him  he personally started moving the stones and throwing them awa y to the sides of the roads ans spent almost 1Hour in removing the train.Mr Rajan as I knew him would not tolerate any thing being not in order at any point he notices he would not wait to enquire or ask some one to correct the things he would take up the work on himself and doit. ( In those days we did not have even mobile phones in use)

As me and few of my colleagues entered the plant at around we came to know that Mr Rajan has been in the plant since 7AM and has cleaned all the roads from the curb stones kept in the middle. I did rush to meet him He looked tired at upset that things were not in order. While I was pained to see the physical strain Rajan had faced . I however knew for a fact that the curb stones were deliberately kept in the middle of the road primarily since the central line of the roads were marked with fresh white paint and to avoid any cross movement of people or vehicles which could spoil the paint which was partially wet. But in true sense Rajan was a task master  intolerant of delays and likely disturbances which was one thing I learnt while being associated with him

2.The Second Experience was also during the Mahindra Ford Launch event .

While we had completed all the important activities including permission from the local police of Approximately 250 of the Mahindra Ford Plant Workmen(Main Jeep Plant Workmen were not included in the List of participants since the Police dept had asked to keep the crowd to as minimum as possible) also participating in the event. The Police sub inspector along with his team had taken details of the workmen to ensure that no other person not included in the list tries to enter the premises on the event day especially since the Chief Minister of the State was the chief Guest of the event We were happy that we had completed all the formalities as preparatory for the event and were looking forward to smooth conduct of the event.

Just an hour before the event after the arrival of Mr Keshub and Anad Mahindra at M&M Nasik plant a brief review meeting was held While reviewing about the preparations Mr Keshub Mahindra enquired whether we have included all workmen from Nasik Plant in the event >Mr Rajan Narayan on behalf of Nasik organizing team explained that we have included all workmen from Mahindra Ford Plant but could not include the Jeep, Plant workmen due mainly to Police Advice and also due since a normal working day and the Jeep ,Plant worked in Two shifts and all the workmen could not have been able to attend the event.

Mr Keshub Mahindra was not satisfied   and insisted that we should invite all the workmen from Jeep Plant to the major event of Mahindra Ford Launch and he insisted that as per the culture of M&M every employee should be a participant in such events.

Mr Rajan Narayan had a brief talk with Mr Allen Durant and called me outside the meeting hall asking me to declare a half day break to the Jeep Plant and arrange to immediately Invite all Workmen including those in the second shift to attend the launch event. I was literally sweating with nervousness since we had limited seating arrangements and more than anything the Police department would not relent to permit at this late hour allowing another 1000 Workmen without verification of the personal details and in a likely cramped seating arrangement.

I tried to explain to Mr Rajan Narayan as also Mr Allen Durant  but was told that we need to comply with the advice of Mr Keshub Mahindra  who would not agree to the status quo.I did talk to my team members who were equally confused as to the way out to manage the change, I called up the Police Commissioner office I was told he was busy in reviewing Police security arrangements In the Satpur MIDC Area and could not be spoken to on telephone or wireless.

I rushed along with M&M Chief Security Officer to meet the Police Commissioner  near  MICO BOSCH company it took me 15 -20 minutes for me to locate the officer .(In the mean while I was in touch with  HR chief of Nasik plant to ensure that urgent communications are sent to all workmen of Jeep plant to attend the Inaugural event compulsorily.)I finally could meet The Police Commissioner along with Mr Churu The Chief of M&M Security I did explain the reasons for our asking the Jeep plant Workmen (Additional 1000 persons ) in to the Inaugural event. The Commissioner of police was unrelenting insisting that he was himself under strict instructions to absolute safety and security since  the Chief Minister is present and Dr Alex Trottman was to be treated as a Diplomatically important Guest in India.

I had to literally beg of the Police Officer to grant permission for the additional attendies  to the event that M&M Security would take utmost care to ensure safe conduct of all Workmen Participants from M&M Plant during the event. Even  one of the Nasik Plant union leader who was with me assured compliance to disciplined behavior and safe conduct of the event. The Police commissioner after lot of persuation  and after  his discussions with his seniors in Mumbai  on wireless asked few of his senior officers to quickly survey of the event location along with our reps and if convinced may  consent to our request we lost precious  45 minutes in all this running around and finally just half hour before the event start The Police agreed to written request made by us and allowed us to invite Jeep, Plant Workmen also to attend the event. Me and my colleagues in the team heaved a deep sigh of relief  returned to M&M  and informed  Mr Keshub Mahindra that Jeep,Plant Workmen also would be participating in the Inaugural event of Mahindra Ford Plant

This one Incident has taught me a great lesson in life Not To Say  NO For a Good Cause and if our intentions are good every thing ultimately falls in line.

 

Written by Pradeep Kasliwal with D A Shaikh , On 6-Jun 2019

From MR D A SHAIKH

 

THE BOLERO STORY

I have a bundle of memories of 35 years I spent with Mahindra and Mahindra.  I joined as a graduate trainee at Worli in the year 1966 and then moved to Kandivali, Ghatkopar, Igatpuri plant and R&D Nashik, finally retiring as Head Vehicle Engineering, in the year 2002.

Out of this bundle of memories, I would share here only the ‘Bolero Story’ since I was very much involved in the project.

Before 1970, Mahindra Petrol jeep was popular as a work horse with government departments, Police and Indian Army, besides civilian customers. The fuel crisis of 1970s forced Mahindra to dieselize jeeps, initially with a modified international tractor engine and then added an option of Peugeot high speed engine, indigenized at Igatpuri.

Those days, many customers used to convert basic soft top jeeps to full metal body by fabricators in the field. This necessitated market requirement of factory produced utility vehicles; hence models like Marshal and Armada were developed.

In the ‘90s the need was felt to upgrade the Armada model. Hence the Face lift of Armada was planned, in addition to the clean slate design - Scorpio. A platform, project group AFL, of multi-disciplined members was formed to develop   and launch the model, where the President Alan Durante gave me the role of Project Leader.  The cad design was worked out and tooling development started in 1998.  The design had new stream lined, new look front with curved windshield. Here, I would like to mention that during the concept stage Chairman Keshubh Mahindra insisted that new look must have curved windshield and not flat one followed in Armada. The use of Cad- Cam technology and new die shop IN Nashik proved a boon for design and toolings.

The first tooled up engineering prototype was launched in 1999, at the hands of Chairman Keshubh Mahindra, in presence of CFO Bharat Doshi, Head R&D Pawan Goenka and others.  The Chairman suggested some improvements, which were incorporated later

Besides, new look body, many new features {mentioned later} were worked out with specialist groups in R&D and ancillaries spread all over India. The project group coordinated and integrated into the vehicle, There was continuous monitoring the project by Alan Durante and Pawan Goenka. Also, MD Anand Mahindra use to drive the prototypes with a perspective of customer and suggest the improvements. This was first of its kind project run through multidisciplinary project team.

It was a great team work by R &D, manufacturing, marketing and auto ancillaries.

The new model was christened as ‘BOLERO’ by Managing Director Anand Mahindra and soft launch of the Bolero was done at the Taj mahal Hotel Mumbai, in August 2000.

The Bolero model introduced many new features for the first time , like- independent front suspension (instead of rigid leaf springs), in-built AC, ergonomic designed seats, power steering, power windows, central locking , acceptable NVH etc. With all these features and a new look, it was no more just an upgradation of Armada, but took shape of a new model in itself. Mahindra Bolero model fared very well in comparison with contemporary modes in market like- Toyota Qualis, Tata Sumo and Chrysler  Tavera In the subsequent years of production, new generation diesel engines were incorporated and also freshening of features was done and variants introduced.

The new look and modern features clubbed with value for money made Bolero most popular utility vehicle in the urban and rural market. Today, even in its twentieth year, the Mahindra Bolero model is ranked among top 5 utility vehicles of India. It has already crossed ONE MILLION sales marks.

Personally it was a great opportunity to be a part of new model. It was an occasion of honors when I was invited to join the 10th anniversary celebration of Mahindra Bolero in Mumbai in 2010.

 Yes, ‘MAHINDRA REMEMBERS’

 

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.

D.A.Shaikh

9860403213

 

Written by Kamlesh Tripathi with On 21-Aug 2014

‘MAHINDRA RISE MOMENT’ OF MY LIFE

 

BECOMING MARKET LEADER IN TAMILNADU

 

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

shravancharitymission@gmail.com

9971494795

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.