29-03-2011, 04:19 PM
Presented by
Diksha dey
Dipali gade
Pooja sarkar
Sneha mhatre
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Mahindra & Mahindra
Started in 1945 by j c mahindra and k c mahindra
In oct. 1947 first batch of 75 jeeps released for indian market.
Diversified business in other segments viz. hotels, financial services, auto components, info technology.
1994 a major restructuring exercise was initiated as part of a BPR program
Circumstances that lead M&M to implement BPR
Factors
Manufacturing inefficiencies
Poor productivity
Long production cycle
Sub-optimal output
Unhealthy work culture
Corruption was widespread
Decision to focus on enhancing productivity and delivering world-class quality at the least possible cost.
Ambition to become the largest tractor manufacturer in the world.
The three C’s (customers, competition, change)
How do BPR helps M&M
Focus on customer requirement
Concurrent engineering
Formation of 3 full-time teams
Horizon 1- improvements in existing products
Horizon 2- up-gradation of existing products
• Horizon 3- development of new products
Comments on the benefits M&M reaped as a result of BPR program
Better inventory control
Better sourcing
Better order distribution across plants
Online availability of data
Transparent access to data
Process transparency
Integrated sales and supply chain
What is BPR?
Reengineering is the fundamental rethinking and redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed.