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MHINDRA & MAHINDRA

19:59:00 / Posted by Professionalz / comments (0)



Case Details:

Price:

Case Code:OPER008For delivery in electronic format: Rs. 300;
For delivery through courier (within India): Rs. 300 + Rs. 25 for Shipping & Handling Charges

Themes

Operational Restructuring
Case Length:12 Pages
Period:1990 - 2001
Organization:Mahindra & Mahindra
Pub Date:2005
Teaching Note:Available
Countries:Japan
Industry:Automobile



Abstract:

The case examines the reasons behind automobile major Mahindra & Mahindra's decision to implement a Business Process Reengineering (BPR) program.

The case explores in detail the implementation procedure at the company and the benefits that accrued from the BPR program. In addition, the case discusses the concept of BPR, its benefits, and the steps that need to be taken to ensure the success of such initiatives


M&M's Problem Plants

In the mid-1990s, India's largest multi utility vehicle (MUV) and tractor manufacturer M&M was facing serious problems at its Igatpuri and Kandivili plants in Maharashtra. The plants were suffering from manufacturing inefficiencies, poor productivity, long production cycle, and sub-optimal output.

The reason: highly under-productive, militantly unionized, and bloated workforces. The company had over the years been rather lenient towards running the plants and had frequently crumbled under the pressure of union demands. The work culture was also reportedly very unhealthy and corruption was widespread in various departments.

Alarmed at the plant's dismal condition, Chairman Keshub Mahindra tried to address the problem by sacking people who allegedly indulged in corrupt practices. M&M also tried to implement various voluntary retirement schemes (VRS), but the unions refused to cooperate and the company was unable to reduce the labor force.



During this period, M&M was in the process of considering the implementation of a Business Process Reengineering (BPR) program throughout the organization including the manufacturing units. Because of the problems at the Igatpuri and Kandivili plants, M&M decided to implement the program speedily at its manufacturing units.

The program, developed with the help of the UK-based Lucas Engineering Systems, was first implemented on an experimental basis at the engine plant in Igatpuri. Simultaneously, an exercise was initiated to assess the potential benefits of implementing BPR and its effect on the unions.

M&M's management was not surprised to learn that the unions expressed extreme displeasure at the decision to implement BPR and soon went on a strike. However, this time around, the management made it clear that it would not succumb to union demands. Soon, the workers were surprised to see the company's senior staff come down to the plant and work in their place. With both the parties refusing to work out an agreement, observers began casting doubts on the future of the company's grand plans of reaping the benefits of BPR.



M&M's Experience with BPR

By the mid 1990s, BPR had become a popular tool globally, with many leading organizations implementing it. However, when M&M undertook the exercise, it was still a new concept in India.

M&M's workforce, as mentioned earlier, resisted this attempt to reengineer the organization. Soon after the senior staff began working on the shopfloors, the first signs of the benefits of BPR became evident. Around a 100 officers produced 35 engines a day as compared to the 1200 employees producing 70 engines in the pre-BPR days.

After five months, the workers ended the strike and began work in exchange for a 30% wage hike. As the situation returned to normalcy, BPR implementation gained momentum. M&M realized that it would have to focus on two issues when implementing the BPR program: reengineering the layout and method of working, and productivity...

The Future

Summing up the company's BPR experience, Anand Mahindra said, "Let me put it in a simple way. If we have facilities in Kandivili today, which are not just surviving but thriving, it is all due to BPR...

Exhibits

Exhibit I: M&M - Milestones
Exhibits II: M&M - Summary Of Operations

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IDEA

19:49:00 / Posted by Professionalz / comments (0)


Idea delivers innovative services that help organizations get more performance and productivity. Through a deep expertise in IT consulting and a continued focus on our customer needs, Idea assists customers worldwide in meeting higher expectations.

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Sterlite Industries (India)

19:37:00 / Posted by Professionalz / comments (0)


  Sterlite Industries (India) Ltd (SIIL) is a leading producer of copper in India. SIIL pioneered the
    manufacturing of Continuous Cast Copper Rods in India, and established India’s largest Copper Smelting
    and Refining Plant for production of world class refined copper. Sterlite, a part of Vedanta Resources,
    a London listed metals and mining major with Aluminum, Copper and Zinc operations in UK, India and
    Australia.
    Sterlite —  Tuticorin has a major task in handling logistics for inbound and outbound material
    transportation. On an average in a day there  are approximately 800 to 1000 trucks, tankers entering and
    exiting the gates of Sterlite which itself estimates the size of fleet that needs to be handled.
    There are 2 departments who are directly responsible for making this happen. The logistics
    department and the Security department.
    Currently the weighbridge application is in place developed on VB6 and  Oracle but the process at
    logistics and security is done using excel spreadsheets and some process are handled manually.
    Hence the immediate requirement is to automate the logistics the security processes and integrate
    the same with the weighbridge system.

  The challenge  
     To control entire logistics of vehicles movement within the factory premises.
     To ensure movement of vehicles as per planned route depending on products to carry. 
     To ensure parking space availability at various point of halt in the workflow.
     To ensure the right material is loaded on to the right vehicle

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State Bank of India (SBI)

19:26:00 / Posted by Professionalz / comments (0)


The customer

The State Bank of India (SBI) is the largest bank in India. The State Bank Group (SBG) is owned by the State and comprises of SBI and 6 Associate Banks.
Together, these institutions have more than 17,000 branches and offices across the country and have more than 136 overseas offices/branches. The group has a human resource strength of over 3,00,000 employees.

The need

State Bank of India sought to impart knowledge, improve skills and reorient attitudes of its large workforce. For their individual growth and organizational effectiveness through the continuous training process.
State Bank of India adopted the e-Learning mode. SBI’s training methodology and delivered a mix of classroom training involving lectures, group discussions, case studies, structured exercises, audio-visuals, project work, lab training including computer based training etc.
The job of developing the e-learning modules has been outsourced to various approved agencies. Of late, the bank noticed that there were disagreements on how (at what Bloom level) should the content be developed in a course.

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WIPRO

19:04:00 / Posted by Professionalz / comments (0)


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