One Company, Three Major Achievements
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THE PARTNERS POST WWW.MAHINDRAPARTNERS.COM A MAHINDRA PARTNERS PUBLICATION APRIL 2020 Waste to Energy Solutions Ltd. The Mahindra Group rises Mahindra Partners joins Mahindra Partners sector to the COVID Challenge invests in Aquasail WASTE TO ENERGY >> 12 THE COVID CHALLENGE >> 05 AQUASAIL >> 14 One company, three major achievements Narayan Dharmadhikari trained rigorously about TPM for around three months. Mahindra Accelo Plant visits were conducted to other Indian companies like Godrej and Boyce Appliance Shirwal plant, Mahindra and Mahindra- Igatpuri plant, etc. that have Mahindra Accelo hit the hat- the best in class TPM capabilities. trick by being certified by JIPM, Initially, the team only decided to focus on 5 TPM pillars. In December 2016, Nasik Plant was assessed featuring in Asia's Top 25 world by Confederation of Indian Industries (CII) and places by GPW and Zero Waste to received ‘TPM commitment award’. With this, the enthusiastic team decided to challenge themselves Landfill certificate. further to achieve all eight pillars of the TPM excellence award. Japan Institute of Plant Maintenance (JIPM) Total In December 2018, the TPM Health check Productive Maintenance (TPM) Excellence award is assessment was carried out by Srinivasan of CII. the most coveted and prestigious award to certify the JIPM assessors Prof. Tetsuo Miyamura and overall performance of the plant. Masayoshi Sugiura San conducted Stage 1 assessment It means achieving the uphill task of 4 Zeros: Zero on 27th April 2019 and stage 2 assessment on 30th and Accidents, Zero Defects, Zero Waste and Zero 31st October 2019 at the Mahindra Accelo, Nashik Breakdowns. the Accelo Nashik team. The excited young team Somkumar – Chief Chakan and Nashik plants on the plant. Assessors appreciated the team’s extraordinary Four years ago, a need for TPM was felt for Nashik accepted this thrilling yet herculean task. TPM steering team, the TPM pillars; and a master efforts and excellent demonstration of case studies on Plant location, as the plant was ten years old. The TPM is not only a journey of improving schedule for four years. Another significant driving all eight pillars of TPM. Overall Equipment Effectiveness (OEE) needed to be Productivity (P), Quality (Q), Cost (C), Delivery (D), force of this was Sunil Tidke - Head, Nashik plant. The 30th of January, 2020 was a historic day for improved to become competitive in a volatile open Safety (S) and Morale (M) results but also calls for a Structured review meetings were held weekly, Accelo Nashik Plant when JIPM declared that the market. External market situations such as new cultural change. Mahindra Accelo Nashik team was fortnightly, monthly and quarterly. Under the Mahindra Accelo, Nashik plant was a ‘TPM players, auto-market slow down, steel mills starting very young, with an average age of 27 years only. It Education and Training pillar, a full-fledged training Excellence Award’ winner and invited to receive this its service centres, etc. had an adverse impact on was a lean team. Though the team was very agile, room with all learning tools in the local language was coveted award at Kyoto, Japan. the growth. flexible and passionate about winning. also prepared. Vijay Arora, then Sr. VP and now COO threw a Vijay Arora decided in consultation with Laxman TPM journey kicked off at Mahindra Accelo, Read about the GPW achievement on page 18 challenge of winning JIPM TPM excellence award to Mahale – Chief Business Excellence and Sanjay Nashik Plant in November 2015. All employees were Read about Zero Waste to Lanfill certificate on page 29 Mahindra Logistics introduces Mahindra Tsubaki launches the MLL 2.0 – a strategic change to the Gravimetric Feeder organisational leadership Ketaki Sule, in MLL’s solution mix. The underlying premise here is Mahindra Logistics that MLL wants to be a bold company. And MLL 2.0 With Rampraveen Swaminathan’s arrival, MLL will enable the organisation to emerge as a premier renewed its focus on growth and excellence with the 3PL logistics service provider. launch of MLL 2.0, built upon the accomplishments of With its eyes set on the future, MLL aspires to the past few years. With some fundamental emerge as a Great Company. To achieve this, MLL organisational changes, MLL 2.0 will bring about will not only do different things but also do things transformations which will enable the company to differently. With MLL 2.0, it will strive to drive accomplish its vision for the future. These changes are profitable growth by becoming the first choice of based on a deep understanding of customer orientation, customers; be purpose-led; leveraging technology and the ever-expanding capabilities and continuous growth digitisation to create differentiation. Vinitia Sequeira The ‘Mahindra Gravimetric Feeder’ combines the Mahindra Tsubaki Conveyor Systems expertise of Yamato in weighing systems and of MTC Mahindra-Tsubaki unveiled its new product 'Mahindra in conveying technology. This combination feeder has Gravimetric Feeder' – a Coal Feeder for boilers, been developed with the unique feature of ensuring Mahindra Susten completes 3 million primarily for Captive Power industry. MTC has measured and controlled feed to the boiler, in accordance associated with Yamato Scale Company, Japan for this. with the load demand and at the same time offering flexibility to accommodate varied user layouts. Safe man hours at Sakaka project The event was held at the factory premises of MACE leads the way in Mahindra Tsubaki at Pirangut, Pune. A working model Mahindra Susten announced an of the equipment, with a Coal handling capacity of 18 achievement of the significant safety Bangladesh Tonnes Per Hour (TPH) was manufactured and milestone of 3 Million Safe man hours that Ankita R installed in the factory, especially for this event – for the team achieved in the Sakaka, Saudi Mahindra Consulting Engineers trial demonstration in front of customers. Major Power Arabia, 405MWp project site! To have The Government of Bangladesh in its endeavour to equipment suppliers such as Thermax Ltd., accomplished this significant milestone promote sustainable tourism, intends to develop the Thyssenkrupp Industries India, ISGEC, L&T Power took more than just commitment and Sonadia Island as an international eco-tourism along with the end-users and select consultants support of the management, it took destination through the tourism economic zone attended the event. Members from Tsubaki Indonesia teamwork, dedication and a robust health model. This project is first of its kind in Bangladesh office and Yamato Scale Co., Japan were also present and safety process. conceptualised for the sustainable and holistic on occasion. development of eco-tourism cluster and knowledge- The event began with a short welcome and What exactly is a Safe man hour? A stellar performance in Safe man hours reflects based green economy. MACE was engaged with introduction which was followed by a detailed The measure of Safe man hours is a clear reflection the ability to assess, predict and perform under the Government of Bangladesh for 3O-year Master presentation of the Mahindra Gravimetric Feeder. The of safety performance in all of the projects undertaken. challenging environments comprising of complicated Plan and Development Plan with supporting presentation was followed by a Q&A session in which A Safe man-hour, by definition, is a unit of production social and physical environments, a diverse mix of infrastructure/utility planning. customers enthusiastically fired a variety of questions completed without any lost time, injury or accident. At culture, nationality and language of workmen, The strategies evolved by MACE to trigger regarding the equipment; it’s operation, application, the organisational level, it is a crucial indicator of the consequent communication and coordination economic growth, rural development, create large feasibility and cost. Members of the MTC team and performance of Health, Safety and Environment problems. scale local and regional employment and promote experts from Yamato promptly answered all queries. (HSE) Management System – a systematic approach This achievement would not have been possible inclusive growth through Sonadia Eco-Tourism Park The customers were then taken to the Shop floor to managing safety, organisational structures, without the HSE Team’s continuous efforts to create initiative. MACE CEO, B Suresh and Manivannan area where the working model of equipment awaited accountabilities, policies and procedures. It also aids and maintain a sustainable safety culture on all sites. recently made a presentation to the honourable to be unveiled. A working demonstration of the in proportionately weighing business activities and Team Mahindra Susten’s commitment and dedication Prime Minister Sheikh Hasina of Bangladesh equipment was conducted in front of customers using applying principles, framework, and processes to help towards achieving excellence in safety performance explaining the master plan and they were appreciated coal to give them better clarity of equipment prevent accidents, injuries and minimise other risks. are reflected in this achievement. for the same. functioning and operation. 2 Human Resources Uncovering one’s purpose to create change Mitesh Jadhav Mahindra Accelo “It’s not enough to have lived. We should be determined to live for something.” ―Winston S. Churchill The Signature Learning Program, Phase 4 was conducted at the Environmental Sanitation Institute, Ahmedabad. The institute is a place