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International Journal of Mechanical Engineering and Technology (IJMET)
Volume 13, Issue 7, July 2022, pp. 50-68. Article ID: IJMET_13_07_005
Available online at https://iaeme.com/Home/issue/IJMET?Volume=13&Issue=7
ISSN Print: 0976-6340 and ISSN Online: 0976-6359
© IAEME Publication
APPLICATION OF FRUGAL APPROACH FOR
PRODUCTIVITY IMPROVEMENT - A CASE
STUDY OF MAHINDRA AND MAHINDRA LTD
Ritesh Jain1 and A.M. Rawani2
1
Ph D Scholar, Department of Mechanical Engineering, NIT Raipur, India
2
Professor, Department of Mechanical Engineering, NIT Raipur, India
ABSTRACT
Manufacturing industries have witnessed an outburst in productivity. For
productivity improvement manufacturing industries are taking various initiatives by
using lean tools and techniques. However, in different manufacturing industries, frugal
approach is applied in product design and services as a tool for improvement. Frugal
approach contributed to prove less is more and seems indirectly contributing to improve
productivity. Hence, there is need to understand status of frugal approach application
in manufacturing industries. All manufacturing industries are trying hard and putting
continuous efforts for competitive existence. For productivity improvements,
manufacturing industries are coming up with different effective and efficient solutions
in manufacturing processes and operations. To overcome current challenges,
manufacturing industries have started using frugal approach in product design and
services. For this study, methodology adopted with both primary and secondary sources
of data. For primary source interview and observation technique is used and for
secondary source review has done based on available literatures in website, printed
magazines, manual etc. An attempt has made for understanding application of frugal
approach with the study of manufacturing industry project. Manufacturing industry
selected for this project study is Mahindra and Mahindra Ltd. This paper will help
researcher to find the connections between the two concepts productivity improvement
and frugal approach. This paper will help to understand significance of frugal approach
for productivity improvement in manufacturing industry. This will also help to
understand current scenario of frugal approach in manufacturing industry. In
manufacturing industries various process are involved to deliver the final product. In
the process of converting input in to output through manufacturing process productivity
plays very critical role. Hence this study will help to evolve status of frugal approach
in productivity improvement programme.
The notion of frugal can be viewed as an approach towards productivity
improvement in manufacturing industries.
Keywords: Productivity Improvement, Lean manufacturing Tools and Frugal
Approach.

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Cite this Article: Ritesh Jain and A.M. Rawani, Application of Frugal Approach for
Productivity Improvement - A Case Study of Mahindra and Mahindra Ltd, International
Journal of Mechanical Engineering and Technology (IJMET), 13(7), 2022, pp. 50-68.
https://iaeme.com/Home/issue/IJMET?Volume=13&Issue=7
1. INTRODUCTION
Frugal approach in product design and services has created big impact. Frugal approach is
predominantly applied or illustrate as an example for product design and services
improvements. This paper is an attempt to understand current state of application of frugal
approach for productivity improvement in manufacturing industry. To understand this,
manufacturing industry project has selected. Tractor manufacturing industry Mahindra &
Mahindra ltd industrial project is discussed for productivity improvement and use of frugal
approach for same.
Productivity is the combination of efficiency and effectiveness both. Efficiency is important
term but stand alone cannot be justified or enough to certify process is productive. Both
efficiency and effectiveness have to be delivery hand in hand to have more productive process.
At present manufacturing industries are facing challenges like low market demand and un-
predictable business forecasts. Volatile market scenarios and products have a very small life
cycle. It indicates that the manufacturing industry has only one way forward and has to go with
the adaption of frequent change in production plans, on-time delivery, cost competitiveness,
zero defects and the manufacturing of customer asked variants.
In the journey of manufacturing industries, the proportion of output to the input resources
is becoming very competitive. One of the key performance indexes for success is management
in less resources. Resource availability and its meaning full conversion is the key factor
associated with manufacturing industries. To get the answer to this challenging situation many
researchers are mainly focused on finding out different productivity improvement techniques
in manufacturing industries. In this paper, manufacturing industrial project has selected for
study to understand application of frugal approach for productivity improvement. In this paper
discuss about the introduction of productivity improvement and its techniques in the
manufacturing industry. And discuss about use of frugal approach in the manufacturing industry
to counter present industry challenges.
Tools which are popular as an enabler for productivity improvement are lean tools. All
manufacturing industries are aggressively utilising these tools. These tools s importance has
been acknowledged among the industries. The ultimate purpose to adopt lean tools is to make
manufacturing processes and operations effective and efficient. Productivity improvement lean
tools which are popularly used by manufacturing industries are 5S , Live Display / Andon ,
Bottleneck operation Analysis , Uninterrupted or continuous Flow, Actual place of shop floor,
Heijunka (Production Level Scheduling), Hoshin Kanri (Policy Deployment), Jidoka
(Autonomation), Just-In-Time (JIT), Kaizen (Continuous Improvement), Kanban, Key
Performance Indicator (KPI), Muda (Waste), Overall Equipment Effectiveness (OEE), PDCA
(Plan, Do, Check, Act), Poka-Yoke (No fault forward), Poka-Yoke (No fault forward), Single
Minute Exchange of Die (SMED), Prominent Losses, Goal with SMART Approach,
Standardization, Takt Time, Total Productive Maintenance (TPM), Value Stream Mapping,
Visual Management etc. Productivity improvement in manufacturing industry is very important
aspect. As the days are passes, the need for productivity improvement increases for producing
the right product with the right process and makes it an integral part of continuous business
systems and strategies (Hemanand, K., Amuthuselvan, D., Raja, S. C., & Sundararaja, G.,
2012). Prominently, it becomes very important to have efficient and effective productivity

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improvement methods to ensure the organization’s growth in productivity. For manufacturing
industries, it is very important to understand operational efficiency, or this is the ability to do
production cost-effectively without sacrificing quality (Gene Fliedner, 2011).
Productivity term is associated with process input and output. The output of the process is
goods and services whereas process input is an investment, machine, labour, materials, energy,
and other allied resources required to produce product and services.
Hence, productivity is the ratio of process output to process input and to be very specific it
is a combination of both efficiency and effectiveness.
Manufacturing industry process productivity improvement is a prominent core strategy for
achieving manufacturing process excellence. This excellence approach helps in achieving
desired business financial and operational performance. For productivity improvement lean
tools are already in place and practiced by industrial professionals. However, these tools are
bringing incremental improvement in productivity index.
1.1. Organisation of Paper
This paper has been organised in three sections to understand importance and current state of
application of frugal approach for productivity improvement in manufacturing industries.
In first section of this paper, literature study about term productivity improvement and
frugal approach has done from primary sources of data published by different research scholars
and authors about productivity improvement and frugal approach are discussed.
In second section, industrial project study has done by actual visit to the identified
manufacturing industry. Manufacturing industry selected for this project study is Mahindra and
Mahindra Ltd. For primary sources of data interview and observation technique is used. An
attempt has made to understand current scenario of application of frugal approach for
productivity improvement
In third section, based on the literature review and case study conclusion has made and
scope for future work has proposed.
1.2. Methodology
This paper is divided in two section and for both section different methodology is adopted. First
section of this paper presents literature review about frugal approach in productivity
improvement. This paper will help researcher to understand use of frugal approach for
productivity improvement. In second section of this paper an attempt has made for
understanding application of frugal approach with the study of manufacturing industry case
study. Manufacturing industry selected for this study is Mahindra and Mahindra Ltd.
Methodology of both sections are shown in below table no 1.
Table 1
Sr. No. Study for
Chapter
Section
Methodology
1
Application of Frugal
Approach for Productivity
Improvement
First
Literature review with primary and secondary source
of data
2 Second
Semi-structured interviews and observation
technique
And
Industry case study based on industrial visit

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2. LITERATURE REVIEW
2.1. Frugal Approach
Birth to the concept of frugal approach given by Mr. Carlos Ghosn in 2006. He was a Chairman
and CEO in Renault-Nissan Alliance. With the application of frugal he has succeeded in
delivering great results. Achieved results are a cost-effective and under highly resource
constraints environment. (Soni and Krishnan, 2014). One of the first definitions was introduced
by the Economist in 2010: “Frugal products need to be tough and easy to use. Frugal approach
is not just about redesigning products, it involves rethinking entire production processes and
business models” (Soni and Krishnan,2014). According to the dictionary, the word “frugal”
means “economical in use, or spending”, “requiring little expense or few resources”, but also
“living without waste”. The real challenge for frugal approach is to introduce something new
or different while being sparing with resources. The concept of frugal approach is initially
introduced in emerging markets. This has been happened for the necessity of satisfying the
needs of Bottom of the Pyramid (BoP) consumers. (Radjou et al., 2012; Prahalad, 2005).
Similarly, Soni and Krishnan (2014) pointed out that “a frugal mindset would be encouraged
when an individual or a firm struggling in a resource-scarce environment”. It turns out that
frugal is often considered to be an approach (Prabhu and Jain, 2015; Brem and Wolfram, 2014)
or a mindset (Soni and Krishnan, 2014) rather than a specific technique for improvement.
Moreover, a frugal approach can be adopted to develop low-cost solutions that provide product
to resource-constrained customers with the same functionalities but at lower costs (Zeschky et
al., 2014). Also, such an approach can develop good enough solutions that include
functionalities and features designed to meet a range of resource constraints beyond capital
constraints. Thus, products and services are adapted or reengineered to fit the specific
requirements of low-income markets (Zeschky et al., 2014; Srivastava, 2015).
Frugal approach has attracted increasing attention due to emerging countries are gaining
more ground on global economy. An incremental number of firms have penetrated in emerging
markets through frugal products and services. The core characteristics of frugal approach, such
as focusing on the fundamental needs, sparing in the use of resources, and eliminating non-
essential functions. This help to simplify design and make products or services affordable for
consumers at the bottom of the pyramid. This approach has enabled many firms to re-think and
re-design their products or services. This approach has helped to address unsatisfied essential
needs in the emerging markets (Panda, R, 2014).
2.2. Frugal Approach Definition
Frugal approach can be defined as approach to perform in limitations for resources like
financial, material, man, machine, space etc. This is an approach of value proposition by
applying different ways of working and converting these limitations into advantages.
Frugal approach can be renamed as a 'constraint-based innovation' 'reverse innovation',
'inclusive innovation' and different set of approaches in which end user requirements are
customized to low prices. These approaches are not restricted to or dependent on technological
breakthroughs but also comprises of continual incremental process and system improvement
mainly focused to deliver low-cost solution.
The starting point in frugal approach is the needs of poor customers in the base of the
pyramid. This has results in restrictions on the outcome as well as the process of improvement.
The definition of frugal approach coined by the Economist has not held the position of the
main definition of frugal approach. Since the concept of frugal approach has been introduced,
there have been many different frugal definitions used in scientific literature. As there are many

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different definitions of frugal approach used in scientific literature, it is harder to discuss the
concept in an academic way (M.J. Mudde, 2016).
The definitions contain quite a different scope, for example some state that frugal approach
only relates to a kind of customer group and others relate frugal approach to specific
characteristics of a product.
With the approach of reduction for the use of resources in manufacturing during production.
And by leveraging this approach in new ways, frugal approach results in productive low-cost
operations and services. Successful frugal approach is not only about low cost but getting much
more with much less by creating alternative and can be implement at bigger platform. Frugal
concept is shown in below figure no -01
Figure 1 Frugal Concept
In nutshell, it is observed that frugal approach can be a promising way to apply in emerging
markets and will helped to counter challenges in resource limitations environments. It claimed
that further detailed research on frugal approach and its big impact in manufacturing industry
is still has a big scope (Khan, R, 2016).
It is common understanding that among many people that frugal approach is the creation of
cheaper and low technology products.
Following are four features of frugal approach and worth to understand to have clear idea.
• First Focus on making better output rather cheaper output.
• Second, it is not only related to product but also applies to product.
• Third, Frugal approach encourage remodeling and not defeaturing.
• Fourth, Frugal approach is not about low technology it can be equipped with better
design and technology.
3. CASE STUDY OF INDUSTRIAL PROJECT
In view to get deep insights to understand current scenario for application of frugal approach in
manufacturing industries. Manufacturing industrial project study done. Identified
manufacturing industry is Tractor Manufacturing Industry (Mahindra & Mahindra Ltd, Farm
Frugal
Low Cost
Value
Creation
Simplicity
Game
Changer
Sustainable
Basic
Requirement
Constraint
resources

6. Application of Frugal Approach for Productivity Improvement - A Case Study of Mahindra and
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division) located at Nagpur, Maharashtra India. By actual visiting to the Mahindra plant study
has carried out to understand application of frugal approach. The Mahindra Group is an USD
19 billion company. Mahindra group companies are dynamically evolved its business model to
leverage the emerging opportunities in market. Mainly targeted opportunities which are
economy as well as evolving customer needs. Mahindra group has started journey with steel
industry and now having stablished 10 sectors.
3.1. Company History
In 1945, when India was freeing itself from the foreign domination, two brothers of great vision
Mr. K.C. Mahindra & late Mr. J.C. mahindra took the first concrete step towards establishing
manufacturing activities of Jeep range of vehicles in India.
While in USA, it was being used on the treacherous battlefield of World War II. Such a
vehicle, the Mahindra brothers felt would be ideal for the Indian conditions. Thus, began the
association between Mahindra and the Jeep and their participation in the economic development
of India.
In 1945 Mahindra brothers along with Ghulam Mohammed and Inam Mohammed set up a
private limited company, Mahindra and Mohammed. The company's main asset was franchise
for Jeep, which was imported in semi – knocked down condition from WILLYS, USA and
assembled in Mazagaon, Mumbai. In 1948, the name of the company was changed to
MAHINDRA & MAHINDRA LTD.
3.2. Company Overview
The Mahindra Group is a leading manufacturer of multi-utility vehicles and tractors with
significant presence in key sectors like infrastructure, information technology and financial
services.
The Group completed 75 years in 2021. Set up in 1945 to make general-purpose utility
vehicles. Mahindra & Mahindra known as the maker of the iconic Jeep in India. The company
branched out into manufacturing light commercial vehicles and agricultural tractors. Mahindra
& Mahindra rapidly grew from being a maker of army vehicles and tractors to a major
automobile manufacturer with a growing global appetite. Now the Group has a leading presence
in many other key sectors, Trade and Financial Services (Mahindra Intergrades, Mahindra &
Mahindra Financial Services Limited), Mahindra Systems and Automotive Technologies
(Mahindra Engineering Services, Mahindra Ugine), Information Technology (Tech Mahindra,
Bristlecone), and Infrastructure Development (Mahindra GESCO, Club Mahindra Holidays,
Mahindra World City). Two Group companies Mahindra Finance and Tech Mahindra made
their debut on the bourses in 2006 in line with the commitment that each of the business
segments would have flagship companies that will be listed.
The Group employs over 34,000 people and has eight state-of-the-art manufacturing
facilities in India. Mahindra & Mahindra has made strategic acquisitions of plants in China and
the United Kingdom and has three assembly plants in the USA. Mahindra & Mahindra has
entered partnerships with international companies like Renault SA, France, and International
Truck and Engine Corporation, USA.
Mahindra & Mahindra's products are being exported to the USA, Russia and several other
countries in Africa, Asia, Europe and Latin America. Its global subsidiaries include Mahindra
Europe Srl. based in Italy, Mahindra USA Inc., Mahindra South Africa and Mahindra (China)
Tractor Company Limited
Mahindra & Mahindra’s Automotive Sector makes a wide range of vehicles including
MUVs, LCVs and three wheelers. Mahindra & Mahindra is the largest manufacturer of MUVs,

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offering over 20 models including new generation multi-utility vehicles like the Scorpio and
the Bolero. The company is a market leader in the Utility Vehicle segment. Mahindra &
Mahindra is the fourth-largest tractor company in the world. It is also the largest manufacturer
of tractors in India with sustained market leadership of around 23 years. It designs, develops,
manufactures, and markets tractors as well as farm implements. The Sector has also found
significant success in the international market. Mahindra (China) Tractor Company Limited
manufactures tractors for the growing Chinese market and is a hub for tractor exports to the
USA and other western nations. Mahindra & Mahindra has a 100% subsidiary, Mahindra USA,
where it assembles 14 products for the American market. 'Mahindra' tractor has come to be
recognized as a powerful symbol of productivity and performance.
Over the years, the Mahindra has transformed itself into a group that has a leadership
position in all the sectors it operates in and has a growing global footprint. Forbes has ranked
the Mahindra Group in its Top 200 list of the World’s Most Reputable Companies and in the
Top 10 list of Most Reputable Indian companies.
3.3. Products & Services
The Mahindra Group is a leader in such diverse businesses as automobiles, engines, telecom
software, holidays, rural finance, telecom software, engineering and stamping and steel too. It's
a journey that began with making general purpose utility vehicles in 1945 and has been driven
by its motivation to excel ever since.
Table 2
List of products Services (Sector wise)
Sr. No. Product Sector
1 3 Wheelers Automotive Sector - Domestic
2 Agriculture inputs and services Mahindra Agribusiness
3 Ash Handling Equipment’s for Mahindra AshTech
6 Composites Mahindra Composites
7 Corporate People Movement Mahindra Logistics
8 Dealership Management Mahindra Logisoft
9 Defence Vehicles Mahindra Defence Systems
10 Development of Infrastructure Projects Mahindra Infrastructure Developers
12 Engineering consultancy Mahindra Acres Consulting Engineers
13 Engineering Services Mahindra Engineering
14 Engines Farm Equipment Sector - Domestic
15 Facility Management Mahindra Logisoft
16 Farm Implements Farm Equipment Sector - Domestic
17 Ferro Alloys and Metal Scrap Mahindra Intertrade
18 Forgings Mahindra Forgings
19 Gears Mahindra Gears
20 Information Security Mahindra Special Services Group
23 Insurance and Risk Mahindra Insurance Brokers
26 Integrated Business Cities Mahindra World City
27 LCVs Mahindra International
28 Lifetime holidays Mahindra Holidays & Resorts
29 Living Spaces and Mahindra Gesco
32 Loans and Mutual Fund Distribution Mahindra Finance
34 Pik – Ups Automotive Sector - Domestic
35 Service Centre for Automotive Mahindra Steel Service Centre
41 Sourcing of Auto Components Mahindra Sourcing
42 Stampings and Steel Mahindra Steel Products

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43 Steel and Steel Related Mahindra Intertrade
47 Supply Chain Management Mahindra Logistics
48 SUVs Automotive Sector - Domestic
49 Technical Products And Mahindra Intertrade
52 Toys and Apparel Mahindra Intertrade
53 Tractors Farm Equipment Sector - Domestic
55 Used cars - Purchase, Automartindia
58 UVs Automotive Sector - Domestic
3.4. Farm Division (Tractor) Profile
The Mahindra Group's Farm Division Sector has a significant presence across six continents. It
is among the top five tractor brands in the world, with its own state-of-the-art plants in India,
USA, China and Australia, and a capacity to produce 1,50,000 tractors a year. The Group has a
network of 800 dealers world-wide.
In the domestic business, the Farm Division Sector has had an unparalleled market
leadership for the last 23 years. It is the largest producer of tractors in India. With a 44% market
share, the Bhoomiputra, Sarpanch and Arjun brands of tractors give the Group's Farm Division
Sector a presence in all the major tractor segments in India. It has a large customer base of
11,00,000 satisfied customers and the deepest distribution reach.
The international operations of the Farm Division Sector are spread across six continents.
It has state-of-the-art manufacturing plants in India, USA, China and Australia.
Mahindra & Mahindra Ltd. Tractor division Nagpur is one of the 6th
national divisions
(other are in Rajkot, Jaipur, Mumbai, Rudrapur, Zaheerabad).
4. CASE STUDY ON PRODUCTIVITY IMPROVEMENT AT
MAHINDRA AND MAHINDRA LTD NAGPUR PLANT
To understand current scenario of application of frugal approach, industrial project at Mahindra
and Mahindra has studied. This is farm division plant of Mahindra group and located at Nagpur.
Nagpur location Mahindra manufacturing plant has got various sections and every section is
dedicated to make aggregates like Hydraulic, Engine, Transmission, Paint Shop, Weld Shop
and Machine Shop. At every section there were lots of improvement projects carried out. To
get understanding for the application of frugal approach as a case study machine shop project
has selected. The logic for selection is this project carried out without capex investment and
within resource constrained environment. This assumption is the indication for frugal way of
improvement.
At machine shop, Problem was related to low Productivity for producing transmission
housing.
Challenge is to optimize the utilization of manpower so that it will reduce operating cost.
Before going into depth of case study, available past data is gathered from shop in-charge,
and it is as below.
In F18, operating cost was Rs.X per trans case. In F19 it is again reduced to Rs.X- 20.
In F-18, productivity per person of trans case machining was only K Trans cases per person
and in F19 it is again improved to (K+7) Trans Case per person.
Looking at the upcoming market demand and no option available for capex investment as
demand was anticipated and not for sure In F-20, Management has taken a challenge to enhance
productivity of trans case machining from (K+7) Transcase per person to (K+7) X 2 Transcase

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per person. i.e. @ 100% improvement. Below different steps are used to identified bottleneck
operations and solutions to improve productivity.
Table 3
For productivity improvement following
systematic approach is followed at machine shop.
Step for productivity Improvement
Carried out for
Layout study
Reducing manual activity and part movement
VSM study
Why – Why analysis
Cycle time analysis Operation no.50 (Pad milling on CNC machine).
First step taken understanding of exiting machine shop layout.
Step 1 : Machine Shop Layout Study
Figure 3 Machine Shop Layout
Existing shop floor study has carried out to understand sequence of operation, arrangement
of machine and process flow. After detailed study of operations machine wise capacity mapping
done. Below the operation wise capacity mapping graph, no -01 for two FY F18 & F19.
Graph 1 Operation wise Capacity mapping for Machine Shop

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OIB pad milling on VA50 machine and VTC machine is emerged as an area of concern for
the capacity improvement. And it attracted focus of team to work upon.
Step 2 : Value Streme Mapping (VSM)
VSM for machine shop transmission case has plotted with the help of industrial engineering
department.
Figure 4 VSM Study for Machine Shop
After Layout and VSM Study below are the inference derived by machine shop team.
1. OIB pad milling operation capacity is low.
2. No Multi machining Concept.
3. Lay out constraints.
4. Challenge for defect free delivery of components.
5. Challenge for Operator Safety.
Below are the operation wise challenges listed and possible solution mentioned in table no -03
Table 4
Operations Problem Solution Implemented
Operation (05 A), Pad milling
operation VTC mc
More Cycle time Capacity improved by reducing cycle time
Operation (15), Drilling Operation
(RD m/c)
More Cycle time
Process changed and M/c and fixture aligned
with conveyor for single piece flow.
Operation (30), Drilling Operation
(RD m/c)
More Cycle time
Tumbling unit introduced for tilting part in
180°
Operation (40), Manual Cleaning
Operation
More Cycle
time
Process changed and dust sucking unit
installed.
Pad milling operation on VA50
machine
More Cycle time Machine Eliminated and removed from line
Quality Issue – Bore size variation
More Setting
time
Tool Design Changed
Based on the above study machine shop team at Mahindra and Mahindra has implemented
solution one by one to countermeasure the low productivity issue.

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Problem -1 : More Cycle Time on OIB Pad Milling Operation
Below figure no -05 is showing details of OIB pad operation.
Figure 5 OIB pad operation at Machine Shop
Solution Implemented
To reduce the OIB pad operation actions are carried out in terms tool design change and
combination tolling has applied like earlier drill and chamfer was two different tools now drill
with chamfer has implemented. Similarly, in milling cutter number of cutting edges are
increased to reduce operation time.
Figure 6 OIB pad operation Tooling Improvement
Below Results (Refer table no -4) has achieved after actions taken on VTC OIB operation:
Table 5
Activity
Before
Sec
After
Sec
Drilling operation 60 40
Chamfering operation 40 0
Tapping operation 80 70
Milling operation 120 100
Activity
Before
min
After
min
Total Time 5.05 3.5
Capacity 250 370

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After taking action cycle time reduce from 5.05 min to 3.5 min and machine productivity
improved from 250 Nos. of parts to 370 Nos. of parts.
Problem -2 : -More Cycle Time and Quality Concern at OP15
NRB / RIB finishing operation is totally manual operation causing more operation time and
defect generation is also high at this operation.
Figure 7 NRB/IRB operation and graph image for Quality Parameter
Solution Implemented
Before Pallet Bar and Guide bar need to put before reaming operation and with the alignment
of the jig plate operation needs to carry out. Resulting into high fatigue to operator.
On improvement part after Fixture developed in such a way that no need to put guide bar
and part can be load just by sliding on fixture. Improved ergonomics and operator fatigue
reduced appreciably. Part handling time eliminated i.e. 2.0 min.
Figure 8 Showing before & After condition of NRB/RIB Operation

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After taking above action below are the results achieved.
Graph 2 Before after improvement in quality parameter of NRB/RIB Operation
Productivity improved from 322 parts to 516 Parts and quality improved.
Problem -3 More Cycle Time and Safety Concern at OP 30
Figure 9 Image showing before and after improvement to reduce cycle time at operation 30 Manual
part tilting is required after operation – Resulting to more cycle time and use of hoist
Solution Implemented
Automated part tilting arrangement done this resulted into less cycle time and use of hoist
eliminated

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Problem No – 4 Manual Cleaning Operation
Figure 10 Showing before and after condition for cleaning operation elimination.
Before OIB pad milling operation is at the end of line – Resulting to heavy chip generation
Solution Implemented
After OIB pad milling operation is set at the start of line – Component is free from chips.
Overall Result of productivity improvement project done machine Shop:
Overall result of case study for improvement of productivity at machine shop is illustrated
in terms of graph and PQCDSM parameters i.e. Productivity, Quality, Cost, delivery, Safety
and Morale. Below is the graph showing operation wise increase in productivity YOY after
implementation of project.
Graph 3 Operation wise Capacity improvement achieved
VA50 Machine has eliminated by increasing capacity of VTC machine and Manual
Cleaning operation Eliminated.
Below are the results mentioned in terms of PQCDSM parameters i.e. Productivity, Quality,
Cost, delivery, Safety and Morale.

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Figure 11 Showing before and after result of overall project
Machine shop productivity improved by 100%. Quality improved and indirectly supported
productivity parameter. Operating cost reduced and operation cost productivity improved by
50%. Reduction in delivery time achieved by 33%. Safety improved and as layout simplifies
resulted into improvement in ergonomics and team morale boosted. There no use of frugal
approach and available lean tools are applied for Productivity Improvement.
5. INTERVIEW AND OBSERVATION TECHNIQUE
As a primary source of data interview and observation technique used. The experts were
requested to provide the qualitative feedback on the current scenario of application of frugal
approach in manufacturing industry. Respondent’s details are shown in below table No -05.
Table 6
Respondents Profile
Category Profile
No of
Respondents
Industrial Expert DGM and Above
Mahindra & Mahindra Ltd
Executives
2
Industrial Expert Manager Shop Floor
Mahindra & Mahindra Ltd
Executives
3
Experts
Researchers - Industrial Engineering 2
National Productivity Council –
Executives
1
Industrial Consultant for Productivity
Improvement
Consultant 1
Total 09
Questions are asked in semi-structure way to the respondent. Below is the list of questions
asked to experts in Mahindra Nagpur Plant. Details are shown in below appendix A

16. Application of Frugal Approach for Productivity Improvement - A Case Study of Mahindra and
Mahindra Ltd
https://iaeme.com/Home/journal/IJMET 65 editor@iaeme.com
6. CONCLUSIONS
For productivity improvement number of tools are available in literature and tools are being
practiced by the industrial professionals. While going through the productivity improvement
project at machine shop of Mahindra and Mahindra ltd. It is very prominent that productivity
improvement has done and achieved the targeted results. The idea behind selecting machine
shop project was very clear to go through project which carried out in conditions where frugal
approach supposed to be encouraged. Machine shop productivity at Mahindra plant was
planned to increase to cater temporary market demand. And this demand was not supposed to
be remain constant as seems very uncertain. Capital investment was not wise decision to ramp
up production and if not done there was clear loss of market share. Mahindra plant management
challenged the status quo and decided to go for productivity improvement without investment
and by using available lean tools. In this project, it has clearly come out that, machine shop
productivity improvement has done with available lean tools and there are no standard tools are
available to improve productivity with frugal approach. Hence there is need to develop a
framework to improve productivity with frugal approach. This study focused on understanding
the importance of frugal approach to improve productivity in manufacturing industries.
Industrial project case study has discussed by interview & observation technique and actual
visiting to identified manufacturing industry named Mahindra and Mahindra Ltd, Farm division
located at Nagpur, Maharashtra India. Available literature showing frugal approach is adopted
in many areas like product design to encashed grass root customer. While actual understanding
one of case study by visiting to industry premises itself. It is revealing that at process
improvement level to improve productivity lean tools are very much popular and manufacturing
industries are using it in a systematic way. As per this study, it has reveals that as such no use
of frugal concept available for productivity improvement in Mahindra Nagpur plant.
APPENDIX-A
Questionnaire to understand application of frugal approach to improve productivity in
Mahindra and Mahindra ltd. Nagpur Plant
This study is a part of large research and aims to learn about current scenario of
manufacturing industries to improve productivity with the frugal approach from an industry
expert Any published result will not identify the responses of any specific individual or
organization.
SN
Questions to understand application of frugal approach for productivity improvement in
Mahindra and Mahindra ltd. Nagpur Plant
A Is there any frugal concept used in productivity improving initiatives?
B How productivity improvement is being carried out in resource constrained condition?
C What are present practices for productivity improvement?
D What is the structural approach available for productivity improvement?
E Is there any training and awareness provided in plant on frugal?
F Is other Mahindra plant using frugal concept?
G In any context have you heard about frugal application?
H Is frugal is applied in other manufacturing group nearby this plant?
I Is industrial engineering in-charge being aware about frugal concept?
J Is Mahindra is working on any type of frugal product?

17. Ritesh Jain and A.M. Rawani
https://iaeme.com/Home/journal/IJMET 66 editor@iaeme.com
Comments / Suggestions if any:
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
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……………………………………………………………
Respondent’s Data
1. Name of Respondent: Age:
2. Designation: Gender:
3. Department: Education:
4. Contact No: E-Mail:
Thank you very much for your kind cooperation and for taking your time to complete these
questionnaires, experience and valuable opinion.
For further query
Contact: Ritesh Jain
Research Scholar
NIT Raipur
Mob: 9922953730
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