The quality ethos at Amara Raja is embodied in its articulated philosophy 'Gotta be a better way' that inspires its entire team to continue to push the efficiency bar higher. This culture when practiced across the years has transformed into the organisational DNA which does not allow the company to rest on its laurels but to continue to seek improved methods of performing its routine tasks... small efforts-leading to great growth. The company's journey of excellence is aptly showcased in its ability to create first of its kind products that have completely altered industry trends.
In keeping with the organisational DNA, the company has institutionalised globally accepted operational tools and techniques namely - Continuous Improvement (CI), Lean Implementation programmes - TPM, Visual Management & 5S, Industrial Engineering (IE) studies, Lean Six Sigma and Quality Circle concept. This has facilitated reinforcing the quality culture across all levels and for all functions.
Our Commitment to Quality
- Imbibed competency in the frontline workforce to own product quality through self-inspection
- Progressed Total Productive Maintenance (TPM) methodology towards challenging JIPM Excellence Award for the Automotive Battery Division & Small Battery Division at Karakambadi, Tirupati by 2020
- Identified and implemented numerous projects towards productivity improvement and automation
- Implemented improved energy management systems (aligned to the global ISO energy management certification) which helped in reducing the specific energy consumption
- Increased the share of renewable energy (through rooftop solar panels) in the energy mix of the business
- Implemented the Poka Yokes in many operations to strengthen operational efficiencies
Our Journey
- Brought best-in-class technology to India through partnerships in the USA and adapted it to Indian conditions with world-class processes, inspection and testing equipment, and robust information technology systems
- Certified to ISO 9001 international standards for quality management systems in 1997 for the Industrial Battery business
- Certified to QS 9000 for the automotive sector in 1999, followed by ISO/TS 16949 for Automotive Battery businesses in 2004
- Among the first companies to adopt the new IATF 16949:2016 standard for Automotive Battery businesses
- Developed and deployed a process-driven approach across the organisation with a strong focus on risk-based thinking
- Invested in competency building through continuous training and education across all levels of the organisation, including exposure and learning opportunities in the USA, Japan, and Europe
- Adopted Six Sigma methodology in 2002 to reduce process variation and consistently exceed customer expectations
- Strengthened a culture of problem-solving through Quality Circles—an effective methodology that empowered frontline employees to drive quality and shape attitudes, habits, and a culture of continuous improvement
CI Culture
- Transformation of workplace by implementing 5S practices to achieve operational excellence.
- Empowered frontline employees & TEI (Total Employee Involvement) by introducing a suggestion scheme to improve the quality and innovation culture.
- TPM – A company-wide team-based effort to build quality into equipment maintenance to improve overall equipment effectiveness.
- 80% of the operators' involvement in Quality Circles – one of the highest levels of Quality Circle participation across India, with 70% of supervisors serving as Quality Circle facilitators.
- Institutionalised Lean Six Sigma for addressing chronic problems to achieve customer delight, consistent quality, and optimisation of resources.
- Lean Manufacturing is a system created by combining the logic of Lean principles with the economics of manufacturing to identify and eliminate waste in processes and services.
5S, Quality Circles & Lean Six Sigma
At Amara Raja, a strong culture of continuous improvement is reflected in the successful implementation of 983 Quality Circle projects through 983 Quality Circles across the organisation. To embed the Six Sigma methodology deeply into its way of working, the Company had trained 141 Black Belts and 553 Green Belts as of March 31, 2022.
It continued to improve resource utilisation and minimise in-process rejections by leveraging quality practices such as Quality Circles, Six Sigma, and Kaizen across all facilities. Beyond manufacturing, the Company also implemented projects across non-manufacturing functions, bringing greater efficiency and effectiveness to business processes throughout the supply chain.