19030663 summer training project on acc cements

TOWARDSCEMENTS

SHREE DURGA CEMENT

COMPANY Ltd.Project submitted in partial fulfillment for

the award of degree

MASTER OF BUSINESS MANAGEMENT

Submitted by

Miss. Stuti Sinha

COURSE:- MBA HR

SEMESTER:- 3 rd

Roll No.:-

UNDER GUIDENCE OF MR. RAJEEV SHARAN

SUBMITTED AT

1

MAULANA AZAD INSTITUTE OF HIGHER EDUCATION

LC OF SIKKIM MANIPAL UNIVERSITY, DE

LC CODE:00223

AKNOWLEDGEMENT

Company

I am deeply indebted to my esteemed HOD Dr. N. Panchanathan Annamalai.University, Chennai (TN) for his kind and constant

encouragement.

My gratitude is also due to Mr. M. K. Mishra, Mr. Rajendra Khinwasara, Mr.J.P.Mandaviva and Mr.Wilson David, Mr. Yogesh

Mishra Deputy Manager CSR for coordinating and providing all assistance of guidance through out my work.

I also express my thanks to my teachers Mrs. Sujatha for boosting me to complete the project.

I would like to extend my thanks to all the respondents who patiently answered to all my queries and cooperated with us and provided me with all the valuable information that, I needed for my project study.

Alka Singh ChauhanMBA – 2008-2010

Annamalai University

2

Tamil Nadu

DECLARATION

This is to certify that dissertation entitled ‘Training and Development’ at LAKHERI CEMENT WORKS , Lakheri has been prepared by Miss. Alka Singh Chauhan in the

partial fulfillment of the requirement of Masters degree in Human Resources at Annamalai University Chennai (T.N.)

I here by declare that all the information and fact produced here are based on my own findings and studies at LAKHERI CEMENT WORKS are original in nature. The contents of report are a true

expression of my efforts on the said topic.

Any resemblance to earlier project or research is purely co-incidental.

Alka Singh Chauhan

3

MBA – 2008-2010Annamalai University

CONTENTS

CHAPTER-:1 INTRODUCTION ABOUT COMPANY

INTRODUCTION OF COMPANY HISTORY OF SHREE DURGA CEMENT

LIMITED OLD VISION OF SHREE DURGA CEMENT NEW VISION OF SHREE DURGA CEMENT

MISSION MILESTONE & ACHIEVEMENT & AWARDS

OVERVIEW OF LAKHERI CEMENT WORKS & PLANT HISTORY

INTRODUCTION OF HUMAN RESOURCE MANAGEMENT

OCCUPATIONAL HEALTH AND SAFETY

CHAPTER-:2 INRODUCTION OF TOPIC (TRAINING&DEVELOPMENT)

DEFINITION OF TRAINING NEED AND IMPORTANCE

METHODS AND TECHNIQES OF TRAINING STEPS IN TRAININGS

TRAINING NEED ASSESSMENT TRAINING & DEVELOPMENT

EVALUATION

CHAPTER-:3 RESEARCH METHODOLOGY

UNIVERSE SAMPLE SIZE&SAMPLE TECHNIQE SOURCE OF DATA COLLECTION

PARAMETERS SCALING TECHNIQES USES

CHAPTER-:4 ANALYSIS OF DATA

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CHAPTER-:5 CONCLUSION

CHAPTER-:6 SUGGESTIONS AND RECOMMENDATION

CHAPTER-:7 ANNEXURE (QUESTIONNAIRE)

Introduction of the Company

SHREE DURGA CEMENT (SHREE DURGA CEMENT Limited) is India's foremost manufacturer of cement and concrete. SHREE

DURGA CEMENT's operations are spread throughout the country with 14 modern cement factories, 19 Ready mix concrete plants, 19 sales offices, and several zonal offices. It has a workforce of about 9000 persons and a countrywide distribution network of over 9,000

dealers. SHREE DURGA CEMENT's research and development facility has a unique track record of innovative research, product

development and specialized consultancy services. Since its inception in 1936, the company has been a trendsetter and important benchmark

for the cement industry in respect of its production, marketing and personnel management processes. Its commitment to environment-

friendliness, its high ethical standards in business dealings and its on-going efforts in community welfare programs have won it Shree Durga Cementlaim as a responsible corporate citizen. SHREE

DURGA CEMENT has made significant contributions to the nation building process by way of quality products, services and sharing its

expertise.

In the 70 years of its existence, SHREE DURGA CEMENT has been a pioneer in the manufacture of cement and concrete and a trendsetter

in many areas of cement and concrete technology including improvements in raw material utilization, process improvement,

energy conservation and development of high performance concretes.

SHREE DURGA CEMENT’s brand name is synonymous with cement and enjoys a high level of equity in the Indian market. It is the

only cement company that figures in the list of Consumer Super Brands of India.

The company's various businesses are supported by a powerful, in-house research and technology backup facility - the only one of its

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kind in the Indian cement industry. This ensures not just consistency in product quality but also continuous improvements in products,

processes, and application areas.

SHREE DURGA CEMENT has rich experience in mining, being the largest user of limestone, and it is also one of the principal users of

coal. As the largest cement producer in India, it is one of the biggest customers of the Indian Railways, and the foremost user of the road

transport network services for inward and outward movement of materials and products.

SHREE DURGA CEMENT has also extended its services overseas to the Middle East, Africa, and South America, where it has provided

technical and managerial consultancy to a variety of consumers, and also helps in the operation and maintenance of cement plants abroad.

SHREE DURGA CEMENT is among the first companies in India to include commitment to environmental protection as one of its

corporate objectives, long before pollution control laws came into existence. The company installed pollution control equipment and high efficiency sophisticated electrostatic precipitators for cement kilns, raw mills, coal mills, power plants and coolers as far back as 1966. Every factory has state-of-the art pollution control equipment

and devices.

SHREE DURGA CEMENT demonstrates the practices of being a good corporate citizen undertaking a wide range of activities to

improve the living conditions of the under-privileged classes living near its factories.

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History & Profile of SHREE DURGA CEMENT Cement Works

SHREE DURGA CEMENT was formed in 1936 when ten existing cement companies came together under one umbrella in a historic

merger – the country’s first notable merger at a time when the term mergers and acquisitions was not even coined. The history of SHREE

DURGA CEMENT spans a wide canvas beginning with the lonely struggle of its pioneer F E Din Shaw and other Indian entrepreneurs

like him who founded the Indian cement industry. Their efforts to face competition for survival in a small but aggressive market mingled

with the stirring of a country’s nationalist pride that touched all walks of life – including trade, commerce and business.

The first success came in a move towards cooperation in the country’s young cement industry and culminated in the historic merger of ten

companies to form a cement giant. These companies belonged to four prominent business groups – Tatas, Khataus, Killick Nixon and F E

Din Shaw groups. SHREE DURGA CEMENT was formally established on August 1, 1936. Sadly, F E Din Shaw, the man

recognized as the founder of SHREE DURGA CEMENT, died in January 1936. Just months before his dream could be realized.

SHREE DURGA CEMENT stands out as the most unique and successful merger in Indian business history, in which the distinct

identities of the constituent companies were melded into a new cohesive organization – one that has survived and retained its position

of leadership in industry. In a sense, the formation of SHREE DURGA CEMENT represents a quest for the synergy of good

business practices, values and shared objectives. The use of the plural in SHREE DURGA CEMENT’s full name, The Associated Cement Companies Limited, itself indicates the company’s origins from a

merger. Many years later, some stockbrokers in the country’s leading stock exchanges still refer to this company simply as ‘The Merger’

The SHREE DURGA CEMENT Board comprises of 13 persons. These include executive, non-executive, and nominee directors. This

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group is responsible for determining the objectives and broad policies of the Company - consistent with the primary objective of enhancing

long-term shareholder value.

The Board meets once a month. Two other small groups of directors - comprising Shareholders'/Investors' Grievance Committee and Audit

Committee of the Board of Directors - also meet once a month on matters pertaining to the finance and share disciplines. During the last

decade, there has been a streamlining of the senior management structure that is more responsive to the needs of the Company's prime

business. A Managing Committee - comprising, in addition to the Managing Director and the two executive directors, the presidents

representing multifarious disciplines: finance, production, marketing, research and consultancy, engineering and human resources – meets once a week. Besides these bodies, there are senior executives and

other regional managers - based at the Company's corporate office and at its marketing offices and manufacturing units -who contribute to the

development and operation of the various functions. While these groups form the core management team that frames and guides

corporate policy, SHREE DURGA CEMENT is proud of its manpower strength of about 9,000 people, who comprise experts in

various disciplines assisted by a dedicated workforce of skilled persons. Quite a number of them have logged many years of service with the organization. They come from all parts of the country and belong to a variety of ethnic, cultural and religious backgrounds.

Because of such a cosmopolitan make-up, SHREE DURGA CEMENT can rightly be said to embrace within its fold a family that

forms a 'mini-India'.

A Strategic Alliance:

The house of Tata was intimately associated with the heritage and history of SHREE DURGA CEMENT, right from its formation in

1936 up to 2000. The Tata group sold all 14.45% of its shareholdings in SHREE DURGA CEMENT in three stages to subsidiary companies

of Gujarat Ambuja Cements Ltd. (GACL), who are now the largest single shareholder in SHREE DURGA CEMENT.

This enabled SHREE DURGA CEMENT to enter into a strategic alliance with GACL; a company reputed for its brand image and cost

leadership in the cement industry.

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Holcim – A New Partnership:

A new association was forged between SHREE DURGA CEMENT and The Holcim group of Switzerland in 2005. In January 2005,

Holcim announced its plans to enter into long – term alliances with Ambuja Group by acquiring a majority stake in Ambuja Cements

India Ltd. (ACIL),which at the time held 13.8% of total equity shares in SHREE DURGA CEMENT. Holcim simultaneously announced its

bid to make an open offer to SHREE DURGA CEMENT shareholders, through Holdcem Cement Pvt. Ltd. and ACIL, to

acquire a majority shareholding in SHREE DURGA CEMENT. An open offer was made by Holdcem Cement Pvt. Ltd. along with ACIL,

following which the shareholding of ACIL increased to 34.69% of Equity share capital of SHREE DURGA CEMENT. Consequently ,

ACIL has filed declarations indicating their shareholding and declaring itself as a promoter of SHREE DURGA CEMENT.

Holcim is the world leader in cement as well as being large supplier of concrete, aggregates and certain construction related services. Holcim is also a respected name in information technology and research and

development. The group has its headquarters in Switzerland with worldwide operations spread across more than 70 countries.

Considering the formidable global presence of Holcim and its excellent reputation, the broad of SHREE DURGA CEMENT has

welcomed this new associati

Plants & Their Capacity:

S. No.

Units State Capacity (MTPA)

1 BargarhBargarh Cement Works

0.96

2 ChaibasaChaibasa Cement Works

0.87

3 ChandaChanda Cement Works

1.00

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4 DamodharDamodar Cement Works

0.53

5 GagalGagal Cement Works 4.40

(Gagal I and II)

6 JamulJamul Cement Works

1.58

7 KymoreKymore Cement Works

2.20

8 LakheriLakheri Cement Works

1.50

9 MadukkaraiMadukkarai Cement Works

0.96

10 SindriSindri Cement Works

0.91

11 WadiWadi Cement Works

2.59

12 New Wadi PlantWadi Cement Works

2.60

13 TikariaTikaria Cement Grinding and

Packing Plant 2.31

Old Vision of SHREE DURGA CEMENT:

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New Vision:

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Mission of SHREE DURGA CEMENT

LeadershipMaintain our leadership of the Indian cement industry through

the continuous modernization and expansion of our manufacturing facilities and activities, and through the

establishment of a wide and efficient marketing network.

ProfitabilityAchieve a fair and reasonable return on capital by promoting

productivity throughout the company.

GrowthEnsure a steady growth of business by strengthening our

position in the cement sector.

QualityMaintain the high quality of our products and services and

ensure their supply at fair prices.

EquityPromote and maintain fair industrial relations and an

environment for the effective involvement, welfare and development of staff at all levels.

PioneeringPromote research and development efforts in the areas of

product development and energy, and fuel conservation, and to innovate and optimize productivity.

ResponsibilityFulfill our obligations to society, specifically in the areas of

integrated rural development and in safeguarding the environment and natural ecological balance.

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Milestones of SHREE DURGA CEMENT Limited

1936 Incorporation of The Associated Cement Companies Limited on August 1, 1936.

1936 First Board Meeting of The Associated Cement Companies Limited held at Esplanade House, Mumbai on November 10, 1936.

1937 With the transfer of the 10th company to SHREE DURGA CEMENT, viz. Dewarkhand Cement Company, the formation of SHREE DURGA

CEMENT is complete on October 23, 1937.

1944 SHREE DURGA CEMENT’s first community development venture near Bombay

1947 India’s first entirely indigenous cement plant established at Chaibasa in Bihar

1952 Village Welfare Scheme launched

1955 Sindri cement works used the waste product calcium carbonate sludge from fertilizer factory at Sindri.

1956 Bulk Cement Depot established at Okhla, Delhi

1957 Technical training institute established at Kymore, Madhya Pradesh.

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1957 Katni Refractories

1961 Blast furnace slag from TISCO used at the Chaibasa Unit to manufacture Portland Slag Cement for the first time in India.

1961 Manufacture of Shree Durga Cementocid Cement, which resists the corrosive action of acids and chemicals.

1961 Oilwell Cement manufactured at SHREE DURGA CEMENT Shahabad Cement Works in Karnataka for cementation of oilwells upto a depth of

6,000 feet.

1961 Manufacture of Hydrophobic (waterproof) cement at SHREE DURGA CEMENT Khalari Cement Works in Bihar.

1962 Manufacture of Shree Durga Cementoproof, a waterproofing additive.

1965 SHREE DURGA CEMENT’s Central Research Station (CRS) established at Thane

1965 Manufacture of Portland Pozzolana Cement.

1965 Manufacture of Calundum, a High Alumina Binder; Firecrete, Low Density Alumina Castables and High Alumina Refractory Cement.

1968 Advent of computers in SHREE DURGA CEMENT for data processing and designing management information and control systems.

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1968 SHREE DURGA CEMENT supplied and commissioned one-million-tonne iron ore pelletising plant ordered by TISCO

1971 Manufacture of Whytheat Castables A, K, C and Cal-Al-75

1973 Take-over of The Cement Marketing Company of India (CMI)

1977 SHREE DURGA CEMENT receives ASSOCHAM first national award for the year 1976 instituted for outstanding performance in promoting rural and

agricultural development activities.

1978 Introduction of the energy efficient precalcinator technology for the first time in India. Full scale commercial production based on MFC technology

at Wadi in 1979.

1979 SHREE DURGA CEMENT wins international contract for operation and management of a new one million tonne cement plant at Yanbu-Ras Biridi

in Saudi Arabia.

1982 Commissioning of the first 1 MTPA plant in the country at Wadi, Karnataka.

1984 SHREE DURGA CEMENT achieves a breakthrough in import substitution by developing and supplying a special G type of oil well cement to ONGC.

1987 SHREE DURGA CEMENT develops a new binder for use at sub-zero temperatures, which is successfully used in the Indian expedition to

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Antarctica.

1992 Incorporation of Bulk Cement Corporation of India, a joint venture with the Government of India.

1993 SHREE DURGA CEMENT starts the commercial manufacture of Ready Mixed Concrete at Mumbai.

1998 Commissioning of the 0.6 MTPA cement grinding unit at Tikaria, Uttar Pradesh.

1999Commissioning of captive power plants at the Jamul and Kymore plants in

Madhya Pradesh.

1999 Tata group sells 7.2% of its stake in SHREE DURGA CEMENT to Ambuja Cement Holdings Ltd, a subsidiary of Gujarat Ambuja Cements Ltd.

(GACL)

2000 Tata Group sells their remaining stake in SHREE DURGA CEMENT to the GACL group, who with 14.45% now emerge as the single largest

shareholder of SHREE DURGA CEMENT.

2001 Commissioning of the new plant of 2.6 MTPA capacity at Wadi, Karnataka plant, the largest in the country, and among the largest sized kilns in the

world.

2002 SHREE DURGA CEMENT wins PHDCCI Good Corporate Citizen Award

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2003 IDCOL Cement Ltd becomes a subsidiary of SHREE DURGA CEMENT

2004 IDCOL Cement Limited is renamed as Bargarh Cement Limited (BCL).

2004 SHREE DURGA CEMENT raises US $ 100 million abroad through Foreign Currency Convertible Bonds (FCCB’s) for US$ 60 million and Global

Depository Shares (GDS’s) for US $ 40 million. Both offerings are listed on the London Stock Exchange.

2004 SHREE DURGA CEMENT named as a Consumer Superbrand by the Superbrands Council of India, becoming the only cement company to get

this status.

2004 GreenTech Safety Gold and Silver Awards awarded to Madukkarai Cement Works and Katni Refractory Works by Greentech Foundation for

outstanding performance in Safety Management System.

2005 SHREE DURGA CEMENT receives the CFBP Jamnalal Bajaj Uchit Vyavahar Puraskar Certificate of Merit – 2004 from Council For Fair

Business Practices.

2005 Holcim group of Switzerland enters strategic alliance with Ambuja Group by acquiring a majority stake in Ambuja Cements India Ltd. (ACIL) which

at the time held 13.8 % of the total equity shares in SHREE DURGA CEMENT. Holcim simultaneously makes an open offer to SHREE DURGA CEMENT shareholders, through Holdcem Cement Pvt. Limited and ACIL, to acquire a majority shareholding in SHREE DURGA CEMENT. Pursuant

to the open offer, ACIL’s shareholding in SHREE DURGA CEMENT increases to 34.69 % of the Equity share capital of SHREE DURGA

CEMENT.

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2005 Commissioning of Modernisation and Expansion project at Chaibasa in Jharkhand, replacing old wet process technology with a new 1.2 MTPA

clinkering unit, together with a captive power plant of 15 MW.

2005 Financial Shree Durga Cementounting year of the company changed to calendar year January-December

2006 Subsidiary companies Damodhar Cement & Slag Limited, Bargarh Cement Limited and Tarmac (India) Limited merged with SHREE DURGA

CEMENT

2006 SHREE DURGA CEMENT announces new Workplace policy for HIV/AIDS

2006 Change of name to SHREE DURGA CEMENT Limited with effect from September 1, 2006 from The Associated Cement Companies Limited.

2006 SHREE DURGA CEMENT receives Good Corporate Citizen Award 2005-06 from Bombay Chamber of Commerce and Industry

2006 New corporate brand identity and logo adopted from October 15, 2006

2006 SHREE DURGA CEMENT establishes Anti Retroviral Treatment Centre for HIV/AIDS patients at Wadi in Karnataka– the first ever such project by

a private sector company in India.

2007 SHREE DURGA CEMENT partners with Christian Medical College for treatment of HIV/AIDS in Tamil Nadu

2007 Sumant Moolgaokar Technical Institute completes 50 years and reopens with new curriculum

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2007 SHREE DURGA CEMENT commissions Wind energy farm in Tamil Nadu.

Achievement of SHREE DURGA CEMENT Limited:

YEAR

1936 The Associated Cement Companies Limited incorporated on August 1

1947 India's first entirely indigenous cement plant installed at Chaibasa.

1955SHREE DURGA CEMENT Sindri uses waste material - calcium carbonate

sludge -from fertilizer factory at Sindri to make cement

1956 Bulk Cement Depot established at Okhla, Delhi

1961Blast furnace slag, (a waste by-product from steel) from TISCO used at

SHREE DURGA CEMENT Chaibasa to manufacture Portland Slag Cement.

1961Oilwell Cement manufactured at SHREE DURGA CEMENT Shahabad for

cementation of oil wells up to adepth of 6,000 feet.

1961Manufacture of Hydrophobic (waterproof) cement at SHREE DURGA

CEMENT Khalari.

1965Manufacture of Portland Pozzolana Cement using naturally available materials.

An Eco-friendly cements using an eco-friendly process.

1966SHREE DURGA CEMENT inducts use of pollution control equipment and high efficiency sophisticated electrostatic precipitators for its cement plants

and captive power plants decades before it becomes mandatory to do so.

1978Introduction of the energy efficient pre-calcination technology for the first time

in India.

1982Commissioning of the first 1 MTPA (million tonne per annum) plant in the

country at Wadi, Karnataka.

1984SHREE DURGA CEMENT achieves a breakthrough in import substitution by

developing and supplying a special G type of oil well cement to ONGC.

1987SHREE DURGA CEMENT develops a new binder, working at sub-zero

temperature, which is successfully used in the Indian expedition to Antarctica.

1992Incorporation of Bulk Cement Corporation of India, a JV with the Government

of India.

1993 Commercial manufacture of ready-mixed concrete at Mumbai.

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2001Commissioning of the new Wadi plant of 2.6 MTPA capacity in Karnataka, the

largest in India, and among the largest sized kilns in the World.

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Awards & Shree Durga Cementolades

IMC Ramkrishna Bajaj National Quality Award - – Gagal wins Commendation Certificate and New Wadi Plant wins Special Award for Performance Excellence in

the Manufacturing Sector, 2007.

National Award for outstanding performance in promoting rural and agricultural development – by ASSOCHAM

Sword of Honour - by British Safety Council, United Kingdom for excellence in safety performance.

Indira Priyadarshini Vrikshamitra Award --- by The Ministry of Environment and Forests for "extraordinary work" carried out in the area of afforestation.

FICCI Award --- for innovative measures for control of pollution, waste management & conservation of mineral resources in mines and plant.

Subh Karan Sarawagi Environment Award - by The Federation of Indian Mineral Industries for environment protection measures.

Drona Trophy - By Indian Bureau Of Mines for extra ordinary efforts in protection of Environment and mineral conservation in the large mechanized mines sector.

Indo German Greentech Environment Excellence Award Golden Peacock Environment Management Special Award - for outstanding

efforts in Environment Management in the large manufacturing sector. Indira Gandhi Memorial National Award - for excellent performance in

prevention of pollution and ecological development Excellence in Management of Health, Safety and Environment : Certificate of

Merit by Indian Chemical Manufacturers Association Vishwakarma Rashtriya Puraskar trophy for outstanding performance in safety

and mine working Good Corporate Citizen Award - by PHD Chamber of Commerce and Industry Jamnalal Bajaj Uchit Vyavahar Puraskar - Certificate of Merit by Council for

Fair Business Practices Greentech Safety Gold and Silver Awards - for outstanding performance in Safety

management systems by Greentech Foundation FIMI National Award - for valuable contribution in Mining activities from the

Federation of Indian Mineral Industry under the Ministry of Coal. Rajya Sthariya Paryavaran Puraskar - for outstanding work in Environmental

Protection and Environment Performance by the Madhya Pradesh Pollution. Control Board.

National Award for Fly Ash Utilisation - by Ministry of Power, Ministry of Environment & Forests and Dept of Science & Technology, Govt of India - for

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manufacture of Portland Pozzolana Cement. Good Corporate Citizen Award - by Bombay Chamber of Commerce and Industry

for working towards an environmentally sustainable industry while pursuing the objective of creation of a better society.

National Award for Excellence in Water Management - by the Confederation of Indian Industry (CII)

SHREE DURGA CEMENT was the first recipient of ASSOCHAM’s first ever National Award for outstanding

performance in promoting rural and agricultural development activities in 1976.

Decades later, PHD Chamber of Commerce and Industry selected SHREE DURGA CEMENT as winner of its Good Corporate

Citizen Award for the year 2002.

Over the years, there have been many awards and felicitations for achievements in Rural and community development, Safety, Health,

Tree plantation, A forestation, Clean Mining, Environment Awareness and Protection.

Map of SHREE DURGA CEMENT Network

Corporate office:

Overseeing the company’s rang of business, the Corporate Office is the central head quarters of all business and human resource function

located in Mumbai.

SHREE DURGA CEMENT Subsidiaries:

1. Bulk Cement Corporation India Ltd (BCCI)2. SHREE DURGA CEMENT Machinery Company Ltd (AMCL)

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3. SHREE DURGA CEMENT Nihon Casting Ltd (ANCL)

Cement Plant:

1. Bargarh Cement Works2. Chaibasa Cement Works3. Chanda Cement Works

4. Damodar Cement Works5. Jmul Cement Works6. Gagal Cement Works

7. Kymore Cement Works8. Lakheri Cement Works

9. Madhukkarai Cement Works10.Mancherial CEMENT Works

11.Sindri Cement Works12.Wadi Cement Works

13.Tikaria Cement Works

Regional Marketing Office:

BANGALORE BHOPAL

CHNDIGARH COIMBATORE

KANPUR KOLKATA MUMBAI

NEW DEHPATNA PUNE

SECUNDERABAD

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Area Office:

ALLAHABAD ASANSOL AURANGABAD

BELLARY COCHIN CHENNAI FAZABAD

GULBARGA GUWAHATI

JAMMU BHUBANESHWAR

JALANDHAR KOCHI KOZHIKODE KOLHAPUR LUCKNOW

MANGALORE NAGPUR PATIALA RAIPUR SHIMLA VELLORE

RMX Office:

Mumbai- Kalamboli Mumbai- Sion

Mumbai- JVLR Project Chennai

Delhi- Faridabad Greater Noida

Bangalore- Whitefield Bangalore- Peenya

Bangalore- Hosur Road Bangalore- betta Halsoor

Kolkata- Sonapur Goa- Panaji

Gurgaon- Haryana

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Overview of Lakheri Cement Works

Unit Profile: Lakheri

Lakheri is a city and a municipality in Bundi district in the Indian state of Rajasthan. Mostly surrounded by agricultural lands & villages the most distinct feature of Lakheri is a cement manufacturing unit of

SHREE DURGA CEMENT [Associated Cement Companies] Ltd. This plant is the oldest running cement plant in Asia. But with the

passage of time the plant has undergone expansions to incorporate the latest technology in cement producing. The latest expansion project is

being completed in April 2007.

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http://en.wikipedia.org/wiki/Municipality

http://en.wikipedia.org/wiki/Rajasthan

http://en.wikipedia.org/wiki/States_and_territories_of_India

http://en.wikipedia.org/wiki/India

http://en.wikipedia.org/wiki/Bundi_district

SHREE DURGA CEMENT Limited is India’s foremost manufacturer of cement and ready mix concrete with a countrywide network of

factories and marketing offices.Established in 1936, SHREE DURGA CEMENT has been a pioneer

and trend-setter in cement and concrete technology. SHREE DURGA CEMENT’s brand name is synonymous with cement and enjoys a

high level of equity in the Indian market. Among the first companies in India to include commitment to environment protection as a

corporate objective, SHREE DURGA CEMENT has won several prizes and Shree Durga Cementolades for environment friendly

measures taken at its plants and mines. The company has also been felicitated for its acts of good corporate citizenship. Presently SHREE DURGA CEMENT is a part of the “Holcim Group”, one of the largest

multinational Cement manufacturers. SHREE DURGA CEMENT Lakheri Cement Works is located between Kota & Sawai Madhopur

of Western-Central Railway. Place known for SHREE DURGA CEMENT Cement. The oldest cement plant in India which has still

preserved its 1905 lime kilns. Plant has already been modernized and the capacity being further increased to 1.5 M.T.P.A.together with

25MW Coal based Power Plant during the year 2006-2007.

Location of Lakheri Cement Works

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Founder Of Lakheri……The Great Lakha

• In the folklore of Rajasthan, a Gujjar named Lakha, is credited with establishing the town of Lakheri several hundred years

ago.• It was an ideal grazing spot. Well protected from storms, and

nestling in the hills of the north-eastern span of the Aravalli range in Bundi District.

• This patch of green, covered thick with babool trees attracted Lakha who raised two temples as a prelude to building the

town.

• The temples have endured – silent spectators to the changing destiny of the town.

• Deserted by the nomadic Gujjars after Lakha’s death, the town was resettled centuries latest by His Highness of Bundi, who gifted 12 bighas (eight acres) of land to the new settlers, for

every source of water built by them.

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• Today, the bavadis, kunds, and wells of that era are found dotted all over the area.

A journey from 1905………till date

Lakheri with Old lime kilns in 1905

Lakheri 2007

• Since the beginning of this century, other structures have come up to challenge Lakheri’s traditional skyline of rugged

hills and embattled walls.• A cluster of four cylindrical, pillbox-shaped vertical Kilns of

a plant set up in 1905 to produce hydraulic lime, stand like grizzled sentinels on a Cliffside.

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• It was this primitive plant, which was converted in to a cement factory in 1917 owned by Killick – Nixon , that

makes Lakheri Cement Works the oldest running cement factory in India.

• Lakheri Works is also credited with manufacturing popular cement of the times and knows as “BBB Cement” or Bundi

Bagh Brand Cement.• Commencing operations with two 100 TPD wet process

Kilns, there after Lakheri Works has three Kilns with an aggregate capacity 3.2 Lakh tonne per annum

• During The year 1997 and 2007 Lakheri was upgraded to 1200 and 3200 tpd respectively with dry process kiln with

preheater, Calciner.

Plant History:

• 1905 : Foundation of Lakheri started with four cylindrical, pillbox-shaped vertical Kilns to produce hydraulic lime

• 1917 : Installation of India’s first cement plant at barren foot hills of Arawali mountain installed capacity of 0.32 mtpa using

wet process of manufacturing from 3 nos. of kilns.• 1997 : Modernization and Expansion by replacing wet process

kilns with a single dry process kiln of capacity 1200 TPD and raising its cement manufacturing capacity to 0.60 MTPA.

• 2000 : By adopting Kaizens as a way of life, Total productive maintenance (TPM) philosophy, employees innovations and dedications, The plant could achieve production to a level of

0.7 mtpa from the same establishment.• 2007 : The capacity of the plant is raised by more than two

folds to a level of 1.5 mtpa by adding second string of pre-heater with calciner to the existing kiln with replacement of

grate cooler and addition of new close circuit cement grinding system.

• 2007 : Installation of 25 MW capacity Thermal power plant. The manufacturing process is supported by an economical and

reliable captive thermal power source.

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Product (Cement):Quality

Product development has always been an important activity at SHREE DURGA CEMENT, arising out of a focus on quality and process

improvement. It has been a constant partner, driving research, innovation and evaluation. In 1964, a centralized research facility – the Central Research Station (CRS) was established in Thane. The

research complex now renamed as SHREE DURGA CEMENT Thane Complex, spread over an area of 8000 sq m has modern labs with the

latest equipment and manned by highly qualified scientists and technologists who carry out product development work in cement and

allied fields.

SHREE DURGA CEMENT has effectively pledged its reputation as the market leader in quality of cement. Maintaining this lead calls for harnessing the resources and expertise of the company – from applied research and production to marketing. Shree Durga Cementordingly, all SHREE DURGA CEMENT factories are equipped with state- of- the- art process control instrumentation and associated quality control and testing laboratories. Trained engineers, chemists and technicians staff these. The Central Laboratory at SHREE DURGA CEMENT Thane Complex is used as a reference laboratory for diagnosis and

resolving specific trouble – shooting cases.As a result of this focus on quality, SHREE DURGA CEMENT

cement specification exceeds those set by BIS by wide margin. Today, all SHREE DURGA CEMENT cements plants have the ISO 9001 Quality Systems Certification. This demonstrates our tradition of

providing reliable and consistent quality through the application of modern technology, and justifies the preferences of a nationwide

customer base.

SHREE DURGA CEMENT manufactures the following types of cement, in addition to which, it provides Bulk Cement and Ready

Mix Concrete.

Ordinary Portland Cements

OPC 43 Grade

Blended Cements

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Fly-ash based Portland Pozzolana Cement

Ordinary Portland Cement 43 Grade Cement (OPC 43 Grade):

SHREE DURGA CEMENT Cement is the most commonly used cement in all constructions including plain and reinforced cement concrete, brick and stone masonry, floors and plastering. It is also

used in the finishing of all types of buildings, bridges, culverts, roads, water retaining structures, etc.

What is more, it surpasses BIS Specifications (IS 8112-1989 for 43 grade OPC) on compressive strength levels.

SHREE DURGA CEMENT Cement is marketed in specially designed 50 kg bags.

SHREE DURGA CEMENT in other plants also manufactured 53 Grade Cement This is an Ordinary Portland Cement which surpasses

the requirements of IS: 12269-53 Grade. It is produced from high quality clinker ground with high purity gypsum.

SHREE DURGA CEMENT 53 Grade OPC provides high strength and durability to structures because of its optimum particle size distribution, superior crystalline structure and balanced phase

composition.

It is available in specially designed 50-kg bags.

Blended Cement:

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Fly-ash based Portland Pozzolana Cement

This is special blended cement, produced by inter-grinding higher strength Ordinary Portland Cement clinker with high quality

processed fly ash - based on norms set by the company's R&D division. This unique, value-added product has hydraulic binding

properties not found in ordinary cements. It is available in specially designed 50-kg bags.

Pioneer & Trendsetter:

SHREE DURGA CEMENT has a unique track record of innovative research, product development and specialized consultancy services.

It is a important benchmark for the cement industry in respect of its production, marketing and personal management process.

SHREE DURGA CEMENT is proud of its many innovation over the years and realizes that innovativeness is an essential characteristic of

leadership.

SHREE DURGA CEMENT Cement:

SHREE DURGA CEMENT’s brand name is synonymous with cement . its marketing, sales and distribution processes are industry standards. The brand building approach to marketing cement which was first adopted by SHREE DURGA CEMENT has proved to be exceptionally successful in respect of blended cements in terms of providing more effective communication with customers and has

been emulated by other companies in the industry.

Ready- Mix Concrete:

SHREE DURGA CEMENT established the country’s first commercial ready-mix concrete (RMX) in Mumbai. SHREE DURGA

CEMENT’s pioneering efforts in this respect along with the introduction of bulk cement handling facilities have been responsible

for redefining the pace and quality of construction activity in metropolitan cities and in mega infrastructure projects. The JJ flyover

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in Mumbai was the first mega construction project in India to use High Performance Concrete of M-75 grad.

Research & Development:

SHREE DURGA CEMENT is the only cement producer in India with its own in-house Research and Development facility. The sprawling

Research and Consultancy Directorate(RCD) complex at Thane near Mumbai has a unique track record of

innovative research and specialized technological services.RCD has helped introduce some unique special projects of immense value to the concrete and construction sectors. These include repair products and grouts and Ancones, a non explosive demolition agent. RCD has developed Shree Durga Cementmarg, a revolutionary new product and grouting composition for the construction and repair of

new roads and highways.

The services of concrete group at RCD have been utilized in the striation of several heritage buildings across the country, such as the

CST terminus at Mumbai, churches and royal palaces in Goa, Mysore and Hyderabad.

Sharing Knowledge:

Following the massive earthquake in Gujarat, SHREE DURGA CEMENT’s civil engineers trained over 1500 unemployed youth from

remote villages in the fundamentals of building stronger, more earthquake resistant structures. This was the first formal training effort

of its kind for masons. Many of these youth are now gainfully employed.

Environmental Protection:

SHREE DURGA CEMENT is among the first companies in India to include commitment to environmental protection as one of its

corporate,long before pollution control norms and regulatory act came in to existence. The company inducted the use of pollution control

equipment and hig efficiency sophisticated electrostatic precipitators

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for cement kilns, raw mills, coal mills, power plants and coolers as for as 1966.

Today each SHREE DURGA CEMENT factory has high efficiency state-of-the art pollution control equipment and devices. Each of our manufacturing units has a separate environment section manned by a

qualified environmental engineer and supporting staff. Our plants, mines and township demonstrate the company’s successful endeavors in greening activities such as Afforestation, tree planting, horticulture,

vegetable and cultivation apart from basic landscaping designed to enrich and beautify the environment.

Cleaner mining techniques have helped safeguard and conserve mineral resources. In addition, we have taken other positive measures such as top – soil conservation, efficient water management systems and the treatment of the wastage, sewage and effluents. Some of our plants have become near self – reliant in their water requirements.

SHREE DURGA CEMENT has achieved spectacular results in the utilization of two hazardous and pollutant industrial wastes – namely

slag from steel plants and fly ash from thermal power stations – to make blended cements that help conserve limestone resources. Over the years, SHREE DURGA CEMENT has won several prizes and certificates of merit for environmental measures undertaken at its

various plants and mines.

In particular, for programs involving greening, Afforestation, rehabilitation of mines, noise abatement and other visible measures

like tree plantation and water management.A forestation and Greening the Environment.

Tree plantation is a regular and committed activity at SHREE DURGA CEMENT. Vacant land in plant, mines and colony at each

factory is used to develop greenery of various species. Some SHREE DURGA CEMENT plants (viz. Gagal, Jamul, Kymore and Chaibasa) have developed as much as 40% area for green belts as compared to

statutory requirement of 30 %. Every cement plant has its own success story of tree plantation, greening activities, horticulture, flower and

fruit cultivation and water conservation. Tree plantation and green belt development programs have been extended to cover areas in vicinity

of our plants for the benefit of local community.

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Rocky areas in mines have been rendered suitable for plantation by overspreading topsoil obtained from mining activity. A forestation programs have helped transform the once barren and dry ambience

into lush greenery.Each One – Plant One has been an inspiring message practiced by many of our employees. The total plantation

undertaken across SHREE DURGA CEMENT is more than 3.3 million numbers of trees, with an average survival rate of 85% and spread over an area of 1000 acres in mines, factories and residential

townships.

Water Conservation:

Water conservation is a noteworthy contribution in a water scarce country like ours. SHREE DURGA CEMENT cement units maintain

a norm of Zero Water Discharge. All the water used in plants for industrial cooling is recycled through cooling towers, water ponds and tanks. SHREE DURGA CEMENT cement plants have converted old abandoned mines into huge reservoirs by collecting rainwater from

catchments around mines.

Water from these reservoirs is treated to make it potable. As a result of these initiatives, we have several examples of outstanding

achievements in water harvesting and in the creation of reservoirs in abandoned mines and quarries. Some of our Works have become near self – reliant in respect of their water requirement for industrial and

domestic consumption.

Transforming and Managing Waste:

SHREE DURGA CEMENT has achieved spectacular results in the utilization of two hazardous and pollutant industrial wastes – namely

slag from steel plants and fly ash from thermal power stations – to make blended cements that offer unique advantages to concrete.

SHREE DURGA CEMENT also pioneered the use of waste sludge from the fertilizer industry to make cement. The company is actively engaged in the promotion of alternate fuels and raw materials and in co – processing waste materials through the effective use of cement

kilns as co – processing units. These include agro – wastes like rice – husk and other husks, bagasse, used tyres, domestic and hospital

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waste. SHREE DURGA CEMENT takes pride in extending its waste management services to help minimize the discharge of wastes.

Human Resource Management at SHREE DURGA CEMENT Limited:

Human Resource Management may be defined as that specialized branch of management which is concerned with solving the human problem of an organization intelligently and equitably in a manner

that not only the employees, potentials are developed but maximum satisfaction is also achieved by the individual

Role of Personal Manager/HR Manager:

Recruitment Performance Management System

Training & Development Employee welfare & perquisites

Employee Satisfaction

SHREE DURGA CEMENT has a large workforce of about 9,000 people, comprising experts in various disciplines assisted by a

dedicated workforce of skilled persons. SHREE DURGA CEMENT employees, referred to as the SHREE DURGA CEMENT Parivar,

come from all parts of the country and belonging to a variety of ethnic, cultural and religious backgrounds. SHREE DURGA CEMENT employees display a strong sense of loyalty to the

Company and their special stellar qualities as ‘value-adding’ human capital are well known in the industry.

SHREE DURGA CEMENT has clearly stated guidelines concerning recruitment, termination, career advancement, performance appraisal,

professional and employee ethics and code of conduct. The Company’s personnel policies and processes enshrine equal

opportunities to all and non-discrimination with regard to gender, caste, creed, ideology or other opinion, whether social, political or

religious. Also ensured is a due process for employee consultation and participation in organizational development and policy formulation.

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Recruitment:

Recruitment in SHREE DURGA CEMENT is a very fair and transparent process with adequate opportunities to look for suitable

candidates internally as well as from outside. Applicants are generally invited on the basis of specific advertisements in newspapers and

websites.

A Committee of officers called the Central Recruitment Committee handles the entire recruitment process comprising screening of

applications, preliminary short-listing, interviews and final selection. Every attempt is made to make the selection process as objective as

possible by incorporating tests of competence. In some cases, outside consultants are retained. All decisions of the recruitment committee

are recorded in respect of each candidate. Candidates are informed of their short-listing and selection immediately after the interview or at

the earliest thereafter.

Perfomance Management System:

The Company’s performance management system is in itself a benchmark that provides ample opportunities and motivational

incentives to employees so as to reward and retain good talent within the Company.

These incentives include Performance Linked Incentives, Good Work Awards, Letters of Appreciation, Special Increments, Promotions,

Nomination to external training programs in India and abroad, public felicitation and appreciation. Some plants have Best Employee and

Employee of the Month Awards and recognition. Competent employees and those who display aptitude are invited to become

Trainers themselves and receive Train the Trainer facilitation.

Occupational Health & Safety:

Occupational Health & Safety (OHS) is a vital part of SHREE DURGA CEMENT’s journey towards Sustainable development. Safety Audits are being carried out in SHREE DURGA CEMENT since 1995 by National

Safety Council based on the 5 Star Auditing System of British Safety

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Council. There is a continuous effort to measure and improve Safety Management Systems to avoid Shree Durga Cementidents.

We have an Apex OH & S Committee headed by the Managing Director. This committee oversees implementation of our OH & S policy Each of our

plants and manufacturing units have Professional Doctors and medical facilities for continuous monitoring and observation of workplace hygiene

and occupational health.

The following are some OH & S initiatives at our plants:

OH & S brochures, signages, posters and mailers used extensively Monthly Safety Gate Meetings held at all our plants. Safety Audit and TPM Audits carried out annually

Safety Professionals meets twice a year to discuss and share knowledge on Safety Statistics and implementation of safety

measures at each unit. Safety Observation Tours (SOT) conducted weekly by all line

managers Behavioural Safety Training programmes for workers at all plants

Incident investigations for all incidents including near misses (with potential for injuries). The findings and recommendation are shared

across the company.OUR OH & S VISION

“NO HARM ANYWHERE TO ANYONE ASSOCIATED WITH SHREE DURGA CEMENT”

“NO HARM” means:No fatalities

No disabling InjuriesNo Lost Time Injuries

No Medical treatment InjuriesNo First Aid Injuries

No Occupational Illness

“ANYONE” means:Employees

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Contractors personnel on siteReady-mix drivers on job

Third party contractors on siteVisitors to SHREE DURGA CEMENT site

OUR OH & S POLICYWe manage our activities in a responsible manner to avoid causing

any harm to the health and safety of our employees, contract personnel and visitors.

We apply OH&S standards and guidelines; provide the necessary resources, training and education and measure performance for

continuous improvement.

FIVE CARDINAL RULES FOR SAFETY1. Do not override or interfere with any safety provision nor allow

anyone else to override or interfere with them.2. Personal Protection Equipment (PPE) rules, applicable to a

given task, must be adhered to at all times.3. Isolation and Lock Out procedures must always be followed.

4. No person may work if under the influence of alcohol or drugs.

5. All the injuries and incidents must be reported.

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OH & S Organization Chart

Introduction of Topic

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Training is an organized procedure which brings about a semi-permanent change in behavior, for a definite purpose. The three main

areas involved are skill, knowledge and attitudes but always with definite purpose in mind. Every organization needs to have well-

trained and experienced people to perform the activities that have to be done. If current or potential job occupants can meet this

requirement, training is not important. When this is not the case, it is necessary to raise the skill levels and increase the versatility and

adaptability of employees. Training makes the employees versatile in operations. All rounders can be transferred to any job. Training programme is important as it lends stability and flexibility to an

organization, besides contributing to its capacity to grow. Shree Durga Cementidents scrape, and damage to machinery and equipment can be avoided or minimized through training. Furthermore, future needs of

employees will be taken care by training.

As jobs have become more complex, the importance of employee training has increased. When jobs were simple, easy to learn, and

influenced to only small degree by technological changes, there was little need for employees to upgrade or alter their skills. But the rapid

changes taking place during the last quarter-century in our highly sophisticated and complex society have created increased pressures for organizations to readapt the products and services produced, the

manner in which products and services are produced and offered, the types of jobs required, and the types of skills necessary to complete there jobs. In a rapid changing society, employee training is not only an activity that is desirable but also an activity that an organization

must commit resources to if it is to maintain a viable and knowledgeable work force.

Definition of Training:

Training is a learning experience in that it seeks a relatively permanent change in an individual that will improve his or her ability

to perform on the job. We typically say training can involve the changing of skills, knowledge, attitudes, or social behavior. It may

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mean changing what employees know, how they work, their attitudes towards their work, or their interactions with their co-workers or their

supervisor.

Need and Importance:

Effective training enables employees to learn to do their jobs better and perform more proficiently with increasingly advanced technology, continuous training of personnel has become essential to the success

of the organization. Companies increasingly need to provide opportunities for the continuous development of employees not only in their present job, but also to develop their capabilities for jobs with

which they may be entrusted in the future.

Training is the systematic process of enhancing the job-related skills, attitudes and knowledge of personnel for the purpose of improving

individual and organizational performance. It is fundamentally important for the continued growth and development of both the

individual employee and the organization. From the point of view of the individual, learning and absorption go on continuously throughout

life. Training provides the direction and guidance for this perpetual learning process. Security and confidence are additional attributes that a well-trained employee acquires. Training contributes to employee’s

stability in at least two ways. Employees become efficient after undergoing training. Efficient employees contribute to the growth of

the organization.

From the organizational view point, training shortens the time required for employees to reach peak efficiency levels.

The cost of training is considerably less than the cost of gaining experience particularly in the context of advanced technology and

expensive equipment. Essentially, training contributes significantly in increasing the quality and quantity of work processed, and reducing

waste and idle time. It is now widely acknowledged that the collective influence of a group of well-trained employees can largely determine

the success of the firm. An effectively planned and well managed training program is the key to higher productivity, cost control, lower

employee turnover and better human relations with the firm.

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Training objectives:

The primary purpose of training is to establish a sound relationship between the worker and his job – the optimum man

– task relationship; To upgrade skills and prevent obsolescence. The jobs that

employees do are not static; they change, sometimes without necessary awareness since technology advances are getting

increasingly more rapid. To keep pace with changing technology, mechanization, automation, electronic data

processing etc., training becomes mandatory for employees in order to update them, teach them newer skills and increase their

efficiency. To offer firm competitive advantage by removing performance

deficiencies; making employees stay long; minimizing Shree Durga Cementidents, scrap and damage; and meeting future

employees needs.

Methods and Techniques of Training:

Training methods are categorized into two groups:-

On-the-job

Off-the-job

(1) On-the-job – On-the-job methods refer to methods that are applied in the workplace, while the employee is actually working.

Often, it is informal, as when an experienced worker shows a

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trainee how to perform the job tasks. It is the most effective method as the trainee learns by experience, making him or her

highly competent. Further the method is least expensive since no formal training is organized. The trainee is highly motivated to

learn since he or she is aware of the fact that his or her success on the job depends on the training received. Finally the training is free

from an artificial situation of classroom. This contributes to the effectiveness of the program. Following are the On-the-job training

methods:

Orientation training – Used for orienting New Employees, introducing innovations in products and

services.

Job-instruction training – Special Skills Training.

Apprentice training - Orienting New Employees, introducing innovations in products and services, Special

Skills Training.

Internships and assistantship – Used for creative, technical and professional education and also used for

sales, administrative supervisory and managerial education.

Job rotation - Used for sales, administrative supervisory and managerial education and orienting New Employees,

introducing innovations in products and services.

Coaching – Safety education, Special Skills Training, Creative, technical and professional education and also used for sales,

administrative supervisory and managerial education.

(2) Off-the-job – Off-the-job methods are used away from the workplaces. Following are the off-the-job methods:

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Vestibule - Used for orienting New Employees, Introducing Innovations in Products and Services and Special Skills

Training.

Lecture - Used for Orienting New Employees, Introducing Innovations in Products and Services, Special Skills Training,

Safety Education, Creative, Technical and Professional Education and also used for Sales, Administrative Supervisory

and Managerial Education.

Special study – Orienting New Employees, Introducing Innovations in Products and Services, Special Skills Training,

Safety Education, Creative, Technical and Professional Education and also used for Sales, Administrative Supervisory

and Managerial Education.

Films - Orienting New Employees, Introducing Innovations in Products and Services, Special Skills Training, Safety

Education, Creative, Technical and Professional Education and also used for Sales, Administrative Supervisory and Managerial

Education.

Television - Orienting New Employees, Introducing Innovations in Products and Services, Special Skills Training, Safety Education, Creative, Technical and

Professional Education and also used for Sales, Administrative Supervisory and Managerial Education.

Conference or Discussion - Orienting New Employees, Introducing Innovations in Products and Services, Safety

Education, Creative, Technical and Professional Education and also used for Sales, Administrative

Supervisory and Managerial Education.

Case study - Sales, Administrative Supervisory and Managerial Education.

Role Playing - Creative, Technical and Professional Education.

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Simulation - Orienting New Employees, Introducing Innovations in Products and Services, Special Skills Training, Safety Education, Creative, Technical and

Professional Education.

Programmed instruction - Orienting New Employees, Introducing Innovations in Products and Services,

Special Skills Training, Safety Education, Creative, Technical and Professional Education

Laboratory training – Safety Education and Creative Technical and Professional Education.

Techniques of training:

Training techniques represent the medium of imparting skills and knowledge to employees. Training techniques are the means

employed in the training methods. Following are the most commonly used techniques:

Lectures

Films

Audio cassettes

Case studies, Role playing, Video-tapes, Simulations

Steps in Training:

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Identifying your training need is the first step in a large training process that takes you from your initial inquires all the way to deliver and evaluation of the final training package. This training process is

called High Impact Training model.

It has six phases process that focuses on providing effective targeted training. If it followed, will have positive impact on the origination.

The following table will illustrate the activities in each phase and the product that will be produced.

Phase Action Product

1. Identify Training need

Gather and analyze appropriate information

A description of the specific training

needed to improve job performance.

2.Map the approach

Define what needs to be learned to improve job

performance.

Detail objective of the program.

Identifying Training Need

Track ongoing follow through Map the approach

Calculate Measurable Result Produce Learning Tools

Appling Training Technique

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Choose the appropriate training approach.

A design plan for the training program.

3. Produce learning tools.

Create the actual training materials.

Training manuals, facilitators guide ,

audio visual aid job aids etc.

4. Apply training technique

Deliver the training as designed to ensure successful results.

Instructor – led training computer

based training one –on-one coaching,

etc.5. Calculate Measurable

Result.

Assess whether your training/coaching Shree Durga Cementomplished

actual performance improvement;

Communicate the results and redesign(if needed)

An evaluation report.

A redesign course, if needed.

6. Track Ongoing Follow-Through.

Ensure that the impact of training does not

diminish.

Ongoing suggestions and

ideas that support the training.

Training Need Assessment:

Need assessment diagnoses present problems and future challenges to be meet through training. Organizations spent vast sum of money

(usually as a percentage on turnover) on training. Before committing such huge resources, organizations would do well to asses the training

needs of their employees. Organizations that implement training programmes without conducting needs assessment may be making errors. For example, a needs assessment exercise might reveal that less costly interventions (e.g. selection, compensation package, job

redesign) could be used in lieu of training.

Needs assessment occurs at two levels- group and individual. An individual obviously needs training when his or her performance falls

short of standards, that is, when there is performance deficiency.

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Inadequate in performance may be due to lack of skill or knowledge or any other problem. The problem of performance deficiency caused by absence of skills or knowledge can be remedied by training. Faulty

selection, poor job design, uninspiring supervisor or some personal problem may also result in poor performance. Transfer, job redesign, improving quality of supervision, or discharge will solve the problem.

Assessment of training needs must also focus on anticipated skills of an employee. Technology changes fast and new technology demands new skills. It is necessary that the employee be trained to acquire new

skills. This will help him/her to career path. Training is essential to prepare the employee to handle more challenging tasks.

Individual may also require new skills because of possible job transfer. Although job transfers are common as organizational

personnel demands vary, they do not necessarily require elaborate training efforts. Employees commonly require only an orientation to

new facilities and jobs.

Assessment of training needs occurs at the group level too. Any change in the organizations strategy necessitates training of groups of employees. For example, when the organization decides to introduce a new line of products, sales personnel and production workers have to be trained to produce, sell and service the new products. Training can also be used when high scrap or Shree Durga Cementident rates, low

morale and motivation, or other problems are diagnosed.

Need Assessment Methods:

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Following methods are useful for organizational-level needs assessment and individual needs assessment.

Methods Used in Training Needs AssessmentGroup or Organizational

AnalysisIndividual Analysis

Organizational goals and objectives

Personnel/skills inventories

Performance appraisal

Work sampling

Organizational climate indices InterviewsEfficiency indices

Exit interviews

Questionnaires

Attitude surveyMBO or work planning systems

Quality circles

Training progress

Rating scalesCustomer survey/satisfaction data

Consideration of current and projected changes

Training Effectiveness:

Any training implemented in an organization effort must be cost effective. That is, the benefits gained must outweigh the costs of the

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learning experience. Only analyzing such programs determines effectiveness. It is not merely assume that any training an organization

offers is effective; substantive data must be developed to determine whether our training effort is achieving its goals – that is, if its

correcting the deficiencies in skills, knowledge, or attitudes we Shree Durga Cementessed as needing attention. It is easy to generate a new

training program, but if the training effort is not evaluated, any employee training efforts can be rationalized. Trainees’ reactions to the training may, in fact, provide feedback on how worthwhile the

participants viewed the training. Beyond general reactions, however, training must also be evaluated in terms of how much the participants

learned, how well they use their new skills on the job (did their behavior change?) and whether the training program achieved its

desired results (reduced turnover, increased customer service, etc.).

Effective training should provide the trainee with a given model to follow, specific goals to achieve, an opportunity to perfect the skill,

feedback on how well the trainee is progressing, and praise for transferring the acquired skills to the job. Training should focus on ways of orienting new employees, giving recognition, motivating a poor performer, correcting poor work habits, discussing potential disciplinary action, reducing absenteeism, handling a complaining

employee, reducing turnover, and overcoming resistance to change.

Evaluation:

Evaluation literally means the assessment of value or worth. It would simply mean the act of judging whether or not the activity to be

evaluated is worthwhile in terms of set Criteria.Shree Durga Cementording to Hamblin (1970) defined evaluation of

training as: “Any attempt to obtain information (feedback) on the effects of training program and to assess the value of training in the

light of that information for improving further training”.

Evaluation is of crucial importance in ascertaining whether or not the training program is proving to be effective and its objectives are being

achieved. This is a most critical phase that assesses not only the quality of training imparted but also the training plan in order to see

whether future changes can make it more result-oriented. As with any activity, evaluation is important since in evaluating, one tries to judge

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the value or worth of the activity, using the available information. An attempt is made to obtain information and feedback on the effects of a training program and to assess the value of the training in the light of

that information. Evaluation also enables the effectiveness of an investment in training to be appraised. Given the quantum of time and

money that is put into training programmes, managements require knowing about the methods of instruction being employed, whether training inputs are having an impact on improved productivity and how efficiently and usefully training courses are being conducted.

Evaluation helps management to weigh up and take a view on the following questions:

a) How relevant are the programmes to the organizations needs and objectives?

b) What changes are necessary in the existing programmes in order to realign

them to the organizational goals?

c) Which are the areas where training is of real and lasting value?

d) What are the opportunity costs? Could money have been better spent on any other activity that would have yielded

better results in terms of organizational effectiveness?

e) Is the investment in terms of time and money inadequate or too much? How can an optimum standard be evolved?

Principles of Evaluation:

Training evaluation is the process of establishing a worth of something. The worth (the value) merit or excellence of the things.

Evaluation is a state of mind, rather that a set of techniques.

To achieve the desired results, evaluation has to based on sound principles such as:

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1. Evaluation specialist must be clear about the goals and purposes of evaluation.

2. Evaluation must be continuous.

3. Evaluation must be specific.

4. Evaluation must provide the means and focus for trainers to be able to appraise themselves, their practices, and their

products.

5. Evaluation must be based on objective methods and standards.

6. Realistic target dates must be set for each phase of the evaluation process. A sense of urgency must be developed, but

deadlines that are unreasonably high will result in poor evaluation.

Methods of Evaluation:

Five distinct approaches leading to a comprehensive evaluation of training program.

1. Observation - Here the trainees are closely observed during the programme in order to assess their behavioral strength and

weaknesses in different situations. The observation must, however, be specific, systematic, quantitative and recorded. It must be conducted by trained experts who know what they are looking for. This method, the manner of assessing the quality of training and identifying improvements and deficiencies is

the most direct.

2. Ratings – The training programme or system is broken into its various components parts such as presentation, educational matter or content, audio-visual aids, trainee interaction etc.

These individual elements are then rated Shree Durga Cementording to a predetermined scale by experienced and

qualified raters who assess each aspect independently. Based

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on their rated assessments, management can take decisions on future changes/ modifications.

3. Trainee surveys – This refers to the reactions of the participants as to how they have found or reacted to a particular training programme. This is usually done at the end of the last session where participants are asked to fill up a form. The form contains information on the objectives of the programme and how well they have been achieved during the course of the

training. It also seeks information on contents, reading material, presentation, trainer’s ability and relationship with other participants. Additionally, participants are required to indicate their experience with classroom facilities, boarding, lodging etc. and provide suggestions for improvement. Since trainees may feel apprehensive or embarrassed to reveal their

true perceptions, they are usually given the option of not disclosing their identities.

The feedback received from the participants is of immense value in obtaining ideas, pinpointing weaknesses and shortcomings

and improving upon the problem areas. The use of the form facilitates work of caution. Too much reliance must not be placed on their opinions since they cannot always be relied

upon to be objective.

4. Trainee interview – This method is some what similar to the previous one with one major difference – the views and

opinions of the participants are determined individually or in groups by skillful questioning instead of in writing. Here the expert is usually able to obtain more precise information and

gauge the strengths and weaknesses of the programme. Interpretational ambiguities can thus be removed and objective

and useful recommendations can be formulated.

5. Instructor interviews – Finally the observations and recommendations of instructors can be collected and tabulated. This may be done both in writing as well as orally; i.e. by the

method of filling up forms or by speaking to them. Their views on various components provide a valuable source of feedback

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in ensuring that the system is consistent with the needs of both trainees and the organization.

Points to be remembered during evaluation process:

a) Care must be taken to see that the data collected is pertinent, objective and error free.

b) Tabulation and summarization must be Shree Durga Cementurate,

c) It is advisable to use as many strategies as can possibly and conveniently be employed,

d) Where tests are used, there must be valid and reliable,

e) In order to save costs, only that information must be collected which is vital for production evaluation.

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Analytical skills development programs (ASDP):

After the initial common induction programmes the management trainees are given intensive training in

expanding thought process & analyticl ability in order to uncover & examine problems and there be able to take

decisions in the best interestof the company.

Following topics are covered in the programmes;

Industry Engineering & Analytical techniques in productivity management Materials management Process engineering

Environment engineering & management

Managerial skills development programmes (MSDP):

Managerial skills development programmes are to be held for deputy manager.

Management competency development programmes (MCDP):

These are to be held functions wise for- Manufacturing

Finance Marketing

Corporate human resources Projects Materials

Information’s technology & system

Cross functional skills development programmes (CFSD):

CFSD Programmes like finance for non-finance programmes & HR for Non- HR Progrrammes are held to provide the partcipants with an overall perspective of the

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company’s business for achieving competitive advantage in the global information age.

General management course (GENMANCO) :

General management course will be held for senior managers.

Strategic leadership development programs (SLDP). The strategic leadership development programmes are

to be held for vice-presidents, Sr. Presidents.

RESEARCH METHODOLOGY

Study Area:

The study area is confined to the various departments of SHREE DURGA CEMENT Lakheri. The organization which is covered for

the purpose of the study pertains to cement industry.

Universe:

The universe of the study comprise of all the Managers of SHREE DURGA CEMENT Lakheri.

Sample Size:

For the purpose of the study, the selection of the Managers is done with the help of department. The samples are selected randomly. The following table summarized the sample size in terms of units in nature

of job.

NATURE OF JOB SHREE DURGA CEMENT LAKHERI CEMENT WORKS

Manager 30Total 30

Sources of data collection:

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The data was collected using both primary sources and the secondary sources.

1. Primary sources: The researcher collected the primary data by means of structured questionnaire along with personal interviews, since a few open ended questions require

clarification.

Questionnaire and Interview:

The data is collected from managers, supervisors with the help of questionnaire generated for this purpose. The questionnaire consists of

single parts.The questionnaires have been thoroughly discussed with the

respondent to clarify doubts, if any, regarding what has been asked. It had taken the researcher nearly six weeks to complete the survey work. The respondents have been required to give their answer by putting tick mark across the multiple choice questions and in open

ended questions the respondents were asked to express their views in their own words. Almost all the respondents have been contracted and

interviewed personally at the time of filling up the questionnaire. Then their replies have been received and further clarification and supplementary information considered to be necessary have been

secured.Overall, I have completed 30 questionnaires from managers group respectively. All managers are supplied with a copy of the set of

questionnaire for filing up.

2. Secondary Data:

The researcher has also collected the secondary data by means of the documentary sources such as:

Company records Registers files booklets

Magazine Journals Booklets

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Analysis of Data

MANAGERS ANALYSIS & FINDINGS

TABLE - 1

Q .1 Do you agree that the training and development programmes are effective in SHREE DURGA CEMENT?

Parameter No of Respondent %

STRONGLY AGREE 03 10AGREE 21 70UNDECIDED 01 3.3DISAGREE 00 00

STRONGLY DISAGREE 05 16.66

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Through the survey we found that 21 managers agree that the training program in SHREE DURGA CEMENT delivered as an effective way to learn the matters. Where as, 5 managers strongly disagree while 3 managers strongly agree and 1 managers didn’t give any response.

TABLE - 2

Q.2 Do you agree that enough time was provided to learn about the subject covered in the training program ?


STRONGLY AGREE 03 13.33AGREE 20 66.66UNDECIDED 02 6.66DISAGREE 03 10

STRONGLY DISAGREE 01 3.33

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Through the survey 20 managers agree that the enough time is provided to learn the subject matters covered in training programme

but 3 managers disagree with the statement .4 managers strongly agree while 1 managers strongly disagree and 2 managers didn’t give

any response.

TABLE - 3

Q.3 Do you think that the training leads to enhancement of your skill?


STRONGLY AGREE 11 36.66AGREE 16 53.33

UNDECIDED 00 00DISAGREE 01 3.33STRONGLY DISAGREE 02 6.66

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16 managers agree that the training leads to enhancement of skills and 11 managers strongly disagree but 1 of them disagree and 2 of them

strongly disagree.

TABLE - 4

Q.4 Do you think that the knowledge and skills gained from the training programme directly apply to your work?


STRONGLY AGREE 09 30.00AGREE 16 53.33UNDECIDED 03 10.00DISAGREE 00 0.00STRONGLY DISAGREE 02 6.66

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16 managers agree that the knowledge and skills gained from the training programme directly apply to work. Whereas 9 managers

strongly disagree while 2 managers strongly disagree and 3 managers didn’t respondent.

TABLE - 5

Q. 5 To what extend change in moral attitude and behavior was noticeable as a result of the training function?



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15 managers agree that the change in moral attitude and behavior was noticeable as result of training function 7 managers strongly agree

with the statement .2 managers disagree, while 3 managers strongly disagree and 3managers didn’t give any response.

TABLE - 6

Q. 6 To what extend training program contribute to the company goal and employees individual goals?



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18 managers agree that the training programme contribute to the company goal and employees goals.4 managers strongly agree ,3

managers are strongly disagree with the statement and 5 managers didn’t give any response.

TABLE – 7

Q. 7 Do you think that freedom is given to you to show your skills and knowledge during training program?



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15 managers agree that freedom is given to you to show your skills and knowledge but 8 managers strongly agree with the statement.1

manager disagree and 6 managers didn’t give any response.

TABLE – 8

Q. 8 Do you have a good cooperation / support from your superiors during training program?



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12 managers agree that a good cooperation from your superiors during training programme but 10 managers strongly agree with the

statement, 1 manager disagree while 1 manager strongly disagree and 6 managers didn’tgive any response.

TABLE – 9

Q. 9 Do you think that SHREE DURGA CEMENT develop employee through need based training program?



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12 managers agree that SHREE DURGA CEMENT develop employees through need based training programme but 11 managers

strongly agree with the statement. 2 managers disagree while 2 managers strongly disagree and 3 managers didn’t give any response.

TABLE – 10

Q. 10 Do you think that SHREE DURGA CEMENT is a learning organization for the employee?



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10 managers agree that SHREE DURGA CEMENT is a learning organization for the employee but 18 managers strongly agree with

the statement.1 managers disagree while 1 manager strongly disagree.

TABLE – 11

Q. 11 Do your performance has changed after the training program?



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16 managers agree that performance has changed after the training programme but 7 managers strongly agree with the statement.2 managers disagree while 3 managers strongly disagree and 2

managers didn’t give any response.

TABLE – 12

Q. 12 Do you agree that the program would have been more beneficial if some more material was provided in advance?



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18 managers agree that the training programme would have been more beneficial if some more material was provided in advance but 7 managers strongly agree with the statement.2 managers strongly

disagree and 3 managers didn’t give any response.

TABLE – 13

Q. 13 Are you aware of the objectives of the program at the time of your nomination for this program?



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24 managers agree that the objective of the programme at the time of your nomination for this problem but 3 managers strongly agree with

the statement .1 manager agree while 2 managers didn’t give any response.

Suggestion & Recommendation

The researcher had used questionnaire method as a tool for collecting data and information pertaining to the study .The questionnaire

includes the closed ended and open ended questions, basically to get there views on the techniques adapted to measure training

development and the difficulties faced by them during and in relation to training.

Difficulties faced during training by Employees/Supervisors:

More theory less practical. Miss match of training with work.

Language problem. Less time provided for training.

Too much instruction by the instructor during training.

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Some times objective of training given has to application at the work place.

The following suggestions received from the respondent:

Training should be more practical based. Training should be given as per the needs of the employees.

Training should be given in simple language. Training objective should be clear.

Time to time follow-up of the training program. Supporting documents should be provided to the employees.

Recommendation For Making Training Effective:

As already concluded that the training program is effective in LAKHERI CEMENT WORKS to a great extent however, the

researcher had recommended the following suggestion for making the training program successful.

They are as a under:

Make learning one of the fundamental values of the company. Let this philosophy percolate down to all employees in the

organization. Create a system to evaluate the development of training.

There must be a sound communication between trainer and trainee.

During the training worker should be totally released from there work.

There should be a proper need analysis for training. As per the requirement of the job training should be imp.

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QUESTIONNAIRE OF TRAINING & DEVELOPMENT IN SHREE DURGA CEMENT. KYMORE CEMENT

WORKS:

NAME………………………………………………………… AGE…………………..

DESIGNATION………………….. UE. NO/T.NO………..

DEPTMENT ……………………… CATEGORY- Management Staff

Q.1 Do you agree that the training program in SHREE DURGA CEMENT delivered to you is an effective way to learn the

matters?

(a) STRONGLY AGREE (b) AGREE(c) UNDECIDED

(d) DISAGREE (e) STRONGLY DISAGREE

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Q.2 Do you agree that enough time was provided to learn about the subject covered in the training program ?



Q.3 Do you think that the training leads to enhancement of your skill?



Q.4 Do you think that the knowledge and skills gained from the training program directly apply to your work?



Q. 5 To what extend change in moral attitude and behavior was noticeable as a result of the training function?(a) STRONGLY AGREE (b) AGREE

(c) UNDECIDED(d) DISAGREE (e) STRONGLY DISAGREE

Q. 6 To what extend training program contribute to the company goal and employees individual goals?



Q. 7 Do you think that freedom is given to you to show your skills and knowledge during training program?

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Q. 8 Do you have a good cooperation / support from your superiors during training program?

(a) STRONGLY AGREE (b) AGREE (c) UNDECIDED (d) DISAGREE

(e) STRONGLY DISAGREE

Q. 9 Do you think that SHREE DURGA CEMENT develop employee through need based training program?



Q. 10 Do you think that SHREE DURGA CEMENT is a learning organization for the employee ?



Q. 11 Do your performance has changed after the training program?



Q. 12 Do you agree that the program would have been more beneficial if some more material was provided in advance?



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Q. 13 Are you aware of the objectives of the program at the time of your nomination for this program?



Q. 14 What are the problems faced by you during the training program?

Ans: ________________________________________________________________________________________________________________

________________________________

Q. 15 What changes you would like to suggest for improvement in the training program?

Ans: ______________________________________________________________________________________________________

______________________________

Date: - …………………Signature:-……………..

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Conclusion

It is concluded from the survey on “Training & Development” that training program conducted in SHREE DURGA CEMENT Ltd,

Lakheri Cement Works is very effective in improving the skill and knowledge of the employee to meet the present and future

requirement of the organization. It’s found that training place a crucial role in not only the development of employees but also in achieving

the overall organizational goals.

Through the research work it was found that employees were very satisfied by the training provided to them and strongly agreed that after training their confidence have increased and their skill and

knowledge has also been increased and hence, their was remarkable improvement in their performance.

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19030663 summer training project on acc cements

Documents

shree durga

oilwell cement

holdcem cement

thermal power

shree durga

unique track

shaped vertical

human resource