almas hvaxles,tata motors ltd
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this project is true and best in my acknwoledgmentTRANSCRIPT
HVAXLES Ltd.
SUMMER INTERNSHIP PROJECT REPORT
ON
Training and development
Carried out at HV Axles Limited, Jamshedpur
“C/o. TATA MOTORS LTD”
UNDER THE GUIDANCE OF
“P.K SINHA” (DIV. MANAGER, HR &PSD)
Submitted by:-
Puja Khatry
MPM 2nd SEMESTER
INSTITUTE OF BUSSINESS MANAGEMENT AND REASERCH
CERTIFICATE
This is to certify that the work presented in this dissertation entitled “TRAINING AND DEVELOPMENT” has been entirely carried out at HV Axles Ltd. C/o TATA Motors Ltd. Jamshedpur for the period of 8 weeks in the year of 2010 by PUJA KHATRY under my guidance is being submitted to INSTITUTE OF BUSSINESS MANAGEMENT AND REASERCH For the partial fulfillment of the award of MASTER OF PERSONNEL MANAGEMENT. The dissertation is also being submitted to HV Axles Ltd.
DATE: P.K.SINHA
(DIV. MANAGER,
HR&PSD)
ACKNOWLEDGEMENT
Behind every achievement lies an unfathomable sea of gratitude to those who have extended their support and without whom it would ever have come into existence. To them I, Puja khatry, a student of institute of business management & research, Pune, lay the words of gratitude.
Guidance & Co-Operation are immensely important for the completion of any project. In this respect, I convey our sincere gratitude to our project guide Mr. Shiv Ram ( H.O.D. OF HR of institute of business management & research, Pune) for her enlightening guidance, constant inspiration, & keen interest shown on me during the project., I deliberate my profound sense of gratitude to her.
It is a matter of great pleasure for me to acknowledge my extreme gratitude and sincere regards to Mr. P.K.SINHA ( Divisional Manager, HR and PSD ) and his team with Mrs. Deepti Maheshwari, Mrs. Nidhi Basu and Mr. Rajeev Kumar(Manager,Personnel) for their valuable guidance, inspiration, and encouragement that I received throughout the project.
I would also like to extend my extreme gratitude towards every member associated with HV AXLES as well as TATA MOTORS (Jamshedpur) for their kind cooperation, motivation, support and guidance throughout the project.
At last I would like to thank my parents and friends who are my source of inspiration and to all those who have helped me directly or indirectly.
TRIBUTE TO THE FOUNDER
JAMSHEDJI TATA
Jamshedji Tata, after whose name the city of Jamshedpur lies, was one of the Pioneers who built the modern India with its Economic and Industrial character. Had he been merely a frontline Industrialist his place in the history of India would never be so high. He not only established the foundation of Industrial India but also gave a vision for Industrial revolution and progress. He generated the philosophy to take India’s modern economic rule from the medieval economic system. His industrial philosophy was a unique and superb combination of the scientific vision of an economist, the skill of a trader, effective management and the wisdom and generosity of a true nationalist. He earned abundant money from his ventures and he spent equally large money for the benefit of his employees as well as his countrymen.
The institutions established on the strength of the generous donations from Jamshedji Tata and his families are like the fountains of fragrance. He established a whole new tradition of Tata and his family has virtually preserved that tradition through the years. He was one of the torchbearers of modern India who was fortunate enough to draw inspiration from swami Vivekananda and who denied the British honor of Sir conferred on him by the queen.
GUIDING PRINCIPLES OF J.R.D.TATA
A corporate legend, and the founder of civil aviation in India, Jamshedji Tata was a man of strong guiding principles. He always stuck to his principles and ensured that these principles are carefully preserved for the future. These principles that still prevails in the Tata group of organizations are :
Nothing worthwhile is ever achieved without deep thought and hard work.
One must think of oneself and never accept at their face value slogans and catch phrases to which unfortunately out people are too easily susceptible.
One must forever strive for excellence or even perfection, in any task however small, and never be satisfied with second best.
No success or achievement in material term is worthwhile unless it serves the needs or interests of the country and its people and is achieved by fair and honest means.
Good human relations not only bring great personal rewards but are essential to the success of any enterprise.
PREFACE
I Feel happy to present my project report on “training and development” carried out at H. v axles ltd.
THE PROJECT REPORT IS BeiNG SUBMITTEd for the TRAINING PURPOSE.
SALIENT FEATURES
1. The object of this project was to provide the easy and clear understanding of various aspect of HRD.
2. Original definition of author has been quoted at appropriate place.3. Tried to present the subject matter in a systematized manner.4. Tried to give fair evaluation of training program held at HV AXLES.5. The language is simple and lucid.
I hope that the report will be systemized manner.
PUJA KHATRY
MPM
INSTITUTE OF BUSINESS MANAGEMENT& RESEARCH.
PUNE.
THE TATA GROUP
The Tata Group comprises of 93 operating companies in
seven business sectors: Information Systems and
Communications; Engineering; Materials; Services; Energy;
Consumer products; and Chemicals. The Group was founded
by Jamshedji Tata in the mid 19th century, a period when
India had just set out on the road to gaining independence
from British rule. Consequently, Jamshedji Tata and those who followed him aligned business
opportunities with the objective of nation building. This approach remains enshrined in the
Group's ethos to this day.
The Tata Group is one of India's largest and most respected business conglomerates, with
revenues in 2004-05 of $17.8 billion (Rs 799,118 million), the equivalent of about 2.8 per cent
of the country's GDP.
Tata companies together employ some 2, 15,000 people. The Group's 32 publicly listed
enterprises — among them standout names such as Tata Steel, Tata Consultancy Services,
Tata Motors and Tata Tea — have a combined market capitalization that is the highest among
Indian business houses in the private sector, and a shareholder base of over 2 million. The
Tata Group has operations in more than 40 countries across six continents, and its companies
export products and services to 140 nations.
The Tata family of companies shares a set of five core values: Integrity, Understanding,
Excellence, Unity and Responsibility. These values, which have been part of the Group's
beliefs and convictions from its earliest days, continue to guide and drive the business
decisions of Tata companies. The Group and its enterprises have been steadfast and distinctive
in their adherence to business ethics and their commitment to corporate social responsibility.
This is a legacy that has earned the Group the trust of many millions of stakeholders in a
measure few business houses anywhere in the world can match.
ENGINEERING MATERIALS POWER/ ENERGY
CHEMICALS SERVICES CONSUMER PDTS.
COMMUNICATION & IT
LEGEND ROOTS OF THE COMPANY
JAMSHEDJEE TATA: ‘‘There is a difference between making money
Oneself and creating wealth for others.’’
This house that created wealth for nation. Jamshedji TATA was more than merely an entrepreneur
who helped India takes her place in the league of industrialized nations. He was a patriot and a
humanist whose ideals and vision shaped an exceptional business conglomerate. A businessman who
made the nations progress his business. Jamshedji Tata dreamt of a modern, industrialized India. To
that purpose he devoted his remaining years and bulk of his fortune to the task of creating a great
scientific and Technical institute at Bangalore, a modern integrated Steel work in Bihar and a Hydro –
electric power plant in Western India. Jamshedji Tata was a man of destiny was clear. It would seem,
indeed, that his life and works and the services he rendered to his country and to its people were
predestined as part of the greater destiny of India.
The industrialist in Jamshedji was a pioneer and a visionary, possessed of a spirit of entrepreneurial
adventure and acumen never seen before or since in a native of colonial India. The nationalist in him
believed unwaveringly that the fruits of his business success would enrich a country he cared deeply
about. These attributes, by themselves, would have been enough to mark him as an extraordinary
figure. But what made Jamshedji truly unique, the quality that places him in the pantheon of modern
India’s greatest sons, was his human.
SIR DORAB TATA:
Through his endeavors in setting up TATA Steel and TATA Power, this elder son of Jamshedji TATA was instrumental in transforming his father's grand vision into reality. It was also under his leadership that the Sir Dorabji TATA Trust, the premier charitable endowment of the TATA’S, was created, propelling the TATA tradition of philanthropist.
SIR RATAN TATA :
Jamsedji Tata’s younger son a personality that reflected his sensitivity to the struggles of ordinary people and his desire to utilize his considerable wealth to enhance the quality of public life. A philanthropist all his life, he created a trust fund for ‘ the advancement of learning and for the relief of human suffering and other works had of public utility’. The SIR RATAN TATA Trust is today the second largest of the Tata trust.
JRD TATA
He was the founder of Tata Motors (1938-1993). He was a man who has grown into a legend touched
the lives of countless people, rich and poor, manager and worker, as he became the embodiment of the
principles and philosophy of the House of Tata’s. He led the Tata Group for 55 years and his
principles and vision laid the foundation for Tata Motors growth. His style of management was to pick
up the best person for the job at hand and let him have the latitude to carry out the job. He was never
for micro management. It was he who zeroed in on Sumant Moolgaokar, the engineering genius who
successfully steered our Company for many years. He was a visionary whose thinking was far ahead of
his time, which helped Tata Group launching
the airlines now know as Air India on the sub – continent in 1932. That was the first of many paths breaking achievements that JRD, who guided the destiny of the Group for more than half a century
NAVAL TATA:-
Naval Tata’s myriad contributions in the fields of business, sports administrations and labor relations
symbolized all that is best in the Tata spirit of giving back to society and the communities in which its
enterprises grow.
SUMANT MOOLGAOKAR:-
He was the chairman of Tata Motors from 1972-1988. Sumant Moolgaokar is often referred to as the architect of Tata Motors. Leading the company for nearly four decades, he was responsible for building Tata Motors into an organization capable of competing with the world’s best – in terms of people, processes and technology. A man with a vision, he had the ability to see what Tata Motors would be. He believed that in order to build an industry; you not only had to build a factory, but also the men and the technology. His vision was not limited to the Company but encompassed even the nation and he was often seen as not just building a factory, but building a nation
RATAN TATA
He joined Tata group in 1962 and is the chairman of Tata Group Company and Tata Sons Ltd the holding company for majority of Tata Company since 1991. It was this very conviction of Ratan Tata that led to the birth of Indica – the car that put India on the automobile world map. Developing an indigenous Indian car was a daunting task. One that Tata Motors took head on, encouraged by the faith and confidence Chairman Tata.
He joined Tata Group in 1962 and is the Chairman of Tata Group companies and Tata Sons Ltd, the
holding companies for majority of Tata Companies.
He is responsible for transferring the company into a group strategy and a prompter of new ventures in
high technology business.
In January 2000 he was awarded by Padma Bhusan by Government o f India and awarded Hon.
Doctorate Degree in Business Administration by the Ohio State University.
FIVE CORE VALUES
The Tata Group has always sought to be a value-driven organization. These values continue to direct the
Group’s growth and businesses. The five core Tata values underpinning the way we do business are:
Integrity: We must conduct our business fairly, with honesty and transparency. Everything we do must stand the test of public scrutiny.
Understanding: We must be caring, show respect, compassion and humanity for our colleagues and
customers around the world, and always work for the benefit of the communities we serve.
Excellence: We must constantly strive to achieve the highest possible standards in our day-to- day work and in the quality of the goods and services we provide.
Unity: We must work cohesively with our colleagues across the Group and with our customers and partners around the world, building strong relationships based on tolerance, understanding and mutual cooperation.
Responsibility: We must continue to be responsible, sensitive to the countries, communities and environments in which we work, always ensuring that what comes from the people goes back to the people many times
MILESTONES
1945 TATA Engineering and Locomotive Co. Ltd. was established to
manufacture locomotives and other engineering products
.
1948 Steam road roller introduced in collaboration with Marshall Sons (UK).
1954 Collaboration with Daimler Benz AG, West Germany, for manufacture
of medium commercial vehicles. The first vehicle rolled out within 6
months of the contract.
1958 Auto Forge set up.
1959 Research and Development Centre set up at Jamshedpur.
1960 Company name inverted to Tata Engineering & Locomotive
Co .Ltd.(TELCO)
1961 Exports begin with the first truck being shipped to Ceylon, now Sri
Lanka.
1965 Acquired Investa Machine Tool company and set up
1966 Setting up of the Engineering Research Centre at Pune to provide
impetus to automobile Research and Development.
1967 Engineering Research Centre set up in Pune.
1971 Introduction of DI engines.
1972 Mr. Sumant Moolgaokar appointed as Chairman Telco.
1977 First commercial vehicle manufactured in Pune.
1983 Manufacture of Heavy Commercial Vehicle commences.
1984 Collaboration with Hitachi construction machinery co. ltd. , Japan
for manufacturing Hydraulic Excavator.
1985 First Hydraulic excavator manufactured – UH series.
1986 Production of first light commercial vehicle, TATA 407 ,indigenously
designed, followed by TATA 608.
1987 Indigenously developed high – end 6Ton (609) introduced.
1988 Mr. R.N .Tata takes over as Chairman.
1989 Introduction of the TATA mobile 206 - 3rd LCV model.
1990 One millionth vehicle rolled out.
1991 Launch of the 1st indigenous passenger car TATA Sierra.
TAC 20 crane produced.
One millionth vehicle rolled out.
1992 Launch of the TATA Estate.
1993 Joint venture agreement signed with Cummins Engine Co. Inc. for the
manufacture of high horsepower and emission friendly diesel engines.
1994 Launch of TATA Sumo - the multi utility vehicle.
Launch of LPT 709 - a full forward control, light commercial vehicle.
Joint venture agreement signed with M/s Daimler - Benz / Mercedes - Benz for
manufacture of Mercedes Benz passenger cars in India.
Joint venture agreement signed with TATA Holset Ltd., UK for manufacturing
turbochargers to be used on Cummins engines.
1995 Mercedes Benz car E220 launched.
1996 TATA Sumo deluxe launched.
1997 TATA Sierra Turbo launched.
100,000th TATA Sumo rolled out.
1998 TATA Safari - India's first sports utility vehicle launched.
2 millionth vehicles rolled out.
Indica, India's first fully indigenous passenger car launched.
1999 115,000 bookings for Indica registered against full payment within a week.
Commercial production of Indica commences in full swing.
2000 First consignment of 160 Indicas shipped to Malta.
Indica with Bharat Stage 2 (Euro II) compliant diesel engine launched.
Utility vehicles with Bharat 2 (Euro II) compliant engine launched.
Indica 2000 (Euro II) with multi point fuel injection petrol engine launched.
Launch of CNG buses.
Launch of 1109 vehicle - Intermediate commercial vehicle.
2001 Indica V2 launched - 2nd generation Indica.
100,000th Indica wheeled out.
Launch of CNG Indica.
Launch of the TATA Safari EX
Indica V2 becomes India's number one car in its segment.
Exits joint venture with Daimler Chrysler.
2002 Unveiling of the TATA Sedan at Auto Expo 2002.
Petrol version of Indica V2 launched.
Launch of the EX series in Commercial vehicles.
Launch of the TATA 207 DI.
2,00,000th Indica rolled out.
5,00,000th passenger vehicle rolled out.
Launch of the TATA Sumo'+' Series
Launch of the TATA Indigo.
TATA Engineering signed a product agreement with MG Rover of the UK.
2003 Launch of the TATA Safari Limited Edition.
The TATA Indigo Station Wagon unveiled at the Geneva Motor Show.
On 29th July, J. R. D. TATA's birth anniversary, TATA Engineering becomes
TATA MOTORS Limited.
3 millionth vehicles produced.
First City Rover rolled out
135 PS TATA Safari EXi Petrol launched
TATA SFC 407 EX Turbo launched
2004 TATA MOTORS unveils new product range at Auto Expo '04.
New TATA Indica V2 launched
TATA MOTORS and Daewoo Commercial Vehicle Co. Ltd. sign investment
agreement
Indigo Advent unveiled at Geneva Motor Show
TATA MOTORS completes acquisition of Daewoo Commercial Vehicle
Company
TATA LPT 909 EX launched
TATA Daewoo Commercial Vehicle Co. Ltd. (TDCV) launches the heavy duty
truck 'NOVUS' , in Korea
Sumo Victa launched
Indigo Marina launched
TATA MOTORS lists on the NYSE
2005 TATA MOTORS rolls out its 500,000 the Passenger Vehicle
The TATA Xover unveiled at the 75th Geneva Motor Show
Branded buses and coaches - Starbus and Globus - launched
TATA MOTORS acquires 21% stake in Hispano Carrocera SA, Spanish bus
manufacturing Company
TATA Ace, India's first mini truck launched
TATA MOTORS wins JRD QV award for business excellence.
The power packed Safari Dicor is launched
Introduction of Indigo SX series - luxury variant of TATA Indigo
TATA MOTORS launches Indica V2 Turbo Diesel.
One millionth passenger car produced and sold
Inauguration of new factory at Jamshedpur for Novus
TATA TL 4X4 , India 's first Sports Utility Truck (SUT) is launched
Launch of TATA Novus
Launch of Novus range of medium trucks in Korea , by TATA Daewoo
Commercial Vehicle Co. (TDCV)
2006 Tata Motors combined domestic sales of CV & PC reached 4
million
mark, since the first Tata Truck rolled out in 1954.
New JV with Marcopolo SA to manufacture buses & coaches.
Industrial JV with Fiat s.p.a. to manufacture passenger vehicle,
engine &
transmission.
New JV with Thonburi of Thailand to manufacture pick- up trucks in
Thailand.
Exports of CV & PC combined , TML crossed the 3 lakhs vehicle
exports since the first vehicle export in 1961.
2007 In 21st January 2007 Tata Motors initiated preliminary steps for the
construction of its small car plant at Singur.
Rain water harvesting project completed at Jamshedpur.
Launch of Tata Nano.
Launch of Tata Magic.
Launch of Tata Winger.
Launch of Indigo CS.
2008 Acquisition of Ford’s Jaguar & Land Rover completed for US $ 2.3
billion.
Small car project located to Sanand, Gujarat.
Indica Vista launched.
2009 Tata Nano is launched
RECOGNITIONS
JSR Plant obtained certification of OHSAS 18001:1999 in the year 2006.
Won prizes for Value Engineering Practices and Projects in three categories at the 21 st INVEST
2005.
Tata Motors, Jamshedpur has bagged first two awards at the All India Supply Chain Excellence
Awards 2006 held by the S.P. Jain Institute of Management and Research, Mumbai.
Bagged first prize in excellence in Suggestion Scheme Contest for two consecutive years (2006-
2007) from Indian National Suggestion Schemes Association.
First prize in National Energy Conservation Award 2005 for Energy Conservation in
Automobile Sector. JSR Plant won the award for the 4th consecutive year.
India’s most respected company in the Auto Sector and the country’s 9th most respected
company across all sectors by Business World Most Respected Company Survey – 2008.
Tata Motors, India’s leading auto maker, has won the “Golden Peacock Award,” for Corporate
Social Responsibility (Private Sector) for the year 2004.
Tata Motors, Jamshedpur has been conferred the Enterprise Excellence Award 2002-2003 in
the Manufacturing Sector (Engg) by the Indian Institute of Industrial Engineering.
Awarded “Nirmal Gram Puraskar,” by the President of India in the year 2008
CORPORATE SOCIAL RESPONSIBILITY
Parivar Kalyan Sansthan
Objective: Popularizing small family norms, health & family welfare
Activities:
AIDS awareness program in collaboration with CARE. Special clinics for TB, eye care & mother & child health in coordination with WHO National Pulse Polio Program. Organizing Blood donation camps.Gram Vikas Kendra
Objective: To promote environment preservation & rural employment.
Activities:
Tree plantation & soil conservation through water shed projects. Income generation through promotion of rural trade. Raising employability. Spearheading environmental campaigns throughout Jharkhand.Siksha Prasar Kendra
Objective: Promotion of quality of education through school managing committees
Activities:
Provisions of various scholarships & awards. Merit- cum-means scholarships to tribal students. Increasing the literacy of adult. Reducing dropout of girl students by launching of merit-cum-means scholarship.
Nav Jagrat Manav Samaj:
Objective: Treatment, cure & rehabilitation of persons suffering from leprosy.
Activities:
Early detution through door to door survey, bringing persons in the treatment fold & discharging after cure.
3000 cured patients have been rehabilitated.
SUBSIDIARY COMPANIES OF TATA MOTORS
1) Telco Construction Equipment Company Ltd.(TELCON)
2) Tata Technologies Ltd. (TTL)
3) HV Axles Ltd. (HVAL)
4) HV Transmission Ltd (HVTL)
5) Telco Automation Ltd .(TAL)
6) Tata Technologies, USA
7) Telco Dadajee Dhackjee Ltd.(TTDL)
DIVISIONS OF TATA MOTORS, JAMSHEDPUR
1) Automobile division
2) Foundry division
3) Forge division
4) R & D wing
5) Training & HRD
6) Support division
SWOT ANALYSIS OF TATA MOTORS
Strengths
The internationalization strategy so far has been to keep local managers in new acquisitions, and
to only transplant a couple of senior managers from India into the new market. The benefit is that
Tata has been able to exchange expertise. For example after the Daewoo acquisition the Indian
company leaned work discipline and how to get the final product 'right first time.'
The company has a strategy in place for the next stage of its expansion. Not only is it focusing
upon new products and acquisitions, but it also has a programmed of intensive management
development in place in order to establish its leaders for tomorrow.
The company has had a successful alliance with Italian mass producer Fiat since 2006. This has
enhanced the product portfolio for Tata and Fiat in terms of production and knowledge
exchange. For example, the Fiat Palio Style was launched by Tata in 2007, and the companies
have an agreement to build a pick-up targeted at Central and South America.
Weaknesses
The company's passenger car products are based upon 3rd and 4th generation platforms, which put Tata
Motors Limited at a disadvantage with competing car manufacturers.
Despite buying the Jaguar and Land Rover brands (see opportunities below); Tat has not got a foothold in
the luxury car segment in its domestic, Indian market. Is the brand associated with commercial vehicles
and low-cost passenger cars to the extent that it has isolated itself from lucrative segments in a more
aspiring India?
One weakness which is often not recognised is that in English the word 'tat' means rubbish. Would the
brand sensitive British consumer ever buy into such a brand? Maybe not, but they would buy into Fiat,
Jaguar and Land Rover
Opportunities
In the summer of 2008 Tata Motor's announced that it had successfully purchased the Land
Rover and Jaguar brands from Ford Motors for UK £2.3 million. Two of the World's luxury car
brand have been added to its portfolio of brands, and will undoubtedly off the company the
chance to market vehicles in the luxury segments.
Tata Motors Limited acquired Daewoo Motor's Commercial vehicle business in 2004 for around
USD $16 million.
Nano is the cheapest car in the World - retailing at little more than a motorbike.The new global
track platform is about to be launched from its Korean (previously Daewoo) plant. Again, at a
time when the World is looking for environmentally friendly transport alternatives, is now the
right time to move into this segment? The answer to this question (and the one above) is that new
and emerging industrial nations such as India, South Korea and China will have a thirst for low-
cost passenger and commercial vehicles. These are the opportunities. However the company has
put in place a very proactive Corporate Social Responsibility (CSR) committee to address
potential strategies that will make is operations more sustainable.
The range of Super Milo fuel efficient buses are powered by super-efficient, eco-friendly
engines. The bus has optional organic clutch with booster assist and better air intakes that will
reduce fuel consumption by up to 10%.
Threats
Other competing car manufacturers have been in the passenger car business for 40, 50 or more
years. Therefore Tata Motors Limited has to catch up in terms of quality and lean production.
Sustainability and environmentalism could mean extra costs for this low-cost producer. This
could impact its underpinning competitive advantage. Obviously, as Tata globalises and buys
into other brands this problem could be alleviated.
Since the company has focused upon the commercial and small vehicle segments, it has left itself
open to competition from overseas companies for the emerging Indian luxury segments. For
example ICICI bank and DaimlerChrysler have invested in a new Pune-based plant which will
build 5000 new Mercedes-Benz per annum. Other players developing luxury cars targeted at the
Indian market include Ford, Honda and Toyota. In fact the entire Indian market has become a
target for other global competitors including Maruti Udyog, General Motors, Ford and others.
Rising prices in the global economy could pose a threat to Tata Motors Limited on a couple of
fronts. The price of steel and aluminium is increasing putting pressure on the costs of production.
Many of Tata's products run on Diesel fuel which is becoming expensive globally and within its
traditional home market.
INTRODUCTION OF HVAL
HV Axles Limited (HVAL), 85% subsidiary company of the Company, is engaged in the business of
manufacture of axles for Heavy & Medium Commercial Vehicles (M&HCV), with production facilities
and infrastructure based at Jamshedpur. Major capacity expansion and modernization initiatives have
been undertaken at HVAL to meet the growing demand for axles for M&HCVs over the years. HVAL
has manufactured new variants of axles during the year for application in the Company's new
products. HVAL recorded a turnover of Rs.160.24 Cr. (a decrease of 21%), PAT of Rs.27.84 Cr (a
decrease of 56%) and has declared a dividend of Rs.2/- per share for the FY 2008-09 (previous year
Rs.5/- per share).HV Axles Ltd., a wholly owned subsidiary of Tata Motors, is currently the market
leader in medium and heavy commercial vehicles axles in India with an installed capacity of over two
lacs. axles per annum. The company's product range includes Front Steer axles- both live and normal,
Rear Drive axles and dummy/ trailer axles. It is currently the sole suppliers of M&HCV axles to the
Jamshedpur and Lucknow plants of Tata Motors. HVAL has state-of-the-art manufacturing facilities for
making all major Axles components such as Front Axle Beam, Stub Axles, Front & Rear Wheel Hubs,
Differential, Axle Gears (Crown Wheel, Pinion, Bevel Gear & Shaft Gear), Banjo AxleBeam, Swivel
Heads, Constant Velocity Shafts etc. For being in the forefront of cutting edge technology, HVAL has
proven skills in manufacturing axles from component level to assembly & testing. As a TS 16949
company, HVAL encourages and continuously supports its vendor base to upgrade their Quality
Management System to TS 16949. The manufacturing facility of HVAL are located in the industrial belt
of Jamshedpur in the state of Jharkhand, 250 kms from Kolkata, India’s leading metro city and is well
connected by air, road and rail to major cities/ locations. Starting operations in 1954 (creation of
Telco), today HVAL is the market leader in medium & heavy commercial vehicle axles in India with an
installed capacity of over 3.6 lacs axles per annum. The company’s product range includes Front Steer
Axles (both Live and Normal), Rear Drive Axles and Dummy / Trailer Axles. It is currently the sole
supplier of M & HCV Axles to the Jamshedpur and Lucknow plants of Tata Motors.
C.O.O (HVAL)FINANCE
QUALITY PSD & CONTRACTS
Materials FLG
FRONT AXLE CX & TOOLS
REAR AXLE GEAR
REAR HUB
R.A MACHININGgG
F.A Assy
AGM (MFG)
FRONT AXLE MACHINING DIFFRENTIAL
MAINTAINANCE & M/C Spares
PLANNING
MATERIAL
CEO(HVAL & HVTL)
ORGANIZAIONAL STRUCTURE
GRADE STRUCTURE
Executive Grade
Director Director
PSDNT President
EG1A+ Executive VP
EG1A Vice President
EG1B Sr. GM
EG2A GM
EG2B DGM
EG3 AGM
EG4 AGM
TM5 Div. Manager
TM4 Sr. Manager
TM3 Manager
TM2 Manager
TM1 Asst. Manager
TM-C Sr. Officer
TM-B Officer
TM-A Jr .Officer
E1to E9 Operatives
DESIGNATIONGRADE
HISTORY OF HVAL
2000
H V Axles Limited established on March 13th, 2000 was spun-off from Tata Motors
Limited, Jamshedpur as a wholly owned subsidiary with asset base of rupees 165 crores.
The objective of the company was to focus on the best in class front and rear axle
solutions for the commercial vehicle industry.
2002
The RA109RR rear axle was introduced in addition to the RA109 and RA108RR rear
axles.
2004
The company acquired TS16949 Certification.
2006
Managerial Grade
Supervisory Grade
Operative Grade
The company crossed one lakh vehicle axle production.
The company went for a major expansion project which is in the last phase of
completion.
HVAL signed the Brand Equity and Business Promotion (BE-BP) agreement with
Tata Sons to use the Tata name as “HVAL – A TATA Enterprise”.
2007
HR210 Tandem axle developed.
The company acquired Intellectual Property Rights (IPR) from Tata Motors.
2008
The company had divested 15% of its stake to Tata Capital.
It also had a gross block of rupees 369 crores.
MANAGEMENTBOARD OF DIRECTORS
Mr. R. Pisharody
Mr. H.K. Sethna
Mr. S. B. Borwankar
Mr. G. Sankarnarayanan
Mr. A. A. Gajendragadekar
Chief Executive Officer
Mr. A. B. Lall
Chief Operating Officer
Mr. A. Jamaiyar
Chief Financial Officer
Mr. Gurvinder S Ahuja
Company Secretary
Mr. A. K. Mukhopadhyay
Like any successful organization, HVAL is guided by its vision, mission and values. Being a Tata enterprise, HVAL is known for its values and standards. These act as guidelines in policy making of the organization. Every decision that is taken or any policy made is carefully alligned with the set vision, mission and values of HVAL.
Vision:Every successful organization has a vision of its own which governs its decisions. A vision is what an organization sees for itself in the future. Vision entails where the organization wants to reach in the future, what it wants to be and by when will it achieve it.
The vision of HVAL is :
To be the most preferred partner for Axles & related products to existing & potential Customers in Domestic &
International Markets, offering Best Value For Money and become a Rs. 4000 Crore company by 2014-15 .
Mission:Mission of any organization is the foundation on which every decision of the organization should be made. The policies and the decisions of an organization are made in alignment with the mission statement.
The mission of HVAL is:
Shareholders - To consistently create shareholder value through sustainable & profitable growth by continuously seeking new business opportunities and employing Best In Class technologies. Customers - To provide best value for money to customers through quality, cost effective & innovative Axles solutions
Employees - To create a seamless organization that incubates and promotes innovation, excellence, safe & high performance work culture adhering to Tata Code of Conduct
Vendors & Service Providers - To foster a long-term relationship for mutual growth
Community - To proactively participate in environmental protection and welfare of communities around us.
CORE Values of HVAL:Values of any organisaton are the principles, guidelines that guide the dealings and the operations of the organisation.
The Core values of HVAL are:
Integrity Customer Focus Corporate Citizenship Passion For Engineering
Innovation
HUMAN RESOURCE MANAGEMENT
“ HRM is a management function that helps managers recruit, select, train & develop members of organization. “
DEFINITIONS OF HRM
• George Terry
“ HR is concerned with the obtaining & maintaining of a satisfactory & a satisfied work force.”
• Breach
“ HR is that part of management process which is primarily concerned with the human constituents of an organization.”
OBJECTIVES OF HUMAN RESOURCE MANAGEMENT
To create and utilize an able and motivated workforce, to accomplish the organizational goals
To maintain sound organizational structure and desirable working relationships among all the members.
To coordinate individual and group goals with organizational goals. To identify and satisfy individual and group needs To maintain high employee morale and sound human relations To provide an opportunity for expression and voiced in management To provide fair, acceptable and efficient leadership. To provide facilities and conditions of work and creation of favorable atmosphere.
HR FUNCTIONS – AN OVERVIEW
1. Managerial Functions– Planning– Organizing– Directing– Controlling
2. Operative Functions i. Employment
– Job analysis– Human resource Planning– Recruitment– Selection– Placement– Induction and Orientation.
ii. Human Resource Development– Performance Appraisal
– Training– Management Development– Career Planning and Development
– Organizational Development iii. Compensation iv. Human Relations
Research methodologyResearch Methodology is understood as a science of studying how research is done scientifically.
In its various steps are studied that are generally adopted by a researcher in studying his research
problem along with the logic behind them. Thus Research Methodology not only include
research methods but also consider the logic behind the methods we use in the context of our
research study and explain why are we using this particular method.
RESEARCH DESIGN
A research design is the framework within which a research is carried on, it constitutes the
blueprint for the collection, measurement and analysis of data. It specifies the sources and types
of information, the strategy specifying the approach that will be used for gathering and analyzing
the data. Mine was an exploratory research design
DATA COLLECTION TECHNIQUE:-
Primary data:
The primary data are those, which are collected afresh and for the first time, and thus happen to
be original in character. Primary data can be collected by various methods, i.e. by observation,
telephonic interviews, through scheduled or self-administered questionnaire.
It was being collected through Direct Conversation.
Secondary data:
The secondary data are those, which have already been collected by some one else like various
journals and publications of the company and that are used for quick compilation of the report.
Thus they are second hand in nature.It was collected from internal sources. The Secondary data
was collected on the basis of Organization file, Official record, Preserved information in the
company’s data base and Website of the company
DATA ANALYSIS:
Data was collated and its analysis was done using basic statistical tool.
INTRODUCTION
In the field of human resource management training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names including employee development,
human resource development and learning and development.
Training and development encompasses three main activities: training, education and development.
TRAINING – This activity is both focused upon and evaluated against the job that an individual currently holds.
EDUCATION – This activity focuses upon the jobs that an individual may potentially hold in future and is evaluated against those job.
DEVELOPMENT –This activity focuses upon the activity that the organizational employing the individual is part of, may is almost impossible to evaluate.
TRAINING AND DEVELOPMENT
“ Training and Development is any attempt to improve current or future employee performance by increasing an employee’s ability to perform through learning, usually by changing the employee’s attitude or increasing his or her skills and knowledge.”
OBJECTIVES OF TRAINING AND DEVELOPMENT:
Individual objectives Organizational objectives Functional objectives Societal objectives
SIGNIFICANCE OF TRAINING AND DEVELOPMENT
Optimum utilization of human resources Development of human resources Development of skills of employees Productivity Team spirit Organizational culture Organizational climate Quality Healthy work environment Health and safety Morale Image Profitability Developing leadership skills, motivation, loyalty, better attitudes of successful workers and
managers
Effective decision making and problem solving
COMPARISON BETWEEN TRAINING AND DEVELOPMENT
THE TRAINING AND DEVELOPMENT CYCLE
TRAINING
Training is a process of learning a sequence of programmed behaviour. It is application of knowledge. It gives people an awareness of the rules and procedures to guide their behaviour. It attempts to improve their performance on the current job or prepare them for an intended job.
Employee training and development 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.
Training is short-term process utilizing a systematic and organized procedure by which non-managerial personnel learn technical knowledge and skills for a definite purpose. Training refers only to instruction in technical and mechanical operations.
“ Training courses are typically designed for short-term, stated set purpose,such as the operation of some piece of machinery.”
CAMPBELL.
INTRODUCTION TO TRAINING
“ It is a learning process that involves the acquisition of knowledge, sharpening of skills, rule, or changing of attitudes and behaviours to enhance the performance of employees. ”
ROLE OF HRD PROFESSIONALS IN TRAINING:
o Active involvement in employee educationo Rewards for improvement in performanceo Rewards to be associated with self-esteem and self-wortho Providing pre-employment market oriented skill development
education and post- employment support for advanced education and training
o Flexible access i.e. anytime, anywhere training
MODELS OF TRAINING
1. System model2. Instructional system development model3. Transitional model
OBJECTIVES AND NEEDS OF TRAINING:
To develop the skills, knowledge and techniques of an employee to meet the job and organization requirements such as higher productivity, increased efficiency in operation, a safe and harmonious working environment.
To assist employees to function more effectively in their present position by exposing them to the latest concepts, information and techniques and developing the skills they will needing their respective fields.
To develop the potentialities of employees for the next level of job.
To promote individual and collective morale, a sense of responsibility, cooperative attitudes and healthy relationships.
To impart the basic knowledge and skills that the new entrants need for an intelligent performance of a specific job.
To build-up a second line of competent officers and prepare them to occupy more responsible positions.
To ensure economical output of required quality.
To change the mindset of senior managers by providing them an opportunity for an interchange of experiences.
KINDS OF TRAINING
Training imparted to the employees is either on the job or it is off the job.
On the job training is one where an employee undergoes training at his workplace itself.
In an off the job training an employee goes through special classes or is attended by a trainer for the purpose.
These trainings are classified into the following
ON THE JOB TRAINING
JOB ROTATION
UNDERSTUDY ASSIGNMENT
Training and Development in TATA Motors
Continuous education is necessary for all of to excel in our jobs and in our careers. Developing new skill not only increases competency and efficiency, it also makes our job more interesting. The training schemes offered by our organization help our employees with the rapid development in their field.
APPLIES TO: All employees.
How it works:
Training requirement are identified for a period of 12 months i.e. from april to march of a financial year. This is done in the last quarter of the preceding year through the appraisal form/individual or divisional training needs surveys undertaken by HR/Training Division.
Training needs are identified on the basis of individual development needs, job improvement plans, and future requirement and management priorities.
After the identification of training needs, HR/Training Division prepares a consolidated list of the program requested for, and forwards the same to the Divisional heads.
On the basis of the training programs on offer, and the specific requirements of the employees and the division, the division head intimates the HR/Training Division about the people they are recommending for training.
WHO IS RESPONSIBLE?
Divisional Head is consonance with the HR department is responsible for identifying training needs and the HR department is responsible for organizing training for all employees.
EXTERNAL TRAINING:
External training programs are usually utilized if TATA MOTORS is unable to provide the required training at Management Development Centre.
Nomination of external training are made by the departmental head and sent to the HR Division for further processing.
Hr division recommends a training program and obtains the approval of the appropriate sanctioning authority prior to processing the nomination.
FOREIGN TRAINING:
Assignments. Attending executive development programs. Getting trained by TATA MOTORS collaborators/foreign business associates. Attending trade fairs, exhibitions, motor shows, conferences etc.
TRANSITION POINT TRAINING:
At cross over position such as SE/LO/S to TMI grade, TM3 to TM4 & TM5 to EG grade transition training is imparted to employees.
TRANING ALMANAC:
TATA MOTORS have a training almanac which is a guide to some of the best training programmes being held worldwide. It has the description of each programmes and trainer profile along with the schedule for the current year.
TRAINING SET UP AT HVAXLES Ltd.
Though HVAL Ltd. Is an independent company training purpose is like another division of TATA MOTORS.
The organization was established in 1971 as a part of TATA MOTORS, Jamshedpur, to assist the TATA MOTORS managers and executives to develop competences which enable then to cope with the ever changing demands of the competitive times of today.
IT IS INVOLVED IN:
In-house training programmes /work shops in managerial /behavioral technical areas. Internal consultancy on quality systems like ISO, TS 16949.Supplier quality improvement training.
PHYSICAL RESOURCES:
State-of-the-art infrastructure
Spacious air-conditioned room
A well equipped auditorium
A library with wide range of books, journals and case studies
Fully air-conditioned P.C labs
Machine tools for on the job training
A FLOW DIAGRAM OF THE ENTIRE T & D PROCESS
IDENTIFYING THE INDIVIDUAL TRAINING NEEDS BY EMPLOYEES IN THE PMS
OF THE COMPANY
VERIFICATION OF THE INDIVIDUAL TRAINING NEEDS OF THE EMPLOYEES BY
THEIR DEPARTMENTAL HEADS
DESIGNING A TRAINING CALENDAR FOR THE EMPLOYEES
THEN ACCORDINGLY DESIGNING THE TRAINING SCHEDULE
INTIMATING THE EMPLOYEES FROM TIME TO TIME ABOUT THE VARIOUS
TRAINING PROGRAMS BEING SCHEDULED IN LIEU TO THEIR TRAINING NEEDS
IDENTIFIED
IMPARTING THE TRAINING TO THE EMPLOYEES IN A RECEPTABLE MANNER
FEEDBACK ON THE EFFECTIVENESS OF THE TRAINING THAT WAS PROVIDED
EVALUATION OF THE ENTIRE TRAINING PROCESS FOR SCOPES OF FURTHER
IMPROVEMENT
Performance Management SYSTEM
Performance Management Defined:
Performance management can be defined as a systematic process for improving organizational
performance by developing the performance of individuals and teams. It is a means of getting
better results from the organization, teams and individuals by understanding and managing
performance within an agreed framework of planned goals, standards and competence
requirements. Processes exist for establishing shared understanding about what is to be achieved,
and for managing and developing people in a way that increases the probability that it will be
achieved in the short and longer term. It is owned and driven by line management.
Performance appraisal may be defined as any procedure that involves
Setting work standards.
Assessing the employee’s actual performance relative to these standards.
Providing feedback to the employee with the aim of motivating those performance
deficiencies or to continue to perform above per.
Once the employee has been selected, trained, and motivated, he is then appraised for his
performance. Performance management is the step where the management finds out how
effective it has been hiring and placing employees. According to Heyel performance
management is a process of evaluating the performance and qualification of the employee’s in
terms of the requirements of the job for which he is employed.
Process of Performance Management
Performance Management Cycle: Performance management is a natural process of
management. It consists of these basic activities:
Plan – decide what to do and how to do it.
Act – carry out the work needed to implement the plan.
Monitor – carry out continuous checks on what is being done and measure outcomes in order to
assess progress in implementing the plan.
Review – consider what has been achieved and, in the light of this, establish what more needs to
be done and any corrective action required if performance is not in line with the plan.
Performance management can be described as a continuous self-renewing cycle as illustrated in
following figure.
Benefits of Performance Management
Plan Act
MonitorReview
Performance Agreement
Personal Development
Planning
PerformancePerformance Review
Having an effective performance management system has multiple benefits for organization, ultimately resulting in better, more efficient, services. These are:-
It means everyone knows where the organization is going, as there is a clear focus on key objectives and priorities. This level of clarity helps to correctly direct resources, which means there are less instances of over and under resourcing.
It makes life more satisfying for employees because they know what is expected of them, and how this fits into the bigger picture, but also that they can call on extra support to help them to perform well.
As the whole emphasis is on meeting set criteria and meeting targets, it is easier to monitor how services are performing and to take action to intervene and improve where necessary.
Benefit to Employees
Has an understanding of the expectations of the organization in terms of performance Employee’s performance and contributions are aligned with larger organizational goal. Employee knows how he is performing through periodic feedback
Benefit to Organization
Ensures a realistic link between performance, recognition and reward Helps build a uniform focus across the organization Fosters leadership role in a Manager to counsel and coach his employees Improves communication top down.
TYPES OF ERROR IN PMS:
TYPES OF ERRORS –
While evaluating performance of the candidate under the PMS few types of error can take place that are as follows –
STRICTNESS ERROR:
It occurs when the appraiser artificially assigns all or certain group of employees’ low performance ratings and consequently all or certain scores cluster at the bottom of the rating scales.
CENTRAL TENDENCY:
It is the tendency of the appraiser to avoid using the extremes of rating scales and to cluster the ratings around the mid point.
SPILL OVER EFFECT:
It is the tendency of the appraiser to carry in mind the past performance of the appraisee in view while making evaluation on the present Performance.
RECENCY EFFECT:
Some times the raters assign ratings on the basis of recent behavior they have seen in their appraises forgetting about past behavior over a period. This is called recency effect.
After performance evaluation system we find source for the type of training to be given to employees. According to the review of performance assessment we recognize the type of training the employee need for his development. The departmental head gives the feedback regarding the performance of the employees and accordingly the HR department reviews the assessment and provides the type of training the employee required. Sometime the employee himself mentions the type of training he or she needs. Training the important part for development of any employee as it help to increase the knowledge of the employee in the area he was lacking.
TRAININING NEED IDENTIFICATION
Training need identification is a tool utilized to identify what education courses or activities should be provided to employees to improve their work productivity. Here the focus should be
placed on needs as opposed to desires of the employees for a constructive outcome.In order to emphasize the importance of training need identification we can focus on the following areas:-
To pinpoint if training will make a difference in productivity and the bottom line.
To decide what specific training each employee needs and what will improve his or her job performance.
To difference between the need for training and organizational issues and bring about a match between individual aspirations and organizational goals.
Identification of training needs is important from both the organizational point of view as well as from an individual’s point of view. From an organization’s point of view it is important because an organization has objectives that it wants to achieve for the benefit of all stakeholders or members, including owners, employees, customers, suppliers, and neighbours. These objectives can be achieved only through harnessing the abilities of its people, releasing potential and maximizing opportunities for development. Therefore people must know what they need to learn in order to achieve organizational goals. Similarly if seen from an individual’s point of view, people have aspirations, they want to develop and in order to learn and use new abilities, people need appropriate opportunities, resources, and condition. therefore, to meet people’s aspiration, the organization must provide effective and attractive learning resources and conditions. And it is also important to see that there is a suitable match between achieving organizational goals and providing attractive learning opportunities.
Different Levels At Which It is To Be Conducted
ORGANISATIONAL NEEDS
These concern the performance of the organization as a whole. Here identification of training needs is to find out whether the organization is meeting its current performance standards and objectives and if not, exploring ways in which training or learning might help it to do so.
GROUP NEEDS
Since working groups and teams have become very much prevalent in today’s corporate world that is why now a days there is increased emphasis given on team effectiveness and team performance. So training needs are nowadays even identified at the group level.
INDIVIDUAL NEEDS
These concern the performance of one or more individual (as individuals, rather than as members of a group). Here identification of training needs is about finding out to what extent individuals need to learn or be trained in order to bring their current performance up to the required level as a result of changes in methods and call for new companies and skills
SOURCES FOR IDENTIFYING TRAINING NEEDS:
Job Profile
It is a comprehensive description of all the functions and responsibilities that a person has to carry out in due course of his job. We can also include job analysis in order to have a realistic and systematic appraisal of training needs. In order to do this first we need to break-up the functions and responsibilities into categories.
Experiences Of the training agency
It is very common for organizational nowadays to hire professional training agencies in order to look into the training matters. The training agency and trainers thus should also draw from their own experiences of organizing programs for comparable groups or in similar areas.
Pre-training survey of the participant’s needs
This is suggested as the best way to conduct a training need identification. A pre-training survey is nothing but a survey of the needs and expectations of the participants well in advance of the programme . And in this exercise it is better to include the superiors also as they are in a good position to provide necessary data on the training needs of their associates, especially in context of their performance.
IDENTIFICATION OF TRAINING NEEDS:
Individual training needs identification:-
Performance appraisals Interviews
Questionnaires Attitude surveys Training process feedback Work sampling Rating scales
Group level training needs identification:-
Organizational goals and objectives Personnel skills inventories Organizational climate indices Efficiency indices Exit interviews MBO/work planning systems Quality circles Customer satisfaction survey Analysis of current and anticipated changes
Benefits of identifying training needs:-
Trainers can be informed about the broader needs in advance Perception gaps can be reduced between employees and their
supervisors Trainers can design course inputs closer to the specific needs of the
participants Diagnosis of causes of performance deficiencies can be done
The following chart illustrates the process by which determination of training needs is done:-
TRAINING NEEDS IDENTIFICATION DATA:
LIST OF TRAININGS AVAILABLE:
IS THERE A NEED FOR TRAINING
WHAT ARE THE ORGANISATION'S
GOALS
WHAT TASKS MUST BE
COMPLETED TO ACHIEVE ITS
GOALSWHAT BEHAVIOURS
ARE NECESSARY FOR EACH JOB INCUMBENT TO COMPLETE HIS
OR HER ARRANGED TASK
WHAT DEFICIENCIES, IF
ANY DO THE INCUMBENTS HAVE IN THE
SKILLS, KNOWLEDGES OR ABILITIES REQUIRED TO EXHIBIT THE
NECESSARY JOB BEHAVIOUR.
S.No
FUNCTIONAL TRG
S.No
NON FUNCTIONAL TRAINING
1 5S 1 BUSINESS LEADERSHIP-Business Acumen
2 Advanced MS Excel 2 BUSINESS LEADERSHIP-Dealing with Ambiguity
3 Advanced Welding Technology
3 BUSINESS LEADERSHIP-Managing Vision & Purpose
4 APQP 4 BUSINESS LEADERSHIP-Strategic Capability
5 CAD/CAM -AutoCad. Pro-e/Catia/ADAMS
5 DELIVERING VALUE-Customer Focus
6 CNC Maintenance 6 DELIVERING VALUE-Decision Making
7 Cost Mgmt, Control & Reduction
7 DELIVERING VALUE-Drive for Results
8 Cost of Poor Quality 8 DELIVERING VALUE-Innovation Management
9 Finance For Non Finance Executives
9 PEOPLE LEADERSHIP-Building Effective Teams
10 Hydrulics 10 PEOPLE LEADERSHIP-Interpersonal Effectiveness
11 Industrial Relations & Labour laws
11 PEOPLE LEADERSHIP-People Development
12 Inventory Management
12 PEOPLE LEADERSHIP-Taking Ownership
13 ISO/TS 16949 13 PEOPLE LEADERSHIP-Withstanding Pressure
14 Leadership Training (for TM4 and above)
15 Lean Manufacturing
16 Logistics/Supply Chain management/e-Procurement
17 Low Cost High Tech Automation
18 Managerial Effectiveness
19 Negotiation skills
20 PFMEA
21 Pneumatics
22 PPAP
23 Problem Solving
24 Product Training
25 Productivity Improvement Techniques
26 Project Management
27 Robot Maintenance
28 Safety
29 Sales and Marketing
30 SAP-ESM
31 SAP-MM
32 SAP-PM
33 SAP-PP
34 SAP-QM
35 SAP-SRM
36 Six Sigma
37 SOX
38 SPC
39 Stress Management
40 TBEM
41 Value Engineering
TRAINING NEEDS AS PER PMS OF THE COMPANY
Business Unit : Project
Tkt No Employee Name
Grade
AREA Trg Need 1
Trg Need 2
Trg Need 3
Departmental Need
Remarks
Signature ofEmployee
Signature ofDept Head
360074
B N SUKLA TM1 Project Negotiation skills
PEOPLE LEADERSHIP-Building Effective Teams
1.PRODUCT KNOWLEDGE
313844
D K Chakraborty
TM5 Project Inventory Management
DELIVERING VALUE-Drive for Results
311100
R P Ram TM4 Project pneumatics
PEOPLE LEADERSHIP-Taking Ownership
Negotiation Skills
32030 R TM5 Project Financ DELIV BUSIN
0 Srivastava e For Non Finance Executives
ERING VALUE-Innovation Management
ESS LEADERSHIP-Strategic Capability
324400
Raghuwar Singh
TM1 Project
324244
Ranjan Kumar Majee
TM1 Project SAP-ESM
PEOPLE LEADERSHIP-Withstanding Pressure
Negotiation Skills
344138
T K Sengupta
TM4 Project CAD/CAM -AutoCad. Pro-e/Catia/ADAMS
PEOPLE LEADERSHIP-Interpersonal Effectiveness
BUSINESS LEADERSHIP-Business Acumen
324253
Vinod Menon
TM1 Project
TRAINING NEEDS VERIFICATION WITH THE DEPARTMENT HEADS
Business Unit : Project
Tkt No Employee Name
Grade AREA Trg Need 1
Trg Need 2
Trg Need 3
Departmental Need
Remarks
Signature ofEmployee
Signature ofDept Head
360074
B N SUKLA TM1 Project
Negotiation skills
PEOPLE LEADERSHIP-Building Effective Teams
Problem Solving
1.PRODUCT KNOWLEDGE
313844
D K Chakraborty
TM5 Project
Inventory Management
DELIVERING VALUE-Drive for Results
Leadership Training
311100
R P Ram TM4 Project
PEOPLE LEADERSHIP-Taking Ownership
Negotiation Skills
320300
R Srivastava
TM5 Project
Finance For Non Finance Executives
DELIVERING VALUE-Innovation Management
BUSINESS LEADERSHIP-Strategic Capability
324400
Raghuwar Singh
TM1 Project
People Leadership Building Effective teams
Inventory Management
Value Engineering
324244
Ranjan Kumar
TM1 Project
SAP-ESM PEOPLE LEADERSHIP-
Negotiation
Majee Withstanding Pressure
Skills
344138
T K Sengupta
TM4 Project CAD/CAM -AutoCad. Pro-e/Catia/ADAMS
PEOPLE LEADERSHIP-Interpersonal Effectiveness
BUSINESS LEADERSHIP-Business Acumen
324253
Vinod Menon
TM1 Project
SAP-ESM Pneumatics
Managerial Effectiveness
training calendar:-
for the month of april:
MTC Training Schedule for Apr'10
Sl No.
Program Dates Need Venue
Day/s
Batches
Time Faculty/Facilitator
1 BS-III Engine 7th April
Functional MTC 1 1 9:00 AM - 5:00 PM
Mr S. P. Tiwary
2 Vehicle Engineering 8th - 9th April
Functional MTC 1 1 9:00 AM - 5:00 PM
Mr S. P. Tiwary
3 Mennard Operation Sequence Technique (MOST)
12th - 13th April
Functional MTC 2 1 9:00 AM - 5:00 PM
TTL & PCBU (Pune)
4 Effectiveness for Personal Assistants
12th - 13th April
Functional MTC 2 1 9:00 AM - 5:00 PM
Elixir Communications
5 Managerial Effectiveness For GETs
13th - 14th April
Organizational
MTC 1 1 9:00 AM - 5:00 PM
Performance Edge Consultants Ltd.
6 New Technologies in World Truck
16th April
Functional MTC 1 1 9:00 AM - 5:00 PM
Mr S. P. Tiwary
7 Legal Requirement (EMS & OHSAS)
17th April
Functional MTC 1 1 9:00 AM - 5:00 PM
BVC
8 Workshop on PLC (for Foundry)
19th - 24th April
Functional MTC 6 (* 2 hours)
1 3:00 PM - 5:00 PM
Mr Sharad Singh & Team
9 Workshop on PMS 19th Organizatio MTC 3 3 9:00 Prof. M G
April, 20th April, 26th April
nal AM - 5:00 PM
Jomon (XLRI)
10 Induction Programme for New Recruits
19th - 24th April
Organizational
MTC 6 1 9:00 AM - 5:00 PM
MTC
11 Toyota Production System
21st - 22nd April
Functional MTC 2 1 9:00 AM - 5:00 PM
Mr Kunal Ghosh
12 Vehicle Engineering 23rd - 24th April
Functional MTC 1 1 9:00 AM - 5:00 PM
Mr S. P. Tiwary
13 Database Management in MS Excel
23rd - 24th April
Functional MTC 2(* 4 hours)
1 9:00 AM - 5:00 PM
Elixir Communications
14 Supermarket Pull Scheduling (Lean Manufacturing)
26th - 27th April
Functional MTC 2 1 9:00 AM - 5:00 PM
OMNEX
15 SAP MM Module Date to be Decided
Functional MTC 2 1 2:00 PM - 5:00 PM
TTL
16 Advanced Welding Techniques
Date to be Decided
Functional MTC 1 1 9:00 AM - 5:00 PM
CII
For the month of may;
Training Schedule for TM1 and above Employees at MTC
May-10
Sl Program Date Need Ven Day/s Batc Time Faculty/ Expe
. No.
s ue hes Facilitator cted Coverage
1 FMEA, APQP & PPAP
3rd - 7th May
Functional
MTC 5 1 9:00 AM - 5:00 PM
OMNEX 21
2 PLC Maintenance
4th - 8th May
Functional
MTC 5 (*3 hours)
1 2:00 PM - 5:00 PM
Siemens 25
3 PMS Workshop (for DGM and above)
7th - 8th May
Organizational
MTC 2 2 9:00 AM - 5:00 PM
Atyaasaa Consultants Pvt Ltd
60
4 Finance For Non Finance Executives
10th - 11th May
Functional
MTC 2 2 9:00 AM - 5:00 PM
Prof U Damodaran (XLRI)
25
5 Advanced MS Office (with special focus on database Management through MS EXCEL)
12th - 13th May
Functional
MTC 2 1 9:00 AM - 5:00 PM
Ma Foi Consultants Pvt Ltd
25
6 G8D (Problem Solving Tools)
14th - 15th May
Functional
MTC 2 1 9:00 AM - 5:00 PM
OMNEX 25
7 SAP-MM 17th - 22nd May
Functional
MTC 6 (*4hours)
1 9:00 AM - 12:30 PM
TTL 20
8 Supermarket Pull Scheduling (Lean Manufacturing)
18th - 19th May
Functional
MTC 2 1 9:00 AM - 5:00 PM
OMNEX 25
9 Vehicle Engineering
21st - 22nd May
Functional
MTC 2 1 9:00 AM - 5:00 PM
S P Tiwary 25
10
PLC Maintenance
24th -
Functiona MTC 5 (*3 hours
1 2:00 PM -
Siemens 25
28th May
l ) 5:00 PM
11
New Technologies in World Truck
25th & 27th May
Functional
MTC 1 2 9:00 AM - 5:00 PM
S P Tiwary 30
12
Industrial Relations & Labour Laws
Date to be Decided
Functional
MTC 2 1 9:00 AM - 5:00 PM
Mr. Sumant Sinha & Team
25
13
Logistics/Supply Chain management/e-Procurement
Date to be Decided
Functional
MTC 2 1 9:00 AM - 5:00 PM
XLRI 25
14
Value Engineering
Date to be Decided
Functional
MTC 2 1 9:00 AM - 5:00 PM
Internal 25
15
PMS Workshop (for TM4/TM5)
Date to be Decided
Organizational
MTC 1 1 9:00 AM - 5:00 PM
XLRI (Prof Jomon)
30
For the month of july:
MTC Training Schedule for Jul'10 (TM 1 & Above Officers)
Sl. No.
Training Programme
Dates
Need Venue
Day/s
Batches
Time
Faculty/Facilitator
Expected Coverage
1 GD&T (Geometric Dimensioning and Tolerancing)
5th - 6th Jul
Functional MTC 2 1 9:00 AM - 5:00 PM
OMNEX 25
2 Accident Prevention and Effective Safety Auditing
6th - 8th Jul
Functional MTC 3 1 9:00 AM - 5:00 PM
EQMS India Pvt Ltd
35
3 Inductrial Hydraulics & Pneumatics
7th - 9th Jul
Functional MTC 3 1 9:00 AM - 5:00 PM
Indian Institute for Production Management
25
4 Vehicle Engineering
9th -10th Jul
Functional MTC 2 1 9:00 AM - 5:00 PM
S P Tiwary 25
5 Value Engineering (TML perspective)
12th Jul
Functional MTC 1 1 9:00 AM - 5:00 PM
Internal (Mr. Anurag Verma & Team)
25
6 How to be the Lowest Cost Manufacturer
13th - 14th Jul
Organizational
MTC 2 1 9:00 AM - 5:00 PM
Dr. G S Dugal 25
7 Development Centre
14th - 17th Jul
Organizational
MTC 4 1 9:00 AM - 5:00 PM
MTC 30
8 Themis : Performane Management Workshop (For EGs)
19th Jul
Organizational
Top Gear
1 1 9:00 AM - 5:00 PM
ATYAASAA CONSULTANTS
35
9 Learning TLPs the experiential way - for EGs (Techniques of Assessing Subordinates on TLP Traits)
20th - 21st Jul
Organizational
Top Gear
2 2 9:00 AM - 5:00 PM
ATYAASAA CONSULTANTS
50
10 Workshop on Creativity & Innovation
22nd - 24rd Jul
Organizational
MTC 3 1 9:00 AM - 5:00 PM
Arijeet Consultants
25
11 Problem Solving Techniques
23rd & 24th Jul
Functional MTC 2 1 9:00 AM - 5:00 PM
ISTD 25
12 CVS: Certified Value Specialist
27th - 31st Jul
Organizational
MTC 5 1 9:00 AM -
INVEST-EZC 25
- Module I 5:00 PM
13 PLC for Foundry
26th - 30th Jul
Organizational
MTC 5(*4 hours)
1 9:00 AM - 5:00 PM
Mr Sharad Singh & Team
10
14 New Technology in Prima
26th Jul
Organizational
MTC 1 1 9:00 AM - 5:00 PM
S P Tiwary 25
15 Condition based Maintenance
Date to be Finalized
Functional MTC 2 1 9:00 AM - 5:00 PM
Indian Institute for Production Management
30
16 Paint Robot - DAMS (Ops)
Date to be Finalized
Functional MTC 2 1 9:00 AM - 5:00 PM
DAMS 10
17 CNC Programming
Date to be Finalized
Functional MTC 2 1 9:00 AM - 5:00 PM
Siemens 25
18 SAP-MM Module
Date to be Finalized
Functional TTL - 1 - TTL 20
TRAINING EFFECTIVENESS:
EVALUATING TRAINING EFFECTIVENESS :
One can easily generate a training program, but if the training program is not evaluated, any employee training efforts can be rationalized. It has been commonly observed that nearly half of all training programs are not measured against any substantiative outcome, like employee retention, satisfaction and productivity. Organizations invest huge amount of money on the training of its employees and unless the training is measured in a quantifiable variable, the organization would not in fact come to know about the impact of the training on its employees.
A training’s effectiveness depends upon a number of factors, number of opportunities provided to utilize that had been learnt, the availability of necessary resources, etc.
Most of the organizations evaluate training effectiveness based on the performance of its employees. Telcon uses this particular metod for evaluating training’s effectiveness. Normally there are three methods by which performance based evaluation is done.
1. Post-training performance method : in this the participants performance, after attending a training program is measured to determine if behavioral changes have been made.
2. Pre-post-training performance method : in this a participant’s performance is evaluated before attending training and subsequently, his performance, after he attends the training is reevaluated and any kind of variation or improvement in has performance is recorded.
How To Measure Training Effectiveness
To measure training is one of the key components on how a business will succeed. If a training program is proven to be effective, it will definitely yield to positive results, perhaps more than what is desired by the company. However, measuring the effectiveness of training is one of the biggest challenges of firms today. Training in itself is expensive and adding more components to it may not be a good idea in terms of financial capacity.
What may help to reduces cost is to develop several tools which may be classified under business intelligence. These tools will help the company evaluate training and consistently improve its methodologies. This is critical since business needs change. The environment and the type of people who get in the company also change. So how does one person measure the effectiveness of training in a systematic way?
Once the trainees go live on production on the floor or operations, their performance will significantly impact the overall achievement of the program. Lack of training or poor training methodology always ends up with employees not able to fulfill their jobs. Metrics should be used to see how effective the training was. It will not be wise say that a training curriculum is good
simply because the students or trainees passed the exam. What needs to be done is to check the metrics of these employees and see if they are at par with the expectations of the company.
Significantly, an in-depth analysis should be done here. Data per employee should be available and this should not be very difficult to obtain with the kind of technology we have right now. These data will then validate of the training was effective. Findings in the analysis may say that there is a gap in the training system and that there is a need to revamp the process or the curriculum.
Performance will significantly tell a lot about training. This does not only concern product training but also job orientation. Many employees out there do not know how they should perform because they do not know what is expected of them. Many employees break the rules because they are not also aware of them. It is therefore wise to terrain employees about the existing policies of the company so they know what is acceptable and not.
Another thing used to measure the effectiveness of training is a performance alignment program. What is needed here is to set the expectations of each employee in each department how they will be measured. This sets precedence and makes each employee aware why and what the training was for. It is also generally advised to have a weekly or monthly product knowledge check balance. This may also be done through exams to see if the employees retained what they have learned. This may also be done through actual applications and see if what have been taught is still being applied. To measure training is going to be challenging, precisely because we deal with knowledge retention and behavior.
CONCLUSION
This project work was carried out to study the training and development process of the company. This was a project carried on with the purpose of studying or identifying the various training needs of individual employees in view to the departmental and organizational needs. Then further proceeding with the preparation or a design structure of training calendar of employees and a training schedule of the training centres providing training. Finally ends with the imparting of the traing and feedbacks on the effectiveness of the imparted training.
It was a wonderful experience for me working in this organization and has helped me in enhancing my skills and it has also broadened my horizons by having a proper knowledge of the work going in a private sector company. I hope this would prove to be fruitful for me in near future and help me in the long run.
Bibliography:
REFERENCE BOOKS:
1. C.R. Kothari
2. ASHWATHAPPA
3. C.B MAMORIA
4. T.V. Rao
WEBSITES:
www.google.com www.wikipedia.com www.tatamotors.com www.hr.com www.citehr.com