copy of nbc training 20.06.12

National Engineering Industries Limited

A REPORT ON EMPLOYEE SATISFACTION OF NATIONAL ENGINNEERING INDUSTRIES

LTD.

Submitted by:-SHEELU MATHEWPRATIMA SOMANI

PRIYANKA AGRAWALYAMINI BHOJAK

(PGDM 2ND SEM.MAHARISHI ARVIND INSTITUTE)

KIRAN (BBA, ICG COLLEGE)

SHALINI GUPTA(MBA,MNIT)

1

PREFACE

In the rapid Industrial development of our country bearing

is playing an important role in it. Consequently bearing

manufacturing has become an interesting and useful subject

for us. Therefore, preferred to undergo my practical

training at ‘NATIONAL ENGINEERING INDUSTRIES

LIMITED’, JAIPUR which is a leading bearing

manufacturer in Asia. I listed all the departments of the

company and attempt has been made here to prepare

separate operational manual on all the departments.

2

ACKNOWLEDGEMENT

As a part of our Post Graduation degree in Management, I

underwent training from 21st May,2012 20th July 2012 at

‘NATIONAL ENGINEERING INDUSTRIES LIMITED,

JAIPUR’ for a period of 2 months.

We shall in my duties if I do not acknowledge thanks to the

training officer, of National Engineering Industries

Limited, Jaipur with whose permission my training in the factory

was made possible.

We acknowledge thanks to my fellow student for discussing

various points during the course of training which proved very

useful in preparing this report.

3

CONTENTS

INTRODUCTION

REVIEW OF LITERATURE

OBJECTIVES

QUESTIONNAIRE

CHARTS

CONCLUSION

4

INTRODUCTION

National Engineering Industries Ltd., part of the 150 year old, multi-billion

dollar C.K. Birla group manufactures a wide range of bearings for

automotive and railway industry as well as for general industrial applications

under the brand name nbc . NEI, founded in the year 1946 as a pioneer

industry in the field of bearing manufacture, now manufactures nearly 80

Million Bearings per annum in over 500 different sizes ranging from 6 mm

bore to 1300 mm outer diameter having capability to manufacture bearing

upto 2000 mm. diameter.

NEI is one of the largest domestic bearing manufactures with gross annual

turnover of Rs. 1051 crore in 2010-11. The company exports bearings to

more than 20 countries and is also exporting to OEMs in Europe and USA.

NEI has grown at a CAGR of 19% since 2007-08.

NEI manufactures a wide range of bearings namely ball and cylindrical

roller bearings, double row angular contact bearings, tapered roller bearings

for automobiles, railways and industrial applications and large diameter

bearings for steel plants and rolling mills. The three plants situated at Jaipur,

Newai and Manesar manufacture these products with approx. 2300-strong

team, supported by a well-equipped R&D with bearing life testing facility.

NEI Ltd. has been awarded the coveted 2010 Deming Application Prize, by

the Union of Japanese Scientists and Engineers (JUSE), Japan, for achieving

distinctive performance improvement through the application of Total

5

Quality Management (TQM).The Deming medal confirms that our quality

management systems are one of the best ,globally .For our customers, this

means enjoying consistently superior products and assurance of highest

quality for every NBC bearings they use .

R&D is equipped to introduce new technology in the field of bearings and

related products .All functions from concept design to product launch are an

integral part of R&D . The activity begins from customer interaction by

Application Engineering and QFD approach is used to understand customer

requirements to translate into a useful product . It has a full fledged test

centre for endurance as well as application testing .The test lab is being

expanded to double the capacity in next four years.

Advanced functions like Tribology ,Simulation ,Materials Technology and

Lubrication technology have been added .The centre relies on the associate

strength that has vast experience in the bearing industry . Academics

excellence is being promoted by inclusion of specialists from IIT’s and

REC’s .The centre will be a leading technology centre in next 4 to 5 years.

6

PLANT AT JAIPUR :

(i). Ball Bearing :

Precision Ball Bearings from 6 mm bore to 75 mm bore diameter are

manufactured on state of the art manufacturing facilities with in-process and

post-process gauging in grinding and centrally air conditioned assembly

lines with auto gauging and testing equipments. The latest advanced

techniques for manufacturing and Quality Assurance are implemented to

meet the rapid increase in demand for Quality, diversity of specifications

and new types of bearings.

This Division is spread over a covered area of 14,694 Sq. Meters.

ii). Steel Ball :

Precision Steel Balls up to 25 mm diameters for NBC Bearings are

manufactured on precision grinding and lapping machines to achieve super

finished surface, accuracy and roundness as per ISO standards.


(iii). Tapered Roller Bearing :

Precision Tapered Roller Bearings are manufactured in Inch and Metric

series from 15.875mm bore to 95.25mm bore with technology obtained from

our earlier collaborator, Federal Mogul Corporation, USA and now with

NTN Corporation, Japan. These bearings are used by all major Automobile

manufacturers in the country as Original Equipment.


7

iv). Railway Bearing :

Roller Bearing in Axle Box:

With the production of Roller Bearings and Axle Boxes since 1952, the

company has fully met the requirements of the Indian Railways (one of the

largest systems of the world) by designing and developing Axle Boxes and

bearings for fitment to Locomotives manufactured by Diesel Locomotive

Works , Chittaranjan Locomotive Works, various wagon builders, the ICF

broad and meter gauge coaches. Over a million NBC bearings and boxes are

in service with the Indian Railways. The development of completely

indigenised Axle Boxes and bearings for the high speed Rajdhani

Locomotive, the Yugoslavian and Egyptian Railway wagons are the

highlights of the design capabilities at NEI.

On date more than 100 types of Axle Boxes & Bearings have been

manufactured.

Spherical Roller Bearing:

The manufacturing of Spherical Roller Bearings was started in the year

1975-76 for fitment to broad gauge and meter gauge passenger coaches with

designs, technology, machines and equipment procured from the

collaborators.

Cartridge Tapered Roller Bearing:

For fitment to the new BOX-IN Uprated Wagons designed by the RDSO,

NEI is the only manufacturer in the country to indigenise these bearings to a

high percentage under collaboration with the largest manufacturer of these

bearings in the world. Production of these bearings commenced in the

year1984. These bearings are grease packed and require no field lubrication

for a period of 7 years.

8


(v). Large Diameter Bearing:

Self-sufficiency in steel is the call of the day, so is the importance of

bearings in Steel Mills Equipment. NEI has the distinction of being one of

the ten manufacturers of these bearings in the world, who can manufacture

large diameter bearings up to 2000 mm diameter.

The largest bearing manufactured by NEI for fitment to the Plate Mill of

Rourkela Steel Plant was released by Mr. G.P. Birla in September 1985.

This 4-Row Tapered Roller Bearing measures 1300 mm dia and weigh 4.39

tons.

The large diameter bearings are mainly manufactured out of case carburising

steel, heat treated on special equipment and furnaces developed by NEI.

Precision grinding is done to close tolerances on CNC Twin Spindle

Programmable Berthiez Machine for bearings ranging from 500 to 2000 mm

diameter with electronic sizing and numerical display.

Production of these bearings started in 1975 and to date over 100 different

types of special large diameter bearings have been manufactured and

successfully used, saving considerable foreign exchange for the country.

The Large Diameter Bearings Division is spread over a covered area of

2,508 Sq. Meters.

9

RESEARCH & DEVELOPMENT AT JAIPUR :

Design & Development :Complete in-house facility for design development

of all types of bearings and tooling is available. The design of all types of

bearings is done on ProEngineer 3D Modeling & Analysis Software.

Complete engineering and research facility is available to solve intricate

problems with expert advice on design, development, manufacturing,

installation and maintenance of bearings. With the signing of the technical

collaboration agreement with NTN Corporation, Japan & BRENCO Inc of

USA, the capability to offer finest engineering services in the bearing

industry has enhanced. Services of team of experienced engineers are

available for selection of bearing as per application.

Machine Building :NEI has the capability of machine building to design,

develop and manufacture special purpose CNC Grinding Lines, HT Lines,

Material Handling Equipments and other special purpose machines which

have been made for its captive use to keep pace with latest technology.

A well equipped electronic design, development laboratory with all testing

facilities supports the Machine Building Division.

Machine Building has the capability and supports the Manufacturing

Divisions by overhauling and retrofitting of the existing equipments,

resulting in upgraded quality and improved productivity.

R&D Division is spread over a covered area of 2,007 Sq. Meters.

10

Employee satisfaction

Employee satisfaction refers to a person’s feeling of satisfaction on

the job, which acts as amotivation to work. It is not the self

satisfaction, happiness or self contentment but thesatisfaction on

the job. The term relates to the total relationship between an

individual and theemployer for which he is paid. Satisfaction does

mean the simple feeling-state accompanyingthe attainment of any

goal; the end-state is feeling accompanying the attainment by

an impulseof its objectives. Job satisfaction does mean absence of

motivation at work. Research workersdifferently described the factors

contributing to employee satisfaction and employee dissatisfaction.

The another view

That is a satisfied worker is not necessarily a productive worker

explainsthe relationship between job satisfaction and productivity.

Various research studies alsosupport this view. This relationship

may be explained in terms of the operation of two factors:effect of

job performance on satisfaction and organizational expectations from

individuals for job performance.1.Job performance leads to job

satisfaction and not the other way round. The basic factor for this

phenomenon is the rewards (a source of satisfaction) attached with

performance.There are two types of rewards-intrinsic and extrinsic.

The intrinsic reward stems fromthe job itself which may be in the form

of growth potential, challenging job, etc. Thesatisfaction on such a type

of reward may help to increase productivity. The extrinsicreward is

subject to control by management such as salary, bonus, etc.

11

REVIEW OF LITERATURE

Although it has been more common to investigate employee attitude data at

the

individual employee level, researchers have begun to explore similar

relationships at the

business-unit level and the organizational level. Research conducted under

the rubric of

organizational climate has had success in aggregating individual employees’

perceptions and investigating their relationship to both organizational-level

and individual-level outcomes (see, e.g., Schneider, White, & Paul, 1998;

Zohar & Luria, 2005). In addition, there are a handful of studies that have

explored the relationship between aggregated employee job satisfaction

attitudes and organizational (or unit-level) performance.

Ostroff (1992), studying a sample of 364 schools, investigated the

relationship between

employees’ attitudes and organizational performance. Ostroff found that

aggregated teacher attitudes such as job satisfaction and organizational

commitment were concurrently related to school performance, as measured

by several performance outcomes such as student academic achievement and

teacher turnover rates. Across 12 organizational performance indexes, the

magnitudes of the correlations between teacher satisfaction and performance

ranged from .11 to .54, with a mean of .28. When the unique characteristics

of the schools were statistically controlled for, teacher satisfaction and other

job-related attitudes continued to predict many of the organizational

performance outcomes. Results were strongest for teacher satisfaction; thus,

organizations with more satisfied employees tended to be more effective

12

than organizations with dissatisfied employees. This study indicates that

satisfaction is an important social process factor that fosters organizational

effectiveness. The major limitation of this study pertains to the nature of the

study sample; all organizations were secondary schools. The extent to which

similar relationships would hold for organizations in other types of

industries (manufacturing, service, etc) and occupations cannot be

determined. Ryan, Schmitt, and Johnson (1996) investigated similar

relationships between aggregated employee attitudes, firm productivity, and

customer satisfaction. The authors measured these relationships at two

points in time from 142 branches of an auto finance company. Results

indicated employee morale was related to subsequent business performance

indicators, customer satisfaction sentiments, and turnover ratios. These

researchers attempted to study the causal relations among the variables;

however, their attempts lead to mostly inconclusive findings. Interestingly,

they did find evidence suggestive of customer satisfaction as a causal

influence on morale (a finding that is opposite of the directionality assumed

by the literature). Although a tentative finding, Ryan et al. (1996) discussed

several possible explanations for it. For instance, the customer satisfaction

index was monitored closely by unit managers and success or failure likely

translated into management practices that influenced employees’ job

attitudes. Moreover, the researchers speculated that the particular setting

may be unusual in that customer satisfaction might be inversely related to

the amount of contact with the organization (e.g., customers without

problems with the processing of their payments are likely to have less

interaction with company representatives than customers with such

problems). Similar to Ostroff’s (1992) study, the major concern with Ryan et

al.’s (1996) research is that the data were all from one organization which

13

limits the generalizability of the findings. In a unique study conducted by

Harter et al. (2002), the authors conducted a metaanalysis of studies

previously conducted by The Gallup Organization. The study examined

aggregated employee job satisfaction sentiments and employee engagement,

with the latter variable referring to individual’s involvement with as well as

enthusiasm for work. Based on 7,939 business units in 36 organizations, the

researchers found positive and substantive correlations between employee

satisfaction-engagement and the business unit outcomes of productivity,

profit, employee turnover, employee accidents, and customer satisfaction.

More importantly, these researchers explored the practical utility of the

observed relationships. For example, business units in the top quartile on the

employee engagement measure yielded 1 to 4 percentage points higher

profitability. Similar findings were found for productivity. Specifically,

business units in the top quartile on employee engagement had, on average,

from $80,000 to $120,000 higher monthly revenue or sales. Based on these

data, it seems clear that aggregated measures of employee satisfaction and

employee engagement are meaningfully related to business outcomes at a

magnitude that is important to many (if not all) organizations. Incomparison

to prior studies, the strength of Harter and his colleagues’ research is the

large number of participants (n = 198,514), business units (n = 7,939), and

firms (n = 36) included, thereby providing a level of precision and statistical

power rarely found in scholarly (i.e., nonproprietary) research. Schneider et

al. (2003) report analyses of employee attitude survey data aggregated to the

organizational level of analysis. These authors explored the relationships

between several facets of employee satisfaction and organizational financial

(return on assets; ROA) and market performance (earnings per share; EPS)

using data from 35 organizations over a period of eight years. Thus, in

14

contrast to previous studies, Schneider and his colleagues’ study was able to

make some inferences about directional causality (i.e., are employee

attitudes a stronger cause of organizational performance than the reverse).

Their results showed consistent and statistically significant positive

relationships (over varied time lags) between attitudes concerning

satisfaction with security, satisfaction with pay, and overall job satisfaction

with financial (ROA) and market performance (EPS). Although these

findings are consistent with applied researchers’ and managers’ implicit

beliefs, their study was not without some surprises. One of the more

surprising findings was related to overall job satisfaction and the

performance criteria. Results demonstrated that the causal directionality

flows from financial and market performance to overall job satisfaction. This

latter result does not deny the fact that there were significant relations going

from overall job satisfaction to ROA and EPS; nevertheless, the reverse

direction relationships tended to be stronger in magnitude. Moreover, the

relationship between satisfaction with pay and the performance indicators

appeared to be reciprocal in nature. The obvious strength of this research

study is the longitudinal nature of both the aggregated employee data and the

financial and market performance data. By collecting longitudinal data on

both sets of variables, these researchers were able to examine and begin to

disentangle a set of very important but complex relationships.

Are companies with happy workers more productive companies?

One major issue regarding many of the reviewed studies relates to the causal

nature of the

relationship between aggregated employee satisfaction and organizational

(or unit-level)

15

performance. The implicit belief both in academe and practice is that the

relationship runs from employee satisfaction sentiments to organizational

effectiveness and efficiency outcomes. Moreover, this implicit assumption is

apparent in the research studies reviewed here. That is, the attitude data were

typically collected at one time period and performance outcomes were

concurrently collected or at multiple time periods following the collection of

the employee attitude data. The study conducted by Schneider et al. (2003)

suggests that collecting data in this fashion may lead researchers to draw

erroneous conclusions because their data prevent them from discovering

significantly stronger relationships for performance causing satisfaction. It

could be argued, for example, that employees who are in higher performing

organizations are more likely to be satisfied than those in lower performing

organizations simply because their organizations are doing well. Indeed, this

causal pattern was found in the study conducted by Schneider and his

colleagues (2003). Specifically, their data supported causal relationships

between financial and market performance outcomes and employees’ overall

job satisfaction and satisfaction for security. Although more research is

needed before concrete conclusions are drawn, Schneider et al.’s (2003)

research demonstrates that employees can derive satisfaction from the

knowledge or feedback that their organization is performing well and is

accomplishing its goals – a finding that is in stark contrast to the

presumption found in the academic literature (see, e.g., Likert, 1961). When

we consider the studies collectively, directional causality may work in both

directions; employee satisfaction causes organizational performance and

vice versa. Therefore, it seems most likely that reciprocal relationships exist

and that, as noted by Gross and Etzioni (1985), “organizational reality and

human happiness go hand and hand” (p. 4). Thus, although directions of

16

causality remain unresolved, initial evidence suggests that aggregate

employee attitudes have connections with organizational performance

outcomes.

What can we do to create happy employees, then?

Given the fact that significant and practically important relationships exist

between

aggregated employee attitudes and organizational performance, it is

important to question what factors contribute to satisfaction. The

predominant view has focused on the situational context (e.g., supervisory

support) as a cause of satisfaction and has argued that high-performance

work practices and thus a positive working climate foster employee

satisfaction (see, e.g., Bowen, & Ostroff, 2004; Wright, Dunford, & Snell,

2001; Wright, Gardner, Moynihan, & Allen, 2005). This rationale is

consistent with recent research on the impact of financial and nonfinancial

incentives (e.g., training) on business-unit outcomes. For example, Peterson

and Luthans (2006) used a quasi-experimental, control group design and

found that both types of incentives had a significant impact on store profit,

customer service, and employee turnover. Initially, the

financial incentive had a greater effect on all three outcomes (as one might

expect). But over time, however, the financial and nonfinancial incentives

exhibited equally significant impacts on two of the three outcomes (the

exception was employee turnover).

A brief comment on the need for a multidimensional measure of

performance.

Researchers have suggested that organizational effectiveness most likely

reflects the

17

combination and interaction of employee work behaviors that promote

organizational

performance (e.g., Ostroff, 1992). In other words, the definition of

organizational performance may be too limited and narrow. Outcomes such

as attendance, compliance, following of rules, cooperation, sabotage, and so

on may also be important; however, such outcomes are usually not included

in organizational performance criteria. Accordingly, we suggest that

organizations wishing to explore the empirical connections between

aggregated employee attitudes and organizational outcomes consider a wider

range of performance-related outcomes.

18

CONCLUSION

The current understanding of how aggregated employee attitudes influence

and are

influenced by important business outcomes is limited. Based on the evidence

to date, we

conclude that employee satisfaction is related to meaningful business

outcomes and that these relationships generalize across companies (and

industries). Research efforts directed at further exploring these issues are

sorely needed, and we believe there is potential for longitudinal research in

the area of aggregated employee satisfaction. For example, future research

should emphasize research designs that study changes in employee

satisfaction and the causes of such changes. Through such longitudinal

designs, the connections between aggregated job attitudes and performance

can be more fully understood. At this point, evidence of directionality would

suggest not only some directionality from employee attitudes to business

outcomes (as well as the reverse) but also a reciprocal relationship in some

cases!

19

CHARTS

WORK ENVIRONMENTDEPT. NAME. SD D N A SA Q.T

GENERAL STORE 10 15 45 51 22 143R&D 21 3 25 13 2 64BALL BEARING 260 168 700 444 501 2073

LDB 25 24 65 29 52 195

SRB 4 4 31 5 4 48

RAILWAY BEARING 224 137 279 157 242 1039

TRB 254 147 414 192 252 1250

798 498 1559 891 1075 4812

SD% D% N% A% SA% Q.T 16.6 10.3 32.4 18.5 22

20

COMMUNICATIONDEPT. NAME. SD D N A SA Q.T

GENERAL STORE 14 5 41 19 58 137R&D 13 14 26 7 0 60BALL BEARING 408 227 678 380 379 2072LDB 25 17 78 35 35 190SRB 3 3 40 2 2 50RAILWAY BEARING 248 150 281 199 160 1038TRB 395 166 348 127 176 1231 1106 582 1492 769 810 4778

SD% D% N% A% SA% Q.T 23.1 12.2 31 16.1 17.0

21

COMPENSATION & WELFAREDEPT. NAME. SD D N A SA Q.T


SD% D% N% A% SA% Q.T 36.8 13.7 25.1 14.7 9.7

22

QUALITYDEPT. NAME. SD D N A SA Q.T


SD% D% N% A% SA% Q.T 8.6 6.4 34.8 21.0 29.1

23

TECHNIQUEDEPT. NAME. SD D N A SA Q.T GENERAL STORE 6 3 9 69 33 120R&D 16 6 16 9 7 54BALL BEARING 162 165 504 415 401 1647LDB 5 20 61 32 39 157SRB 1 1 20 2 9 33RAILWAY BEARING 129 73 265 179 163 809TRB 240 91 312 161 214 1018 559 359 1187 867 866 3838

SD% D% N% A% SA% Q.T 14.6 9.4 30.9 22.6 22.6

24

TRAINING & DEVELOPMENTDEPT. NAME. SD D N A SA Q.T GENERAL STORE 15 5 16 35 30 101R&D 17 2 23 3 1 46BALL BEARING 239 135 481 289 295 1439LDB 15 21 59 20 20 135SRB 2 2 29 1 0 34RAILWAY BEARING 190 80 201 136 101 708TRB 286 94 282 105 114 881 764 339 1091 589 561 3344

SD% D% N% A% SA% Q.T 22.8 10.1 32.6 17.6 16.8

MOTIVATION

25

DEPT. NAME. SD D N A SA Q.T GENERAL STORE 21 5 27 24 36 119R&D 14 4 25 9 2 48BALL BEARING 190 150 522 428 372 1662LDB 13 13 47 31 52 156SRB 1 2 33 0 4 40RAILWAY BEARING 153 69 241 132 217 812TRB 283 55 246 182 243 1009 675 298 1141 806 926 3846

SD% D% N% A% SA% Q.T 17.6 7.7 29.7 21.0 24.1

CUSTOMER SATISFACTIONDEPT. NAME. SD D N A SA Q.T

26


SD% D% N% A% SA% Q.T 6.2 5.9 27.9 23.4 36.5

CAREER DEVELOPMENTDEPT. NAME. SD D N A SA Q.T

27


SD% D% N% A% SA% Q.T 30.7 10.6 29 15.5 14.2

WORK SAFETYDEPT. NAME. SD D N A SA Q.T

28


SD% D% N% A% SA% Q.T 25.0 11.2 32.9 16.0 14.6

FUTURE PLANNINGDEPT. NAME. SD D N A SA Q.T GENERAL STORE 3 0 4 22 12 41

29

R&D 8 0 4 4 3 19BALL BEARING 351 174 670 352 277 1824LDB 0 2 21 17 20 60SRB 2 1 10 2 0 15RAILWAY BEARING 285 114 234 147 143 923TRB 375 132 322 128 186 1143 1024 423 1265 672 641 4025

SD% D% N% A% SA% Q.T 25.4 10.5 31.4 16.7 15.9

GENERAL STORE

30

RESEARCH & DEVELOPMENT

31

BALL BEARING

LARGE DIA BEARING

32

SPHERICAL ROLLER BEARING

RAILWAY BEARING

33

TAPER ROLLER BEARING

34

CONCLUSION

A recent study on employee satisfaction using a

questionnaire. 2000 data, analyses the distribution of job

satisfaction across the EU15. According to this analysis,

‘relatively little variance could be observed in this

organisation. Most workers state that they are nuteral with

the working conditions in their main job. The highest

satisfaction level of employee could be observed in

costumer satisfaction . The lowest satisfaction is reported

by workers in compensation & welfare.

35

copy of nbc training 20.06.12

Documents

spherical

aggregated

aggregated

large diameter

organizational

employee attitudes

employee turnover

railway bearing