orginization strucutre training

7/30/2019 Orginization Strucutre Training

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From a modest beginning in 1972, to one of the India's largest

ntegrated manufacturers of Pistons, Pins, Rings and Engine

Valves, the history of SPR is a story of grit and determination. It

a story of placing customer first, long-term partnerships with

global technology leaders, continuous investment in modern

manufacturing practices, relentless pursuit of quality andnvestment in the development of people. SPR employs 4000+

killed employees, has an annual turnover of approx. US $1 Billion

and has recently set up a second, most modern new Plant at

Pathredi, next to Bhiwadi Industrial Area (Rajasthan), about 60

km from Delhi, to expand capacity and to offer the latest

echnological products to all customers in India and abroad.

Every company creates a philosophy. This is the rare case where a

philosophy created the company. The philosophy of customer

atisfaction which is now an integral part of Shriram work culture

where the product evolves out of workmanship. A product, which

s subjected to a demanding level of perfection and crafted todeliver the toughest standards.

Creativity, imagination, innovation and the freedom to dream,

ombined with a strong determination to succeed, this has fuelled

he phenomenal growth and dramatic progress of Shriram pistonand rings (SPR). Hence in a short span of time, Shriram piston an


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ings (SPR) has been driven by a powerful motivation, a

ommitment to serve auto industry in India and across the globe.

From a modest beginning in1972, as a factory in Ghaziabad (U.P)

he organization has evolved into a centre of excellence, employing

over employees and achieving an annual turnover of

approximately Rs.6400 million as on 31st march 2011. Today

Shriram piston has emerged as one of the countrys largest

ntegrated manufacturers of piston, piston pins, piston rings and

ngine valves. The companys products are marketed as under the

brand name USHA and SPR, names that are synonymous with

quality and reliability.

The corporate ideology have strengthened the foundation of SPR

and given a strong thrust to its growth. SPRs ideology comprises ore purpose & core values.

SPR's people practices are considered the benchmark in the

ndustry and have enabled SPR to grow faster than any of its

ompetitors.- Year of Incorporation-Sales Turnover - Rs. 3 MillionTechnical Collaboration with Kolbenschmidt, Germany1978 - Technical Collaboration with Riken Corporation, Japan

1989 - Technical Collaboration with Honda Foundry, Japan1983- Sales Turnover of Rs. 500 MillionTechnical Collaboration with Fuji Oozx, JapanCommencement of Engine Valves manufacturing1994- Received ISO 9001 Certificate from TUV, Germany


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1995- Start of manufacturing - Steel Rings1996- Sales Turnover of Rs. 1000 MillionReceived QS 9000 Certificate from TUV, Germany2001- Received ISO 14001 Certificates from DNV, NetherlandAchieved production of 2 Million Rings per month - Dec 2000Sales Turnover of Rs. 2000 Million2003- Received OHSAS 18001 Certificate from DNV, NetherlandReceived ISO TS 16949 Certificate TUV, Germany2004- Received TPM Excellence Award from JIPM, JapanSales Turnover of Rs. 3000 Million2006- Established three new piston machining lines to meet the requirementfrom Global OEMs (Ford, Renault etc.)Achieved production of 1 Milloin Engine Valves - September 20052007- Received TPM Special Award from JIPM, Japan (First Indian Companyin its category to achieve both TPM awards)Sales Turnover of Rs. 5000 MillionReceived Q1 Certification from Ford MotorsRecognition of In-house R&D Centre by DSIR(Dept. of Scientific & Industrial Research), Govt. of IndiaStart of manufacturing - IP Rings (Ion Plated)Achieved production of 1 Million Pistons per month - January 2008Achieved production of 5 Million Rings per month - February 20082009- Start of manufacturing large die Engine Valves for Railways andOff-road vehicles2010- Sales Turnover of Rs. 7500 MillionSPR becomes the largest manufacturer of Piston Rings in IndiaStart of manufacturing - CPC Rings (Composite Plating of Chrome)Achieved production of 2 Million Engine Valves per month - July 20092011- Start of production at Pathredi Plant.


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Shri Pradeep Dinodia - Chairman

Shri Hari S. Bhartia

Shri Horst Binnig

Shri Tokuo Washio

Shri O.P. Khaitan

Shri Ravinder Narain

Shri C.Y. Pal

Shri M. Sekimoto Shri Luv D. Shriram

Shri Inderdeep Singh

Shri A.K. Taneja - Managing Director & CEO

Shri R. Srinivasan - Joint Managing Director

Smt. Meenakshi S. Dass - Wholetime Director

Dr. Peter Neu - Alternate Director to Shri Horst Binnig

Shri N. Okano - Alternate Director to Shri M. Sekimoto


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1) PISTONS

ISTON NOMENCLATURE

IN BORE

HAPES


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ISTON TYPE


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High Strength Alloys

Cooling Gallery Piston

Intricate Piston Combustion Bowl designs for

EURO-III, EURO-IV, Pistons

Thin Walled Gasoline Pistons Low Crown Thickness

Low Top Land

Asymmetrical Profile

Lite KS

Special Pin Bore Shapes (Pin Bore Bombing,

Form Bolo, Oval Pin Bore)

Pin Bore Broaching

Taper Pin Boss

Hard Anodizing on Crown and Groove

LofriKS

MoS2 Coating Tin Plating

Graphitizing

Bonderising


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2) PISTON RING

LAIN COMPRESSING RING

NSIDE STEPPED RING

NSIDE BEVELLED RING

TAPER NAPIER RING


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3) OIL RING TYPES

RIKVENT RING (LOW AXIAL

HEIGHT)

RIKVENT RING (RIKVENT RING SB

TYPE)

DIESEL VENT M SHAPE

DVM

HIGH TENSION CONFORMABLE

CHROME (HTCR)


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Physical Vapour Deposition (PVD)

Composite Plating of Chrome (CPC)

Plasma Moly Spray Coating

Nitriding (Gas Nitriding & Salt Nitriding) Chrome Inlay Coating

Chrome Plating

Parkerizing


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World Class Company, Preferred by World

Class Customers

Motivated, Dedicated and System Oriented

Employees

Safe and Healthy Work Place.

Sales & Profit Growth/Leadership

Strong Relationship with Collaborators

Preferred OE Supplier

Employee Development

Superior Returns to Stakeholders

Care for Environment and Society


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PISTONS

Robotic pouring

Argon Filling of Mold

Centralised coolent chilling unit

Weisser (Germany) machine for oval turning

and finish grooving

Camless Takisawa (Japan) machine for

finish oval turning

Inclined valve pocket milling

Double Trumpeting of Pin Bore

Hard Anodizing on Top Groove

X-Ray inspection facility

Eddy current inspection facility

Quality Automat

Ultrasonic Cleaning


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PISTONS RING

Green Sand Moulding

Continuous Moulding

Continuous heat treatment process

Double Can Grinding

Diskus GrindingPhysical Vapour Deposition (PVD) - Ion Plating

PVD + Gas Nitriding (GN)

Moly Inlaid

Semi Inlaid Moly

Full Face Composite Plating of Chrome (CPC) -

Asymmetrical ground OD profile

Semi Inlaid Composite Plating of Chrome (CPC) -

Asymmetrical ground OD profile

Tough Rik

Zn and Mn Phosphating


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1) GOAL SETTING PROCEDURE

This is the beginning of the entire performance

appraisal process. The accuracy of this activityensures the success of the subsequent stages. The

superior sits along with his subordinate at the

beginning of the year and defines the KRAs for the

year.

The goals shall follow characteristics of SMART i.e.

Specific: written in specific terms stating the end

esult that is intended to be achived.

Measurable: specific metric for measurement either in

erms of quantity or quality or both.

Attainable: should be realistic attainable but

stretched.

Result oriented: aimed at achieving result i.e. not mer

activites.

Time bound: must include target dates, specific times

by which a subordinate intends to achieve planned

esults.


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2) SELF ASSIGNMENT

Self-assignment is to be done the appraises in

the self self-appraisal format and submitted t

the appraiser quarterly/half yearly/yearly.

3) PERFORMANCE ASSIGNMENT

The superior is expected to assign the self

assignment done by his subordinate and

keep ready all data, document and list of

incidents on each attribute & given a rating

(outstanding, very good, good, needsimprovement, unsatisfactory).

4) OVERALL RATING

Overall rating is given by the superior at the en

of the year.

5) NEXT YEAR KRA

At the end, the appraiser and appraise are

expected to clearly define the goals for the next

year following the smart principle.


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Thereafter, the appraise is to be asked if he/she

has any comments regarding the entire process

followed. The comments arre to be recorded by

the appraise and affix aignature at the place

provided in the format.

6) GROWTH & DEVELOPMENT

The appraiser thereafter shall record his own

comments including the growth plan, future

assignment and potential of the employees and

handover to O&P Dept. for action.


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The manager has to be fully accountable for

operations of piston plant in terms of productivity and

quality, delivery, human resource, assets, consumables &

nventories.

The key expectation from the manager is:Meeting the challenging target for the plant on variou

parameters and performances indices.

Ensure that the production/delivery/rejection targets

are met.

Support and constantly monitor cost reduction

activities in the plant.Ensure that the product quality consistently meets

customer specification.

Ensure that NEDs are as per schedule.

Identify area/gap for technology up gradation and

implementation means to bridge the same.

To effectively participate, support cross functional orcompanywide activities related to P, Q, C, D, S, M.

To set clear goal for personnel reporting into the

position & provide opportunities / environment for

their contribution and also ensure their fair appraisal

and reward.


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WINNIG AWARDS

eing customer driven, and bringing smiles, has its rewards.

WARDS FROM JIPM (JAPAN)

PM Excellence Award in 2004

PM Special Award in 2007

WARDS FROM OEMs

PR supplies products to almost all the OEMs within India. The company has received many awards from various

EMs for Technology, Quality, Best Vendor, Development support etc. (Awards received from Ashok Leyland, Baja

uto, Cummins, Honda Motor Cycles & Scooters, Honda SIEL Cars, Kirloskar, Maruti Suzuki, Tata Cummins, Tata

otors, WABCO etc.)

WARDS FROM GOVERNMENT OF INDIA

ecognition by DSIR (Dept. of Scientific & Industrial Research- Government of India) for "IN HOUSE R & D".

BEST FOUNDRY AWARD" from Institute of Indian Foundry Men & World Foundry Men Organization.

wards from Engineering Export Promotion Council of India - "Star Performer - Engine Parts".

WARDS FROM INDUSTRY ASSOCIATES

PR has received following awards from Automotive Component Manufacturers Association of India (ACMA)

xcellence in Technology

xcellence in Exports

anufacturing Excellence

uality

roductivity


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BOARD OF DIRECTOR

CHAIRMAN

MANAGING DIRECTOR

TD/JMD-HO ED- MARKETING ED-GHAZIABAD DY.ED-PATHREDI

ACCOUNTS OMES PTE

CPMS AFTER MARKET / STUs ~ PISTON WORKS

O&P - DOMESTIC ~RING WORKS

ADMINISTRATION - EXPORTS ~PIN PLANT

TSS ~ENGINE VALVE

PUBLICITY & PROMOTION ~QUALITY

BUSINESS WITH & THROUGH KS ~ASSURANCE

MARKITING ~R&D

OE WEST & EAST ~TOOL ROOM

OE SOUTH ~WORKS ENGG

PRICING CELL ~TPM CELL

TRADE SALES CAA

SD (OEM) ~ADMN / PURCHASE

~INFOTECH

~SALES COORDINATION

~HRD

~ACCOUNT

~STORES

~PROJECT


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Balance sheet as on 30th june, 2011


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Some of the promotional measures are:

Distribution of company logo t-shirts among

the mechanics and the labors.

Foreign tour offered to the dealers on

completing the target of the sales.

Van campaign.

Incentive to the dealers.

Hoarding and banners are distributed among

the area dealers.

Gifts on special occasions.


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SPR has planned a very effective career planning for its

employees known as G.E.T scheme. This scheme will

cover all personnel appointed at works/ marketing/ ho for

erminal placement in such functional discipline as per

he background/ aptitude of the trainee and companys

equirement.

Eligibility:

Graduate/ post graduate engineer(BE/ B.TECH/ ME) in any

engineering stream.

Training:

The training will be on the job for a period of two year.

This may be extended/ curtailed should the management

consider it necessary.

Confirmation will be after satisfactory completion of

six months of training.

On satisfactory completion of one year of training, the

trainee will be categorized as officer on special duty

(OSD) for a period of one year, for on-the-job

responsibility, in suitable work sections.


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TRAINING PROCESS

Identification of training needs

Identification of training

Programs- internal & external

Preparation of training calendar

Imparting of training

Evaluation of training effectiveness


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a) Identifying needs:

Corporate training needs as per business

plan.

Through the annual performance appraisal

forms.

Through interaction with HODs

Through communication with the employees

& incorporating their suggestions.

b) Analyzing needs:

The identified needs are analyzed in terms

of skills, knowledge, and attitude.

Technological changes that affect the work

processes or impact the nature of the

product and services required from the

organization.

Strategic and operating planning.


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Customer complaints that indicates a

failure to meet customer needs.Legislative regulations and directives,

affecting the organization activities and

resources, requiring quick adaption.

Training drivers:

Futuristic vision and objectives.

Current technology.Current skill level.

Gap between vision and current technology

Innovation.

Creativity.

Flexibility.Fluidity.

Effective communication.


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System followed by purchase of material

SALES PLANNING

PRODUCTION PLANNING

RAW MATERIAL PLANNING

PURCHASE DEPARTMENT

VENDOR


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HRD MEASURESHRD measures in terms of welfare of theemployees are:

Festival celebration with all the employees

of SPR.

Mahila samity (welfare for the wifes ofworkers) provides job to the wife of the

workers and also provide them with the

training of stitching.

Co-operative societies are there for proving

loans to the workers as well as theemployees.

Officers club for the officer grade

employees.

Medical insurance for the workers as well

as for their families.For few of the HR best employees, SPR

offers housing loans and free medical

facility.


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SPR has a vast production line of piston

and rings.

Piston division has twenty two (22)

production line which has three shifts equally

and has a manpower of fourteen hundred

(1400) whereas Ring division has sixteen (16)

production line which also has three shifts

and has a strength of eight hundred and fifty

(850) workers.

The manpower planning is very nice and

effective in SPR.


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Personnel policies and systems are designed to be

supportive for the growth and stability of the

organization, so that we meet the business objectives.

Emphasis is laid on continuous training and development

of all our employees, so that the Company maintains a

competitive advantage in the market place.

SPR is constantly striving to improve the quality of work

orce through training, development and multi-skilling.

The workmen and supervisors / engineers are encourage

o participate in problem solving, using technologies and

aking decisions to improve the quality of their work and

workplace. There is need-based training program for

everyone as per the job requirement of the individuals


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To put it in simple words Organisational structure refers to the

evels of management and division of responsibilities within an

organisation.

n an organization of any size or complexity, employees'

esponsibilities typically are defined by what they do, who theyeport to, and for managers, who reports to them. Over time

hese definitions are assigned to positions in the organization

ather than to specific individuals. The relationships among

hese positions are illustrated graphically in an organizational

chart.

Advantages

Simple to establish and operate

Promotes prompt decision making.

Easy to control as the managers have direct control over

their subordinates.

Communication is fast and easy as there is only vertical flow

of communication.Disadvantages

Lack of specialisation

Managers might get overloaded with too many things to do.

Failure of one manager to take proper decisions might affec

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