“COFFEE WITH MR.V.CLETUS ROBIN”

Manager –HR,RANE BRAKE LINING Ltd

TEAM 9:Kribanidhi

NiranjanPhani Kumar

Sathya.CSoumya Sekar

Utthraa.M

ABOUT “RANE”

Established in 1964 4 Manufacturing locations – Chennai,

Trichy, Pondicherry, Hyderabad Market Leader in India Deming Prize Winner in 2003 Exporter of friction products  JV with Nisshinbo Brakes Inc , Japan

ABOUT “RANE-Trichy”

Started in 2008. Manufacturing of Brake lining and engine

valves. A “state-of-the-art” plant with world class

facilities A joint venture with Nisshinbo, Japan. Last year turnover of Rs.100 Cr. Some of the best HR practices followed by

the Rane group were implemented here. A plant with no “Union”

Vision

“To be a global supplier of choice in friction material industry through technological innovation and total quality”

“In his Shoes”

Rane Trichy being a new plant, his primary roles sre:

Recruitment Training & Development- “Gurukul

Training” Total Employee Involvement CSR Activities- Programs like “Road

Safety Awareness” and “Employee Birthdays”

Change in the HR scenario in the last 5 years?

HR roles have not changed. There has been an addition of roles.

The methodologies have changed over the years. Earlier what used to be classroom training is now more visual and hands-on training experience.

More is expected out of the HR today.

The “HR-Business strategy couple” 2 meetings annually: SBP and AOP. SBP-Strategic Business Plan, is a meeting

in which plans for the next 3 years are charted out. Production, investments, recruitment, training budget etc are discussed in this meeting.

AOP-Annual Operating Plan, is a department specific meeting where each department sets goals that sync with the SBP objectives.

“THE NEW HR”

Expectations have increased with the changing workforce.

Practices at Rane-Trichy EOS (Employee Opinion Survey): conducted by PSCS Consultancy carried

out once in 18 months. Identify “Soft” and “Hard” Issues, from which drivers and restraints are assessed for the executives and Non-executives and an action plan is formulated for the same.

Rane Practices contd

Employee Suggestion Scheme:

Every employee has a “suggestion pass book”. An employees suggestion does not end with his ideas being expressed. It is considered a “suggestion” only after he fills out the “suggestion form”, approaches his supervisor with the idea, who acts as a guide.

Only the feasible ones are termed suggestions and are classified into one of the 3 groups: A,B or C. Each having different “points”. These points are then converted to “gift coupons” for the employees.

Employees Family Meet:

The new recruits’ family meet is organized after 2 months of their joining. The family members are taken on a “Rane Tour” across the plant. They are briefed about the future of the company.

A lunch followed by a memento for every family member.

A feedback from parents is taken to assess the change in employee behaviour- whether they are aware of the salary their child gets. Any kind of misbehaviour of the employee towards parents is dealt with.

Quality Circles:The employees are put in groups wherein

a project is assigned once in every 3 months.

Internal Competition is conducted and the best team is awarded.

This is one of the schemes that the Rane Employees love!

Sports Day Employees Day

Workplace Modifications at Rane LPS (Lean Production System): To

improve travel time, employee fatigue and overall productivity.

2008: 20 pieces/mh

2012:39 pieces/mh

2015: target- 52 pieces/mh

Mezzanine Flooring: Better space Utilisation.

Additional amenities for employees

Compensation and Awards Scheme at Rane PADs- Performance Appraisal Development

System Purely performance based. Appraisal is based on the “points” attained on “targets”.

Usually for operators it is time based, but Rane does not go by just the “Office face time” .

AWARDS: Spot Awards 5S Awards “Best Suggestion”

“The Gen Y” through his eyes Very demanding workforce. Very fast and “Out-of-the-box” thinking Very effective and have come up with

some of the projects. Lack of emotional stability. They react

for “anything and everything”. Generation gap does exist within the

workforce.