Project in T&D

7/30/2019 Project in T&D

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REPORT OF INDUSTRIAL TRAINING

On

TRAINING & DEVELOPMENT

TATA MOTORS LTD. Jamshedpur

Submitted By

ALMAS SHAZLI MBA (3RDSEMESTER)

PROJECT DURATION : 05TH JUL TO 4TH AUG

KISHAN INSTITUTE OF

INFORMATION TECHNOLOGYDELHI ROAD, MEERUT

Under esteemed guidance of

Mr. Rajiv Ranjan

(HR of Training Department)


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ACKNOWLEDGEMENT

It is with due respect and profound pleasure that I acknowledgethe keen personal interest and invaluable guidance rendered by my

project guides

Mr. Sudhanshu Padhy & Mr. Rajiv Ranjan who guide me a lot in

completing the project successfully by their valuable guidance

throughout the training session.

Last but not least I would like to thank all employees andofficers of the shop floor who helped me directly or indirectly in the

completion of my Project Report.

It is really a matter of great pleasure to acknowledge the

invaluable guidance, enormous assistance and excellent co-operation

extend to me from Training Department, TATA MOTORS,

JAMSHEDPUR, in completion of my project.


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CERTIFICATE

This is to certify that ALMAS SHAZLI of MASTER IN

BUSINESS ADMINISTRATION, KISHAN INSTITUTE OF

INFORMATION TECHNOLOGY, DELHI ROAD, MEERUThas successfully completed his summer training during the period 4th

JUL TO 5th Aug, 2012 on the topic assigned:


His performance and conduct was good throughout the training

period. The project assigned to him was successfully completedwithin the stipulated period of 4 weeks.

I wish him success in all his future endeavors.

Rajiv RanjanHR of Training Department


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CONTENTSCHAPTER 1

INTRODUCTIONOBJECTIVES OF THE STUDY

CHAPTER 2

TRIBUTE TO THE FOUNDER

COMPANY PROFILE

CHAPTER 3 INTRODUCTION OF T&D

OBJECTIVES AND SIGNIFICANCE OF T&D

CHAPTER 4

TRAINING PROCESS

DEVELOPMENT PROCESS

KINDS OF TRAINING

CHAPTER 5

NEED OF TRAINING

TRAINING NEED IDENTIFICATION

IDENTIFICATIONOF TRAINING NEEDS

BENEFITS OF IDENTIFYING TRAINING NEEDS

THE PROCESS OF DESIGNING ANDDELIVERING TRAINING

TRAINING EFFECTIVENESS:

HOW TO MEASURE TRAINING

EFFECTIVENESS


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CONCLUSION

BIBLIOGRAPHY

INTRODUCTION

Human resource Development is a set of systematic and

planned activities designed by an organization to provide its

members with the necessary skills to meet current and future job

demands.

Management has two important components: theory andpractice. During the two years management course, we have to

understand, feel and experience both the components. As a part of

practical exposure, we got the golden opportunity to undergo the

summer training in Tata Motors, JSR a leading name in the area of

automobiles

We would like to highlight that it was a wonderful learningexperience and we came to know many things about the HR

activities of Tata Motors, Jamshedpur.

Tata Motors is very much responsive to meet the requirements

of the employees & to cater to the needs of employees of Tata

Motors, Jamshedpur.


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OBJECTIVES OF THE STUDY

To identify training needs and to evaluate effectiveness of

training with the help of prioritization of skills based on

individual officers training data analysis.

To identify the trainees under skill prioritization based upon the

training needs identification.

Assigning the experts on the basis of the skills or programs

based on the current report.

Identification of the other in-house trainers for training.

To identify the subjects on which the training will be imparted.

To identify the faculty who could impart the training on the

identified subjects skill.

Training Need identification


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TRIBUTE TO THE FOUNDER

JAMSHEDJI NASARWANJI 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 Indias 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 generousdonations 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


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enough to draw inspiration from swami Vivekanand denied the

British honor of Sir conferred on him by the queen.

COMPANY PROFILE

Tata Motors history dates back to 1945. Established to

manufacture steam locomotives at Jamshedpur, the Company entered

into the manufacture of Medium Commercial Vehicles in 1954 in

collaboration with Mercedes Benz. The collaboration ended in 1969

but by then the Company had acquired skills in designing and

developing commercial vehicles on its own. At that time domestic

market was highly protected and there were strict regimes and

controls on all imports of machines, equipment and technology. The

company embarked on a self sufficient drive and evolved into a

vertically integrated commercial vehicles manufacturing unit with its

own captive forge shop, foundry, and a unique Machine Building

facility where assortment of machines (for manufacture of engines)

and equipment (painting equipment & furnaces) were manufactured.1970s-90s -The growing volumes and the need to increase

capabilities saw the company put up its second manufacturing plant

at Pune. An Engineering Research Centre (ERC) was also set up at

Pune to design future products.

In the 80s, the government eased regulations and the market

witnessed the advent of Japanese companies like Nissan, Mazda etc

in a newsegment LCVs. Japanese products started making inroads in our

customer base. With indigenously developed design capabilities at

the ERC, the company also entered the LCV segment with the TATA

407. Even though the company was a late entrant, the TATA 407

quickly overcome the Japanese competition and by


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1990 contributed around 20% to the turnover. Today it still leads the

market.

The 90s This was to be the most eventful decade for the company.

This was the era of liberalization and the economy started openingup to foreign entrants. The company opened a third plant at

Lucknow, started separating some of its non-core activities, ventured

into passenger cars, entered into joint collaborations with world class

technology partners like Cummins (for engines), Holset (for

turbochargers) etc. The domestic market for commercial vehicles

also saw a boom and in

1996-97 reached a record peak of 1,55,000 vehicles with record sales

and turnover of Rs. 10,000 crores. Ambitious plans were drawn to

double this turnover in 3 years. Huge investments were made

towards capacity expansion and the company also decided to enter

the passenger car segment in a big way and additional investments

were made towards this. With plunging volumes in the CV segment

and the initial hiccups in the passenger car foray, the company closed

the decade with a crippling Rs.500 Crores (~100M USD) loss in the

financial year.2000-01. The industry and critics wrote the company off as a

failure. Faced with the daunting prospect of buckling under, CVBU

decided to fight back and formulated a Three-phase strategic

direction strategy and in just two years

turned around the company - one source of pride is that we achieved

this turnaround with existing leadership team. The evolutionarystrategy is in the third phase today and CVBU has ended this year

with

Sales and turnover at new high.

Enhanced market share.


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Successful launch of new products.

A REVIEW OF THE VARIOUS

DIVISIONS OF TATA MOTORS

1. TRUCK DIVISION:-

The division is the place where the final chassis of the automobile

gets assembled. This is fed by divisions like the Engine Divisionwith aggregates of engine, axles, steering and gearbox and also the

forge division, which supplies the spring leaves for mounting axles

on the chassis.

2. ENGINE DIVISION:-

Engine Division is involved in manufacture of engine. Raw

materials to this division come in the form of castings like the

cylinder head, block, clutch housing, or forging like crankshaft, conrods.

3. TML DRIVELINES LTD. (AXLE) :-

Axle unit is located partially in the inner and partially outer

complex. The manufacturing activities of the front and rear axle, pad

hole drilling are the most critical operations performed in the axle.

4. TML DRIVELINES LTD. (Transmission) :-

The Transmission unit is entirely located inside the inner complex

just besides the Engine Division. The manufacturing activities of


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Gear Boxes involves numerous machining and assembly job with

zero defect and high quality components.

5. Telco Construction Equipment Co. Ltd. (TELCON):-

Excavators division has started making of mechanical excavators

and cranes in collaboration with M/s Harnischfeger Crop. (USA).The

manufacturing facilities include fabrication facilities typically carbon

dioxide welding, are available for fabrication of the frame, car-body,

book etc. of the excavators.

6. GROWTH AND MACHINE BUILDING:-

Growth and machine building division takes care of the

infrastructure growth oriented facilities from making of jigs and

fixtures, press tool to new machines, cranes, washing machines,

conveyors etc..

7. ENGINEERING SERVICES DIVISION:-The support services of all manufacturing shops in terms of

providing electricity, compressed air, air conditioning, industrial

gases etc. are the function of the engineering service division.

8. GROWTH AND MACHINE BUILDING:-

Growth and machine building division takes care of the

infrastructure growth oriented facilities from making of jigs andfixtures, press tool to new machines, cranes, washing machines,

conveyors etc. all come under the purview of G & MB.To help the

division in the diverse range of activities, the departments are central

tool room. Growth fabrication and machine shop, growth and


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equipment design, jig and tool design, machine building and

reconditioning and centralized electronics department.

9. ENGINEERING SERVICES DIVISION:-The support services of all manufacturing shops in terms of

providing electricity, compressed air, air conditioning, industrial

gases etc. function of

AWARDS WON BY TATA MOTORS

Tata Motors was awarded the 'Golden Peacock Environment

Management Award 2003' in the category of 'largemanufacturing' by the World Environment Foundation, New

Delhi

Tata Motors won the Jamnalal Baja Uchit Vyavahar Puraskar

2003 for fair business practices in the 'manufacturer - large'

category, conferred by the Council for Fair Business Practices.

The commercial vehicle business unit of Tata Motors was

presented a commendation certificate for 'Strong commitment

to TQM' for the year 2003.

The ICICI Bank and Overdrive Awards, 2003, voted Tata Indigo

as the most exciting new car of the year.

The Tata Indigo was adjudged the 'best value for money car' at

the prestigious CNBC Auto Car Auto Awards 2003.

The Indian Merchants Chamber Diamond Jubilee Endowment

Trust Award, 2002, presented Tata Motors with the 'industry and

technology award'.

Tata Indica won the voice of the customer award for best

diesel small car at NFO Automotive India, 2002.


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Tata Motors, Jamshedpur, won the prestigious 'Prof. Vasant Rao

rolling trophy', instituted by the Indian Value Engineering

Society, for 2002 in the area of value engineering.

The Technology Development Board of the Department ofScience and Technology, Government of India, recognized the

indigenous development and successful commercialization of

the Indica by awarding Tata Motors the national award for

successful commercialization of indigenous technology by an

industrial concern for 2000.

PRODUCTSThe companys main product lines are:

.

TATA PRIMA:

TATA released new world class truck in the Auto Expo 2010.Prima, the Cutting Edge Heavy Duty Truck with Cummins Engine.

Prima can carry approximately 40 to 70 tones goods in its bag. Tata

Motors claimed that Prima trucks can generate a maximum of 560

bhp.


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TATA ARMY VECHILES:

Tata Motors has been a strategic partner of the Indian ArmedForces from as early on as 1958. Since then, our mobility-solutions

portfolio has grown from strength to strength to include all classes

from light to heavy vehicles across the entire defense, paramilitary

and police mobility spectrum. Today, Tata Motors proudly partners in

enhancing defense.

INTRODUCTION

OF


Training and Development is any attempt toimprove current or future employee performance byincreasing an employees ability to perform through

learning, usually by changing the employees attitudeor increasing his or her skills and knowledge.

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 andlearning and development.

Training and development encompasses three main activities:

training, education and development.


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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 jobs.

DEVELOPMENT This activity focuses upon the activity that the

organizational employing the individual is part of, May is almost

impossible to evaluate.

OBJECTIVES AND SIGNIFICANCE OF


Objective:

Individual objectives.

Organizational objectives.

Functional objectives.

Societal objectives.

SIGNIFICANCE:

Optimum utilization of human resources.

Development of human resources.

Development of skills of employees.


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Productivity.

Team spirit.

Organizational culture.

Organizational climate.Quality.

Healthy work environment.

Health and safety.

Morale.

Profitability.

TRAINING PROCESS

TrainingValidit

Needs Assessmenta) Organization

Supportb) Organizational

Analysisc) Tasks and KSA

InstructionalOb ectives

Development ofCriteria


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Training

Use ofEvaluation

Models

TransferValidity

InterorganizationaValidit

InterorganizationaValidity

Selection andDesign of

InstructionalPrograms


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DEVELOPMENT PROCESS

Competitive Environment

Organizational

Organizational

Identifying

Training Needs

Annual Training

Conduct of Training

Review of Training

Stage-1

Stage-2

Competency

Stage-3Internal

Training

Programmers.

External

Training

Programmers.

Customized

Training

Programmers.

CareerPlanning


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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

Job Instruction

Training

OFF THE JOB

Lecture

Audiovisual-Base

Training

Computer-Base

Training

Case Study

Method

Management

Game

Outside Seminar

Role Playing


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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, informationand 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 ofresponsibility, 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.


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Training Need IdentificationTraining 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 andwhat will improve his or her job performance.

Identifying Training needs/programs For the Organization.

Organization Analysis: - An organization analysis examines the

organization as a whole. It includes investigation of internal and

external environments, mission, organizational structure, objectives,markets, customers, policies, procedures and interfaces within the

organization.

Task Analysis: - The task analysis provides the information

necessary to identify the specific content of the training programs for

each job.

Personal Analysis: - The final phase involves the person analysis,which determines who needs training and what training is needed by

each person.


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IDENTIFICATIONOFTRAINING NEEDS

Training is a specialized function. Hence trainer must know

exactly what is required from the training programme in accordance

to the identified tools framework techniques processes are identified

in Designing and implementing efficient effective timely and

productive training programmers for those who require it. Training

needs also determine the nature of training program. Formulation of

training program includes those factors that are related to theevaluation of the program in terms of techniques and skills can be

properly considered. Any training program must take into

consideration three fundamental behavioral aspects: Organization,

people, and environment as far as organization are concerned their

survival rests on a certain minimum achievement of goals and

objectives which are pre defined to customers owners. Employees.

etc. all these factors are continuously interacting with theorganization whose objectives and goals have been formulated so to

benefit the members of the organization intermittently

The second assumption that needs to taken into consideration is

the fact that these objectives can be achieved only through

harnessing the abilities of its people. Releasing potential and

maximizing opportunities for development. In others words. The

achievement of objectives and goals can be effectively and

effectively achieved only if people within the organization possess

adequate skills and abilities. If they do not possess the skills and

abilities required. The objectives and goals cannot be achieved

effectively and effectively achieved only if they do not possess the


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skills and abilities. If they Do not possess the skills and abilities

required.

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


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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

IS THERE A

NEED FOR

TRAINING

WHAT ARE THE ORGANISATIONASGOALS?


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The Process of Designing and

Delivering Training

WHAT TASK MUST BE COMPLETED TO

ACHIEVE its GOAL?

WHAT BEHAVIAR ARE NECESSARY

FOREACH JOB INCUMBENT TO

COMPLETE HIS/HER ARRANGED TASK

WHAT DEFICIENCIES, IF ANY DO THE

INCUMBENTS HAVE IN THE SKILL,KNOWLEDGES AND ABILITY REQUIRED

TO EXIBIT THE NECESSARY JOB

BEHAVIOR

Analyze


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Analyze:-

The first phase in the process is sizing up the situation and

assessing the needs. This doesnt require an expensive, exhaustive

written survey of all prospective participants. You may not even have

basic contact information yet for the leaders you expect to attend

your training. But you still need to get some information about the

participants and their world. You have to go on a fact-finding

mission. This is sometimes called the front-end analysis. You

complete it before you start putting the training together. Depending

Design

Develop

Implement

Evaluate


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on the situation, you may want to complete a system analysis, needs

analysis or task inventory.

Design:-The design phase involves building the skeleton of your

training. You are not yet developing the content or the instructional

materials. Adding the muscle and skin comes later. The first priority

is to determine what you want to accomplish and make sure it

addresses the real needs by drafting a design document.

The design document will include at least the following

information:

Title and time frame

Educational objectives

Outline of steps or content to be learned

Performance test

Cost estimate

Develop:-

The next phase is actually developing the instructor lesson plans,

the participant handouts and the media. While you function as anarchitect in the design phase, imagine your next role as a contractor

in the develop phasegathering all of the materials and building the

structure that will contain the training experience.


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Be sure to consider:

Instructional setting

Existing materials

Learning experiencesSupporting content

Instructor

Implement:-

In this phase, a skillful trainer engages the learners and brings the

curriculum to life. The participants gain useful information and are

able to do something that makes a difference for their organization.

Remember, straight lecture is not the best way to teach adults.

Rather, the trainer should be an instructor, guide, coach or facilitator.

Evaluate:-

Evaluation actually occurs at every point along the way: analysis,

design, development, during implementation and afterimplementation. Evaluation is an ongoing process.

Things to consider when determining the best delivery method:

1. Number of people to be trained

2. Length of training and number of times it will be repeated

3. Availability of facilities, trainers, and students

4. Current skills and motivation of students

5. is an expert required or can the information be delivered in a

self-paced format


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6. Complexity of the topic youre teaching can it be done in one

session, what time period should separate sessions

7. Does the topic require attitude changes and group dynamics

(customer service, communication, diversity, managerial skills?)8. Need or value of archiving the training

9. Trainers knowledge HTML, graphics and layout skills,

instructional design knowledge, presentation skills

10. Special issues with the topic job critical skills, change up to the

last minute, complexity, require more than a day, how much time

should separate trainings

11. Special issues with materials Large volume, special formats,

changeable

12. You can extend any training by giving a pre- or post-workshop

assignment

TRAINING EFFECTIVENESS

EVALUATING TRAINING EFFECTIVENESS:


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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 substantiateoutcome, 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.

Trainings effectiveness depends upon a number of factors, number

of opportunities provided to utilize that had been learnt, the

availability of necessary resources, etc.

Post-training performance method: in this the participants

performance, after attending a training program is

measured to determine if behavioral changes have been

made.

Pre-post-training performance method: in this aparticipants 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,


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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 agood 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 tocheck 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 thatthere 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


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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 aperformance 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.

There are three kinds of training outputs that organisations need

to measure. They are:

i. Relating to course planning, relevance, comprehension and

whatever goes on in the teaching programme and the

environment.

ii. The utilization of what is learnt on the job, i.e. transferring theclassroom learning to the job in terms of skills, competencies,

decision making, problem-solving abilities and relationships

and the like.

iii. The changes in the mind set such as work related attitudes,

values,interpersonal competencies and personal attributes.

CONCLUSION

This project work was carried out to study the training and

development process of the company. This was a project carried on


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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 trainingschedule of the training centers providing training. Finally ends with

the imparting of the training 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:


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Gary Dessler.

C.R. Kothari.

ASHWATHAPPA.

Robert Hayden.John C. Flanagan.

WEBSITES:

www.google.com

www.wikipedia.com

www.tatamotors.com

www.hr.com

www.citehr.com

www.hvaxles.comwww.mewsuspension.com
http://www.google.com/http://www.wikipedia.com/http://www.tatamotors.com/http://www.hr.com/http://www.citehr.com/http://www.hvaxles.com/http://www.mewsuspension.com/http://www.google.com/http://www.wikipedia.com/http://www.tatamotors.com/http://www.hr.com/http://www.citehr.com/http://www.hvaxles.com/http://www.mewsuspension.com/

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