Project in T&D of Almas BLACK

7/30/2019 Project in T&D of Almas BLACK

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REPORT OF INDUSTRIAL TRAINING

On

TRAINING & DEVELOPMENT

TATA MOTORS LTD. Jamshedpur

Submitted By

ALMAS SHAZLI

MBA (3rd Semester)

PROJECT DURATION : 05TH JUL TO 4TH AUG

KISHAN INSTITUTE OF

INFORMATION TECHNOLOGYDELHI ROAD, MEERUT

Under esteemed guidance of

Mr. Rajive Ranjan


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(HR of Training Department)

ACKNOWLEDGEMENT

It is with due respect and profound pleasure that I

acknowledge the keen personal interest and invaluable

guidance rendered by my project guides

Mr. Rajive Ranjan who helped 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

Mr. shudhanshu pardhy and 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 mefrom 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,

MEERUT has successfully completed his summer

training during the period 4th JUL TO 5th Aug, 2012 on

the topic assigned:

TRAINING & DEVELOPMENT

His performance and conduct was good

throughout the training period. The project assigned to

him was successfully completed within the stipulated

period of 4 weeks.

I wish him success in all his future endeavors.

Rajive Ranjan


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HR of Training Department

CONTENTS

CHAPTER 1

INTRODUCTION

OBJECTIVES OF THE STUDY

CHAPTER 2

TRIBUTE TO THE FOUNDER

COMPANY PROFILE

CHAPTER 3

INTRODUCTION OF TRAINING AND DEVELOPMENT

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 AND DELIVERING

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

and practice. During the two years managementcourse, 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

learning experience and we came to know many thingsabout 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 prioritizationbased 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 spentequally large money for the benefit of his employees as

well as his countrymen.


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The institutions established on the strength of the

generous donations from Jamshedji Tata and his

families are like the fountains of fragrance.


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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 controlson 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.

The 90s This was to be the most eventful decade

for the company. This was the era of liberalization and

the economy started opening up 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


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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. Theevolutionary strategy is in the third phase today and

CVBU has ended this year with

Sales and turnover at new high.

Enhanced market share.

Successful launch of new products.


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A REVIEW OF THE VARIOUS

DIVISIONS OF TATA MOTORS

TRUCK DIVISION: - The division is the place where

the final chassis of the automobile gets

assembled. This is fed by divisions like the Engine

Division with aggregates of engine, axles, steering

and gearbox and also the forge division, which

supplies the spring leaves for mounting axles on

the chassis.

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, con rods.

TML DRIVELINES LTD. (AXLE) :- Axle unit islocated 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.

TML DRIVELINES LTD. (Transmission) :- The

Transmission unit is entirely located inside the

inner complex just besides the Engine Division.The manufacturing activities of Gear Boxes

involves numerous machining and assembly job

with zero defect and high quality components.


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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.

GROWTH AND MACHINE BUILDING:- Growth and

machine building division takes care of theinfrastructure growth oriented facilities from

making of jigs and fixtures, press tool to new

machines, cranes, washing machines, conveyors

etc. all come under the purview of G & MB.

ENGINEERING SERVICES DIVISION:- The support

services of all manufacturing shops in terms of

providing electricity,compressed air, airconditioning, industrial gases etc. are the function

of ESD.

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.

ENGINEERING SERVICES DIVISION:- The support

services of all manufacturing shops in terms of


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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 'large manufacturing' 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. 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.


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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 approximately40 to 70 tonnes goods in its bag. Tata Motors claimed

that Prima trucks can generate a maximum of 560 bhp.

TATA ARMY VECHILES:

Tata Motors has been a strategic partner of the

Indian Armed Forces 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


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and police mobility spectrum. Today, Tata Motors

proudly partners in enhancing defense.


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INTRODUCTION OF TRAINING

AND DEVELOPMENT

Training and Development is anyattempt to improve current or futureemployee performance by increasing anemployees ability to perform throughlearning, usually by changing theemployees attitude or 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

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 jobs.


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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 OFTRAINING & DEVELOPMENT

Objective:

Individual objectives.

Organizational objectives. Functional objectives.

Societal objectives.

SIGNIFICANCE:

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.

Profitability.


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TRAINING PROCESS

Training

Validit

TransferValidit

Needs Assessmenta) Organization

Supportb) OrganizationalAnalysis

c) Tasks and KSA

Instructional

Ob ectives

Development of

Criteria

Selection andDesign of

InstructionalPrograms


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Training

Use of

EvaluationModels

InterorganizationaValidity

InterorganizationaValidit


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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-BaseTraining

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, information and techniques anddeveloping 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 andhealthy 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 inproductivity and the bottom line.

To decide what specific training each employee

needs and what will improve his or her job

performance.

Identifying Training needs/programs Forthe Organization.Organization Analysis: - An organization analysisexamines the organization as a whole. It includesinvestigation of internal and externalenvironments, mission, organizational structure,objectives, markets, customers, policies,procedures and interfaces within the organization.

Task Analysis: - The task analysis provides theinformation necessary to identify the specificcontent of the training programs for each job.


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Person Analysis: - The final phase involves theperson analysis, which determines who needstraining and what training is needed by eachperson.

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


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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

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

Design

Develop

Implement

Evaluate


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you start putting the training together. Depending 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 an architect in the design phase,

imagine your next role as a contractor in the developphasegathering all of the materials and building the

structure that will contain the training experience.

Be sure to consider:

Instructional setting


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Existing materials

Learning experiences

Supporting 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 after implementation. Evaluation is

an ongoing process.

TRAINING EFFECTIVENESS

EVALUATING TRAINING EFFECTIVENESS:

One can easily generate a training program, but ifthe 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 substantiate

outcome, like employee retention, satisfaction and


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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 atraining program is measured to determine if

behavioral changes have been made.

Pre-post-training performance method: in this a

participants performance is evaluated before

attending training and subsequently, his

performance, after he attends the training is

reevaluated and any kind of variation orimprovement 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 isproven 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.


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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 theexam. 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.


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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 eachemployee 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 isstill being applied.

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


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organizational needs. Then further proceeding with the

preparation or a design structure of training calendar

of employees and a training schedule 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 workgoing 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:

Gary Dessler.


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C.R. Kothari.

ASHWATHAPPA.

C.B MAMORIA.

T.V. Rao.

WEBSITES:

www.google.com

www.wikipedia.com

www.tatamotors.com

www.hr.com

www.citehr.com

www.hvaxles.com

www.mewsuspension.com

Training methods are categorized into two groups-

{I) on-the-job and(ii) off-the-job methods.

On-the-job methods refer to methods that are applied in the workplace, whilethe employee is actually working. Off-the-job methods are used away fromworkplaces.

Training techniques represent the medium of imparting skills and knowledgeto employees. Obviously, training techniques are the means employed in thetraining methods. Among the most commonly used techniques are lectures,films, audio cassettes, case studies, role playing, video-tapes andsimulations.
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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On the job Training (OJT)

Majority of industrial training is of the on-the-job training type. OJT isconducted at the work site and in the context of the job. Often, it is informal,as when an experienced worker shows a trainee how to perform the job

tasks.OJT has advantages. It is the most effective method as the trainee learns byexperience, making him or her highly competent. Further, the method isleast expensive since no formal training is organized. The trainee is highlymotivated to learn he or she is aware of the fact that his or her success onthe job depends on the training received. Finally, the training is free from anartificial situation of a classroom. This contributes to the effectiveness of theprogramme. OJT suffers form certain demerits as well. The experiencedemployee may lack experience or inclination to train the juniors. The trainingprogramme itself is not systematically organized. In addition, a poorlyconducted OJT programme is likely. to create safety hazards, result indamaged products or materials, and bring unnecessary stress to the

trainees.

OJT is conducted at the work site and in the context of the job. It is, muchtime, informal. An experienced worker shows a trainee how to work on the

job.

Off the job Training

Off-the-job development insufficient for the total development ofexecutive of any organization. This gap can be bridge by adopting off-the-jobdevelopment technique. In an off the job training an employee goes throughspecial classes or is attended by a trainer for the purpose.

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