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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 TECHNOLOGY


DELHI ROAD, MEERUT Under esteemed guidance of

Mr. Rajive Ranjan

ACKNOWLEDGEMENT

(HR of Training Department)

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 and


officers 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

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

CONTENTS
CHAPTER 1
INTRODUCTION OBJECTIVES OF THE STUDY

HR of Training Department

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

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

CHAPTER 5

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 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 learning experience 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.

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

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 generous donations from Jamshedji Tata and his families are like the fountains of fragrance.

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. 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

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 evolutionary 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.

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 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. 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.

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 the infrastructure 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, air conditioning, 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

providing electricity, compressed air, conditioning, industrial gases etc. function of

air

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.

PRODUCTS
The 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 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

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

INTRODUCTION OF TRAINING AND DEVELOPMENT


Training and Development is any attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees 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.

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 TRAINING & 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.

TRAINING PROCESS

Needs Assessment a) Organization Support b) Organizational Analysis c) Tasks and KSA

Instructional Development of Objectives Criteria Selection and Design of Instructional Programs

Training Validity Transfer Validity

Interorganizational Validity Use of Evaluation Models Interorganizational Validity

Training

DEVELOPMENT PROCESS

Competitive Environment Stage-1 Organizational Strategy Stage-2 Organizational Objective Identifying Competency gapes Training Needs Assessment Annual Training Plan Conduct of Training
Internal Training Programmers. External Training Programmers. Customized Training Programmers.

Competen cy Mapping

Career Planning

Stage-3

Review of Training Activities

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


Case Study Method

Lecture

Management Game

Audiovisual-Base Training

Outside Seminar

Computer-Base Training

Role Playing

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 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 of responsibility, 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.

Training Need Identification


Training 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 and what 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.

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

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

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 ORGANISATIONAS GOALS?

WHAT TASK MUST BE COMPLETED TO ACHIEVE its GOAL?

WHAT BEHAVIAR ARE NECESSARY FOREACH JOB INCUMBENT TO COMPLETE HIS/HER ARRANGED TASK

The Process of Designing and Delivering Training

WHAT DEFICIENCIES, IF ANY DO THE INCUMBENTS HAVE IN THE SKILL, KNOWLEDGES AND ABILITY REQUIRED TO EXIBIT THE NECESSARY JOB BEHAVIOR

Analyze

Design Develop Implement Evaluate


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 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 develop phasegathering all of the materials and building the structure that will contain the training experience. Be sure to consider: Instructional setting

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 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 substantiate outcome, 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 a participants 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, 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 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 the exam. 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.

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 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. This may also be done through actual applications and see if what have been taught is still 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

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 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:

Gary Dessler.

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, while the employee is actually working. Off-the-job methods are used away from workplaces. Training techniques represent the medium of imparting skills and knowledge to employees. Obviously, training techniques are the means employed in the training methods. Among the most commonly used techniques are lectures, films, audio cassettes, case studies, role playing, video-tapes and simulations.

On the job Training (OJT)


Majority of industrial training is of the on-the-job training type. OJT is conducted 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 by experience, making him or her highly competent. Further, the method is least expensive since no formal training is organized. The trainee is highly motivated to learn he or she is aware of the fact that his or her success on the job depends on the training received. Finally, the training is free from an artificial situation of a classroom. This contributes to the effectiveness of the programme. OJT suffers form certain demerits as well. The experienced employee may lack experience or inclination to train the juniors. The training programme itself is not systematically organized. In addition, a poorly conducted OJT programme is likely. to create safety hazards, result in damaged 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, much time, 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 of executive of any organization. This gap can be bridge by adopting off-the-job development technique. In an off the job training an employee goes through special classes or is attended by a trainer for the purpose.