INTRODUCTION

LPG or Liberalization, Privatization and Globalization as it is referred in short

today have changed the scenario of corporate world and management of
enterprises in our country. Today Indian companies look forward to compete in
the global market with big aspirations and try to become the best in their class.
Therefore it has now become more important to not just manage an organization
but to achieve corporate excellence simultaneously as the future belongs to
learning and performing organizations.
As organizations are driven by people through their intellect and powered by
their passions, it is evident that most problems in an organization are human in
nature. And any human being is dynamic and complex system. Therefore, to
manage human resources in any sector is a challenging yet enriching job.
For this an efficient HR manager has to understand the human mind and psyche
while managing the people in the organization. And unless organizations learn
to the human resources with their goals and objectives, success, will be elusive.
Thus, the effectiveness of an organization depends on the strength of its human
resources as it is core to the whole system.
In the context of India’s Steel Industry HRM holds a greater significance as
because steel which forms the backbone of any infrastructural facility, in recent
years has become more crucial for achieving rapid economic growth of our
country. According to latest statistics, the production of total finished steel rose
from 1.0MT in 1950-51 to 6.8MT in 1980-81 and further to 44.5MT in 2005-
06.Thus, the way the demand for steel is increasing, the goals of all steel
companies , especially those of the public sector have become of utmost
important due to their social obligatory function. Indeed in such changing
scenarios, the ever increasing aspiration can only be met, if the management of
those organizations moves with time. For this movement the aspirations and
efforts of both management and workers must be synchronized in congruence
with the organization’s future goals of progress and profitability. Such
synchronization is only possible if the workforce is apprised of the latest
logistics and technology in the industry and about the directions in which the
management wants it to move in with time. This can achieved through the
process of training and development activities which it undertakes for its
workforce, from time to time as and when required.
Therefore, through this project report an attempt has been made to study the
various training and development activities in one of India’s largest steel
company i.e. SAIL at their integrated steel plant at Durgapur, West-Bengal. A
step by step analysis and conclusion have been made in order to get a clear view
of the training and development activities of HRD Centre of DSP.

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 INDIA’S STEEL INDUSTRY

India’s modern iron and steel industry dates back to the first decade of the
present century. The Tata Iron and Steel Company Ltd (TISCO) was registered
in and production at Jamshedpur commenced in 1911-12.
In the years after independence in 1947, the prerogative for the development of
the steel industry, however, came to be vested in the Indian State. Indian
industry, as discussed earlier had grown in a highly protected and controlled
environment with massive tariffs, administrative control over prices,
distribution and imports. The centralized planning process allocated resources
for the steel industry. However both TISCO and Hindustan Steel Ltd (HSL) the
precursor of SAIL did well till the end of 1960s. The Indian Steel industry
retained a clear and substantive manufacturing cost competitive advantage with
respect to overseas producers, the paramount of state and its apparatus
notwithstanding in policy and operational matters.
It is also a matter of record that despite state leadership or perhaps because of it
,the Indian steel industry over two decades since the late 1960s steadily lost cost
comparative advantage in the world market. It emerged by international
standards as a relatively high cost and inefficient industry. Also, the steel
consumption in Indian economy was about 5kg in 1950 which increased to a
meager 26.2kg in 1991-92, after our four decades of planned growth. Thus in
retrospect all early projections during the planning years appeared to have been
excessively optimistic. By 1991, the level of apparent steel consumption in
India had reached only 15.85MT (Million Tonnes) of finished steel or 20.3MT
(Million Tonnes) of crude steel.
In this context, it may be correct to conclude that the early planners were
seriously wrong in their assessment of India’s ability to industrialize or it may
have been the governments’ inability to translate earlier plans. The principle
cause for failure was its inability to mobilize necessary resources for public
investment. In addition the oil shocks of the 1970s also aggravated the situation.
All these factors along with administered pricing followed a conventional cost
plus approach, cushioning the producers from the consequences of their relative
inefficiency. These factors contributed to sustenance of the rising trend in
domestic cost and price of Indian steel leading to the inability of the industry to
meet international standards, not only in terms of product quality, but also of
packaging and customer service.
All these factors ultimately contributed to the tapering of growth, in the levels
of steel consumption as well as manufacturing capacities in India.
However, the actual ability of the economy to absorb steel depends on the
public policy regarding the rates and strategy of investment and overall pace of
development. In fact, the new economic reforms initiated by the government in
1991-92 and the policies attending them argue that the Indian state should in
principle largely withdraw from investment and production activities.

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 The domestic as well as global market forces should thereafter guide the
production and pattern of investment in the economy.
This is necessary in the interest of industry for cost competitiveness and
efficient growth of the economy. Here it may be worth mentioning that the same
steel industry that was stagnating in the early nineties saw a phenomenal growth
in the succeeding years, when the economic reforms were introduced by
government of India. With this, companies took a more pro-active step to
consolidate their positions in the India as well as global markets. And finally the
industry took the challenge head along and looked forward to global markets for
future strategies. The result of all this is clearly in front of us ,with companies
like SAIL marching again on the road of profitability and productivity and Tata
Steel acquiring global steel majors like corus steel to highlight this
consolidation process in recent times.

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 SAIL–A PROFILE OF THE COMPANY

History of SAIL

SAIL or Steel Authority of India is the fifth largest steel maker in the world and
one of the largest in India. SAIL was established as a holding company at New
Delhi on 24thJanuary 1973 with authorized share capital of Rs.2000 crores. This
holding company was formed with four public sector steel plants and the input
industries in iron ore, coking coal and scrap. The companies were Hindustan
Steel Ltd, Hindustan Steelworks Construction Ltd, Bokaro steel Limited, Salem
Steel Ltd, Bharat Coking Coal Ltd, National Mineral Development Corporation.
The shares of these companies were held by the President of India and were
transferred in March 1973 to SAIL. The paid up capital as on 31st March 1974
was Rs.1326 crores.
It was converted into a into a unitary company in 1978 and is now
responsible for the management the management of the five integrated steel
plants at Bhilai in Chattisgarh, Bokaro in Jharkhand, Durgapur and Burnpur in
West Bengal and Rourkela in Orissa. It is also responsible for the management
of four alloy steel plants at Salem in Tamil Nadu, Durgapur in West Bengal,
Bhadravati in Karnataka and Chandrapur in Maharastra.
Almost every discipline of engineering is utilized in steel making
operations of SAIL, thereby making the company highly heterogeneous in its
activities. Therefore SAIL’s expertise is not restricted to the production of steel
alone. It extends to the field of research and development in iron and steel
projects through its RDCIS or Research and Development Centre for Iron and
Steel. SAIL has also a Centre for Engineering and Technology (CET) that offers
technical and professional expertise based on decades of steel making
experience to the growing client base. In addition, SAIL has also growth
division, environment management division, safety division, a management
training institute and a wide marketing network monitored by its Central
Marketing Organization (CMO). The international trade division of SAIL looks
after exports of quality steel products to over 70 countries. The raw materials
division controls SAIL’s 20 mines & quarries making it the second largest
mining operator in country after Coal India Ltd. Of these 9 are iron ore mines, 5
are limestone mines, 3 are dolomite mines and 3 are coal mines. Besides SAIL
has a capacity for 700MW of captive power generation. The steel plants of
SAIL also produce fertilizers and chemicals.

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Vision of SAIL
The vision of SAIL is to achieve market leadership and prosper in business
through satisfaction of customer needs by continual improvement in quality,
cost, delivery of products and services.

Mission of SAIL
The mission of SAIL is to achieve rapid expansion and optimization of its
production for catering to the increasing needs of the country with
improvement in technology, profitability, commercial competitiveness and
quality of products with a better customer service.

Objectives of SAIL

i) To help in rapid economic growth and industrialization of the country.

ii) To create the necessary infrastructure for economic development.

iii) To generate different employment avenues in the country.

iv) To promote balanced regional development.

v) To assist the development of small scale and ancillary industries.

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 The Management Levels in SAIL

Chairman

Director (Tech) Director (Fin) MD (at plants) Director (Pers) Director(Com)

ED: E9

GM:E8

DGM:E7

AGM:E6

SM:E5

MGR:E4

Dy.MGR:E3

Asst.MGR:E2

Jr.MGR:E1

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 DURGAPUR STEEL PLANT – AN OVERVIEW

Durgapur Steel Plant was set up in the late 50s with an initial annual capacity
of one million tonnes of ingot steel, which was subsequently expanded to 1.6
million tonnes per year. The Colombo Plan mission headed by Sir Geric Coates
visited India in 1955 and recommended Durgapur as the choice for setting up
the integrated steel plant, to be built with British Collaboration.
The location was considered highly desirable because of its proximity to nearby
Coal-mines, Grand Trunk Road, Railways lines connecting Calcutta and New
Delhi, Calcutta port, power from Damodar Valley Corporation (DVC) and water
from Durgapur Barrage .The first Chief minister of West Bengal Dr B.C.Roy
along with India’s first Prime minister Pandit Jawaharlal Nehru had played a
great role in establishing this plant.
Durgapur Steel Plant was the third integrated steel plant of the then Hindustan
Steel Limited, the predecessor of todays Steel Authority of India (SAIL) under
the public sector in India. The first two were Rourkela Steel Plant at Rourkela in
Orissa and Bhilai Steel Plant at Bhilai in Madhya Pradesh and today Chattisgarh
in that order. Hindustan Steel Limited was later merged into Steel Authority of
India Limited. Durgapur Steel Plant was incorporated into SAIL on 1st May
1978 .It produced its first Steel ingot on 25th April 1960 .The plant has over 12
main operation departments or units and numerous supporting department or
units.

These major operating departments or units are as follows:

1. Coke Oven
2. Blast Furnace
3. Sinster Plant
4. Steel Melting Shop (SMS) Complex
5. New Lime Calination Plant (NCLP)
6. Oxygen Plant
7. Blooming Mill
8. Billet Mill
9. Section Mill
10. Merchant Mill
11. Skelp Mill
12. Wheel and Axle Plant

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 HRM- AN INTRODUCTION
Akio Morito, the founder of Sony Corporation, Japan, once said that there is
no ‘Magic’ in the success of Japanese Companies in general and Sony in
particular. The secret of their success is simply the way they treat their
employees. Under Morito, the whole process of recruitment, selection, training
and development, performance appraisal, and rewards at Sony was built on the
promise that employees were the most valuable part of the company, because it
is they who are its, most permanent associates and it is they who supply the
organization with their work, talent, creativity and drive.
Thus the most critical tasks of a manager are the selection, training and
development of human resource, which will best help to achieve the
organizational goals. Without competent people at managerial level and indeed
at all levels of organization will either pursue inappropriate goals or find it
difficult to achieve appropriate goals once they have been set. Human dynamics
plays a pivotal role in surmounting obstacles, defusing complex situations and
achieving organizational goals. It is because of this reason that there are
organizations that succeed in spite of major obstacles, problems or
environmental changes and challenges, while others crumble rather quickly
under external pressures. The formal type of organization are generally dynamic
bodies, with tremendous learning abilities which enable them to adopt and
cope with environmental challenges, while the latter are often caught in their
own whirlpool of past glories, heritage and fixed-in their old habits, styles and
practices thereby finding it difficult to shift their focus, learn new ways from
others or introspect. Just like a man is known by the company he keeps, the
organization is known by the men it keeps.
Human resource management encompasses those activities designed to
provide for and co-ordinate the human resources of an organization. The human
resources of an organization represent its largest investment. In fact government
reports show that approximately 13 % of national income is used to
compensate employees. In addition to wages and salaries, organizations often
make other sizeable investment in recruiting, hiring, and training of their
human resources. Human resource management is a modern term for what has
traditionally been referred to as personnel administration or personnel
management.
The changing internal environment in organizations calls for better
understanding of human resource management. The culture or climate of an
organization is made up of traditions, values, habits, ways of organizing and
patterns of relationships at work. Culture is reflected in organizational structure,
strategy, systems, power and reward distribution, conformity, development
processes, motivational dynamics, organizational clarity, warmth and support
received by employees, leadership styles, standard of performance, and shared

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 subordinate values. An effective work culture is flexible, integrated,
decentralized, Performance - oriented, quality conscious, co-operative,
collaborative and supportive. The major elements of HRM strategy and
functions can be related to organizational culture. Corporate mission or
philosophy and strategy plan give birth to culture in organizations; human
resource planning defines culture; recruitment and selection processes locate the
bearers of the culture; training and development help in installing the culture;
goal setting and appraisals make the culture effective, enable it to operate with
predictability; reward management reinforces the culture and succession
planning helps in maintaining the culture. Earlier productivity was the focus but
now retention of human resource is equally important. The myth of labour
welfare is over. In other words, contemporary global focus is on integrating
human resource functions with industrial relations so as to achieve corporate
excellence and develop organizational citizenship.

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 TRAINING AND DEVELOPMENT – A SUMMARY
“Training is costly, but not to train is even costlier - Pandit Jawaharlal Nehru

“If you ever run into an industry that says it needs better people, sell its
shares. There are no better people. We have to use ordinary everyday people
and make them capable of doing the work.”- Peter Drucker

Human capabilities can be developed and utilized to an unlimited extent.

Training is a potential tool for this purpose. Every participant who attends a
training program is interested in getting something out of it. Most of them try to
implement some of the things they have learnt in the program. This positive
aspect can be put to better use by organizations developing and maintaining the
training function as an important and systematic function in the organization.
For any dynamic and growth oriented organization, to survive in a fast changing
environment, HRD activities play a very crucial role.
Any manufacturing organization consists of four M’s – Money, Material,
Machinery, and Manpower. Amongst these “MAN” is the only living factor.
Human factor can not be compelled to participate in the production process
unless he/she wants to sell his labor. Therefore man is the most dynamic and
sensitive factor of all whose effectiveness and productivity can be regulated
through various developmental processes. Amongst such processes Training is
the most effective procedure for the development of human potentiality. The
productivity level of an organization can easily be increased through effective
Training and Development Programme.

HRD is a process in which the employees of an organization are continuously

helped in a planned way to acquire or sharpen capabilities required to perform
various tasks and functions associated with their present or future expected
roles; develop their capabilities as individuals so that they are able to discover
and exploit own inner potential for their own and /or organizational
development purposes and develop an organizational culture where superior
subordinate relationships, team work and collaboration, among different sub-
units are strong and contribute to the organizational wealth, dynamism and pride
of employees.
Definition of Training & Development

Training is an attempt to improve current or future employee performance by

increasing an employee’s ability to perform through learning process, usually by
changing the employee’s attitude or increasing his or her skills and knowledge.
Development refers to those learning opportunities designed to help employees
grow. Development is not only primary skills oriented. Instead it builds sound
knowledge and attitudes which is helpful to employees in higher positions.
Efforts towards development often depend on personal drive and ambitions.

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According to Keith Davis

“Training is any process for developing an understanding of the requirement

for an effective, economical application of some organized body of knowledge
to the work of the industrial organization, or some phase of it. It includes the
development of the mental and / or manual skills that are necessary for such
application. The basis for training is education.”

The important elements of this definition can be analyzed thus:

a) The purpose of training is to improve understanding of some knowledge

or technique.
b) The aim of imparting such knowledge is efficient and economical
operation of the business.
c) The devices for training improve both manual and mental skills.
d) The training devices are fundamentally educational in character.

Methods Used in Training needs assessment

The assessment for Training needs can be made by doing the following analysis
under two major groups:

A) Organizational analysis B) Individual analysis

i) Organizational goals and objectives i) Performance appraisal

ii) Personnel / skills inventories ii) Work sampling
iii) Organizational climate indices iii) Interviews
iv) Efficiency indices iv) Questionnaires
v) Exit interview v) Attitude survey
vi) MBO or Work planning system vi) Training progress
vii) Quality circles vii) Rating scales
viii) Customer survey / satisfaction data
ix) Consideration of current and projected changes.

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Benefits of needs assessment

The main benefits of needs assessment are given below:-

a) Trainers may be informed about the broader needs of the training group
and their sponsoring organizations
b) The sponsoring organizations are able to reduce the perception gap
between the participant and his or her boss about their needs and
expectations from the training programme.
c) Trainers are able to pitch their course inputs closer to the specific needs
of the participants.

Considerations while designing Training & Development Programmes

1) who are the Trainees ?

2) who are the Trainers ?
3) What methods or techniques are to be used during training?
4) What should be the level of training?
5) Where to conduct the training programme?

Methods or Training techniques

A) On the Job methods B) Off the Job methods

i) Orientation training i) Vestibule

ii) Job instruction ii) Lecture
iii) Apprentice training iii) Special study & Case study
iv) Internships and Assistantships iv) Films and Television
v) Job rotation v) Conference & Gr. discussion
vi) Coaching vi) Role playing
vii) Simulation
viii) Sensitivity training
ix) Laboratory training

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 Evaluation of Training

What is evaluation of training ?The evaluation of training is determining the

cost effectiveness and assessing the results of the Training & Development
Programme executed by the industrial & business undertakings / organizations
by its feed back system.
In practice, however, some organizations either overlook or lack facilities for
evaluation of training schemes adopted by them.

Why the evaluation of training is needed ?

The main objective of evaluating the training programmes is to determine

whether the programmes have accomplished the specific objectives either in
removing the short-comings of tasks fulfillment or by correcting the
deficiencies of performance
of the employees who have been trained.

The other reason for evaluation is to ensure that any changes in trainee
capabilities are due to the execution of training programme and not due to any
other conditions. Thus, the evaluation is very useful to explain causes or effects
for either success or failure of training programmes.
So, the credibility of training & development is influenced and enhanced if it is
proved that the organizations have been benefited from it.

What are the Criteria for evaluation ?

a) Measurement of reactions of the trainees towards the training programme.

b) Fulfillment of the learning objectives.

c) Observance for behavioral changes.

d) Achievement of organizational goals.

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Benefits of Training & Development

The benefits are given below:

i) Improves profitability and / or more positive attitudes towards profit

orientation.

ii) Improves the job knowledge and skills at all levels of the
organization.

iii) Improves subordinate-superior relationship.

iv) Helps to prepare guidelines for work.

v) Aids in developing the organization.

vi) Aids in increasing productivity and quality of work.

vii) Improves labour management relations.

viii) Creates an appropriate climate for growth and communication in the

organization.

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 OBJECTIVES OF THE STUDY

BROAD OBJECTIVES

i) To study the HRD function of Durgapur Steel Plant.

ii) To know about of SAIL’s HRD philosophy and its guiding principles.

iii) To have a practical experience of the functioning of the HRD Department of

a Steel Plant.

iv) To have a first hand experience of the functioning of a large PSU Steel
Plant.

v) To study how HRD activities support other activities of an integrated steel

plant.

SPECIFIC OBJECTIVES

i) To Study the existing training programs.

ii) To judge the perceptions of the various level of employees undertaking the
training.

iii) To study the achievements of existing programs.

iv) To study the Scope of extension of the existing training programs.

v) To know the application areas of the various training programs.

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 METHODOLOGY USED

1) This study was carried out for a period of five weeks at the
integrated steel plant of SAIL in Durgapur.

2) Data was mainly collected through interviews and discussions with

various officers, staff, and trainees.

3) Some data was collected from various in-house journals, books and
other related official documents.

4) The instruments for this survey were questionnaire, interviews,

discussions, and self observations.

5) Data related to the training programs were mainly collected by

visiting the various training departments and meeting their
respective officers-in-charge.

6) Some matter was also collected by consulting various books from

the company’s library.

Interviewees were selected on availability basis according to their convenience.

More emphasis was given on departmental stratification. Basically structured
interviews were conducted for trainers, in addition to that few trainees were also
interviewed in an unstructured manner. On the whole emphasis on trainee
interviews were low owing to the fact that trainees from other SAIL plants as
well as even from other organizations also visited there for training.

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 Questionnaire

1. What is your designation?

a) Jr.T
b) OT
c) Sr.TOT
d) Sr.Manager(HRD)
e) AGM(HRD)
f) Trade Apprentice
g) Management Trainee
h) Others
2. What is your background?
a) Engineering
b) MBA
c) Engineering with MBA
d) MCA
e) Others
3. What is your area of training?
a) Workshop based training.
b) Electrical, Electronics & PLC Lab based training.
c) Hydraulics & Pneumatics Lab based training.
d) Unit training.
e) New Entrants training.
f) Management & Supervisory development training programs.
g) Other specific area training programs.

4. How many training programs of your area are held annually and
monthly?

5. What is the nature of your training programs?

a) Off-the -job or on-the-job.
b) technical or non-technical.

6. How many persons have you trained till date in your area of training?

7. They belong to
a) executive ranks
b) non-executive ranks
c) both

8. What is the application area of this training in Durgapur Steel Plant?

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 TRAINING & DEVELOPMENT - AT D.S.P

HRD Policy of Durgapur Steel Plant

We, at Durgapur Steel Plant, firmly believe that human resource is our most
valuable asset. We are committed to develop and mature a competent and
committed workforce to meet the challenges of changing business scenario.

To accomplish this, we shall continuously strive to:

• Enable employees to contribute effectively to compete work

environment through continual up-gradation of knowledge and skills.
• Create and promote a culture of excellence, positive attitude and team
spirit.
• Foster an effective communication system across and boost the morale
of employees through empowerment and recognition.
• Maintain conducive work environment to facilitate achievement.
• Indicate a sense of ownership and commitment.

Objectives of Training & Development at Durgapur Steel Plant

1. To assess the competency gap of the personnel performing work affecting

product quality and to fulfill the same through training.
2. To determine the training need based on corporate guidelines and input from
customers from time to time.
3. To evaluate the effectiveness of the training programs by assessing the
competency status of the employees after training and take appropriate
corrective actions if required.
4. To organize various communication exercises, large group interactive events,
workshop etc for achieving company objectives.

Procedure for Training & Development in D.S.P

1. Annual prioritized training need:-

The first step for conducting any Training & Development program is to
determine the Annual prioritized training need of the plant. This again follows
the following steps –

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i) Organizational training needs are based on corporate guidelines, Training
Advisory Board (TAB) decisions which is headed by the Chairman of the
company, Training Advisory Committee (TAC) chaired by the MD of the
company and meeting with Zonal heads of the company.

ii) Occupational needs are determined on the basis of the change of technology,
improved management practices as well as different developments like
restructuring, redevelopments, mergers etc in the organization.

iii) The reporting officers and Head of the departments identify individual
training needs of the executives from level E 0 to E 4 as per SAIL guidelines
and do the competency mapping.

iv) Individual training needs of executives from E 5 and above level are
identified by the respective reporting officers and / or Head of the departments
in consultation with Management Training Institute, Ranchi as per SAIL norms.

v) Annual prioritized training needs of the employees for the next one year are
identified through competency assessment scheme, before commencement of
the financial year by Training Coordinators, Training Engineers and Head of the
departments or Head of the sections.

vi)Unfulfilled training need, if any, of the previous year is considered while

assessing the training needs of the employees for the coming year.

vii) All the related dates / records are to be maintained electronically for
effective monitoring and action taking.
Time frame --- By the month of March of the preceding financial year.
Responsibility ---- Training Engineers.

2. Annual Training Plan:- This is the second stage for conducting any Training
& Development Program. Before the beginning of the financial year the annual
training plan is drawn up keeping in mind the prioritized training needs and
availability of resources.
Time frame --- By 20th March of the preceding financial year. Responsibility
---- Head of the Training (HOT)

3. Monthly Training Plan:- This is the third stage for conducting any Training &
Development Program. The Actual Training Programs at Centre for Human
Resource Development (CHRD), are conducted on the basis of monthly training
calendar which is drawn up well before the beginning of the month. Based on
this calendar as well as on the dynamic situation of training needs and
availability of resources, training coordinators draw up a monthly plan.

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According to this plan, the training is done. While doing it the concerned
training coordinator ensures availability of training modules, faculty and all
necessary physical facilities for smooth conducting of the training programme.
Time frame ---i) Monthly training calendar: By 25th of the preceding month.
ii) Monthly training plan: By 29th of the preceding month.
Responsibility -for( i)Monthly training calendar: AGM(HRD) incharge.
-for (ii) Monthly training plan: Training Coordinator.

Evaluation & Review of training

After the training program is completed, a feedback is obtained from all the
participants. By this process they can know in which field they can improve.
This feedback process has generally four levels. They are as follows:-

1. Reaction Level- This is the primary stage of evaluation. For training

programs of more than one day duration reaction level evaluation is carried out
by obtaining feedback from participants with the help of a questionnaire that is
provided to the participants. The programme coordinator works out the
programme rating on a 4 point scale based on the feedback from the
participants.

2. Learning Level- In this stage, the learning level of the participants are tested.
This is done for same identified technical training programmes. For this pre and
post training questionnaires are administered to find out improvement in
learning, before and after the training programmes.

3. Application Level- The application part gets highlighted here. After

completion of training for three months, the superiors observe the participants
performance and record the level of competency obtained.

4. Result Level-This level serves the tangible benefits for the company.
The tangible benefits are like monetary benefits, reduction of accidents, fewer
cases of product rejections and good general house keeping i.e. it creates a
chance for motivation of the people in the organization.

Review of Training is done at five levels in the following ways:-

Level 1 - At the Head of department level training performance is reviewed at
least once in a month through departmental corrective and preventive action
(CPA) meeting where concerned training engineer gives the feedback of
training performance of different sections / programmes.
Level 2 - The Head of Training reviews the fulfillment of training process
objectives in CPA meeting of Centre for Human Resource Development
(CHRD).

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Level 3 - Executive Director (ED) of HRD monitors training performance every
three months in level 1 meeting where concerned Head of departments are
present.
Level 4 – Training performance of each steel plant unit is reviewed by ED of
HRD at Management Training Institute, Ranchi once a month.
Level 5 – Training advisory board headed by Chairman meets once in a year to
review training performance of the company and provides the necessary
directions.
Procedure for calculation of Programme Rating
I) In the format, there are 8 elements and ratings from 1 to 4 :-
The elements are given below:
1. Fulfilment of programme objectives 2.Objectives match participants need.
3.Learning from exercises / hands outs /demonstrations
4. Learning from Lectures / discussions 5. Effectiveness of faculty / instructor
6. Learning from environment 7. Quality of hand-outs / reading materials
8. Relevancy of the training in job performance.
The rating is based on Points which are to be attributed by the participants.
Point “1” stands for poor, Point“2” is for satisfactory, Point “3” stands for
good, and Point “4” is for very good.
II) At the end of the programme, get the participants’ individual rating for each
element in feedback form.
III) Fill up the number of participants who have attributed rating points against
the particular element in the rating points 1 to 4 of the programme rating form.
IV) Multiply the rating points by number of participants and add the element-
wise weighted score against each element.
V) Add all the element-wise weighted scores vertically downwards to find out
the total weighted score and then calculate the programme rating by dividing the
same total weighted score with no of participants.
VI)The Average rating is obtained by dividing the programme rating with the
sum of elements.

Total weighted score

Thus, the Programme Rating = ------------------------------
Total no of participants

Programme Rating
The Average Rating = -----------------------------
Sum of elements

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Flow chart showing the T&D process of DSP

Organisation Training
Needs Assessment

Occupational Trng. Needs

Assesssment

Identification of individual trng.

needs

Annual prioritized trng.needs

identified by compt. assessment

Unfulfilled trng Y
need is also
checked

Start of trng. programme

Annual Training Plan

Monthly trng. plan

Evaluation & review of trng

22
The classification of Training

At Durgapur Steel Plant, training is imparted in the following fields :

1. Hydraulics & Pneumatics Laboratory

2. Electrical & Electronics Laboratory
3. Workshop based training
4. New Entrants
5. Management & Supervisory development
6. Computer Laboratory
7. Miscellaneous training on i)Safety, ii)Fire prevention,
iii) Unit training, iv) Occupational health services and
v) Environment management systems.

Within the above areas Training is further classified into two heads viz
(A) Technical Training
(B) Non- technical Training

Technical Training is imparted in Areas of (i) Metal works,

(ii) Bearing fitting, (iii) EOT Crane operation, (iv) Gas cutting,
(v) Basic fitting, (vi) Gas welding, (vii) Threading and pipe fitting,
(viii) Electrical & Electronics laboratory, (ix) Hydraulics & Pneumatics
Laboratory, and (x) Computer Laboratory.

Non-technical Training is imparted in Areas of (i) Self improvement for work

excellence, (ii) Micro planning, (iii) Management of Capital repair,
(iv)Creating and Innovation, ( v) Action Leadership, (vi) Communication and
Presentation skills, (vii) Supervisory development programs,
(viii) Enhancing Managerial Effectiveness (EME), (ix) Management
development programs, (x) QC concepts for members and facilitators.

The Training Areas

The major areas in which training is imparted at Durgapur Steel Plant are as
follows:-

1. Fresh Entrants or New Entrants Area

2. Competency Enhancement Areas like (a) Unit training, (b) Multi-skill
training, (c) Computer skills development, (d) Enhancing Engineering
Skill (EES) Mech, (e) Enhancing Engineering Skill (EES)Electrical
(f) Enhancing Engineering Skill (EES) Hi-Tech, (g)Technology Refresher
(h) Management & Supervisory Development.

23
3. Specific Areas like (a) Environment Management Systems (EMS),
(b) Safety,(c) Fire prevention,(d) Occupational Health Services(OHS)
4. Other Areas viz (a) Organizational development through
communication with top management, (b) External & Foreign training.

1. Fresh Entrants or New Entrants Area: Fresh Entrants or New Entrants

means those employees both executives and non-executives who are newly
recruited and are trained at Centre for HRD DSP.They are classified as
follows.
Non-executive Executive
Sr. TOT MTA (Management Trainee
TOT (Technician cum Administration)
Operative Training) MTT (Management Trainee
Junior TOT Technical)
Trade Apprentice Junior Manager
Unit employees Promoted Executives

2. Competency Enhancement Area: Competence is the quality of being

competent. While, competent means having the necessary skills or
knowledge to do something successfully. Therefore, in order to increase or
enhance this competence, some training programs are being undertaken in
the following Areas:
a) Unit Training – It is one type of on the Job training in which the trainee
is taught how to handle various equipments at the shop-floor level. One
expert
trainer trains the trainees for one or two months in a sustained manner.
During this training instructions are being given regarding the usage of
particular industrial equipment and a practical training is imparted regarding
safety, recruitment, health, increasing the productivity and other implications
of it. Also for this training a training manual is prepared by an expert trainer.
This manual is assessed by the line managers and the head of training finally
approves it. After this a trainer is selected and job instructions are given. At
the end of this training, a competency assessment form is given to trainees
and an assessment is done based on that. Unit training encompasses
operation as well as maintenance areas regarding equipment. For this year
nearly 250 men are to be trained and 15 new manuals are to be brought out
in the area of training.

(b) Multi-skill training – Jobs in a steel plant demand multi-skills in a

worker. These multi-skills are in the field of Cutting, Welding, Plumbing,
Drilling and other maintenance related areas. So in order to impart these
Multi-skill to the workers, this training is undertaken. This is imparted
mainly in the workshop of Centre for Human Resource Development

24
 (CHRD).Here various trade apprentices and other semi-skilled workers come
from the plant and take the training according to the schedules of
their respective units or departments. The modules through which this
training takes place are
(i) Machine Shop
(ii) Fitting Shop
(iii) Electric Shop
(iv) Plumbing Shop
(v) Welding Shop
(vi) Basic Engineering Skill or BES Shop
Some of the training programs that are undertaken in these shops are Basic
fitting, Bear fitting, Gas welding, centrifugal pump maintenance,
lathe and gas cutting.

(c) Computer skills development: In order to impart, an in-depth knowledge

about industrial application of computers and different software packages, this
training is undertaken. Through the tools of simulation and animation, trainees
are shown how an integrated steel plant works. These tools are part of 23 CBT
(computer Based Training) packages provided by British Steel of UK. Apart
from this some theoretical knowledge is also given as a part of open learning.
In the computer laboratory, the training is conducted according to the
competency mapping in the areas of PC skills as well as some other specialized
areas. These are further explained below:

i)PC skills- This is for the beginners or fresher. In this program, basic
knowledge is imparted on topics like WINDOWS, MS Office, MS Word for 4
days, MS Excel for 3 days and MS Power Point for 2 days that are required for
QCs and other types of applications in the plant.

(ii)Specialized Areas- This area of training, relates to various specialized

computer programming areas like C, Visual Basic, Fox Pro , 6 days for each
program. These programs have application in plant units like RHMP(Raw
Material Handling Plant) and Wheel & Axle Plant.

(d) Enhancing Engineering Skill (EES) Mechanical- Almost every discipline

has an application in the process of steel making. Some of them have greater
importance. Mechanical engineering is one such area. Therefore, in order to
augment the engineering skills of the employees in the area of mechanical
engineering, this training programme is undertaken. This training is mainly
imparted in the field of Industrial Hydraulics and Pneumatics. Now by
Hydraulics, we mean the generation of forces and motion using a hydraulic
fluid. This fluid represents the medium of power transmission. Hydraulics has

25
numerous applications in the steel plant like in assembly machines of all types,
presses, injection moulding machines, lifts, construction machineries like Bull-

Dozers and Excavators. Pneumatics is the field where forces and motions are
created by compressing the air and using it as a medium of transmission. The
application area of this field is automation of mechanical tasks in the plant like
shifting, feeding transfer of materials, turning and sorting of parts. This training
is conducted at Hydraulics & Pneumatics Laboratory of CHRD.
The methodologies for this type of training are practical exercises, lectures
and discussions, hands on experiments and group discussions. The various
training aids that facilitate this training are Hydraulics training rigs, magnetic
symbols, transparent models of hydraulic components, audio- visual media, real
hydraulic components (assembled and dismantled) and polarized transparencies.
At the end or the beginning of the training Pre& Post assessment is done
through a questionnaire.

(e) Enhancing Engineering Skill (EES) Electrical- This training program is for
enhancement of engineering skills in the field of electrical engineering.
Electrical engineering has application in almost every unit of the plant. This
necessitates this type of training, so that the required engineering skills can be
enhanced for increased productivity and decreased cases of breakdown in the
plant. Thus this reduces the loss of valuable man hours and helps to increase the
production of the plant in the long run.
This training is conducted at the Electrical & Electronics Laboratory of
CHRD. This laboratory provides the trainees, opportunities to develop their
competence in electrical systems and control through hands-on experiments, on-
line measurements, visual displays and graphical representations. The unique
feature of this laboratory lies in its unlimited flexibility in constructing any type
of electrical circuit, analyzing and testing performance with load through
electrical machine simulator, circuit constructor and fault finding trainer. This
laboratory uses mainly imported instruments for training purposes. Some of the
programs that are conducted here are of basic electricity, AC motor& its
troubleshooting, DC motor & its troubleshooting and battery maintenance. At
the end of the training programs candidates are evaluated on the basis of their
performance and their feed-back is taken.

(f) Enhancing Engineering Skill (EES) Hi-Tech- This training program includes
training in high technology areas, since today’s steel making processes use
many hi-tech complex electronics like Programmable Logic Controller (PLC)
and other such electronic systems and controls. This program is also undertaken
at the Electrical & Electronics Laboratory of CHRD. This training helps to
augment the skills in cutting edge modern day technologies and thus helps in
increasing the overall efficiency of the plant.

(g) Technology Refresher – This is a programme wherein the basics of

technology are taught and their application areas are apprised to the trainees.

26
This course is helpful as one gets to know the basic principles involved in the
various application areas.

(h) Management & Supervisory Development – This training is both for

managers as well as supervisors of the plant. The primary aim of this
programme is to increase the managerial skills of both frontline as well as
senior managers and also that of the supervisors. One other aim is to acquaint
the managers and supervisors of the changing environment around them and
how to tackle it. In this training creativity &innovation of the managers and
supervisors is increased upon. Managers upto E5 level are trained in CHRD at
Durgapur Steel Plant, while E6 and above are trained at the Management
Training Institute, Ranchi.
The following programs are its part.

(i) Management Development Program I- This program is for managers of E1

level ie. Junior managers. The main objective of this training program is to
enhance the understanding power of the junior managers in order to meet the
challenges ahead of SAIL and identify the organizational priorities, while
functioning effectively as team members. This program also helps to increase
their communication power in order to effectively motivate their subordinates
and also acquire skills for planning and problem solving

(ii) Management Development Program II- This program is for managers from
E3 upto E4 level. The main objective of this program is to make the managers
better understand the recent business developments, their role in terms of key
elements of their work for establishing and maintaining systems standards and
finally applying skills of team building in order to work more effectively in a
team.

(iii) Enhancing Managerial Effectiveness(EME) program- This program is for

Sr. Mgrs upto E5 level. At the end of this program the participants become
aware of the changing business scenario and understand their role to achieve the
organizational objectives, acquire the managerial skills essential for their role
transition, and identify potential areas improving their managerial effectiveness.

(iv Microplanning- This is a four stage program. It is not for any specified level.
Anyone can participate in this program. On completion of this program the
participants are able to associate their own priorities with that of the
organization, understand the need to plan effectively in order to optimize
operational performance and increase managerial effectiveness in an
increasingly competitive and changing environment, recognize the importance
of accurately defining the objectives , understand the planning terminology and
be aware of the aids that are available to them and lastly apply a systematic
approach to microplanning and prepare a detailed microplan.

27
(v) Action Leadership- This program is also not for any specified level. Anyone
from E1 to E5 level can join this program. This program aims to develop action
leadership skills in the participants.

(vi) Creativity and Innovation- This program is also not for any specified level.
Anyone from E1 to E5 level can participate in this program. This program aims
to promote creativity& innovation in the organization.

(vii) Communication and Presentation skills- This program is also not for any
specified level. Anyone from E1 to E5 level can participate in this program.
This program aims to develop better communication and presentation skills in
the participants.

(viii) Supervisory Development (SDP) Program- This program is for higher

grade non-executives like supervisors and sr.technicians. This is held every
alternate month. The objectives of this program are to make the participants
understand the correct policies and practices of the company, make them able to
analyze problems and take corrective actions in his or her area of supervision ,
and finally to develop knowledge in various supervisory functions such as
communication, leadership and human relations.

(ix) Company Information- This program is for higher grade non-executives

like supervisors and sr.technicians. This is held every alternate month. The
objectives of this program are to make the participants understand the present
business scenario, various systems and procedural constraints & prospects
before the organization and make them contribute more effectively towards cost
reduction and target fulfillment in their own area of control.

In addition to all these, noted speakers from India’s top management and
engineering colleges regularly come to attend various seminars, sessions etc.
and share their valuable knowledge and experiences with the managers and top
level executives of Durgapur Steel Plant.

3. Specific areas- Specific areas are those particular areas where training is
given according to the company’s directive and organizational requirement from
time to time. These areas are as follows.
(a) Environment Management Systems(EMS)- Any industrial activity has its
effects on its surrounding environment. The activity off steel making is no
different. During the manufacturing of steel a lot of harmful effluents ,
poisonous gases, and noise are generated from the plant.These if released
untreated can have severe effects on the living beings who are near it. Thus a
proper environment management system is required in order to reduce these
harmful effect of the plant .For this the employees have to be aware of the
various environment management systems that can be used to reduce such an
adverse impact on the environment. They have to know how to implement those
systems as and when the need arises. Therefore in order to achieve these types

28
of objectives a training program on EMS is provided to the workers of the plant
for safeguarding the environment.

(b) Safety- Safety is the utmost for any industrial work. It is more so in case of
hazardous activities like steel making where dangerous as well as risky process
take place every now and then. In a steel plant , where there are inflammable
gas and electricity lines at every nook and corner and heavy industrial
machinery handling molten or semi- molten steel at almost every unit of the
plant, safety for the employees assumes prime importance. since any mistake
can spell havoc for the workers working in the plant and can hamper and halt
industrial activity to standstill. .So all these factors necessitate adequate safety
measures to be taken by the workers in the plant. These measures can be in the
form of protective gear like helmets or masks as well as the various safety
guidelines that have to be adhered to in the plant. Thus to address these issues a
proper safety training, is held for the employees of the plant on a regular basis.
In this they are taught, how to properly use the safety equipment provided to
them as well as apprised of different life saving techniques in case of accidents
and other such safety measures.

(c) Fire- prevention- As already said above, steel making involves usage of heat,
electricity, heavy industrial machinery and highly inflammable gases at every
stage of the production process, fires can break out at any time, if proper
precautions are not taken. So in order to make aware of these types of
precautionary steps that are to be taken in order to prevent such breakages of
fire, training is being given to workers in the area of fire- prevention. The
program aims to make the workers more aware and alert of their work
environment, regarding matters of fire occurrences and its remedial actions.

(d) Occupational Health Services (OHS) - The business of steel making

involves lot of occupational hazards. In the plant the employees have to
constantly work in an environment of heat, noise, eye blinding light,
electromagnetic radiations and noxious gaseous fumes. These all can have
serious detrimental effects on the overall health of the workers working there.
Therefore in order to reduce all these harmful effects periodic health check -up
of the workers is done from time to time in the plant. Also, training is being
given to them regarding the ill- effects of various hazards surrounding them and
its prevention. Thus this type of training helps them to take more proper
preventive measures in order to deal with the occupational hazards effectively.

4. Other Areas- Some other areas have also been earmarked where necessary
training is being provided from time to time. These areas are as follows:

(a ) Organizational Development(OD) through communication with top

management- This is a training process wherein the top management addresses
different levels of managers from time to time. This is done by the EDs and MD

29
of the company. The main purpose of this briefing is to make the employees
aware of their potentialities and avenues for growth in the organization, thereby
helping the process of OD on the whole.

(b) External & Foreign training- The executives of DSP are sent to either
Management Training Institute at Ranchi or to other different integrated steel
plants of SAIL to get a first hand experience about their style of working and
also to get trained in those areas where training is not available in Durgapur.
Also in addition to this, the executives are sent abroad to countries like the UK
and Germany to get trained in new technologies and modern ways of managing
steel companies back home. This program takes place according to very specific
needs of DSP since it is a very costly affair.

30
 CONCLUSION

From the discussion made in the preceding pages of this report, we can
conclude that successful organizations pay adequate attention to their Human
Resource Development functions. This function assumes greater signifance in
case of the iron and steel industry and more so in case of SAIL and Durgapur
steel plant. It is on account of the fact that the process of steel making, in recent
times has become more advanced and complex than ever. So in such changed
times and situation ,the challenge before SAIL is make aware the entire
workforce of those advances of technology and skills so as to face competition
and move ahead with times. Therefore for this, training plays an important role
but HRD which is a more comprehensive and proactive process and which
encompasses both training as well as development, aids it further.
For the fullest benefit of HRD to be experienced, it must integrate with the
total system of the organization. If implemented properly such HRD systems
can contribute significantly to positive organizational changes, increased
productivity and excellence in organizations. In context of SAIL this is more
vivid, since in the past it has gone through phases of lot of turbulence and
changes but has reinvented and reaffirmed its role as well as position in this era
of global competition as well. Also the top management’s commitment and its
willingness to invest time and other resources is also crucial for the growth of
the HRD function in an organization . Thus at SAIL the top management makes
it sure that the organization’s human resources are not neglected as it is their
most important resource and pays a lot of importance for its training &
development. This can be judged simply from the sheer number of training
programs it undertakes periodically at its steel plants like Durgapur Steel Plant
and others for their betterment.

31
 BIBLIOGRAPHY

1. Indian Journal for Training and Development published by the

Indian Society for Training and Development.

2. Change and Turbulence at SAIL by C.V.Madhavi

3. Strategic Manager, an in house management journal of

Durgapur Steel Plant.

4. Human Resource Management & Personnel Management- Text

& cases by K. Aswathappa.

5. Personnel Management& Industrial Relations by R.S.Davar

32
 ANNEXUR
ES

33
 The following is a Pre / Post Assessment Questionnaire used for evaluation of
training in Hydraulics and Pneumatics laboratory ;

DURGAPUR STEEL PLANT

CENTRE FOR HUMAN RESOURCE DEVELOPMENT

HYDRAULICS & PNEUMATICS LABORATORY

Industrial Hydraulics

Pre / Post Assessment Questionnaire

Name :___________________________ T.No:______________

Depart :__________________________ Date:_______________

Instructions :
(a) Please tick the correct answer.
(b) Do not guess or tick in random.

(1) 3 / 2 Directional control valve indicates that it has _________switching

positions and _________ ports or ways.

(a) 3 & 2 (b) 2 & 3 (c) 5 & 2 (d) 2 & 5

(2) 4 / 3 Directional control valve indicates that it has _________ports or ways

and ____________switching positions.

(a) 4 & 3 (b) 3 & 4 (c) 7 & 4 (d) 4 & 7

(3) In a 2 Position directional control valve the normal position indicated in the
envelope nearer to which side?

(a) Type of actuation (e.g. Solenoid) side (b) Spring side

(4) Directional control valves are infinite positioning type or finite positioning
type?
(a)Infinite positioning type (b) Finite positioning type

34
(5) How many switching positions does a spring off-set valve and a spring
centred valve have?

(a) 3 & 2 (b) 2 & 3 (c) 2 & 2 (d) 4 & 4

(6) What are the output component and input component of a hydraulic system?
(a) Directional control valve and Oil (b) Relief valve and Actuator
(c) Actuator and Pump (d) Pump and Motor

(7) What determines the speed of an actuator?

(a)Pressure, (b) Relief valve, (c) Check valve, (d) Flow, (e) Directional valve

(8) What is the function of a Pump?

(a) To create pressure (b) To Create flow (c) To move the load

(9) What is the main purpose of reservoir breather?

(a) Allowing oil to cool, (b) Filtering the atmospheric air that maintains the
atmospheric pressure on oil level, (c) Cooling the pump in the reservoir,
(d) None of the above.

(10) Pressure in a hydraulic system is equal to the relief valve setting at all
times.
True or False

(11) Force exerted by the cylinder is determined by the size of the pump.

True or False

(12) A pump does create pressure, but ensures flow of fluid.

True or False

35
The following is an Annual HRD plan of CHRD,DSP for the year 2008-09

Areas Executive N.Executive Total

Prog.Nos Prog.Nos Prog.Nos
PART : A One day duration
1.Fresh Entrants 150 350 500
2.Competence Entrants
a) Unit Training 25 225 250
b) Technology Refresher 60 60 120
c) Multi-skill 0 425 425
d) Computer Skill 100 400 500
e) EES ( Mechanical ) 0 50 50
f) EES ( Electrical ) 10 130 140
g) EES ( Hi-tech ) 15 245 260
h) Management & Supervisory Dept. 500 200 700
i) Training at Sister Plants 280 560 840
3. Specific Areas 60 115 175
4. Others
a) Communication by MD / ED 200 1000 1200
b) External & Foreign training 200 300 500
Total of Part : A 1600 4060 5660

PART : B One day duration

1. Competence Entrants 50 160 210
2. Specific Areas 400 700 1100
a) QMS , EMS 200 1000 1200
b) Safety, Fire, Occupational health 15 100 115
c) Cost aspects 192 384 576
3. Others
Total of Part : B 857 2344 3201
Grand total of Annual Plan 2457 6404 8861

36
The following is a typical training calendar for the month of July 2008 issued by
Centre for HRD, Durgapur Steel Plant.

Training Calendar for the month of July 2008

Sl Training Programme Starting Duration Venue

No Date Days
01 QC Concepts for Members ( N.Exe) 01.07.08 01 CHRD
02 PLC Hydraulics & Pneumatics (All) 02.07.08 02 CHRD, Hyd.Lab
03 Coupling Fitting & Alignment(N.Exe) 07.07.08 03 CHRD, W / S
04 Measuring Instruments-Mech.(N.Exe) 07.07.08 02 CHRD, W / S
05 Digital A.C Drives (N.Exe) 08.07.08 02 CHRD,E&E Lab
06 Company Information (N.Exe) 08.07.08 02 CHRD
07 QC Concepts for Facilitator (Exe) 08.07.08 01 CHRD
08 Road Safety (N.Exe) 10.07.08 01 CHRD
09 Safety Appreciation (N.Exe) 11.07.08 01 CHRD
10 Basic Electronics (N.Exe) 15.07.08 03 CHRD,E&E Lab
11 ISO:14001(Env. Awareness) (N.Exe) 16.07.08 01 CHRD
12 Electrical Safety (N.Exe) 18.07.08 01 CHRD
13 U.T Manual Writing (All) 18.07.08 02 CHRD
14 Industrial Hydraulics (All) 21.07.08 05 CHRD, Hyd.Lab
15 Manual Metallic Arc Welding (N.Exe) 21.07.08 04 CHRD, W / S
16 MDP for MTs (Tech.) 21.07.08 06 CHRD
17 Reading Elect.Ckt.Draw,F.Diag(N.Ex) 22.07.08 02 CHRD,E&E Lab
18 Rigging (N.Exe) 24.07.08 03 CHRD
19 Fire Prevention (N.Exe) 25.07.08 01 CHRD
20 Gas Cutting (N.Exe) 28.07.08 03 CHRD, W / S
21 Basic Electricty(Refresher) (N.Exe) 29.07.08 01 CHRD,E&E Lab
22 OHSAS (N.Exe) 29.07.08 01 CHRD
23 Basic Electronics (N.Exe) 30.07.08 01 CHRD,E&E Lab

Timings of the Programme

For Non-executives: 10.00 am to 5.00 pm, Executives: 9.15 am to 5.30 pm
d for All: 1An0.00 am to 5.00 pm.

37
 This is an evaluation of effectiveness that was made for a training programme
on Programming and Trouble Shooting of PLC conducted at CHRD, DSP
w.e.f. 1st April, 2001 to 31st March, 2002

Programming and Trouble-Shooting of PLC

Learning Reaction Level Application Level Result Level
Level
Pre and Post Feedback sheet (in Average score in a Increased Availability of
test of 100 a 4 Point scale) sample survey is trained personnel to
marks shows an average 79.50% (Based on attend PLC problems.
revealed an rating of 3.015 i.e. the scores given by PLC failures and down-
average 75.40 % respective reporting time have been reduced
improvement officer) (Figures not available,
of 54.23 % however, Shift in-charges
marks acknowledged substantial
improvement.

38
PROGRAMME RATING

Name of programme ; PC Skills – II Prog Code : 2E 5009 Prog Sl No: 27 No

of participants : 25 Venue : CHRD / Comp Lab Duration : 2 days

Element Poor Satisfactory Good Very Element-wise

(1) (2) (3) Good (4) Scores
1.Fulfilment of 1 20 4 78
Programme objectives
2.Objectives match 3 21 1 73
Participants need
3.Learning from 2 15 8 81
exercises/hand-outs
4.Learning from 12 13 88
Lectures / discussions
5.Effectiveness of 13 12 87
faculty/instructor(s)
6.Learning from 3 8 14 86
environment
7.Quality of hand-outs 6 16 3 72
/ reading materials
8. Relevance of this 1 8 14 2 67
trng in yr Job perfnce
Total Scores obtained 632
Programme Rating : 25.28 Average Rating : 3.16

39
The following is a training plan for Sr.& Jr. TOTs who are trained for a period
of 18 months.

TRAINING PLAN FOR SR. & JR. TOT’S FOR 18 MONTHS TRAINIG

Period TRAINING OBJECTIVES

½ Joining formalities, Induction & Joining overview of the
Month Orientation training (with test & plant, process, technology,
evaluation. rules and regulations and
safety.
½ Plant visit with test and evaluation. To see the location extent
Month and basic operation of the
major production
departments.
8 Attachment training (Part I) in major To observe and learn
Months production departments with a provision about the actual working
of attaching a trainee in four departments of primary production
for two months each with test and departments.
evaluation.
4 Attachment training (Part II) in central To observe and learn
Months maintenance departments with a about the actual working
provision of attaching a trainee in four in central maintenance
departments for one month each with test departments.
and evaluation..
5 Loco operation, EOT Crane operation, To observe and learn
Months training on Hydraulics, Electrical & about the work areas
Electronics, BES, unit training / Euipt properly.
training as per discipline and area of
work with test and evaluation.

40
Training Programme on Industrial Pneumatics

Programme Objectives :
(a) Identify and explain the function of various components used in a Pneumatics System
(b) Interpret and understand the Pneumatic circuit
(c) Diagnose the source of problem and take remedial measures

Venue: Hydraulic & Pneumatics Laboratory Duration: 2 days

Day Session Session Session Session

10.00-12.20 11.40-1.00 2.00-3.20 3.40- 5.00
1 Introduction , Power Source Direct and Flow control
Pre- and Service B Indirect control valve, Rapid
Assessment Unit (FRL) R of single & Exhaust valve,
Quests & Ans Directional E Double acting Logic valves.
Application control valves, A cylinders.
Advantages Signal Valves. K Exercise on the
Exercise on the Rigs
Rigs
2 Pressure Sequencing Trouble-shooting
Sequence operation. B Video shows on Post-Assessment
valve, Time R Pneumatics Questions &
delay valve. Exercise on the E Answers and
Rigs A Feedback
Exercise on the K
Rigs
Tea Break: 11.20 am to 11.40 am Tea Break: 3.20 pm to 3.40 pm

41
A Training Programme for two days on use of Electrical Instruments for fault
diagnosis ,conducted at CHRD, Durgapur is given below :

programme objectives:
The trainees will learn the followings ;-
 Parameters of electrical energy that are measured.
 Recognizing the six main types of electrical instruments used in DSP e.g. Analogue multi-
meter, Digital multi-meter, Insulation tester, Tong-tester or Clamp meter, Electrical motor
checker, Cathode Ray Oscilloscope.
 Identifying the circumstances in which each instrument can be used.
 Listing the common faults that are traced by these electrical instruments.
 Selecting the appropriate measuring instrument and safe method of checking to identify
common faults in simple ckts & equipments.

Programme Schedule
Introduction, Electricity, Voltage-Current &
1st 10.00-11.20 Resistance. Ohm’s Law: Series & Parallel Ckts. AG / MM
Power, Circuit protection: Fuses & Earthing.
D 11.40-13.00 DC & AC current: 1ph & 2ph supply. Electrical -----do----
A safety precautions in handling instruments and taking
Y measurement.
14.00-15.20 Basic design of electrical instruments & instrument
care : Moving coil and moving iron instruments ; AG / MM
Principle of operation.
15.20-17.00 Use of Digital & Analogue Millimeters for
measurements of voltage, current and resistance, ----do-----
capacitance, inductance, frequency and checking
continuity.
Exercise: Selecting correct range and taking
measurement by all participants. Operation & use of
a Tong -tester: Demo & Practice: Advantages of using
a motor checker. How to use it? Practical exercises.

2nd 10.00-11.20 Insulation tester and its use. Demonstration of basic AG / MM

two types of insulation tester & Practical exercise
D diagnosing faults in a motor by all participants.
A 11.40-13.00 Demonstration of operation & use of a Cathode Ray ------do----
Y Oscilloscope.
14.00-15.20 Practical exercise on setting and viewing waveforms AG / MM
and
Taking measurements with CRO. Troubleshooting in
15.20-17.00 electrical circuits. -----do-----
Test & Evaluation : Feedback : Valediction
tea Break : 11.20 AM to 11.40 AM Lunch Break : 1 PM to 2 PM

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The following are details of a programme of EES(Hi-Tech) Area :

Programme : Programmimg & Trouble-shooting of PLC (Siemens S - 5 System)

Programme started on : 27.07.1998

Total no of programmes conducted : 19

No of departments covered : 16

No of programmes conducted
in 2001-2002 till 5th October 2001 : 5

No of participants in 2001-02 till 5th October 2001 : 32

Total no of participants so far : 132

Evaluation of effectiveness

Methodology:

Learning Level : (1) Pre and post training assessment through questionnaire.
(2) Feedback from participant in a four point scale.
Learning Level : (1) A set of Questions (12 nos) developed based on quality
yardstick and administered through reporting officers.
(2) 40 % population was covered on random basis.
Result Level : (1) Motor failure data from CMMS.

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The Management Development Programme for MTs (Tech)

Venue: CHRD Duration: 6 Days Time: 9.30 AM to 5.00 PM

Programme Objectives : To acquaint the Management Trainee with the

concepts and principles of general management with special reference to the
role of frontline managers.

Day Topic Faculty

1st day • Business Challenges Mr.C.Samajdar, Sr.Mgr.(HRD)
• Motivating the team and Mr.TCAS Prasad, ED(F&A)
Positive discipline
2ndday • Role of Front–line Executives Mr.C.Samajdar, Sr.Mgr.(HRD)
• Values and Ethics Mr.D.Daftuar, AGM I/C(HRD)
Mr.Reena Kumar, AGaM(HRD)
3rd • Problem Solving Mr.P.Shaw, Sr.Manager(HRD)
day • Total Quality Management Mr.U.Bhattacacharjee,
AGM(TQM)
4th day • Making teams work Mr.S.Mandal, Sr.Manager (HRD)
• Planning & Time Management Mr.S.K.Saha, AGM(HRD)
5th day • India’s industrialization: since Prof. P.P.Sengupta, NIT, DGP
independence till globalised
regime.
• Business Finance Mr.D.C.Agarwal, GM (F & A)
6th day • Programme evaluation Mr.P.Shaw, Sr.Manager (HRD)
Mr.S.Mandal, Sr.Manager (HRD

Tea Break: From 10.40 am to 11.00 am & from 3.20 pm to 3.40 pm

Lunch Break: From 1.00 pm to 2.00 pm

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