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SUMMER INTERNSHIP REPORT

Managing Change: Travel Grid Implementation

At

PIAGGIO VEHICLES PVT LTD, Pune

Submitted to

University of Pune

By

Ashim kumar Maity

Under the Guidance of

Mr Rajeev Mittal

ACKNOWLEDGEMENT

It is often said that life is a mixture of achievements, failures, experiences, exposures and efforts to make your dream come true. There are people around you who help you realize your dream. I acquire this opportunity with much pleasure to acknowledge the invaluable assistance of PIAGGIO Vehicles Pvt Ltd and all the people who have helped me through the course of my journey in successful completion of this project.

I wish to express my sincere gratitude to my Company Guide, Mr Rajeev Mittal, and Head IT for his guidance,

help and motivation. Apart from the subject of my study, I learnt a lot from him, which I am sure, will be useful in

different stages of my life. I would also like to thank Mr Mangesh Kulkarni, VP HR for his extension of opportunity.

I feel deep sense of gratitude towards Prof

Pune for his continuous help, support and guidance during my internship at Piaggio Vehicles Pvt Ltd and being

a constant source of motivation throughout the course of my action.

, Faculty Guide, ASMA Institute of Management, and

Thanks and Regards Ashim Kumar Maity Student – 2013-2015

TABLE OF CONTENT

1) Executive summary 2) Organisation profile 3) Objective of the study 4) Research methodology and literature review 5) data analysis 6) Findings 7) Conclusion 8) References

.

Executive Summary

Today’s managers are challenged in the workplace and global marketplace to add value to their

organizations’ bottom-lines.

technology) have changed the rules of the management game.

(i.e., Internet, Internet 2, Intranet, e-commerce, e-business, m-commerce, voice over Internet Protocol,

wireless, and sophisticated software applications) which are fuel by the expanding information age forced managers to use data in the decision-making process .

However, environmental forces of change (i.e., competition, globalization,forced managers to use data in the decision-making process . Also, the growth of emerging technologies

forces of change (i.e., competition, globalization, Also, the growth of emerging technologies have Organizations
forces of change (i.e., competition, globalization, Also, the growth of emerging technologies have Organizations

Also, the growth of

emerging technologies

globalization, Also, the growth of emerging technologies have Organizations depend on the continuous (24/7) and

have

Organizations depend on the continuous (24/7) and seamless flow of information in order to fully participate

in the new global economy.

business partners, collocated employees, and contract workers. How can these managers survive in a

turbulent sea of changes while meeting their objectives? systems.

Global companies use the virtual enterprise strategy to manage suppliers,sea of changes while meeting their objectives? systems. The solution lies more in the form of

use the virtual enterprise strategy to manage suppliers, The solution lies more in the form of

The solution lies more in the form of online

Online support systems help computer users achieve goals and accomplish tasks within the contexts of their primary work. These are the integrated mechanisms which centralise the information and make it easy to share. Be it Travel, accounting, human resources, production processes, etc. these systems help regardless of their instantiation.

My Summer Intern Project ‘Travel Grid Implementation’ is also an online System to ease the functioning of various departments where tens of people are travelling almost on daily basis across India and overseas. Travel Grid aligns entire organisations cost centers and gives them speedy, reliable, effective and more efficient platform to ensure the comfort of employees and employer.

Through this application we can cut down almost on the manual labour of making the arrangements and smoothen the operational effort. This is one of the finest applications that Piaggio has come up towards employee betterment as it shapes the delivery and encourages process orientation.

UNDERLYING PRINCIPLE

Travelling is divided into two parts:

1. TR means travel request where traveller makes a request to his/ her immediate supervisor (nearly 2) by filling a detailed online form which is aligned with their ‘apnaHR’.

2. TE, means travel expense which can be made against all the travel expenditure and happens only for the travel done in past.

Prototype

Step: 1

For accessing the Travel Grid portal the below URL to be hit from the browser

The below screen will appear

/tems The below screen will appear Screen Shot 1: Login screen for Traveler Step: 2 Fill

Screen Shot 1: Login screen for Traveler

Step: 2

Fill the necessary details and click on Login. The below screen will appear with Traveler profile.

Login. The below screen will appear with Traveler profile. Screen Shot 2: Traveler Home Page 1)

Screen Shot 2: Traveler Home Page

1)

The calendar available on Left hand side will provide the details of upcoming Travels for existing month.

2)

The Alert zone displays the alerts for Travel requests which are ready for Expense, Invoices pending for approval and Travel Request pending for approval.

3)

The Travel document section on the right hand side provides details of User manual and Travel Policy details.

Then Click on the “Create/View TR” tab above the travel documents section. The below screen will appear with the status of the request raised.

screen will appear with the status of the request raised. Screen Shot 3: Traveler screen for

Screen Shot 3: Traveler screen for raising the request

1)

Once the Create/View TR tab is clicked, traveler has two sub-tabs to create Domestic Request and Overseas Request.

2)

Traveler has option to search the request by TI number and can view the TR’s he/she has raised.

3)

For creating the New request click on the Domestic request tab.

Step: 4

Once the Traveler clicks on the Domestic request the below screen will appear.

the Traveler clicks on the Domestic request the below screen will appear. Screen Shot 4: Traveller
the Traveler clicks on the Domestic request the below screen will appear. Screen Shot 4: Traveller
the Traveler clicks on the Domestic request the below screen will appear. Screen Shot 4: Traveller

Screen Shot 4: Traveller Domestic request Form

1)

Traveler has to fill the required information for filling the Domestic form.

 

2)

First fill the contact number in the Traveler Details section.

 
contact number in the Traveler Details section.     Screen shot 5: Fill the contact details
 

Screen shot 5: Fill the contact details

 

3)

Then fill the following fields under Visit Details section:

 

a) Purpose of Travel

b) Destination

c) Billable

d) Details of Purpose of Visit

b) Destination c) Billable d) Details of Purpose of Visit   Screen Shot 6: Fill the
 

Screen Shot 6: Fill the visit details

 

4)

Then fill the Trip Plan. Please find the screen shot provided below.

a) Round trip: Which provides you to the option to create Onward and Return journey itinerary using the details entered.

b) One way: provides you to create a one way journey with one itinerary containing all the details.

c) Multiple Destinations: Provides you to the option to add multiple destinations to visit.

d) Fill the Origin, Destination, and Travel Mode: Air/Rail/Road.

e) By Company: Yes/No, Onward Date and Time

f) Click on next button once all the fields are filled.

5) Screen Shot 7: Fill the Trip Plan details Once the Next button is clicked

5)

Screen Shot 7: Fill the Trip Plan details

Once the Next button is clicked the below screen will be displayed called the Itinerary Details page.

a) Traveler can see his profile data under Traveler details.

b) Traveler can check the itinerary details what he have filled in Trip Plan.

c) Traveler can add the itinerary for Air, Rail and Road.

d) Traveler can also edit itinerary.

e) Next button will route to Advance page.

edit itinerary. e) Next button will route to Advance page. 6) Screen Shot 8: Traveler Itinerary

6)

Screen Shot 8: Traveler Itinerary Details

Once the Next button is clicked after the Itinerary details, the page will route to Advance page. If required traveler can add request by using “Add Advance” button or else click on Next button without adding advance will display a message as shown below.

Screen Shot 9: Advance screen on clicking on Next 7) Once the Traveler is completed

Screen Shot 9: Advance screen on clicking on Next

7) Once the Traveler is completed with Advance page and clicks Next button after adding advance or skipping advance, task will route to Summary page, in which traveler can check all the details he has filled. Then clicking “Submit TR” the task will route to his immediate manager for approval and the same is in the screen provided below.

7) Screen Shot 10: Traveler Summary page Traveler can modify the itinerary and any other

7)

Screen Shot 10: Traveler Summary page

Traveler can modify the itinerary and any other option, by using “Previous” button to go back.

a) Traveler can save the Travel Request as draft using the “Save as draft” button.

b) Traveler can quit making Travel Request by clicking on Quit button.

c) The below screen shot will provide you the information like request has been created.

by clicking on Quit button. c) The below screen shot will provide you the information like

8)

Screen Shot 11: Traveler Request Confirmation Number

Once the Travel Request is created, a unique TR number will be generated for the task which can be used to track the status under Create/View TR menu.

Creating Domestic Travel Expense

Step: 1

Once the Invoice is approved, then the Task will be visible under Create/View TE menu in the application. Traveler logs into application and create his expense with respect to travel request.

For accessing the Travel Grid portal the below URL to be hit from the browser

The below screen will appear with employee-id and Username

The below screen will appear with employee-id and Username Screen Shot 1: Login screen for Traveler

Screen Shot 1: Login screen for Traveler

Step: 2

Fill the necessary details and click on Login. The below screen will appear with Traveler profile.

Screen Shot 2: Traveler Home Page 1) The calendar available on Left hand side will

Screen Shot 2: Traveler Home Page

1)

The calendar available on Left hand side will provide the details of upcoming Travels for existing month.

2)

The Alert zone displays the alerts for Travel instructions which are ready for Expense, Invoices pending for approval and Travel Instructions pending for approval.

3)

The Travel document section on the right hand side provides details of User manual and Travel Policy details.

Step: 3

Click on the “Create/View TE” tab above the travel documents section. The below screen will appear with the status of the request raised.

screen will appear with the status of the request raised. Screen Shot 3: Traveler screen for

Screen Shot 3: Traveler screen for raising the Expense request

2)

The list displayed by default on clicking Create/View TE tab is the Domestic TR’s list pending for Expense creation.

3)

Traveler has option to search the request by TR number and can view the TR’s which are pending for creating Travel Expense and also the Submitted Travel Expenses.

4)

For starting creation of expense, click on the “Create” button after searching the task with the TR number.

Step: 4

Once the Traveler clicks on the Domestic Expense the below screen will appear.

clicks on the Domestic Expense the below screen will appear. Screen Shot 4: Traveler screen for

Screen Shot 4: Traveler screen for raising the Expense request

1)

Traveler has the option of searching the Expense request from the search bar provided.

2)

Traveler clicks on Create button, and the screen displayed is shown in Screen Shot 5.

button, and the screen displayed is shown in Screen Shot 5. Screen Shot 5: Instructions window

Screen Shot 5: Instructions window on clicking Create button.

3)

Traveler must read the instruction carefully and then click “Yes” button to proceed to creation of Travel Expense.

The screen which gets displayed on clicking “Yes” button is displayed in Screen Shot 6 below.

“Yes” button is displayed in Screen Shot 6 below. Screen Shot 6: Traveler Expense creation page

Screen Shot 6: Traveler Expense creation page

4)

Traveler has to fill the “Trip End Date” and “End Time” mandatorily in order to start adding Expenses.

5)

The Trip Duration gets calculated based on the Trip Start and End Date and Time details and gets displayed under Trip Duration box. The duration is displayed in number of days and hours, but it is rounded of by considering 8 hours equivalent to 1 day.

6)

Only after having entered trip end date and end time, the Traveler can click on the individual tabs such as Ticket, Accommodation, Food, Daily Allowance, Conveyance and Miscellaneous for keying in the details for which he have spent during Travel.

Screen Shot 7: Traveler clicks on Ticket Tab in Expense after filling Trip End Date

Screen Shot 7: Traveler clicks on Ticket Tab in Expense after filling Trip End Date and Time

7)

Traveler has the option to add the itinerary details directly in the Expense, in case of any immediate trip occurred and also if he has not specified at the time of TI creation.

8)

Traveler has to fill the Date, Time, and Leaving From, Going To, Mode (Air/Rail/Road), PNR/Bkg Ref/Tkt. No., Amount, Flight No and Class of Booking.

9)

By Company is considered as “No” for any new itinerary added during Expense creation as it was not requested at the time of creating Travel Instruction.

10) Once traveler clicks on save button, the itinerary gets saved.

11) Similarly the next tabs also to be filled.

12) Traveler can claim the same by adding details under Accommodation tab as shown in Screen Shot 7.

Screen Shot 7: Traveler screen for Accommodation in Expense 13) Traveler can claim his Accommodation

Screen Shot 7: Traveler screen for Accommodation in Expense

13) Traveler can claim his Accommodation expense.

14) Traveler has to fill the Check In, Check Out, Place, Type (Hotel/ /Self Arrangement or Customer Guest House), Bill No and Amount.

15) Once he clicks on save the itinerary gets and saved and will appear as shown in Screen Shot 8.

gets and saved and will appear as shown in Screen Shot 8. Screen Shot 8: Traveler

Screen Shot 8: Traveler screen for Accommodation in Expense

16) Similarly Traveler can add more line items in Accommodation tab.

17) Traveler claims his food expense under “Food” tab. Click on “Food” tab to update food expenses (Screen shot 9 displays the details a user needs to enter with food expense).

18) The saved line item is displayed in Screen Shot 10 for Food Expense. The saved line item can be edited and deleted as needed.

Screen Shot 9: Traveler screen for Food Screen Shot 10: Food expense saved line item

Screen Shot 9: Traveler screen for Food

Screen Shot 9: Traveler screen for Food Screen Shot 10: Food expense saved line item 19)

Screen Shot 10: Food expense saved line item

19) Traveler can view the Daily Allowance under “Daily Allowance” tab.

Screen
Screen

Shot 10: Traveler screen for Out of Pocket

Screen Shot 12: Conveyance details under Conveyance tab for expense 21) The conveyance details can

Screen Shot 12: Conveyance details under Conveyance tab for expense

21) The conveyance details can be claimed by updating the details and then clicking “Save” button. Screen shot 13 displays saved line item for Bus conveyance.

22) Different conveyance modes are present under “Mode” drop down for the traveler to choose.

under “Mode” drop down for the traveler to choose. Screen Shot 13: Conveyance line item saved

Screen Shot 13: Conveyance line item saved to claim conveyance expense

23) Traveler can claim any other type of expense (other than Accommodation, Food, Daily Allowance and Conveyance) by using “Miscellaneous” tab. The section which appears on clicking “Miscellaneous” tab is shown in screen shot 14.

clicking “Miscellaneous” tab is shown in screen shot 14. Screen Shot 14: Miscellaneous expense claiming screen

Screen Shot 14: Miscellaneous

expense

claiming screen

24) The “Voucher No” is an optional field based on the availability and can be left empty if there is no bill number available. The screen shot 15 displays a saved line item for miscellaneous expense.

Screen Shot 15: Miscellaneous expense save line item 25) After having claimed all the types

Screen Shot 15: Miscellaneous

expense

save line item

25) After having claimed all the types of expenses, the Traveler can view the summary of the expenses added by him/her in the “Summary” tab. Clicking on the “Summary” tab will display screen as shown in Screen Shot 14 below.

tab will display screen as shown in Screen Shot 14 below. Screen Shot 13: Traveler Summary

Screen Shot 13: Traveler Summary screen.

26) In the Summary page the Traveler can check the Total summary of the all the line items added for claiming Ticket, Accommodation, Food, Daily Allowance, Conveyance and Miscellaneous expenses.

27) If the Traveler had requested for Advance during Travel Instruction creation, then it will appear in “Advance in INR” box under INR Expenses section in the Summary page.

28) The Traveler can choose the approver from the list under “Approver” drop down.

29) Traveler can save this expense task as draft using “Save as draft” button in Summary page. This draft then later be opened and sent for Approval.

30) The traveler needs to check on the box with message “The above information is true and correct” mandatorily before clicking “Send for approval” button.

31) Once the Travel Expense is sent for approval, it will be available for editing or printing under “Submitted” option in the drop down in Create/View TE menu (Shown in Screenshot 14)

drop down in Create/View TE menu (Shown in Screenshot 14) Screen Shot 14: Displaying list of

Screen Shot 14: Displaying list of submitted Travel Expenses under Create/View TE menu

32) All the Travel Expenses (domestic or overseas) which are submitted or saved as draft can be found under the option “Draft” (as displayed in screen shot 14) under Create/View TE menu.

This concludes the process of creating Domestic Travel Expense.

Chapter 2 ORGANISATION PROFILE

Company Profile

Piaggio is a motor vehicle manufacturer based in Pontedera, Italy that has seven brands of scooters and motorcycles, and compact commercial vehicle brands. Piaggio produced 6, 53,300 vehicles in 2013, with five research and development centers, more than 6,700 employees and operations in over 50 countries.

Industry- Automotive

Founded -Sestri Ponente, Italy (January 24, 1884)

Founder(s)- Rinaldo Piaggio

Headquarters- Pontedera, Italy

Area served -Worldwide

Key people -Roberto Colaninno (Chairman and CEO),Michele Pallottini, General Manager Finance

Piaggio Journey and Achievements Piaggio boasts a long-standing history in Italian industry and mobility. Back

Piaggio Journey and Achievements

Piaggio boasts a long-standing history in Italian industry and mobility. Back in 1882, Enrico Piaggio opened a factory for the production of naval supplies. This was followed, two years later, by the founding of Piaggio & C by Rinaldo Piaggio, engaged from 1889 in the railways sector.

The company made its début in the aeronautical field in 1916, and after a series of ups and downs, finally approached the world of two-wheeled vehicles. In 1964 the aeronautical (I.A.M. Rinaldo Piaggio) and motorcycle (Piaggio & C.) divisions split to become two independent companies, with

the latter paving the way for the birth of Italian mobility, in the wake of the economic boom enjoyed in those years.

As from the 1960s, Piaggio began to churn out a series of highly successful products.

Ciao, the forefather

Between 1990 and 1994, Piaggio turned out the Sfera, the first scooter to feature plastic bodywork, followed by Hexagon, a milestone in the maxi-scooter segment. Between 1973 and 1988, the Bravo moped was a big hit, and a series of new vehicles were introduced, such as Cosa, Superbravo and Grillo.

1967.

modern

of

the

moped,

was

born

in

Born as a 50cc moped in 1997 and instantly carving out a place for itself on the market as a highly innovative product, Liberty soon become one of the most popular high-wheeled scooters around: the credit goes to its young and dynamic line, excellent build quality, and competitive price. A distinctive feature for its category is a great attention to detail.

The year 2001 saw the début of Beverly, an extraordinarily agile, reliable and safe scooter that revolutionized the market, quickly becoming the absolute leader in terms of sales in the competitive and prestigious "high wheel" sector. The following year, it was completely overhauled in style and technology, flaunting a new elegant and distinctive look and offering top-rate equipment and finishing’s, as always with the guarantee of top safety and performance. In 2012, the range of best- selling Piaggio high-wheeled scooters was enriched with a new model - the Beverly Sport Touring, fitted with a new 350cc engine (as compact as 300cc but with the performance of 400cc) - that interprets the class and elegance of Beverly in a sports version. The newborn is the first scooter in the world to be equipped with ABS/ASR, to exploit the vehicle's maximum performance in complete safety.

The Piaggio Mp3 is a tilting three-wheeled scooter offering safety, road grip and a stability unattainable with a two-wheeled vehicle, combined with considerable power and agility, making for pure fun and maximum driving pleasure. These winning features have earned the Mp3 enormous success since its launch in 2006. The use of three wheels, two of which at the front, was a revolutionary technical intuition that has led to a truly unique scooter and has redefined the very concept of dynamic stability. This winning formula has led to the proliferation of versions over the years, to meet the needs of the most extensive customer base, culminating in the Mp3 Hybrid, the first scooter in the world with a parallel hybrid drive and plug-in technology, and the Mp3 Yourban, which offers a more urban and casual use of the excellent stability and safety features of the Mp3

The year 2007 saw the launch of the Piaggio HyS (Hybrid Scooter), the prototype of hybrid drive set to revolutionise urban mobility. Available in three different prototypes, based on the models Vespa LX, X8 and MP3, the Piaggio Hybrid Scooter combines a conventional internal combustion engine with low environmental impact with a zero-emission electric motor.

In 2012, the new Piaggio X10 - available with three modern engines (125, 350 and 500) to meet the most diverse commuting needs - made travel an everyday luxury, bringing Piaggio back with a splash in the Gran Turismo segment. The X10 - an authentic flagship on two wheels, dedicated to those who want maximum comfort and all-Italian elegance - offers modern, sleek and attractive lines, designed in a wind tunnel, combined with a wealth of equipment and top notch performance.

Piaggio's India operations

Entered India in 1998 as a joint venture with

Greaves Limited, later acquiring Greaves' stake To become a 100 per cent subsidiary

Manufacturing facility in Baramati produces 500 vehicles per day

Has a marketing and sales network of 240 dealer Locations and 420 outlets for sale

Today it is the second largest three-wheeler

Of 33 per cent

India is also a hub for exports of Ape' vehicles

To countries like Argentina, Peru, Sudan, Sri Lanka, Mexico, South Africa, Cuba and Bangladesh

Piaggio in India

Piaggio entered India in 1998 through a joint Venture with Greaves Limited to manufacture Three-wheeler. Piaggio had a majority stake of 51 per cent in this joint venture. Three years later In August 2001, Piaggio went on to acquire the 49 per cent holding of Greaves Limited and the Company, Piaggio Vehicles Private Limited (PVPL), Became a 100 per cent subsidiary of Piaggio SpA. Since then the company has achieved phenomenal Growth in its revenues - an average growth of more Than 40 per cent has been realised, year on year. The Indian operations, ably spearheaded by Ravi Chopra, Chairman and Managing Director, have Today become a key focus area and a significant Destination for the Group's overall business.

The company has its state-of-the-art plant at Baramati (Maharashtra), with a fully automated Conveyor line production facility, computerised Paint shops and advanced R & D facilities. Way back In 1999, the company had started its production Activities with only 40 vehicles per day. Today it has

Grown to a scale where it manufactures 500 Vehicles in a day. The company has successfully Utilised Pune as a strategic hub for its marketing And sales network, which has grown to over 240 Dealer locations providing 420 outlets for sales and Service across the country. The company employs Around 1,200 people in India. It has seven regional Offices and fourteen branch offices all over the Country. This is perhaps one of the largest and Best-organised distribution networks for three- Wheeler in India. In the last few years, PVPL has emerged as the Second largest three-wheeler manufacturer in India. With an overall market share of 33 per cent, the

61
61

Its remarkable growth and achievements today are The result of the total commitment, dedication and Hard work of a "winning team".

Company today has maintained its leadership in the Three-wheeler cargo segment with a share of 39 Per cent. It also has a significant 30 per cent share

in the passenger segment.

Product range and quality PVPL's product range in India includes one tonner Pick-up vans, delivery vans, special purpose vehicles And passenger vehicles. The company has developed Close to fifty customised applications to cater to various product requirements of industries like fast moving consumer goods, mineral water, waste disposal, ice cream, poultry etc.

These vehicles are engineered for remarkable fuel efficiency, rugged performance and high load carrying capacity. They are extremely environment friendly and conform to the most stringent emission norms. Piaggio Ape' is today the first choice with over 4,00,000 customers because of its high mileage, low operating cost and an extended warranty of twenty months.

large domestic market The rapid industrialisation and growth in the Indian Economy and the resulting need for logistics

management has driven PVPL's growth

Country. Going forward, transportation of man and material will continue to improve, given the growth

in the

Year Plan. The need will further get enhanced with the development of the rural sector. Given this growth potential the company envisages a growth of 15 per cent per annum for itself over the next

the goods transportation sector in India is also? witnessing a major shift in focus and is developing into a "hub and spoke" model. Whilst multiple axle, tractor-trailer large size vehicles are today dominating inter city transportation system, smaller Three-wheeler and light commercial vehicles are catering to the movement of goods within a city. This shift in focus is expected to generate a large

PVPL has also begun to export its ape' vehicles From India to many countries including Argentina,

Peru, Sudan, Sri Lanka, Mexico, South Africa, Cuba And Bangladesh. Till recently PVPL's focus was on Catering to the increasing domestic market needs

In India, however it now has aggressive plans for

A major thrust on the export front in the coming

Years. The company expects 10-15 per cent Contribution to its turnover from exports in the Future years.

Key factors of success in India

Creditable and empowered local management

Piaggio's success story in India is a typical case target of the Indian economy in the Tenth Five-

Example of how a global company can effectively Use its global processes in a local environment By customising its product market and fine tuning Its business model to suit the Indian market. The

Company’s growth and performance reflects a five years. Creditable and empowered local management,

Which has effectively evolved its business model On the basis of three principles

• Commitment at the global level

• Empowered local level management

• Localised product / market mix

Driven mainly by the local management, today the Company is seeing its vision unfold into a reality.

Products:

Piaggio Commercial Vehicles

Products: Piaggio Commercial Vehicles Cargoes: ape XTRA, ape XTRA LD, Porter 600, and Porter 1000 Passengers:
Products: Piaggio Commercial Vehicles Cargoes: ape XTRA, ape XTRA LD, Porter 600, and Porter 1000 Passengers:

Cargoes: ape XTRA, ape XTRA LD, Porter 600, and Porter 1000 Passengers: ape XTRA, ape (Diesel), new ape city 200 Customized: Municipal Application: Special Purpose Application

VESPA:

Piaggio 2 Wheelers

VESPA: Piaggio 2 Wheelers VESPA VX : VESPA S

VESPA VX

:

VESPA: Piaggio 2 Wheelers VESPA VX : VESPA S

VESPA S

VESPA: Piaggio 2 Wheelers VESPA VX : VESPA S

Organisation Structure:

Organisation Structure:
Piaggio Market Share

Piaggio Market Share

GLOBAL PRESENCE

GLOBAL PRESENCE

Chapter Three Objective of the Study

Travel is often the third most important cost element after material and payroll. Companies engage significant manpower and man hours for processing business related travel and its accounting. It is easy to overlook this aspect since the associated costs remain buried under distributed heads ranging from the travelling employee, approver, cash desk, travel desk, travel manager, finance and accounts, Travel Grid. Taken together, this can create considerable overhead burden on the company's operational costs. Also overlooked is the rework cost associated with corporate travel as travellers cancel journey, modify sectors, reroute tickets, buy bulk tickets under schemes and then try to accommodate all this in their accounting process.

Channel Mentor's Travel Grid solution has made all such procedures and controls completely hassle free and paper free. From the point a new indent for Travel is made in an on-line form, the system moves the indent through approvers in a smooth workflow. Mails are triggered at each point to appropriate roles. The expense report is populated in the background with ticket costs making the on-line expense report a breeze.

The Travel Grid system completely automates the following aspects for both domestic and overseas travel:

1)

Budget Control

2)

Alerts and Reminders

3)

Travel Request and Advance

4)

Trace Approval

5)

Travel Desk Coordination

6)

Travel Agent Coordination

7)

Invoice Creation

8)

Invoice Approval

9)

Travel Expense

10) Cancel and Reissue

11) Audit Trail

12) Mobility

13) Multiple Country Implementation

14) Travel Policy and Approval Policy

15) HR and Finance Travel Grid Integration

16) Travel Analytics and MIS

Organisational fit and adaptation are important to implementation of modern large-scale enter- prise systems that are built with pre- determined business process methodology. As a result, customisation is a crucial, lengthy, and costly aspect in the successful implementation of online systems. The main objective of the project is:

1. To minimise or cut down absolutely on manual handling of employees queries.

2. Zero usage of paperwork, eventually to comply with environmental standards

3. Travel process automation, pre and post.

4. Collate huge amount of data, so as to centralise, to ensure easy and convenient accessibility as and when required.

Companies that use online systems can gain a competitive advantage from the way they implement the system and then exploit the resulting data. Many companies that have installed such systems have claimed to be more nimble within the marketplace than their competitors with hard-to-change custom

Piaggio have spent big amount and used numerous amounts of man-hours installing elaborate the systems. Activities or tasks carried out during the phase of the project Included:

High level design review—analyse the enterprise model, and develop 'Vanilla' prototype.

Critical design review—detailed design and customisation of the prototype. To make it temporary ‘live’ by giving presentations to various teams. Implementation realisation—to fix the bugs as identified during T&D. Technical/operation review—user acceptance testing. Post implementation reviews—system deployment, systems conversion, user training before the 'GoLive'.

Chapter 4 Research Methodology and Literature Review

"What is change management?" This is a question you may have heard from colleagues or co-workers in passing or in formal presentations. While many of us 'know' intuitively what change management is, we have a hard time conveying to others what we really mean.

In thinking about how to define change management, it is important to provide context related to two other concepts – the change itself and project management. This tutorial shows how change management and project management are two critical disciplines that are applied to a variety of organizational changes to improve the likelihood of success and return on investment.

Ultimately, the goal of change is to improve the organization by altering how work is done

When you introduce a change to the organization, you are ultimately going to be impacting one or more of the following four parts of how the organization operates:

• Processes

• Systems

• Organization structure

• Job roles

While there are numerous approaches and tools that can be used to improve the organization, all of them ultimately prescribe adjustments to one or more of the four parts of the organization listed above. Change typically results as a reaction to specific problems or opportunities the organization is facing based on internal or external stimuli. While the notion of 'becoming more competitive' or 'becoming closer to the customer' or ‘becoming more efficient' can be the motivation to change, at some point these goals must be transformed into the specific impacts on processes, systems, organization structures or job roles. This is the process of defining ‘the change’.

Author: CIPRIAN TRIPON and MARIUS DODU

Organisational Change

First of all, most organizational changes are planned, intentional changes, introduced

By management for different reasons (that vary from a response to internal or environmental

Pressures, to strategic changes, meant to develop the organization). Secondly, organizational

Changes are easily noticed, as they unfold in a more orderly, a better structured and a

Significantly smaller space than social changes. Moreover, changes that take place at

Organization level often evolve in a shorter time span than those taking place at a macro level

(Except for the revolutions, of course). One other difference is in identifying the operator of

Change – thanks to the features presented so far, it (or they) can be easily identified. Yet

Another significant difference is the fact that, in the case of organizational changes, the

Systematic paradigm has a leading role; for instance, in OD the most frequently used means of

Measuring the effects of a change is measuring a set of factors specific to the system both

Before, as well as after the change, the variation thus representing the effect of the

Intervention. Otherwise said, two different stages of the system are measured, estimating the

Difference between them at different moments in time – the very core principles of the

Systematic model.

The theoretical space of organizational change has a few more features that are part of

The met language; first of all, most of the expert literature is written from a managerial point

Of view – that is OD represents the point of view of the management team that is certainly

Interested in the most effective ways of introducing change in the organization they run. The

Second feature refers to the fact that there are two main ways of approaching the issue of

Organizational change: the one that is an explanation for the means of implementing a planned

Change and the one that represents a description of the process, that analyzes change instead

Of offering norms for applying it. We will continue by presenting the two models included in each approach.

Context – Management of Change

Management of Change, meaning the execution of business strategic plans and delivery of required change projects, through communication to stakeholders and partners, integration of multidiscipline teams and management of people. However, this tends to be on a fragmented basis as there tends to be no consistent operating model for managing change across organisations and divisions.

Without a doubt, IT departments have significant expertise to manage IT project deliverables and “business as usual” IT service deliverables. They are asked to drive a large number of change projects and have to juggle budgets, priorities and manage outcomes on behalf of the business. If it goes wrong, and there is a high tendency for this to happen, then IT is seen as the “whipping boy” for the organisations failings.

Though IT is normally a major component of most large change projects, change is initiated to support or grow the business to meet the organisation’s strategy. Change is all about modifying, introducing or removing business processes to service evolving set of products to meet customer needs. IT is the automation of some or all of those processes

Some in IT will say that infrastructure projects are IT owned. Yes they are managed by IT, but there must be a business reason for the infrastructure; such as increased performance for

customers,

imperatives to managing a successful service to its customers.

improved service availability for customers – all these are business driven

In summary all change should have a business imperative, otherwise why would the change be incepted. So when we think of change, we must think of business objectives that have been identified in a forward-looking business strategy and these are being turned into change programmes to meet those objectives and desired outcomes.

Research Methodology:

Objective of Research:

1. To find out the readiness of employees for online support system.

2. To fix the bugs in current system.

3. To gather momentum towards process orientation.

Research Design:

A research design

is a systematic plan to study a scientific problem. The design of a study

defines the study type (descriptive, correlational, semi-experimental, experimental, review,

meta-analytic) and sub-type (e.g., descriptive-longitudinal

meta-analytic) and sub-type (e.g., descriptive-longitudinal case study) , research question, hypotheses, independent
question, hypotheses,
question,
hypotheses,

applicable, data collection methods and a statistical analysis plan.

Design types

There are many ways to classify research designs, but sometimes the distinction is artificial and other times different designs are combined. Nonetheless, the list below offers a number of useful distinctions between possible research designs.

Correlational (e.g., case-control study, observational study)

Semi-experimental (e.g., field experiment, quasi-experiment)

Experimental (Experiment with random assignment)

The type of research design used in Change Management Overview is Descriptive Research Design. Since the research includes fact finding with adequate interpretations, descriptive research design is used. In this research, more is involved in the form of reflective thinking. Reflective thinking relates the facts gathered to the objectives and the assumptions of the study.

Scope of Research:

In Piaggio Vehicles Private Ltd research extended from Baramati Plant to Various offices in Pune. Teams of Finance & Accounts, Technology, Engineering & Design, Exports, Sales & Business Development, Vendor Development and Human Resources were consulted on various parameters to examine and conclude the objective of research. Nearly four Hundred employee’s data was recorded. People were dedicated towards the approach and showed their best towards usage. Almost 100 % agreed on the usage and applicability of ‘Travel Grid’.

Sampling Techniques:

Statistical sampling techniques are the strategies applied by researchers during the statistical sampling process.

This process is done when the researchers aims to draw conclusions for the entire population after conducting a study on a sample taken from the same population.

Sampling Methods fall into two categories:

Probability Sampling

Probability sampling is a sampling technique wherein the samples are gathered in a process that gives all the individuals in the population equal chances of being selected.

In this sampling technique, the researcher must guarantee that every individual has an equal opportunity for selection and this can be achieved if the researcher utilizes randomization.

Non-Probability Sampling

Non-probability sampling is a sampling technique where the samples are gathered in a process that does not give all the individuals in the population equal chances of being selected.

Most researchers are bounded by time, money and workforce and because of these

limitations, it is almost impossible to randomly sample the entire population and it is often

necessary to employ another sampling technique, the

Data Collection Methods:

Data collection is the process of gathering and measuring information on variables of interest, in an established systematic fashion that enables one to answer stated research questions, test hypotheses, and evaluate outcomes. The data collection component of research is common to all fields of study including physical and social sciences, humanities, business, etc. While methods vary by discipline, the emphasis on ensuring accurate and honest collection remains the same. The goal for all data collection is to capture quality evidence that then translates to rich data analysis and allows the building of a convincing and credible answer to questions that have been posed.

Regardless of the field of study or preference for defining data (quantitative, qualitative), accurate data collection is essential to maintaining the integrity of research. Both the selection of appropriate data collection instruments (existing, modified, or newly developed) and clearly delineated instructions for their correct use reduce the likelihood of errors occurring.

Quantitative Data collection methods The Quantitative data collection methods rely on random sampling and structured

Quantitative Data collection methods

The Quantitative data collection methods rely on random sampling and structured data collection instruments that fit diverse experiences into predetermined response categories. They produce results that are easy to summarize, compare, and generalize.

Interviews

In a structured interview, the researcher asks a standard set of questions and nothing more.

Face -to -face interviews have a distinct advantage of enabling the researcher to establish rapport with potential participants and therefor gain their cooperation. These interviews yield highest response rates in survey research. They also allow the researcher to clarify ambiguous answers and when appropriate, seek follow-up information. Disadvantages include impractical when large samples are involved time consuming and expensive.

Telephone interviews are less time consuming and less expensive and the researcher has ready access to anyone on the planet that has a telephone. Disadvantages are that the response rate is not as high as the face-to- face interview as but considerably higher than the mailed questionnaire. The sample may be biased to the extent that people without phones are part of the population about whom the researcher wants to draw inferences.

Computer Assisted Personal Interviewing (CAPI): is a form of personal interviewing, but instead of completing a questionnaire, the interviewer brings along a laptop or hand-held computer to enter the information directly into the database. This method saves time involved in processing the data, as well as saving the interviewer from carrying around hundreds of

questionnaires. However, this type of data collection method can be expensive to set up and requires that interviewers have computer and typing skills

Questionnaires

Paper-pencil-questionnaires can be sent to a large number of people and saves the researcher time and money. People are more truthful while responding to the questionnaires regarding controversial issues in particular due to the fact that their responses are anonymous. But they also have drawbacks. Majority of the people who receive questionnaires don't return them and those who do might not be representative of the originally selected sample.

Web based questionnaires: A new and inevitably growing methodology is the use of Internet based research. This would mean receiving an e-mail on which you would click on an address that would take you to a secure web-site to fill in a questionnaire. This type of research is often quicker and less detailed

Qualitative Data collection methods

Qualitative data collection methods play an important role in impact evaluation by providing information useful to understand the processes behind observed results and assess changes in people’s perceptions of their well-being. Furthermore qualitative methods can be used to improve the quality of survey-based quantitative evaluations by helping generate evaluation hypothesis; strengthening the design of survey questionnaires and expanding or clarifying quantitative evaluation findings. These methods are characterized by the following attributes:

they tend to be open-ended and have less structured protocols (i.e., researchers may change the data collection strategy by adding, refining, or dropping techniques or informants)

they rely more heavily on interactive interviews; respondents may be interviewed several times to follow up on a particular issue, clarify concepts or check the reliability of data

they use triangulation to increase the credibility of their findings (i.e., researchers rely on multiple data collection methods to check the authenticity of their results)

generally their findings are not generalizable to any specific population, rather each case study produces a single piece of evidence that can be used to seek general patterns among different studies of the same issue

Regardless of the kinds of data involved, data collection in a qualitative study takes a great deal of time. The researcher needs to record any potentially useful data thoroughly,

accurately, and systematically, using field notes, sketches, audiotapes, photographs and other suitable means. The data collection methods must observe the ethical principles of research.

The qualitative methods most commonly used in evaluation can be classified in three broad categories:

in-depth interview

observation methods

document review

interview  observation methods  document review Limitations:  People from teams like sales &

Limitations:

People from teams like sales & Business Development were heavily occupied so couldn’t respond on time which would have added valuable feedback.

In the Initial phase lot of technical bug need to be fixed, which consumed more than required time, available?

Information available during the pilot study was incomplete which took away lot of time.

Chapter 5 Data Analysis

I am convinced that if the rate of change inside an institution is less change inside an institution is less than the rate of change outside, the end is in sight the end is in sight.

John F. Welch

Former G.E. Chairman & CEO

Question 1) Do you agree that Travel Grid will cut down on the cost?

Table NO: 5.1

YES

52

87%

NO

8

13%

Question 1) Do you agree that Travel Grid will cut down on the cost? Table NO:

QUSTION 2) Do you agree with this process orientation in futre?

Table no: 5.2

YES

NO

TOTAL SAMPLE

46

14

60

QUSTION 2) Do you agree with this process orientation in futre? Table no: 5.2 YES NO

Question 3) Do you agree that travel grid would improve the functioning compare to current manual system

Table no: 5.3

YES

NO

TOTAL SAMPLE

39

21

60

65%

35%

100%

compare to current manual system Table no: 5.3 YES NO TOTAL SAMPLE 39 21 60 65%

Question 4) Do you agree that sufficient training is provided for such sophisticated?

Table No: 5.4

YES

45

75%

NO

15

25%

you agree that sufficient training is provided for such sophisticated? Table No: 5.4 YES 45 75%

Question 5) Do you agrees that travel grid would save much of your physical labour during travel arrangement?

Table no: 5.5

YES

52

87%

NO

8

13%

grid would save much of your physical labour during travel arrangement? Table no: 5.5 YES 52

Question 6) Do you find tavel grid system as use friendly?

Table no 5.6

Rating

Yes

42

70%

NO

8

13%

Don’t Know

10

17%

Total sample

60

100%

find tavel grid system as use friendly? Table no 5.6 Rating Yes 42 70% NO 8

Question 7) Do you agree that data, which is integrated inform and residing at one location, will help in smooth functioning and monitoring?

Table 5.7

Rating

Yes

48

80%

NO

8

13%

Don’t Know

4

7%

Total sample

60

100%

Table 5.7 Rating Yes 48 80% NO 8 13% Don’t Know 4 7% Total sample 60

Chapter Six Findings

Most of the people are technically competent so the success rate of such systems is confirmed.

Employees are pro-active and IT Savvy, which makes the transition smoother.

Culture is initiative and innovative to nurture such mechanisms.

Leaders are active towards new employee welfare practices motivate their team and make such implementations successful.

Chapter Seven

Conclusion

A Travel grid application implementation is a commitment from the organization, causing

lacks of rupees and can take up to considerable amount of time to complete. However, when it is integrated successfully, the benefits can be enormous. A well-designed and properly integrated Travel grid application system allows the most updated information to be shared among various business functions, thereby resulting in tremendous cost savings and increased efficiency. When making the implementation decision, management must

considered fundamental issues such as the organization’s readiness for a dramatic change, the degree of integration, key business processes to be implemented, e-business applications

to

be included, and whether or not new hardware need to be acquired.

In

order to increase the chance of user acceptance, employees must be consulted and be

involved in all stages of the implementation process. Providing proper education and appropriate training are also two important strategies to increase the end user acceptance rate. To facilitate the change process, managers are encouraged to utilize the eight-level organizational change process. Managers can implement their Travel grid application systems in several ways, which include the whole integration, and the single-module approach. Finally, the paper concludes with a flow chart, depicting many of the activities that managers must perform to ensure a proper Travel grid application implementation.

References:

Books:

Human Resource Management – Gary Dressler

Research Paper:

‘Change Management’: Johndan Johnson-Eilola, Purdue University

‘Managing Change: Tim Creasey

Channel mentor user guide

Websites: