Summer Internship in Tata Motors

A Project Report on
TRAINING AND DEVELOPMENT PROGRAMME

For Partial Fulfillment of the

Degree of Masters of Business Administration
By
NAMRATA DEEWAN
(Y14282014-3)
MBA 3rd Semester
Under the Guidance of
Miss Aphra Gour
HR Executive
Indore

Department of Business Management

Dr. Hari Singh GourVishwavidyalaya

(A Central University)

Declaration

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Sagar (M.P.)
Batch of 2014-16

I hereby declare that the project report titled Summer Internship Training and Development
Programme from 15th May to 30th June 2015, under the guidance of Miss Apra Gour , HR
Executive TATA Motors Indore (M.P.).
To the best of my knowledge this report does not contain any work which has been submitted for
the award of any degree anywhere.

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Namrata Deewan
(Y14282014-3)
MBA 3rd Semester

Preface
The project report on Summer Internship Training and Development Programme was allotted to
me by Miss Apra Gour , HR Executive TATA Motors Indore (M.P.).. I am highly obliged for
guiding me in various aspects of this project.
The main aim of this project is to know the Tranining Programe of Empoloyees in TATA Motors
Indore (M.P.).
The idea behind this project is to give practical knowledge and to make me face real life
situation. I tried my best to explore the truth and facts in my survey report and reality regarding
the survey and understanding practical experience of the survey. This project survey is not only
with my own efforts but also that of others.

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Namrata Deewan
(Y14282014-3)
MBA 3rd Semester

Acknowledgement

I would like to whole heartily thank and express my sincere gratitude to Miss Apra Gour , HR
Executive TATA Motors Indore (M.P.) for suggesting me this problem and for giving an insight
in dealing with the subject.
I express my heartfelt indebtedness and deep sense of gratitude to my teacher and my Faculty
guide Dr. Anil Kumar Kashyap, Assistant Professor, Dr. Hari Singh GourVishwavidyalaya,
Indore , Madhya Pradesh and to my Corporate guide Miss Apra Gour , HR Executive TATA
Motors Indore (M.P.), Madhya Pradesh for their sincere guidance and inspiration in completing
this project.
Lastly, I must express my gratitude to all the elders of the family and citizens of the city who
blessed me in course of discussion. I also extend my sincere thanks to my family and my friends
for their encouragement and support.

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Namrata Deewan
(Y14282014-3)
MBA 3rd Semester

Executive Summary
A PROJECT REPORT ON TRAINING AND DEVELOPMENT PROGRAMME
NAMRATA DEEWAN
30 JUNE 2015

HISTORY OF TATA MOTORS

The Company was incorporated on 1st September 1945 at Mumbai to manufacture diesel
vehicles for commercial use, excavators, industrial shunter, dumpers, heavy forgings and
machine tools. The commercial diesel vehicles which were known `Tata Mercedes Benz' (TMB)
is now called `Tata' vehicles after the expiry of the collaboration agreement with Daimler-Benz
AG, West Germany.
In 1960 the company's name, which was Tata Locomotive & Engineering Company Ltd. was
changed to Tata Engineering & Locomotive Company Ltd. In the year 1987 the company
undertook to set up a new forge shop, a high output foundry line, a new paint shop as well as
augmentation of engine and gearbox manufacturing facilities, all at Jamshedpur
In 1991 during the year the company entered into a collaborative agreement with an
internationally renowned engine research and development organization to jointly develop higher
horsepower, fuel efficient diesel and petrol engines to meet the future requirements of the
company. The last quarter saw the company launching two new passenger vehicles, the SIERRA
and the ESTATE totally designed and manufactured in India. The company acquired a BIFR
company, M/s Noduron Founders Maharashtra Ltd. The total cost for Telco worked out to Rs.18
crores as against setting up of similar critical castings foundry. During the year company
launched new earth moving equipment TWK-3036 Tata Front End Wheel Loader. Two new
models in the EX series of hydraulic excavators were launched. A 10 tonne pick and carry
articulated crane, designed and developed in-house was also introduced. During the year
company entered into an agreement with Nachi-Fujikoshi Corporation, Japan to manufacture arc
and spot welding robots suitable for automobile manufacturing applications. During the year,
float glass to be used as wind shields for automobiles. ACC along with Tata Exports Ltd.
participated in the joint venture. The joint venture named as Floathlass India Ltd., the Company

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company undertook to set up a joint venture with Asian Glass Co. Ltd., Japan to manufacture

would have a stake of 16.33%. Tata Cummins Ltd., Mercedes-Benz (India) Ltd., Tata Holset
Ltd., Tata Precision Industries, Singapore and Nita Company Ltd., are the joint Ventures of the
Company
Taking advantage of the broad banding policy announced by the Government of India, the
Company entered into a collaboration agreement with Honda Motor Co. Ltd., Japan, for the
manufacture of their `ACCORD' model of cars in India. On 22nd April, an agreement was
entered into between Daimler-Benz AG and Mercedes Benz AG, Germany to setup a joint
venture company Mercedez-Benz India to manufacture `E' class paneyer cans and engines in
India.
During the year 1995 a new double pick-up and Army Version of various Telco Vehicles were
developed. A new petro engine and turbo diesel engine, an up-graded 709 LCV, new sports utility
vehicle Safari expected to be launched shortly. A 25 tonne 6 X 2 truck and a bus with cummins
engine were launched.
Tata Engineering and Locomotive Company (TELCO), has acquired a second hand paint shop,
machine line and cylinders from the Australian unit of the Japanese auto giant, Nissan. TELCO is
believed to have picked up the unit for Rs. 70 crore. The total cost of import duty would be Rs
100 crore. During the year a machine tool division was expanded so as to double its machine
building capacity and significantly reduce production times.
The Company has launched "TATA SAFARI" in its Multi utility vehicle segment. Tata Holset's
turbo charger plant inaugurated on November 25, 1996.
In 1997, the Tata Engineering and Locomotive Company Ltd. (TELCO) have emerged as
numerous uno in the Review 200 survey conducted by the Far Eastern Economic Review in
association with Citi Bank. The Company introduced a 9-tonne vehicle which was well received
in the market. A 40 tonne tractor trailer powered by a Tata Cummins Engineering was
introduced. The Company developed a low floor bus chassis to meet the specific needs of urban
versions of existing range of excavators.

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transport. The Company signed a new agreement with Hitachi for manufacture of upgraded

The year 1998- Tata Engineering and Locomotive Company Ltd (Telco) announced a tie-up with
Tata Finance Ltd and ANZ Grindlays Banks as the official financiers for its small car "Indica" to
be launched in December. Tata Engineering Locomotive Company Ltd (Telco) sold its
construction equipment business into a new subsidiary company, Telco Construction Equipment
Company Ltd. The Company in its small car segment has launched "Tata Indica" which evoked
an overwhelming response in the Indian market. A new range of cummins engine powered
vehicle which include a 35 tonne and a 40 tonne articulated truck and two variants of buses.
To make substantial improvement in the quality of bus bodies available with TATA vehicles, the
Company encouraged collaboration between Fuji Heavy Industries of Japan and the Automobile
Corporation of Goa. The new project undertakes production of bodies on TATA chassis,
conforming to the most exacting international standards. Concorde Motors Ltd., a Joint Venture
between Tata Engineering and Jardine International Motors (Mauritius) Ltd. was appointed as
dealer for the Company's passenger cars in several cities across the country, in Feb 1998.
The year 1999-Telco became the first Indian manufacturer to offer commercial vehicles meeting
euro-I emission norms, a year before they are due to be introduced in the country. It is proposed
to make TCECL a one-stop shop for construction equipment and earthmoving machinery. In Oct
1999, the Company won the National award for R&D Efforts in Development of Indigenous
Technology in the Mechanical Engineering Industries Sector instituted by Department of
Scientific and Industrial Research, Ministry of Science and Technology for the year 1999. SKF
Bearings India Ltd has signed an agreement with Telco to supply hub bearings for its latest
model

Declaration
Preface
Acknowledgement
Letter of Transmittal
Executive Summary

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Table of Contents

Sr.
No.

Title

1.

Introduction of Tata Motors

2.

Company Profile of Sanghi Brothers Indore

Major Players of Tata Motors
Scope of the Study
Industry Analysis

3.
4.
5.

2.1Training and Development Progamme

2.2 Training Methods
2.2.1 On the Job Training
2.2.2 Off the Job Training
SWOT ANALYSIS OF SANGHAI BROTHERS INDORE
TRAINING PROGRAMME IN SANGHI BROTHERS
Research methodology

6.
7.
8.
9.

Page
no.

5.1 Research Design

5.2 Sampling method
5.3 Sample size
5.4 Research tools
5.5 Research Area
5.6 Objectives of the study.
Findings
Limitations
Suggestions
ConclusionBibliography

INTRODUCTION OF TATA MOTORS

TATA MOTORS
Tata Motors Limited is India's largest automobile company, with consolidated revenues of
Rs.70, 938.85 crores (USD 14 billion) in 2008-09. It is the leader in commercial vehicles in
each segment, and among the top three in passenger vehicles with winning products in the
compact, midsize car and utility vehicle segments. The company is the world's fourth largest
truck manufacturer, and the world's second largest bus manufacturer.

Established in 1945, Tata Motors' presence indeed cuts across the length and breadth of India.
Over 4 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. The
company's manufacturing base in India is spread across Jamshedpur (Jharkhand), Pune
(Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand) and Dharwad (Karnataka).
Following a strategic alliance with Fiat in 2005, it has set up an industrial joint venture with
Fiat Group Automobiles at Ranjangaon (Maharashtra) to produce both Fiat and Tata cars and

Page43

The company's 24,000 employees are guided by the vision to be "best in the manner in which
we operate best in the prod--ucts we deliver and best in our value system and ethics."

Fiat powertrains. The company is establishing a new plant at Sanand (Gujarat). The company's
dealership, sales, services and spare parts network comprises over 3500 touch points; Tata
Motors also distributes and markets Fiat branded cars in India.
Tata Motors, the first company from India's engineering sector to be listed in the New York
Stock Exchange (September 2004), has also emerged as an international automobile company.
Through subsidiaries and associate companies, Tata Motors has operations in the UK, South
Korea, Thailand and Spain. Among them is Jaguar Land Rover, a business comprising the two
iconic British brands that was acquired in 2008. In 2004, it acquired the Daewoo Commercial
Vehicles Company, South Korea's second largest truck maker. The rechristened Tata Daewoo
Commercial Vehicles Company has launched several new products in the Korean market, while
also exporting these products to several international markets. Today two-thirds of heavy
commercial vehicle exports out of South Korea are from Tata Daewoo. In 2005, Tata Motors
acquired a 21% stake in Hispano Carrocera, a reputed Spanish bus and coach manufacturer, and
subsequently the remaining stake in 2009. Hispano's presence is being expanded in other
markets. In 2006, Tata Motors formed a joint venture with the Brazil-based Marcopolo, a global
leader in body-building for buses and coaches to manufacture fully-built buses and coaches for
India and select international markets. In 2006, Tata Motors entered into joint venture with
Thonburi Automotive Assembly Plant Company of Thailand to manufacture and market the
company's pickup vehicles in Thailand. The new plant of Tata Motors (Thailand) has begun
production of the Xenon pickup truck, with the Xenon having been launched in Thailand in
2008.
Tata Motors is also expanding its international footprint, established through exports since
1961. The company's commercial and passenger vehicles are already being marketed in several
countries in Europe, Africa, the Middle East, South East Asia, South Asia and South America.
It has franchisee/joint venture assembly operations in Kenya, Bangladesh, Ukraine, Russia,
Senegal and South Africa.
The foundation of the company's growth over the last 50 years is a deep understanding of
economic stimuli and customer needs, and the ability to translate them into customer-desired
offerings through leading edge R&D. With over 3,000 engineers and scientists, the company's
Engineering Research Centre, established in 1966, has enabled pioneering technologies and
products. The company today has R&D centers in Pune, Jamshedpur, Lucknow, Dharwad in
India, and in South Korea, Spain, and the UK. It was Tata Motors, which developed the first
indigenously developed Light Commercial Vehicle, India's first Sports Utility Vehicle and, in
1998, the Tata Indica, India's first fully indigenous passenger car. Within two years of launch,
Tata Indica became India's largest selling car in its segment. In 2005, Tata Motors created a new
segment by launching the Tata Ace, India's first indigenously developed mini-truck.

Designed with a family in mind, it has a roomy passenger compartment with generous leg
space and head room. It can comfortably seat four persons. Its mono-volume design will set a

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In January 2008, Tata Motors unveiled its People's Car, the Tata Nano, which India and the
world have been looking forward to. The Tata Nano has been subsequently launched, as
planned, in India in March 2009. A development, which signifies a first for the global
automobile industry, the Nano brings the comfort and safety of a car within the reach of
thousands of families. The standard version has been priced at Rs.100, 000 (excluding VAT and
transportation cost).

new benchmark among small cars. Its safety performance exceeds regulatory requirements in
India. Its tailpipe emission performance too exceeds regulatory requirements. In terms of
overall pollutants, it has a lower pollution level than two-wheelers being manufactured in India
today. The lean design strategy has helped minimize weight, which helps maximize
performance per unit of energy consumed and delivers high fuel efficiency. The high fuel
efficiency also ensures that the car has low carbon dioxide emissions, thereby providing the
twin benefits of an affordable transportation solution with a low carbon footprint.
In May 2009, Tata Motors introduced ushered in a new era in the Indian automobile industry, in
keeping with its pioneering tradition, by unveiling its new range of world standard trucks called
Prima. In their power, speed, carrying capacity, operating economy and trims, they will
introduce new benchmarks in India and match the best in the world in performance at a lower
life-cycle cost.
Tata Motors is equally focused on environment-friendly technologies in emissions and
alternative fuels. . It has developed electric and hybrid vehicles both for personal and public
transportation. It has also been implementing several environment-friendly technologies in
manufacturing processes, significantly enhancing resource conservation
Through its subsidiaries, the company is engaged in engineering and automotive solutions,
construction equipment manufacturing, automotive vehicle components manufacturing and
supply chain activities, machine tools and factory automation solutions, high-precision tooling
and plastic and electronic components for automotive and computer applications, and
automotive retailing and service operations.
Tata Motors is committed to improving the quality of life of communities by working on four
thrust areas employability, education, health and environment. The activities touch the lives
of more than a million citizens. The company's support on education and employability is
focused on youth and women. They range from schools to technical education institutes to
actual facilitation of income generation. In health, our intervention is in both preventive and
curative health care. The goal of environment protection is achieved through tree plantation,
conserving water and creating new water bodies and, last but not the least, by introducing
appropriate technologies in our vehicles and operations for constantly enhancing environment
care.
With the foundation of its rich heritage, Tata Motors today is etching a refulgent future.
PRODUCTS
The companys main product lines are:
Passenger Cars: the compact car, Indica, launched in 1998, the mid size Indigo, launched in
2002, and the Indigo Marina, launched in 2004 in both petrol and diesel versions.
Utility Vehicles: the Tata Sumo launched in 1994, the Tata Safari launched in 1998 and their
variants
Tata Ace, Indias first indigenously developed mini-truck.

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Small Commercial Vehicles: the company created a new segment in 2005 by launching the

 Light Commercial Vehicles: which include pickups, trucks and buses ranging from 2T GVW
to 7.5T GVW
Medium and Heavy Commercial Vehicles : which include trucks, buses, dumpers and multiaxled vehicles from 9T GVW to 40T GVW. Through Tata Daewoo Commercial Vehicle
Company Limited. It now offers a range of high horsepower trucks ranging from 220 HP to 400
HP in dump truck, tractor-trailers, mixers and cargo applications.
Adopting the principle of Kaizen or continuous learning, the company is constantly improving its
standards. The versatile yet simple 5S approach to process improvement - sort, straighten,
simplify and standardize in a self-disciplined manneris a way of life at Tata Motors. These
principles help optimize various operations of the company and conserve precious resources. By
working closely with vendors and partners, at the design and manufacturing stages, the company
ensures that they too follow the same principles.
INTERNATIONAL BUSINESS
Tata Motors, the first company from Indias engineering sector to be listed in the New York
Stock Exchange (September 2004), has also emerged as an international automotive company.
While currently about 18% of its revenues are from international business, the companys
objective is to expand its international business, both through organic and inorganic growth
routes. Over the years, the company has received more than 50 awards from the Company of
India for its exports initiatives. In 2004, it acquired the Daewoo Commercial Vehicle Company,
Koreas second largest truck maker. The rechristened Tata Daewoo Commercial Vehicle
Company has already begun to launch new products. In 2005, Tata Motors acquired a 21% stake
in Hispano Carrocera, a reputed Spanish bus and coach manufacturer, with an option to acquire
the remaining stake as well. Hispanos presence is being expanded in other markets.
These acquisitions will further extend Tata Motors international footprint, established through
exports since 1961. The companys commercial and passenger vehicles are already being
marketed in several countries in Europe, Africa, the Middle East, South East Asia, South Asia
and Australia. It has assembly operations in Malaysia, Kenya, Bangladesh, Ukraine, Russia,
Spain and Senegal.

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SUBSIDIARIES

Through its subsidiaries, the company is engaged in engineering and automotive solutions,
construction equipment manufacturing, automotive vehicle components manufacturing and
supply chain activities, machine tools and factory automation solutions, high-precision tooling
and plastic and electronic components for automotive and computer applications, and automotive
retailing and service operations.
ACQUISITION

In 2004 Tata Motors acquired Daewoo's truck manufacturing unit, now known as Tata
Daewoo Commercial Vehicle, in South Korea

In 2005, Tata Motors acquired 21% of Aragonese Hispano Carrocera giving it

controlling rights of the company.

In 2007, Formed a joint venture with Marcopolo of Brazil and introduced low-floor
buses in the Indian Market.

In 2008, Tata Motors acquired British Jaguar Land Rover (JLR), which includes the
Daimler and Lanchester brand names.

In 2010, Tata Motors acquired 80% stake in Italy-based design and engineering company
Trilix for a consideration of 1.85 million. The acquisition is in line with the companys
objective to enhance its styling/design capabilities to global standards.

RESEARCH & DEVELOPMENT

The foundation of the companys growth over the last 50 years is a deep understanding of
economic stimuli and customer needs, and the ability to translate them into customer desired
offerings through leading edge R&D. The companys Engineering Research Centre (ERC), in
Pune which has 1400 scientists and engineers, was established in 1966. Tata Daewoo
Commercial Vehicle Company and Hispano Carrocera also have R&D establishments at Gunsan
in Korea and Zaragoza in Spain. These three facilities together enable the company to share and
access knowledge and technology for designing and developing world-class products. Besides
product development, R&D also focuses on environment-friendly technologies in emissions and
Motors, which developed the first indigenously developed Light Commercial Vehicle, Indias
first Sports Utility Vehicle and, in 1998, the Tata Indica, Indias first fully indigenous passenger

Page43

alternative fuels. The ERC has enabled pioneering technologies and products. It was Tata

car. Within two years of launch, Tata Indica became Indias largest selling car in its segment. The
pace of new product development has quickened through an organization-wide structured New
Product Introduction (NPI) process. The process with its formal structure for introducing new
vehicles in the market, brings in greater discipline in project execution. For example, the NPI
process helped Tata Motors create a new segment by launching the Tata Ace, Indias first minitruck. The years to come will see the introduction of several other innovative vehicles, all rooted
in emerging customer needs. The ERC in Pune, among whose facilities are Indias only certified
crash-test facility and hemi-anechoic chamber for testing of noise and vibration has received
several Awards from the Company of India. Some of the more prominent amongst them are the
National Award for Research and Development Efforts in Industry in the Mechanical
Engineering Industries sector in 1999, the National Award for Successful Commercialization of
Indigenous Technology by an Industrial Concern in 2000, and the CSIR Diamond Jubilee
Technology Award in 2004.

CORPORATE SOCIAL RESPONSIBILITY

True to the tradition of the Tata Group, Tata Motors is committed in letter and spirit to Corporate
Social Responsibility. It is a signatory to the United Nations Global Compact, and is engaged in
community and social initiatives on human rights, labor and environment standards in
compliance with the principles of the Global Compact. Tata Motors has led the automobile
industrys anti-pollution efforts through a series of initiatives in effluents and emission control.
The company introduced emission-friendly engines in its products in India even before such
norms were made statutory. It ensures

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that its products are environmentally sound by reducing hazardous materials in vehicle
components, developing extended life lubricants, fluids and using ozone-friendly refrigerants

COMPANY PROFILE
BRANCH INDORE
Sanghi Brothers Indore Pvt Ltd headoffic

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6, A B Road, New Palasia, Indore - 452001, Near Petrol Pump, Lasudia Mori ,
Manoramaganj (Map)
+(91)-731-2490361 4006061...more
+(91)-9669201175
Car Dealers-Tata, Second Hand Car Dealers ...more
09:30 am to 06:00 pm
Contact Name
Mr. Sharad Shanghi
Address 6, Manoramaganj, A.B. Road
Indore
Email: sanghibros@rediffmail.com
Products Automobile Dealers - Indian & Imported

Various Products of TATA Motors

[1] Passenger cars and utility vehicles

Tata Indigo SW
Tata Sierra
Tata Estate
Tata Sumo/ Spacio
Tata Safari
Tata Indica
Tata Indigo
Tata Indigo Marina
Tata Winger

Tata Xenon XT
Tata Xover (2009)

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Tata Nano

[2] Concept vehicles

Tata Cliffrider
2000 Aria Roadster
2001 Aria Coupe
2002 Tata Indica
2002 Tata Indiva
2004 Tata Indigo Advent
2005 Tata Xover
2006 Tata Cliffrider
2007 Tata Elegante

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2009 Tata Prima

[3] Commercial vehicles

Tata 1616 Starbus

Tata Marcopolo Buses in the Delhi

BRT

Tata Star Bus in Nagpur, Maharashtra. Tata Low Floor Buses are also used by
administrations in Delhi, Mumbai, Pune, Udaipur and Indore
Tata Ace
Tata TL/ Telcoline /207 DI Pickup Truck
Tata 407 Ex and Ex2
Tata 709 Ex
Tata 809 Ex and Ex2
Tata 909 Ex and Ex2
Tata 1109 (Intermediate truck)
Tata 1510/1512 (Medium bus)

Tata 1613/1615 (Medium truck)

Tata 2515/2516 (Medium truck)

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Tata 1610/1616 (Heavy bus)

Tata Starbus (Medium Bus)

Tata Globus (Low Floor Bus)
Tata Marcopolo Bus (Low Floor Bus)
Tata 3015 (Heavy truck)
Tata 3118 (Heavy truck) (8X2)
Tata 3516 (Heavy truck)
Tata 4923 (Ultra-Heavy truck) (6X4)
Tata Novus (Heavy truck designed by Tata Daewoo)

[4] Military vehicles

Tata LSV (Light Specialist Vehicle)

Tata 2 Stretcher Ambulance
Tata 407 Troop Carrier, available in hard top, soft top, 4x4, and 4x2 versions
Tata LPTA 713 TC (4x4)
Tata LPT 709 E
Tata SD 1015 TC (4x4)
Tata LPTA 1615 TC (4x4)
Tata LPTA 1621 TC (6x6)

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Tata LPTA 1615 T

MAJOR PLAYERS OF TATA MOTORS

The third largest passenger car manufacturer in India and one of the largest exporters of
vehicles.Has established in India as one of its manufacturing bases in the world.
Has vision of capturing 10 % share of the Indian passenger car market by 2010

Suzukis JV in India and the largest passenger car manufacturer in India

One of the leading players in the Indian premium cars segment

One of the leading players in the Indian premium cars segment

One of the leading players in the Indian premium cars segment. GM entered the small car

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segment by re-launching the Matiz

. SCOPE OF THE PROJECT

The area of operation is around the Indore

city. The survey is conducted through the

Personal Interview with the employees as well as HR Executive Miss Apra Gour that is having
the information of overall ownership experience of the vehicle & their suggestions.The
operations are performed in & around Indore city.
For every research work the study may have geographical conceptual scope. As subject to
the products limited to the study to the Indore district. The survey conducted will give the details
about the customer satisfaction level responding product and services with helping in vehicle
insurance and understanding the procedure of financing the Vehicle.
The study of level of satisfaction is also helpful to the management and marketing head
to decide new policies for well established brand and as well as new product range. The level of
satisfaction for the TATA Motors user can be measured in terms of look, speeds, mileage,
maintenance, safety, price and services and post sales services.
The benefit of this study to the company and dealer is that they can understand the level
of customer's satisfaction and can make new policies to satisfy all the new and current users.
With the help of the conclusion from this study the company can able for the range selling, if the

INDUSTRY ANALYSIS

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Customers are very much satisfied with the cars and the services provided by them.

In the year 1769, a French engineer by the name of Nicolas J. Cugnot invented the first
automobile to run on roads. This automobile, in fact, was a self-powered, threewheeled, military tractor that made the use of a steam engine. The range of the
automobile, however, was very brief and at the most, it could only run at a stretch for
fifteen minutes. In addition, these automobiles were not fit for the roads as the steam
engines made them very heavy and large, and required ample starting time. Oliver
Evans was the first to design a steam engine driven automobile in the U.S.
A Scotsman, Robert Anderson, was the first to invent an electric carriage between 1832
and 1839. However, Thomas Davenport of the U.S.A. and Scotsman Robert Davidson
were amongst the first to invent more applicable automobiles, making use of nonrechargeable electric batteries in 1842. Development of roads made travelling
comfortable and as a result, the short ranged, electric battery driven automobiles were
no more the best option for travelling over longer distances.
The Automobile Industry finally came of age with Henry Ford in 1914 for the bulk
production of cars. This lead to the development of the industry and it first begun in the
assembly lines of his car factory. The several methods adopted by Ford, made the new
invention (that is, the car) popular amongst the rich as well as the masses.
According the History of Automobile Industry US, dominated the automobile markets
around the globe with no notable competitors. However, after the end of the Second
World War in 1945, the Automobile Industry of other technologically advanced nations
such as Japan and certain European nations gained momentum and within a very
short period, beginning in the early 1980s, the U.S Automobile Industry was flooded with
foreign automobile companies, especially those of Japan and Germany.
The current trends of the Global Automobile Industry reveal that in the developed
countries the Automobile Industries are stagnating as a result of the drooping car
markets, whereas the Automobile Industry in the developing nations, such as, India and
Brazil, have been consistently registering higher growth rates every passing year for
flourishing

domestic

automobile

markets.
Page43

their

Those who are interested in gathering more information about the Automobile
Industry, may browse through the following links

World Automobile Industry

Automobile Industry Trends

India Automobile Market

India Automobile Industry

The World Automobile Industry is turned to the developing markets.

With the developed markets almost saturated, the World Automobile Industry is now
focused on the developing markets of South America and Asia, and Eastern Europe
with

special

emphasis

on

BRIC

(Brazil,

Russia,

India,

and

China).

As per the reports of the International Organization of Motor Vehicle Manufacturers or

OICA(the association of the companies involved in World Automobile Industry), for the
fiscal end in 2006, the automobile manufacturers in the U.S. have been overtaken by
those in Japan, in terms of the total volume of automobile units manufactured
worldwide. However, the struggling General Motors of the U.S. still remain the
worldwide leaders of the World Automobile Industry, ahead of the rapidly growing Toyota
Motor Corporation of Japan, by a substantial margin.
Measures to be adopted by global leaders of the World Automobile Industry.
Several significant economic measures are being considered by the major players of
the World Automobile Industry in order to make a smooth entry into the markets of the
developing countries, and to make a name for themselves. The effective measures
include :

Reducing the selling prices of the automobiles manufactured in their factories

Improving the levels of after-sales services to keep customers satisfied

Opening manufacturing factories in the developing nations, to reduce effective

delivery of automobile units.

Page43

costs of production as well as saving shipping charges, and enhancing prompt

Automobile Industry Trends

In

keeping with

the

Automobile

Industry Trends, the leading

automobile

manufacturers are turning to the Asian markets that appear set to grow immensely over
the next decade. The automobile markets in the U.S., Europe and the Japan have
almost matured as a result of saturation and appear set to decline through the next
decade. In contrast, the automobile markets spread over the entire Asian continent (with
the exception of Japan), are constantly increasing in size and will be the destination for
most of the globally leading automobile manufacturers.
The Automobile Industry Trends reveal that the emerging markets of the developing
nations of Asia especially China, and India are backed by their huge population growth
rate, to add to the growing national economy of these two nations.
The rapid growth of the national economy of the BRIC countries (including Brazil,
Russia, India, and China) have enabled a growing section of the population of these
countries to purchase automobiles. Global surveys conducted recently reveal that within
the next ten years, these emerging automobile markets will account for nearly a
whooping 90 percent of the global automobile sales growth. As a result of this, leading
Automobile manufacturers of the world are setting up factories in the emerging markets,
in order to serve the potential consumers better as well as reduce manufacturing and
shipping costs. In addition, these arrangements are enabling the leading global
automobile manufacturers to compete with the local automobile manufacturers, that
were

flourishing

in

the

absence

of

quality

competition.

INDORE

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SWOT ANALYSIS OF SANGHI BROTHERS TATA MOTORS PVT. LTD.

SWOT Analysis
1. One of the most established company in automobile sector
2. Wide & extensive distribution and service network
3. Good market penetration in the taxi & rental segment
4. Expert service professionals available
5. Many associations like Jaguar Land Rover, Hispanso, Macropolo etc which
increases international presence
6. Dedicated engineering and R&D department
7. More than 60,000 employees
Strength

8. Highly diversified product portfolio

1. Limited international presence
2. Sometimes faces alleged quality and durability issues

Weakness

3. Not much customer engagement programs and activities

1. Expanding automobile market and available space for competitors
2. Increasing per capita income and purchasing capability of potential customer
base
3. Leveraging customer engagement experience to acquire new customers
4. Leveraging mergers and acquisitions to acquire newer technology

Opportunity

5. Augmenting the distribution and service network in various countries

1. Increasing fuel costs
2. Competition from other big automobile giants
3. Competitive products offering same level features at a lesser price

Threats

4. Product innovations and frugal engineering by competitors

HUMAN RESOURCES / INDUSTRIAL RELATIONS

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TRAINING AND DEVELOPMENT PROGRAMME

Tata Motor's Group considers its human capital as a critical factor to its success. Under
the aegis of Tata Sons and the Tata Sons promoted entities, the Company has drawn up
a comprehensive human resource strategy (the "Human Resource" strategy) which
addresses key aspects of human resource development such as:

Code of conduct and fair business practices.

A fair and objective performance management system linked to the performance

of the businesses which identifies and differentiates high performers while
offering separation avenues for non-performers.

Creation of a common pool of talented managers across Tata Sons and the Tata
Sons promoted entities with a view to increasing their mobility through interCompany job rotation.

Evolution of performance based compensation packages to attract and retain

talent within Tata Sons and the Tata Sons promoted entities.

Development of comprehensive training programs to impart and continuously

upgrade the industry/function specific skills.

In line with the Human Resource strategy, the Company, in turn, has implemented
various initiatives in order to build organizational capability that will enable the Company
to sustain competitiveness in the global market place. The focus is to attract talent,
retain the better and advance the best. Some of the initiatives to meet this objective
include:

Extensive process mapping exercise to benchmark and align the human

resource processes with global best practices.

Introduction of a globally benchmarked employee engagement programme.

Succession planning through identification of second level of managers for all

units, locations, functions.
Implementation of a "Fast Track Selection Scheme", which is a system for
identifying potential talent in the areas of general, commercial and operations
management and offering them opportunities for growth within the organization.
The Company's human resources team has been invited to replicate this system
in other Tata Companies.

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The Company "Talent Management Scheme" which includes the identification of

high performers and high potentials through various routes such as our
Performance Management System and Development Centers. Subsequent to
the identification process, we provide them with challenging assignments for
faster development.

Introduction of performance rating based salary review and quality linked variable
payment for supervisory category of employees.

Restructuring the top level organization and creation of new verticals for greater
functional focus and moving towards creating a matrix organization.

Implementation of a powerful employer brand to attract talent - "Lead the Future"

has become the Company's Employee Value Proposition statement.

Driving cultural transformation - The Company has reframed the mission, vision,
values and culture of the organization and introduced the concept of ACES Accountability, Customer & Product focus, Excellence and Speed.

Extensive brand building initiatives at university campuses to increase recruiting

from premium universities.
To focus on skill and capability building of our blue collar workforce; common
curriculum, infrastructure and training methods have been developed. Pilot
infrastructure has been developed at Pune and Sanand and the same will be
introduced at all other manufacturing plants

JLR launched a new "Team Talk Online" portal to its production workers, which
provides them with business updates alongside information on employee
benefits, training and development.

We employed approximately 66,593 and 62,716 (includes Tata Motor Group) permanent
employees as of March 31, 2014 and 2013 respectively. The average number of
temporary employees for the FY 2013-14, was approximately 33,422.
The following table set forth a breakdown of persons employed by our business

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segments and by geographic location as of March 31, 2014.

(Late) Mr Karl Slym, Managing Director of the Company had an untimely and tragic
demise in Bangkok in January 2014, which has created a void in the management. As
an interim measure, oversight on Company's operations which was provided by the
Executive Committee of the Company (ExCom), chaired by the Managing Director, is
now undertaken by a Corporate Steering Committee (CSC) chaired by Mr Cyrus P
Mistry, who devotes greater focus and attention to the management of operations of the
Company.
Training and Development:
Tata Motors is committed to the training & development of its employees. There is a
focused approach to address all capability gaps and prepare employees for changes in
the external environment, such that it enables meeting the organization's strategic
objectives.
The training & development system addresses development needs of various segments
of workforce through the Tata Motors Academy (TMA). Well defined Centres of
Excellence (CoE) like Manufacturing Excellence & Innovation, Commercial, Corporate,
Management Development and Global Leadership are a part of TMA. These CoEs
address the diverse needs of different categories of employees and functions through
mediums like classroom interventions, external programs as well as an in-house
interventions at each level of an employee's transition in the organization beginning with

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learning management system (LMS) based online platform. TMA offers learning

his/her joining. High potential employees at senior levels are also selected for the
Fulbright fellowships for leadership in management.
As a means of ensuring business relevance and value of learning offered, efforts are
taken to closely align learning & development with business needs and priorities
through a learning governance body called as Learning Advisory Council (LAC). The
Company has a multitiered LAC structure which involves senior leaders in different
parts of the organization as its members. LACs play a threefold role namely
designing, implementing and reviewing the learning agenda.
Within the Technical Training set up an innovative Fundamental Skills Training
intervention has been launched across the organization. This aims at addressing
through training of the front line team members on the correct skill required to perform
the job. The Company is now migrating from a trade based training approach to a
process based training approach wherein it's more important for the team member to
know skills related to his actual work in addition to the general trade based skills which
he learns at the Training institutes (ITI's). These skills are very specific and not currently
taught at the ITI's.
Union Wage Settlements: All employees in India belonging to the operative grades are
members of labour unions except at Sanand & Dharwad plants. The Company has
generally enjoyed cordial relations with its employees at its factories and offices.
Employee wages are paid in accordance with wage agreements that have varying terms
(typically three years) at different locations. The expiration dates of the wage

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agreements with respect to various locations/subsidiaries are as follows:

A cordial industrial relations environment has been maintained in all the Company's
manufacturing units.
The variability in wage settlements was built in by introducing vehicles and profit linked
payment scheme++++ based on the index of various parameters such as quality,
productivity, operating profit and individual's performance and attendance.
Operatives and Union support in implementation of programmes towards quality, cost
and productivity improvements across all locations is commendable.
RESEARCH AND DEVELOPMENT:
Over the years, the Company has devoted significant resources towards our research
and development activities. The Company's research and development activities focus
on product development, environmental technologies and vehicle safety. The
Company's Engineering Research Centre, or ERC, established in 1966, is one of the
few in-house automotive research and development centers in India recognized by the
Government. ERC is integrated with all of the Tata Motors Global Automotive Product
Design and Development Centers in South Korea, Italy and the United Kingdom. In
addition to this, the Company leverages key competencies through various engineering
service suppliers and design teams of its suppliers.
The Company has a state of the art crash test facility for passive safety development
towards meeting regulatory and consumer group test requirements and evaluating
occupant safety. The Company has a full vehicle level crash test facility, sled test facility
for simulating the crash environment on subsystems, a pedestrian safety testing facility,
a pendulum impact test facility for goods carrier vehicles and other equipment &
facilities to develop products that comply with various safety norms. This facility is also
supported with CAE Infrastructure to simulate tests in digital environment. The
Company has Transient Dynamometer test beds, Mileage Accumulation chassis
dynamometer and Emission labs are available for futuristic engine development, State
of the art Engine Noise Test Cell facility & Transmission Control Units are being installed
for better Powertrain deployment. The Companyalso has a hemi-anechoic chamber
testing facility for developing vehicles with lower noise and vibration levels and an
engine emission and performance development facilities, to develop products meeting
vehicle structural durability validation of M&HCV. Other key facilities include a full

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international standards. The Company also has an eight poster road load simulator for

vehicle environmental testing facility, heavy duty dynamometers and aggregate

endurance test rigs.
The Company's product design and development centers are equipped with
sophisticated hardware, software and other information technology infrastructure,
designed to create a digital product development and virtual testing and validation
environment, resulting in reduced of product development cycletime, improved quality
and provide ability to create multiple design options. These centers are growing with
increased vehicle development programs in breadth and depth of technology. Rapid
prototype development systems, testing cycle simulators, advanced emission test
laboratories and styling studios are also a part of our product development
infrastructure. The Company has aligned our end-to-end digital product development
objectives and infrastructure, with its business goals and have made significant
investments to enhance the capabilities especially in the areas of product development
through Computer Aided Design / Computer Aided Manufacturing / Computer Aided
Engineering / Knowledge Based Engineering / Product Lifecycle Management and
specific engineering review processes like Digital Mockup (DMU). The Company's
product lifecycle management system provides vital processes, including manufacturing
feasibility studies, for product development In order to track various issues arising in
vehicle design and development processes, the Company has institutionalized 'issue
tracking' work flow based systems in various domains to manage them effectively.
The Company's research and development activities also focus on developing vehicles
running on alternative fuels, including CNG, liquefied petroleum gas, bio-diesel and
compressed air and electric cars. The Company is continuing to develop green vehicles.
The Company is pursuing alternative fuel options such as ethanol blending for
development of vehicles fuelled by hydrogen.
The Company is also pursuing various initiatives, such as the introduction of Premium
Lightweight Architecture (PLA), to enable its business to comply with the existing and
evolving emissions legislations in the developed world, which it believes will be a key
enabler of both reduction in CO2 and further efficiencies in manufacturing and
engineering.
requirement in the area of engine management systems, in-vehicle network architecture
and Multiplexed Wiring were successfully deployed on the Company range of vehicle

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Initiatives in the area of vehicle electronics for meeting ever increasing regulatory

whereas certain technologies Electronic Stability programs, Automated and Automatic

transmission systems, telematics for communication and tracking, anti-lock braking
system intelligent transportation system are in the process of various phases of
deployment on future range of vehicles. Likewise this could possibly be deployed on our
future range of vehicles.Likewise, various new technologies and systems that would
improve safety, performance and emissions of product range are being implemented in
our passenger cars and commercial vehicles.
The Company is developing and enterprise level vehicle diagnostics system for
achieving faster diagnostics of complex electronics in vehicles in order to provide
prompt service to customers. Furthermore the initiative in telematics has spanned into a
fleet management, driver information and navigation systems, and vehicle tracking
system using GNSS (Global NavigationSatellite Systems).
The Company established a wholly owned subsidiary, TMETC, in 2006, to augment the
abilities of its Engineering Research Centre with an objective to obtain access to
leading-edge technologies to support the product development activities. In October
2010, the Company also acquired a design house in Italy, Trilix Srl, that has been
working with the Company on many of its projects and are now a part of Tata Motors
Design organization.
The Company endeavors to absorb the best of technologies for its product range to
meet the requirements of a globally competitive market. All of its vehicles and engines
are compliant with the prevalent regulatory norms in the respective countries in which
they are sold. The Company's strategy to invest and develop its development
capabilities have helped the Company in attaining significant achievements such as the
design and development of India's first indigenously developed compact car, the
segment creating mini- truck the 'Tata Ace' and the world's most affordable family car
the Tata Nano. In collaboration with its subsidiary TDCV, the Company developed the
"World Truck", now referred to as 'Prima', a sophisticated and contemporary M&HCV
range with performance standards similar to those in developed markets.
The Jaguar Land Rover research and development operations currently consist of a
single engineering team, operating within co-managed engineering facilities, sharing
and Jaguar Land Rover engineering and development operations in the United

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premium technologies, power train designs and vehicle architecture. The ERC in India

Kingdom, have identified areas to leverage the facilities and resources to enhance the
product development process and achieve economies of scale.
JLR's vehicles are designed and developed by award-winning design teams, and it is
committed to a programme of regular enhancements in product design. JLR's two
design and development centres are equipped with computer-aided design,
manufacturing and engineering tools, and are configured for competitive product
development cycle time and efficient data management. In recent years, JLR has
refreshed the entire Jaguar range under a unified concept and design language and
continued to enhance the design of Land Rover's range of all-terrain vehicles. JLR's
R&D operations look for synergies through sharing premium technologies, powertrain
designs and vehicle architecture. All of JLR's products are designed and engineered
primarily in the United Kingdom. JLR endeavours to implement the best technologies
into its product range to meet the requirements of a globally competitive market. JLR is
currently developing vehicles which will run on alternative fuels and hybrids and is also
investing in other programmes for the development of technologies to improve the
environmental performance of its vehicles including the reduction of CO 2 emissions.
INTELLECTUAL PROPERTY
The Company creates, owns, and maintains a wide array of intellectual property assets
that are among its most valuable assets throughout the world. The Company's
intellectual property assets include patents, trademarks, copyrights designs, trade
secrets and other intellectual property rights. Patents relate to innovations and products;
trademarks secured relate to brands and products; copyrights are secured for creative
content; and designs are secured for aesthetic features of products/components. The
Company proactively and aggressively seeks to protect its intellectual property in India
and other countries.
The Company owns a number of patents and has applied for new patents which are
pending for grant in India as well as in other countries. It has also filed a number of
patent applications outside India under the Patent Cooperation Treaty, which will be
effective in different countries going forward. The Company obtains new patents as part
of its ongoing research and development activities.
applications for registration of these in India as well as other countries. The registrations

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The Company own registrations for number of trade-marks and have pending

mainly include trademarks for its vehicle models and other promotional initiatives. The
Company uses the "Tata" brand, which has been licensed to the Company by Tata Sons
Limited. The Company's believes that establishment of the "Tata" word mark and logo
mark in India and world over, is material to its operations. As part of acquisition of
TDCV, the Company has the rights to the perpetual and exclusive use of the "Daewoo"
brand and trademarks in Korea and overseas markets for the product range of TDCV.
As part of the acquisition of Jaguar Land Rover business, ownership (or co-ownership,
as applicable) of core intellectual property associated with JLR were transferred to the
Company. Additionally, perpetual royalty free licenses to use other essential intellectual
properties have been granted to the Company for use in Jaguar and Land Rover
vehicles. Jaguar and Land Rover own registered designs, to protect the design of their
vehicles in several countries.
In varying degrees, all its intellectual property is important to the Company. In particular,
the Tata brand is integral to the conduct of the Company's business, a loss of which
could lead to dilution of our brand image and have a material adverse effect on the
business.
TRAINING METHODS
Training Methods
In this lesson, we will study several training methods managers use to teach an
employee a new job or task in the organization. The training methods include on-the-job
training, job rotation and job mentoring. Each method has advantages and
disadvantages.
Let's look at how Cookie, a training manager at Sweets Candy Factory, uses the training
methods to train new and current employees.
On-the-Job Training

Cookie hired a new candy wrapper named Patti. Patti had no experience working in a
candy factory. In fact, Patti had no experience working on an assembly line either.
Cookie used unstructured on-the-job training to teach Patti how to do her job. This

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On-the-Job Training allows employees to learn by actually performing a specific job or

task. The employee will perform the job and learn as he goes. On-the-job training can
be structured by using hands-on application supported by classroom-type instruction. It
can also be unstructured using only hands-on application.

method works well for the job of candy wrapping. As the candies move along the
assembly line, Patti learned how to wrap each candy while working alongside a more
experienced candy wrapper. The more experienced candy wrapper showed Patti exactly
how to wrap candies, how to time the assembly line and how to detect irregularly
shaped candies. If Patti made a mistake, the trainer would be able to correct it
immediately.
The advantages of this method are:

Immediate feedback on performance

Swift remediation if task is not performed to standard

The disadvantages of this method are:

Can slow down production for the trainer

Can disrupt the workflow

Off-the-job Methods
Off-the-job training is conducted in a location specifically designated for training. It may
be near the workplace or away from work, at a special training center or a resort
Conducting the training away from the workplace minimize distractions and allows
trainees to devote their full attention to the material being taught- However, off-the-job
training programs may not provide as much transfer of training to the actual job as do
on-the-job programs.
Many people equate off-the-job training with the lecture method, but in fact a very wide
variety of methods can be used.
Definitions:
Employee training at a site away from the actual work environment. It often utilizes
lectures, case studies, role playing, simulation, etc. See also on the job training.
www.businessdictionary.com

1. Classroom Lectures: under the off the job methods of training, classroom method or
lecture method is well-known to train white collar or managerial level employees in the
organisation. under this method employees are called to the room like that of classroom
to give training by trainer in the form of lectures. This method is effectively used for the
purpose of teaching administrative aspects or on management subject to make aware
of procedures and to give instructions on particular topic.

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Off the Job Training Methods

Advantage It can be used for large groups. Cost per trainee is low.

Disadvantages Low interest of employees. It is not learning by practice. It is One-way

communication. No authentic feedback mechanism. Likely to lead to boredom for
employees.
2. Audio-Visual: Providing training by way of using Films, Televisions, Video, and
Presentations etc. This method of training has been using successfully in education
institutions to train their students in subjects to understand and assimilate easily and
help them to remember forever. New companies have come up for providing audio
visual material for students in their concern subjects. In the corporate sector, mainly in
customer care centres employers are giving training to their employees by using audio
visuals material to teach how to receive, talk and behaviour with the customer.

Advantages Wide range of realistic examples, quality control possible.

TRAINING PROGRAMME IN SANGHI BROTHERS

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Disadvantages One-way communication, No feedback mechanism. No flexibility for

different audience

Drivers Training Institutes

Driver is one of the most influential person in framing a positive opinion of
the vehicle. Driver also ensures safety and security of public at large and
plays a vital role in economical running of the vehicle.
Driver Training Institutes:
Keeping this in mind, Driver Training Institutes are of strategic importance. In
partnership with State Governments & the Ministry of Surface Transport, Tata
Motors has envisaged setting up Driver Training Institutes under the PublicPrivate partnership module. These institutes work as a one stop shop for
training that covers theoretical and practical training and issues
Learners Driving License to the participants. These institutes also
provide training in different trades for skill development. Drivers are trained
on LMVs, HMVs, Tippers, Construction equipment vehicles. This initiative will
also enhance employment generation in the region and promote road safety.
Features:

Equipped with a Driving track that has all real time driving terrain
features.

Dual control vehicles

Training on technical trades such as auto mechanics, welding, painting,

electrical, electronics, etc.

Affiliation with N.C.T.V.T.

Enhancing driving skills of drivers.

Creation of pool of trained drivers for auto industry.

Developing right attitude for safe driving and road safety.

Build positive image for company products.

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Benefits:

Learning Centers

HomeCampaigns & TrainingsTrainingLearning Centers

Service Training Center is committed to impart invaluable Automotive

Maintenance and repair training to manpower of Channel Partners (both
Domestic and International), Fleet Owners, Private Customers and
Institutional Customers such as Defence establishments, Paramilitary forces,
Police Depts., State Transport Units and other Govt. agencies.

Training is also given to our Senior Executives, Field Staff, Trainees and
Apprentices for upgrading & enhancing their technical knowledge, soft skills
& skills for existing as well as future products to ensure total customer
satisfaction.

The Training centers also conduct training programs for various other
divisions (Sales, Quality, Legal, Production, etc.) as per their specific need &
requirement.
Training is also given to private garages to ensure our products are well
supported in remote areas.

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To achieve these objectives, Customer Support Division has 5 training

centres located at Pune, Jamshedpur, Lucknow, Pantnagar and Dharwad. All
our Training centers are well equipped with Modern class rooms, fully
functional amenities, Training aggregates, Live working models, Cut sections,
Simulation board, Display boards, e-learning, libraries etc.
Our 5 Service Training Centers and One RTC
1. Lucknow in Uttar Pradesh
2. Jamshedpur in Jharkhand
3. Pune in Maharashtra
4. Dharwad in Karnataka
5. Pantnagar in Uttaranchal
6. Salem in Tamil Nadu (RTC)
ITI Training Facility

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HomeCampaigns & TrainingsTrainingITI Training Facility

With the growth of automobile population in Indian market, there has been a
surge in demand of skilled mechanics across automobile industry. This
demand has overtaken supply and created shortage. Due to this shortage,
workshops are unable to function at the best of their potential and efficiency.
Keeping this in view, an ITI up-gradation scheme has been launched under
which the up-gradation of 1396 Government Industrial Training
Institutes(ITIs) is envisaged through Public Private Partnership(PPP). The MOU
shall be signed between Three Parties for each ITI between Director General,
Ministry of Labour & Employment, Secretary/ Principal Secretary-State/ UT
and Tata Motors.
Tata Motors intends to Innovate & Upgrade the ITI by training the ITI faculty
through our Train The Trainer programme at STCs at plant location,
introducing quality components in skills delivery by providing on-the-job
training and forming training panels comprising of experts/specialists from
our channel partners to give inputs on specific subjects.
Benefits

Enhancing employability of workforce.

Creation of pool of workers for auto industry.

Recruitments of ITI students in Tata Dealership/TASS.

Training to ITI faculty on latest technology.

Impart technical skills and latest technology trends to the students.

Up gradation of ITI Objectives

To ensure a steady flow of trained manpower to our Dealerships and

TASS & the Auto Industry as well.

To generate employment for the youth.

To upgrade the skills of students.

Motor Mechanic Vehicle

Diesel Mechanic Trade

Fitter

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Courses Adopted by TML

Auto Electrician

Denting & Painting

Refrigeration & Air Conditioning

Courses in Focus

The main focus on courses adopted is on Diesel Mechanic

Trade(DMT) and Motor Mechanic Vehicle(MMV) trade.

The MMV trade course is a 2 year course.

The DMT course is a 1 year course.

The ideal batch size is 16-20 students per batch.

84x60(5040) students are expected to be industry ready by the end

of two years.
TML Contribution

Up-gradation of Infrastructure.

Training Facilities in terms of Aggregates, Cut-Sections, Wall-charts,

Course material etc.

Value Addition to the Curriculum.

Training of the students in Dealer & TASS Workshops.

Soft Skills Enhancement.

E-Learning.

Placements within our various Dealerships and TASS.

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RESEARCH METHODOLOGY

Research is an art of scientific investigation through search for new facts in any branch of
knowledge. It is a moment from known to unknown. In this research the research method used
was the Descriptive research.
Research design
Exploratory research design

Exploratory Research Design

Exploratory research is defined as the initial research into a hypothetical or theoretical
idea. This is where a researcher has an idea or has observed something and seeks to
understand more about it. An exploratory research project is an attempt to lay the
groundwork that will lead to future studies, or to determine if what is being observed
might be explained by a currently existing theory. Most often, exploratory research lays
the initial groundwork for future research.
To make this a little more understandable, imagine you are blindfolded or placed into a
room without light. You are not told if something is in the room, but you have a suspicion
there is something in there. You shuffle out slowly into the room, exploring with the tips
of your fingers until you find something.
Exploratory research can come in two big forms: either a new topic or a new angle. A
new topic is often unexpected and startling in its findings. For example, American
psychologist John Watson really began his behaviorism research with a new topic on
the study of human behaviors and learning: rats! Because humans have brains and rats
have brains, it makes a certain kind of sense. There was an attempt to find the universal
laws of learning in all brains.
New angles can come from new ways of looking at things, either from a theoretical
perspective or a new way of measuring something. For instance, computers have
allowed large populations to be looked at. Old experiments can now involve thousands
of people from around the globe instead of a few people from the local train station.

Observational, defined as a method of viewing and recording the participants

Case study, defined as an in-depth study of an individual or group of individuals

Survey, defined as a brief interview or discussion with an individual about a specific

topic

These data were collected by personal interview with Employee and the AGM of the Sanghi
Brothers Tata Motors Pvt. Ltd. Indore Indore region.

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Primary data

Secondary data
These data were collected from various sources of the internet, magazines and newspapers.

Sampling method
Convenience sampling
Sample size
One Automobile Company Sanghi Brothers Tata Motors Pvt. Ltd. Indore , Indore region
Research tools
Interview Schedule
Research area
Indore

OBJECTIVE OF THE STUDY

To examine the effectiveness of training in overall development of skills of workforce.

To examine the impact of training on workers.

To study the changes in behavioral pattern due to training.

To find out new methods of training and development in LUMAX, SIDCUL.

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LIMITATIONS

During my training period although the management and plant personnel were
very co-operative & extended their full support, yet there were following
limitations associates with my study which I would like to mention:
Due to the busy schedule of an organization I was unable to grasp the precious
words of the HRD Manager.
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SUGGESTIONS

Increase the profit margin during the continuous financial years.

Improving the marketing Strategies.
Analysis the business strategies of competitors.
Making the decision to capture the rural market.
More test drives should be offered.
Should be more particular about Post Sales Follow Up as it shows the concern of the

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company with the customer.

Should put in more efforts to promote Tata Motor Finance, Autocard and Accessories.

CONCLUSION
This study was a learning experience for me and I came to know the training and development
programs in lumax Industries Ltd Sidcul, Rudrapur was positive in response but still more
training and development is needed in Lumax so that the employees are motivated time by time
and they should know their strength & weakness so that they can work on it & improve their
knowledge & skills for the betterment of their organization.

In the last but not the least I conclude that all the training and development programs of company
are highly effective & beneficial to the employees in giving their best contribution to their
personal growth & development as well to meet the organizational objective.

WEBSITES
www.tatamotors.com
www.tata.co.in
www.google.com

MAGAZINES AND OTHERS: Monthly tata Magazine:- ON THE MOVE.

Product Brochures.
Annual reports or magazines of tata Motor India Limited

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Auto India Magazine