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TRAINING AND DEVELOPMENT

ContentsCH.

NO

TABLE OF CONTENTS PAGE NO

LIST OF TABLES

LIST OF FIGURES

CHAPTER

1 INTRODUCTION1.1 THEORETICAL BACKGROUND1.2 MEANING OF TRAINING1.3 TRAINING PROCESS1.4DEVELOPMENT1.5 AIMS/OBJECTIVES OF TRAINING &

DEVELOPMENT1.6 INPUTS IN TRAINING AND DEVELOPMENT1.7.APPROACH OF TRAINING AND DEVLOPMENT

2 REVIEW OF LITERATURE2.1 CONCEPT AND THEORY2.2 INDUSTRY PROFILE2.3 COMPANY PROFILE

3 RESEARCH METHODOLOGY AND DESIGN3.1 STATEMENT OF THE PROBLEM

3.2 NEED FOR DTUDY3.3 OBJECTIVES OF STUDY3.4 ANALYTICAL TOOLS3.5 SCOPE OF STUDY3.6 LIMITATIONS

4 DATA ANALYSIS AND INTERPRETATION4.1 PERSONAL DATA4.2 AWARENESS

5 SUMMARY OF FINDINGS AND

SUGGESTIONS

5.1 FINDINGS5.2 SUGGESTIONS5.3 CONCLUSION

BIBLIOGRAPHY

APPENDIX

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1. INTRODUCTION

1.1 THEORETICAL BACKGROUND:

In simple words, training and development refers to the imparting of

specific skills, abilities, knowledge to an employee. A formal definition of training

and development is determined as follows:

It is any attempt to improve current or future employee performance by

increasing an employees ability to perform through learning, usually by changing

the employees attitude or increasing his or her skills and knowledge.

The need for training and development is determined by the employees

performance deficiency, computed as follows:

Training and development needs =

Standard performance Actual performance

We can make a distinction among training, education and development. Such

distinctions enables us to acquire a better perspective about the meaning if the term

training. Which refers to the process of imparting specific skills, Education, on the

other hand is confined theoretically learning in classroom .

To distinct more, the training is offered in case of operatives whereas

development programs are conducted for employees at higher levels. Education

however is common to all the employees.

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1.2 Meaning of Training:

Training makes a very important to the development of the organization ofhuman resources and hence to the achievement of its aims and objectives. To

achieve its purpose, training needs to be effectively managed so that the right training

is given to the right form, at the right time and at the right costs.

The term Training indicates the process involved in improving the

aptitudes, skills and abilities of the employees to perform specific jobs. Training helps

in updating old talents and developing new ones.

According to Edwin B.Flippo. Training is the act of increasing the

knowledge and skills of an employee for doing a particular job. Training

involves the development of skills that usually necessary to perform a specific job. Its

purpose is to achieve a change in the behavior of those trained and to enable them to

do their jobs better. Training is necessary for newly employees to make them

productive and also to old employees whenever new machines and equipment are

introduced. In fact, training is a continuous process.

The word Training consists of eight letters, each of which could be

attributed some significant meaning in the following manner:

T - Talent and Tenacity

R - Reinforcement

A - Awareness

I - Interest

N - Novelties

I - Intensity

N - Nurturing

G - Grip

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1.3 Training Process

The steps of Training Process are as under:

a) Organizational objectives and strategies

The first step in the training process is an organization in the assessment of its

objectives and strategies. What business are we in? At what level of quality do we

wish to provide this product or service? Where do we what to be in the future? Its

only after answering these and other related questions that the organization must

assess the strength and weakness of its human resources.

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Organizational Objectives

and Strate ies

Assessment of Training

Needs

Establishment of Training

Goals

Designing Training

Pro ramme

Implementation of

Training programme

Evaluation of Results


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b)Needs assessment

Needs assessment diagnoses present problems and future challenge to be metthrough training and development. Needs assessment occurs at two levels i.e. group

level and individual level, an individual obviously needs training when his or her

performance falls short or standards that is when there is performance deficiency.

Inadequate in performance may be due to lack of skills or knowledge or any other

problem.

The following diagram explains performance deficiency

Performance

Deficiency

Lack of skills other causes

Or knowledge

Training Non training measures

c) Training and development objectives

Once training needs are assessed, training and development goals must be

established. Without clearly-set goals, it is not possible to design a training and

development programme and after it has been implemented, there will be no way of

measuring its effectiveness. Goals must be tangible, verifying and measurable. This is

easy where skilled training is involved

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d) Designing training and development program

Who are the trainees? Who are the trainers? What methods

And techniques?

What is the what are the where to conduct

level of training principles of learning the program

e)Conducting training activities

Where is the training going to be conducted and how?

At the job itself.

On site but not the job for example in a training room in the

company.

Off site such as a university, college classroom hotel, etc.

f) Implementation of the training programme

Program implementation involves actions on the following lines:

Deciding the location and organizing training and other facilities.

Scheduling the training programme.

Conducting the programme.

Monitoring the progress of the trainees.

g) Evaluation of the results

The last stage in the training and development process is the evaluation of the results.

Since huge sums of money are spent on training and development, how far the programme

has been useful must be judge/determined. Evaluation helps determine the results of the

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training and development programme. In the practice, however organizations either overlook

or lack facilities for evaluation.

1.4 Development:

Development, in contrast, is considered to be more general than training and

more oriented to individual needs in addition to the organizational needs and it is the

most often aimed towards management of the people. Usually the intent of

development is to provide knowledge and understanding that will enable people to

carry out non-technical organizational functions more effectively, such as problem

solving, decision making and relating to people.

We can make a distinction among training, education and development. Such

distinction enables us to acquire a better perspective about the meaning of the terms.

Training, as was stated earlier, refers to the process of imparting specific skills.

Education, on the other hand, is confined to theoretical learning in classrooms.

Table 1. Training and Education Differentiated

Training Education

Application Theoretical Orientation

Job Experience Classroom Learning

Specific Tasks General Concepts

Narrow / Perspective Broad Perspective

Training refers to the process of imparting specific skills.

Development refers to the learning opportunities

designed to help employees grow.

Education is theoretical learning in classroom.

Though training and education differ in nature and orientation, they are

complementary. An employee, for example, who undergoes training is presumed to

have had some formal education. Furthermore, no training programme is complete

without an element of education. In fact, the distinction between training and

education is getting increasingly blurred nowadays. As more and more employees are

called upon to exercise judgments and to choose alternative solutions to the job

problems, training programmes seek to broaden and develop the individual through

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education. For instance, employees in well-paid jobs and/or employees in the service

industry may be required to make independent decision regarding there work and their

relationship with clients. Hence, organization must consider elements of both

education and training while planning there training programmes.

Development refers to those learning opportunities designed to help employees grow.

Development is not primarily skill-oriented. Instead, it provides general knowledge

and attitudes which will be helpful to employees in higher positions. Efforts towards

development often depend on personal drive and ambition. Development activities,

such as those supplied by management developmental programmes, are generally

voluntary.

To bring the distinction among training, education and development into sharp focus,

it may be stated that training is offered to operatives, whereas developmental

programmes are meant for employees in higher positions. Education however is

common to all the employees, there grades notwithstanding.

1.5 AIMS/OBJECTIVES OF TRAINING & DEVELOPMENT:

The fundamental aim of training is to help the organization achieve its purpose by

adding value to its key resource the people it employs. Training means investing in

the people to enable them to perform better and to empower them to make the best use

of their natural abilities. The particular objectives of training are to:

Develop the competences of employees and improve their performance;

Help people to grow within the organization in order that, as far as possible, its

future needs for human resource can be met from within;

Reduce the learning time for employees starting in new jobs on appointment,

transfers or promotion, and ensure that they become fully competent as

quickly and economically as possible.

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1.6 Inputs in Training and Development :

Any training and development programme must contain inputs which enable

the participants to gain skills, learn theoretical concepts and help acquire vision to

look into the distant future. The inputs of training and development are as follows:

1) Skills

2) Education

3) Development

4) Ethics

5) Attitudinal Changes

6) Decision making and problem solving skills

1) Skills

Training is imparting skills to the employees. A worker needs skills to operate

machines, and use other equipments with least damage and scrap. This is basic skills

without which the operator will not function.

There is also a need of motor skills or psychomotor skills as they are refer to

performance of specific physical activities .These skills involve learning to move

various parts of their body in response to certain external and internal stimuli.

Employees particularly like supervisors and executives, need interpersonal skills

mostly know as people skills. These skills helps a person understand oneself and

others better and act accordingly. Examples of interpersonal skills include listening.

Persuading and showing an understanding of others feelings

2) Education

The purpose of education is to teach theoretical concepts and develop a sense

of reasoning and judgment. That any training and development programme must

contain an element of education is well understood by the HR specialist.

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3) Development

Another component of a training and development programme is development

which is less skill oriented but stress on knowledge. Knowledge about business

environment, management principles and techniques, human relations, specific

industry analysis and the like is useful for better management of a company.

Development programme should help an employee to be a self-starter, build

sense of commitment, motivation, which should again helps him being self

generating. It should make their performance result oriented and help them in being

more efficient and effective. It should also help in making the employee sensitive

towards the environment that is his work place and outside. This programme should

keep the employee aware of him i.e. his potentials and his limitations. Help him see

himself as others see him and accept his self image as a prelude to change. It helps

teach an individual to communicate without filters, to see and feel points of view

different from their own. Also helps them understand the powers in their hands and

thereby develop leadership styles which inspire and motivate others. And finally helps

install a zest for excellence, a divine discontent, a nagging dissatisfaction with the

status quo.

4) Ethics

There is a need for imparting greater ethical orientation to a training and

development programme. There is no denial of the fact that ethics are largely ignored

in businesses. They are less seen and talked about in the personnel function this does

not mean that the HR manager is absolved if the responsibility. If the production,

finance or marketing personnel indulge in unethical practices the fault rest on the HR

manager. It is his/her duty to enlighten all the employees in the organization about the

need for ethical behavior.

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5)Attitudinal Changes

Attitudinal represents feelings and beliefs an individual towards others.

Attitudes affect motivation, satisfaction and job commitment. Negative attitudes

needs to be converted into positive attitudes. Changing negative attitudes is difficult

because of

(1) Employees refuse to change

(2) They have prior commitments and

(3) Information needed to change attitudes may not be sufficient.

Attitude must be changed so that the employee feels committed to the organization

and give better performance.

6) Decision making and problem solving skills

Decision making and problem solving skill focus on methods and techniques

for making organizational decision and solve work related problems. Learning related

to decision making and problem solving skills seeks to improve trainees abilities to

define and structure problems, collect and analysis information, generate alternatives.

Training of this type is typically provided to potential managers, supervisors and

professionals

A CHECKLISTFOREVALUATION:

Below is a sample of the kind of questions which can and should be asked of

any training and development. By no means comprehensive, it nevertheless gives

guidance on what should be evaluated:

Does the training delivered meet the identified need?

Has the training met the individual, team or organisational objectives?

Has the need been met completely or in part?

What has prevented the need being met?

Has the need been met both efficiently and in a cost-effective way?

Was the training event satisfactory?

Did the delivery of the training enhance learning?

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Has the learning been set at the right level?

Has the learner been able to implement learning as soon as possible?

Was the learner briefed and debriefed for the learning?

Have all necessary resources been allocated to the training?

Are these resources adequate?

Has the development enhanced the learning needs of the team?

1.7 APPROACH OF TRAINING AND DEVLOPMENT

TRADITIONAL APPROACH :

Most of the organizations before never used to believe in training. They were

holding the traditional view that managers are born and not made. There were also

some views that training is a very costly affair and not worth. Organizations used to

believe more in executive pinching. But now the scenario seems to be changing.

MODERNAPPROACH :

Training and development is that Indian Organizations have realized the

importance of corporate training. Training is now considered as more of retention tool

than a cost. The training system in Indian Industry has been changed to create a

smarter workforce and yield the best results

TRAINING AND DEVELOPMENT OBJECTIVES :

The principal objective of training and development division is to make sure

the availability of a skilled and willing workforce to anorganization. In addition to

that, there are four other objectives: Individual, Organizational, Functional, and

Societal.

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Individual Objectives help employees in achieving their personal goals,

which in turn, enhances the individual contribution to an organization.

Organizational Objectives assist the organization with its primary

objective by bringing individual effectiveness. Functional Objectives maintain the departments contribution at a level

suitable to the organizations needs.

Societal Objectives ensure that an organization is ethically and socially

responsible to the needs and challenges of the society.

2. Review of literature

2.1 CONCEPT AND THEORY

Training:

According to Flippo, Training is the act of increasing the knowledge and

skills of an employee for doing a particular job.

Dales Beach defined the training as The organized procedure by whichpeople learn knowledge or skill of a definite purpose.

Training is a learning experience in that it seeks a relatively permanent

change in an individual that will improve his or her ability to perform on the job. We

typically say training can involve the changing of skills, knowledge, attitudes or social

behavior.

Training is typically focuses on providing employees with specific skills or

helping them correct deficiencies in their performance.

Development:

Development an effort to provide employees with the abilities the organization

will need in the future.

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Importance Of Training And Development For The Organization :

There are many benefits of Training and Development to the organization as well asemployee. We have categorized as under

1) Benefits for the organization

2) Benefits for the individual

3) Benefits for personnel and human relation, intra group and internal

group relation and policy implementation

1) Benefits for the organization

a) Improves communication between group and individuals.

b) Aid in orientation of new employee and those taking new job through

transfer or promotion.

c) Provides information on equal opportunities and affirmative action.

d) Provides information on other government laws and administration

policies.

e) Improve interpersonal skills.

f) Makes organizational policies, rules and regulations viable.

g) Builds cohesiveness in group.

h) Provides a good climate for learning, growth and co ordination.

i) Makes the organization a better place to work and live.

2) Benefits for the individual

a) Helps and individual in making better decision and effective problem

solving.

b) Through training and development, motivational variables of recognition

achievement, growth, responsibility and advancement are internalized and

operationalised.

c) Aid in encouraging and achieving selfdevelopment and self confidence.

d) Helps a person handle stress, tension, frustration and conflict.

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e) Provides information for improving leadership, knowledge,

communication skills and attitudes.

f) Increases job satisfaction and recognition.

g) Moves a person towards personal goals while improving interactive skills.

h) Satisfies personal needs of a trainee.

i) Provides the trainee an avenue for growth in his or her future.

j) Develops a sense of learning.

k) Helps eliminate fear in attempting new task.

l) Helps a person improve his listening skill, speaking skills also with his

writing skills.

3) Benefits for personnel and human relation, intra group and internal group

relation and policy implementation

I. Improves communication between group and individuals.

II. Aid in orientation of new employee and those taking new job through

transfer or promotion.

III. Provides information on equal opportunities and affirmative action.

IV. Provides information on other government laws and administration

policies.

V. Improve interpersonal skills.

VI. Makes organizational policies, rules and regulations viable.

VII. Builds cohesiveness in group.

VIII. Provides a good climate for learning, growth and co ordination.

Makes the organization a better place to work and live

Need for Training:

Every organization whether big or small; productive or non-productive;

economic or social; old or newly established should provide training to all employees

irrespective of their qualifications skill, suitability for the job etc. Training is not

something that is done once to a new employee, it is used continuously in every well

run establishment.

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The need for training arises due to the following reasons:

To match the employees specification with the job requirement and

organizational needs.

Organizational viability and the transformation process.

Organizational complexity.

Human relations.

Change in job assignment.

Role of Training and Development:

No organization has a choice whether to train its employee or not, the only

choice is the methods of training. The primary concern of an organization is its

viability and hence its efficiency and if the organization does not respond to their

pressure, it may find itself to employees in order that they contribute to the

organizations efficiency and be able to cope up with the pressure of changing

environment. The ability of an organization depends to a considerable extent on the

skills of different employees, especially that the managerial cadres to relate the

organization with its environment.

Thus training can play the following roles in an organization:

1. Increase in efficiency.

2. Increase in moral of employees.

3. Better human relations.

4. Reduced supervision.

Training provides a number of benefits to both employees and employers. It makes

the employees more productive and more useful to the organization.

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Training Methods:

On the job training method.

1. Job rotation.

2. Apprenticeship and coaching.

3. Job Instruction.

4. Committee Assignment.

Off the job training Method

1. Vestibule Training

2. Role Playing

3. Lecturer and Video Presentation

4. Case Study

5. Simulation

6. Management Games

7. In Basket Exercise

8. Self Study

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PROFILES

2.2 INDUSTRY PROFILE

Evolution :

The Association of Indian Forging Industry (AIFI) established in 1965, was formerly

known as AIDFASI. It is the spokesman of the Indian Forging Industry, for about the

last four decades. For all these years it has been headed by leaders of the industry with

great vision.

AIFI PROFILE:

1.What is the AIFI?

1.1 The Association of Indian Forging Industry (AIFI), established in 1965 was

formerly known as AIDFASI. It is the spokesman of the Indian Forging Industry, for

about the last four decades. For all these years, it has been headed by leaders of the

industry with great vision.

2. What is its Role and Function?

2.1 The AIFI is actively involved in trade promotion, technology upgradation,

collection and dissemination of information. Also, in keeping with its main aim of

improving upon its service to its members, it has recently shifted its office from

Mumbai to Pune; the hub of Auto Industry in India.

2.2 It conducts seminars, training courses and workshops on subjects of interest to

forging manufacturers. It also participates in and organizes national and international

conventions, business and technical seminars, symposia, conferences, and reinforces

this by organizing visits to International Trade Fairs, arranging Buyer-Sellers Meets

with the global players in the forging industry. It also leads trade delegations abroad

to participate in International Trade Fairs organized in the various countries, besides

providing information on such Trade Fairs etc. on its website well in advance, to

facilitate proper planning by its members.

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2.3 It helps its members identify niche strategies for survival and growth in view of

growing competition in the domestic and global markets through a well-developed

database.

2.4 Its identity as an Institution with a global presence is evident from the fact that in

the year 1990, the AIFI played host to the 13th International Forging Congress and

delegates from about twenty countries from all over the world attended the Congress

and yet again AIFI has been given President ship of ASIAFORGE a Confederation

of Asian Forging Associations. It has successfully hosted ASIAFORGE 2008 from

17-19th March 2008 in New Delhi, India.

Mission and Vision:

The role of AIFI is to promote and develop the Indian Forging Industry so as to meet

the demands and expectations of forging customers and end users, both domestic and

global) by improving the business environment for its members and contribute in

increasing their competitiveness through mutual co-operation and understanding of all

parties concerned and constant updating of information and technology.

The AIFI is actively involved in trade promotion, technology upgradation, collection

and dissemination of information.Also, in keeping with its main aim of improving

upon its service to its members, it has recently shifted its office from Mumbai to

Pune; the hub of Auto Industry in India.

CURRENT TREND:

1. THE INDIAN FORGING INDUSTRY- A PROFILE

1.1 The Indian Forging industry has now emerged as a major contributor to the

manufacturing sector of the Indian economy.

1.2 Forging industry is a basic industry and such industries tend to grow in a country

in relation to the rate of growth of its GDP.

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As far as India is concerned, we expect our GDP to continue to grow and therefore,

the basic industries will grow and so will the industry. Since the forging industry is

largely dependent on the automotive sector, the forging industry will also continue to

grow and do well. Thanks to outsourcing, opportunities for exports are huge. An

increasing number of companies from all over the world are coming to India to

procure components and products. Many companies are working hard to capitalise on

this. Hence the optimism that the forging industry will continue to grow and do well

in the immediate future.

1.3 Briefly, the composition of the Indian forging industry can be categorized into

four sectors- large, medium, small and tiny. By and large, the Indian forging industry

( an important segment of the Indian auto component industry) still remains highly

fragmented, with around 400 units (out of which only 9 -10 are large units scattered

all over India). These SMEs form the backbone of the industry.

1.4 The organized sector accounts for about 65-70% of the total forging production in

the country, while unorganized players (who are mainly small and tiny units) cater

mainly to job work and the replacement market or tier 3 or tier 4 component

manufacturers. Notwithstanding this, a wide range of products are being

manufactured, each being a diverse market structure and technology requirement,

which has negated any possible concentration of the market in a few hands. It is

perhaps because of this, cases of domestic consolidation have been few in the

industry, unlike other industries. Rather the trend has been to cater to or set up base in

global markets. The industry is one of the leading industries in M&As overseas,

These acquisitions have largely been in Europe and USA because the auto ancillary

industry in these countries have been collapsing. Indian forging companies like

Amtek Auto, Bharat Forge, Sundram Fasteners and some others (a few our members)

have also setup bases through M&A s in other emerging economies to establish

themselves as low cost suppliers

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Members Directory:

1. ACCURATE STEEL FORGING (I) LIMITED

2. ACCURATE STEEL FORGING (I) LIMITED

3. BHANDARI PRECISION FORGINGS PVT. LTD.

4. BHARAT FORGE LIMITED

5. BTM FORGINGS PVT. LTD.

6. COOPER AUTOMOTIVES LTD

7. FORGEWELL LIMITED

8. GEAROCK FORGE PVT. LTD

9. GURU NANAK AUTO ENTERPRISES LIMITED

10.GURU NANAK AUTO ENTERPRISES LIMITED

11.HIGHWAY INDUSTRIES LTD

12.INDIA CRANK MANUFACTURING CO.

13. KADVANI FORGE LTD

14.JINABAKUL FORGE PVT. LTD

15.KALYANI FORGE LIMITED

16.LAXMI AGNI COMPONENTS & FORGINGS PVT. LTD.

17.LGB FORGE LTD

18.M M FORGINGS LIMITED

19.M/S VAISHNAV ENGINEERING WORKS

20.MITTAL FORGINGS

21.NEEPAZ V FORGE (INDIA) LIMITED

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22.POONA FORGE ( P ) LTD

23.PRECIFORGE & GEARS

24.RAJA FORGINGS & GEARS LTD.

25.ROLLWELL FORGE LTD.

26.SARITA FORGINGS (P) LTD.

27.SADAMATE INDUSTRIES

28.S. B. ENGINEERS

29.SIDDHI FORGE PVT. LTD.

30.SHREE BIHARIJEE FORGING INDUSTRIES

31.SEMCO FORGE PVT. LTD.

32.SILVER FORGE PVT LTD

33.STEEL & INDUSTRIAL FORGINGS LTD

34.SUPER AUTO FORGE LIMITED

35.THULLURI EXPORTS PVT LTD

36.TRINITY ENGINEERS PVT. LTD.

37.TRISHUL FORGINGS

38.TRISHUL FORGINGS

39.TXLENE FORGE PVT. LTD.

40.UNIQUE FORGE (GUJ) PRIVATE LIMITED

41.UNITY FORGE PRIVATE LTD

42.VANAZ ENGINEERS LTD

43.VARSHA FORGINGS LTD.

22
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44.VICTOR FORGINGS

2.3 Company Profile:

23
http://www.indianforging.org/member_directory_dtls.aspx?id=%7B0053-0114-0097-0128-0161-0192-0225-0256-0289-0320-0353-0384-0417-0448-0481-0512-0545-0576-0609-0640%7Dhttp://www.indianforging.org/member_directory_dtls.aspx?id=%7B0053-0114-0097-0128-0161-0192-0225-0256-0289-0320-0353-0384-0417-0448-0481-0512-0545-0576-0609-0640%7D


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SUPER AUTO FORGE LTDestablished in 1975 is a

pioneer and largest manufacturer of cold forged /cold extracted steel and aluminum

components in the automotive industry in India 100% of SAF business caters to

OEIMS through TIER I and Tier II customers.

Super Auto Forge has four manufacturing locations in and around Chennai.

SAF does not have any Technology R&D divisions. This is involved in development

of new process / Technology.

The R&D division is equipped with 2D/3D CAP/CAM software and has metal

forming. Simulation software for accelerated process / product development.

Almost 60% of SAF current sales of $35 millions are through exports to North

America and Europe. SAF has to its strength a dedicated workforce of associates,

engineering staffs and administrative staffs.

SAF was awarded ISO 9002 certification in 1994 & TS 16949 certification in

2004. It is also an approved supplier to major Tier I customer such as Delphi, Visteon,

American Axle manufacturer, TRW, GKIV & BOSCH.

The main activities are as follows:

Cold forging

Cold extrusion

Warm forging

Precision finish machining

Heat treatment

Surface treatment

Super Auto Forge is a global supplier precision cold forge and machined parts

for Automotive industry, Forging being the core competency of SAF we develop high

tech/niche parts so as to be among the leaders in this area. SAF customer base is truly

global with part shipped to North America, Europe, Asia and South America.

SAF has developed the capability to manage high volume production with multiplerange of products.

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Investment (Plant & Machinery) - Rs. 110CR (us $ 27 MIL)

Land Area - 27 Acres

Achieved sales (06-07) - Rs. 202 CR (us $ 50 MIL)

Projected Sales (06-07) - Rs. 258 CR (us $ 67MIL)

Total staff & Associates - 850

Qualified Engineers - 350

Almost 60% of SAF current sales of $ millions are through Exports to North

America and Europe. SAF has to its strength a dedicated workforce of associates,

Engineering staffs and Administration staff.

SAF was awarded ISO 9002 certification is 1994 & Ts 16949 certification in

2004. It is also an approved supplier major Tier-I manufacturer, TRW, GKIV &

BOSCH.

The main activities are as follows.

1. Cold Forging

2. Cold Extrusion

3. Warm Forging

4. Precision finish machining

5. Heat Treatment

6. Surface Treatment

VISION:

To become a world-class global supplier of precision cold and warm forged

parts.

To pursue Research & Development activities t keep the company at the

cutting edge of forging technology.

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To ensure customer satisfaction by on time delivery of parts with Zero PPM at

the lowest cost possible.

HIGHLIGHTS:

Largest manufacturer of cold and warm forged components in India.

Leader in aluminum forging Technology.

Office/ware houses in North America to provide full service.

Top% Exporter in medium scale sectors.

No collaboration technology development in house.

Hold patents for product and process.

KEY SUCCESS FACTORS:

Program management

On-side customer support

Technical

Commercial

Quality

Warehouses and logistics management.

Quality audits and final inspection.

Inventory management.

PLANT (Branches)

MEDAVAKKAM :

This plant special lees in manufacturing of ball joint components namely. Ball

studs and ball straddles etc

1. Wire drawing

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2. Phosphating line

3. Cold forging presses

This plant was certified for (Ts 16949:2002)

KOLAPPKKAM :

1. Inner races

2. Tripods and CV joint inner races

3. Brake caliper pistons

4. Socket for steering application and also manufacturing diesel injection

pump housing and outer housing for joint application though warm

forging.

This plant has phosphating facility battery to horizontal and vertical

mechanical press warm forging cell consists of induction heating press annealing and

normalizing furnace.This plant was certified for (Ts 16949:2002)

THIRUMUDIVAKKAM :

This plant manufacturing of components for auto industries.

This plant has registered as export oriented unit (EQU) from April 2000.

This plant manufacturing consists or forging presses continuous furnace for aluminum

heat treatment highly sophisticate machining cells with automatic anodizing lines.

This plant was certified for (Ts 16949:2002)

CUSTOMERS :

1. GKN

2. DELPHI INDIA

3. VISTEON

4. BRAKES INDIA LIMITED

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5. MICO

6. TVS-SUZUKI

7. KIRLOSKER

8. GABARIEL

9. RANE

10. QH

Currently SAFL exports the major of the volume to the following customers:

1. Bosch Breaking system USA

2. Bosch Breaking system Spain

3. Bosch Breaking system Japan

4. TRW USA

5. TRW Germany

6. ZFLEMFORDER CORP USA

7. Hendrickson Suspension System

PRODUCT PROFILE:

1. SUSPENSION STEERING PARTS:

BALL STUDS:

We make all size of ball studs with spherical head diameter ranging from

20mm to 60mm, the small ball studs are made in header with net from taper. Thebigger ball studs are done in press route with induction hardening.

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BALL SOTRADDLE:

Suspension straddle balls are manufactured through cold and hot forgings

process and were precision turned on CNC machines. Spherical diameter varies for

50mm to 80mm with high surface finish to suite metallic body and with high

roughness for rubberizing various mounting hole size and a range of mounting hole

pitch distance.

2. STEEL BRAKING PARTS

Input rod

Output

Assembly push rod

Adjuster assembly

Caliper piston.

We produce a variety of input/output rod for booster application. We also make

automatic adjuster assembly for drum brakes to caliper pistons for disc brakes.

3. AUTO ELECTRIC PARTS:

Solenoid frame

Output shaft.

Shaft alternate.

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We make various shafts for starter to alternator assemblies. The Shafts are

cold headed and machined. We also make solenoid housing in plated condition.

4. CV JOINTS PARTS:

Inner race

Tulip

Tripod / Spider

Cross groove.

CV joints parts are one of four core business. We make all types of inner

races/spiders through cold forming route. We make outer races through warm forming

route. We also make sleeves. We have SQF furnaces to provide parts in heat-treated

conditions.

5. ALUMINUM YOKE:

Steering yoke.

Propeller shaft yoke.

Super Auto Forge has recently developed the yokes for both steering and propeller

shaft application. The steering yoke is done by cold forming.

COMPANY OBJECTIVIES

To continually improve the customer satisfaction.

To continually improve the employee involvement.

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To continually improve the development and adherence of quality management

system.

To continually improve safely work practices.

QUALITY POLICY

Effective quality management system.

Relentless continual improvement.

Employee involvement.

OBJECTIVE OF HRD

1. To provide ongoing training to all employees.

2. To improve the safe working practices.

3. To motivate the employees through various means.

4. To create constant awareness on work environment.

5. To promote the suggestion among the employees.

IDENTITY CARD

All the employees are issued with an identity card, which has a

photograph, name & employee no. duly signed both by the employee and the

Competent Authority.

Every employee has to display the identity card while he/she is on duty.

Their admission into the premises can be denied by the security, if they are found

not wearing the identity card.

UNIFORM, SHOES & PROTECTIVE EQUIPMENT:

All the employees who are on the regular rolls of the Company are issued

two pairs of uniform and one pair of shoes. All the employees are expected to

come to their duties in uniform.

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The employees working in the plant operations are provided with helmets and

safety shoes. Depending on the nature of work, it is obligatory on the part of

employee to draw the required safety appliances like gloves, goggles, respirators,

and earplugs etc. from the stores through safety department and use them. Failure

to do so shall attract appropriate action.

WORKING DAYS & TIMINGS:

Since ours is a continuous process industry the factory shall run continuously

for 24 hrs on all the days through out the years. Therefore, three shifts are run with

duration of 8 hrs and the weekly holiday shall be on staggered manner. Sunday is a

normal weekly holiday for non-technical personnel (Administrative staff). The other

employees are specifically informed about their weekly off days.

TIMINGS

The shifts and General shift timings are as stated below:

ATTENDANCE & PUNCTUALITY:

S.NO SHIFT TIMINGS

01 A 6.00 TO 14.00

02 B 14.00 TO 22.00

03 C 22.00 TO 06.00

04 GENERAL - 1 8.00 TO 16.30

05 GENERAL - 2 9.00 TO 17.30

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All the employees are expected to come for duty regularly and well in time

to maintain the punctuality. The employee at the time of entry and exit has to punch

the card or sign in the register that is kept at the Time Office.

ABSENTEEISM

All the employees are expected to be punctual and regular for the duty. The

leave rules give enough provision to avail them on a planned manner and also forexigencies. In case if the employee does not report for work and absents him/her

without permission of intimation, then the management shall initiate appropriate

disciplinary action against the employee. This will ultimately, affect his performance

and in the Evaluation systems.

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3. Research Methodology

RESEARCH DESIGN :

A research is the arrangement of conditions for collection and analysis of data

in a manner that aims to combine relevant to research purpose with economy in

procedure. The central part of the research activity to develop an effective research

strategy or design

3.1 Statement Of The Problem :

The selected topic is TRAINING&DEVELOPMENT at SUPER AUTO

FORGE LTD.

To study the extent to which the respondents need to have training

programmes.

To study the reacting of respondents to the existing work environment.

To find out the factors affecting training programme.

To suggest the ways for the improvement of training programmes

3.2 Need for the Study :

Rapid development in technology and changing goals of organization has

made training and development of employees inevitable. It has now been well

accepted by all that training is needed by everyone in organization from top to

bottom.

However, this study is mainly concentrated on the aspects like need

assessment of training, attitude and behavior of the employees, methods of training

effectiveness of training etc. However, studies on knowledge and perception of the

employees about the different training programs and the effectiveness of the training

in their opinion appear to be somewhat sparse.

Therefore, a study on knowledge and perception of the employees about the

different training programs and the effectiveness of the training in their opinion isproposed.

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3.3 OBJECTIVES OF THE STUDY :

The main objectives of the study are as follows:

To find out the opinions of the employees regarding training programmes.

To identify the training requirements in the organization.

To study the existing situation regarding training programmes.

3.4 Data Sources :-

Data was collected based on two sources:

Primary Data

Secondary Data

Primary Data:

The primary data is collected with the help of questionnaire. The questionnaire

is chosen because of its simplicity and reliability. Researchers can expect a straight

answer, which is directly related to the questions.

Secondary Data:

Secondary Data is collected through the document provided by the HRD

department such as policy decisions, reports regarding suggestions schemes etc.

Books from various authors of HRD, magazines, journals and annual reports of the

company, feedback reports, files of training department, brouchers and company

personal manuals, etc.,

1.4.1 Data collection tools:-

1. Interview: An interview may be regarded as a systematic method by which a

person enter more or less inanimately in to the life of a comparative stranger.

An interview is a conversation between two persons the interviewer and the

interviewee.

2. Personal Observation: Data was collected through personally observing the

manuals records and through internet.

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3. The information was analyzed and tabulated using simple percentage, various

charts, diagrams and tables .Tabulated data was presented graphically.

3.4.2 Sampling Unit:

Sampling unit for the study is Senior executives, and Graduates, ITI and

diploma holders of Super Auto Forge Ltd.,

3.4.3 Sampling Size:

The sampling size consists of 50 respondents.

3.4.4 Sampling Technique;Sampling can be broadly classified into probability sampling and non

probability sampling. But the study is conducted by non-random convenient sampling

techniques for the purpose of assuring the sample size.

Convenience sampling:

The type of sampling depends upon the convenience of the researcher.

Random Sampling:

This type of sampling can be choosing on the basis of random.

Quantitative Analysis:

The data is collected through questionnaire regarding the purpose of approval and

positive and negative aspects of existing system were analyzed quantitatively and

qualitatively and inferences were summarized.

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3.4.5 STATISTICAL TOOLS:-

The design tool used to analyze the data is percentage methods

PERCENTAGE METHOD:

The method is very simple to analyze the data. The sample size may be large. To

analyze such large size of data, we can change into percentages. To change that the

formula is

No of respondents X 100

Total No of Sample Size

3.5 SCOPE OF THE STUDY:

The study is Limited to SUPER AUTO FORGE LTD.

Employee training and development is not only an activity that is desirable

but also an activity that an organization must commit resources to if it maintains a

valuable and knowledge workforce.

The scope extends to:

Strengths and weaknesses are identified

Developing interest

Complete demonstration of the job requirements

Finally training and development programmes help to increase organizational

effectiveness which leads to achieve target with less defect and maintain customer

relationship. Training and development programmes also help individuals to fulfill

personal needs.

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3.6 LIMITATIONS OF THE STUDY :

The study is limited to SUPER AUTO FORGE LTD., only.

Frequent visits to various departments and collecting information are not

possible.

The study is conducting under the assumptions that the information given by

the respondents are all correct.

Interaction with employees are executives is very limited because of their busy

work schedule.

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4.2.1 Data analysis

This was an attempt to classify tabulate analyse and interpret the data collected

using the questionnaires analyze and interpretation was done by tools like percentage

analysis, depicting the data through tables for quick and clean understanding of the

data.

TABLE NO 4.2:- THEWILLINGNESSOFTHE EMPLOYEESTOWARDS THE

TRAININGPROGRAMS.

Dimensions Respondents Percentage %

Yes 45 90

No 05 10

Total 50 100

(Source-Questionnaire and oral interview)

INFERENCE:

The above table shows that 90 percent of the employees in the organization had taken

training. 10 percent of the employees are seniors and training personnel.

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0

10

20

30

40

50

Yes No


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Table No.4.3:- TRAININGNECESSITYFORTHEEMPLOYEES.


Yes 44 88

No 06 12

Total 50 100


l

INFERENCE:

The above table shows that

88% of the employees stated that the training is necessary and 12% of the employees

are stated that they dont need training for their jobs.

40

0

10

20

30

40

50

YES NO


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TABLE NO 4.4:- THEEMPLOYEESEXPECTEDBENEFITSFROM TRAININGAND

DEVELOPMENT

Benefits High Medium Low Rank

Aware of Company Policies 20 18 02 I

Aware of Work / job 25 10 04 II

Improve in skills,

knowledge, & attitude26 12 02 I

Motivation 20 20 - I

To face new technology 22 18 - I

Idea generation 22 14 02 III

Problem solving 29 08 - IVAware of other depts work 10 15 08 V


INFERENCE:The above table shows that, most of the employees expect good benefits from the

Training & Development like aware of Company policies, improve in skills,

knowledge & attitude, motivation and to face new technology etc.

TABLE NO 4.5:- THENUMBEROFTRAININGPROGRAMSATTENDEDBYTHE

EMPLOYEES.

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One 08 16

Two 17 34

Three 12 24

Four & More 13 26

Total 50 100


INFERENCE:

The above table shows that most of the employees in the organization are interested to

attend two training programs only.

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0

2

4

6

8

10

12

14

16

18

Respondents

One Two Three Four & More


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TABLE NO 4.6:- THESATISFACTIONLEVELOFTHETRAININGPROGRAMS.

Dimensions Respondents Percentage

Great Extent 20 40

Some Extent 15 30

Little Extent 15 30

Total 50 100


INFERENCE:

The above table shows that most of the employees are satisfied up to great extent to

the number of training programs attended in the organization.

TABLE NO 4.7 :- THEMETHODOF TRAININGRECEIVEDBYTHEEMPLOYEES

43

0

5

10

15

20

Respondents

Great Extent Some Extent Little Extent


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On the Job 16 32

Off the Job 20 40

Both 12 24

Non Respondents 02 4

Total 50 100


INFERENCE:

The above table tells us that 40% of the employees received off the job training 12%

received both the methods of training and 32% received on the job training.

TABLE NO 4.8:- THETRAININGRECEIVEDBYTHEEMPLOYEES

44

0

5

10

15

20

Respondents

On the Job Off the Job Both Non Respondents


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Inside the company 44 88

Outside the company 02 04

Both 04 08

Total 50 100


INFERENCE:

The above table shows that most of the employees received training inside and fewer

employees are trained in out side of the Organization.

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0

20

40

60

Respondents

Inside the company Outside the company

Both


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TABLE NO 4.9:- FROMWHOMTHETRAININGHASRECEIVED


Superiors 20 40

Consultants 20 40

Institutions 02 04

Others 04 08


Total 50 100


INFERENCE:

The above table enables us that most of the employees received training from

superiors and Consultants.

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0

20

Respondents

Superiors Consultants

Institutions Others

Non Respondents


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TABLE NO 4.10:- THETYPEOFTRAININGRECEIVEDBYTHEEMPLOYEES

Dimensions Respondents Rank

Induction 16 IV

Updating 20 II

Competence Development 32 I

All the above 26 II


INFERENCE:

The above table shows that most of the employees ranked to the Competence

Development. Out of 50 samples 26 employees received all the trainings.

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0

5

1015

20

25

30

35

Induction Updating

Competence Development All the above


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TABLE NO 4.11:- THEDEVELOPEDAREAAFTERTRAINING

Dimensions Respondents Rank

Skills, Knowledge &

Attitude24 I

Motivated 12 II

Social Behavior 02 IV

Face new technology 06 III

Non Respondents 08 -


INFERENCE:

The above table enable us most of the employees developed skills and knowledge.

Twelve employees developed in the area of social behavior.

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0

20

40

Skills, Knowledge & AttitudeMotivatedSocial BehaviorFace new technologyNon Respondents


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TABLE NO 4.13:- THEDURATIONTOCONDUCT TRAININGPROGRAMS


Monthly 28 56

Quarterly 16 32

Half Yearly 04 08

Yearly - -



INFERENCE:

The above table shows that, 56% employees say monthly and 32% of the employees

are says that the training programs are conducting quarterly in the organization.

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5

10

15

20

25

30

Monthly Quarterly Half Yearly


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TABLE NO 4.17:- REASONSFORNOTATTENDING TRAININGPROGRAMS


Resistance to change - -

Training is not related to

job10 55.5

Training facilities not good - -

Timings not favorable 08 44.4

Personal Problems - -

Total 18 99.9


50

0

2

4

6

8

10

-

Training is not related to job Training facilities not good

Timings not favorable Personal Problems


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INFERENCE:

The above table shows that the employees had not attended training due to training is

not related to their job and training timings are not favorable.

TABLE NO 4.18:- THETRAININGRELATEDTOWEAKAREAS


Yes 24 48

No 24 48


Total 50 100


51

0

5

10

15

20

25

Respondents

Yes No Non Respondents


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INFERENCE:

The above table shows that 48% employees says that training is related to only weak

areas and another 48% says that training is not related to weak areas.

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-

ow about company policies Much time taken

le to do pe rfe ct work Not Re sponde d

TABLE NO 4.24:- THEPROBLEMSEXPECTWITHTRAINING


Not understand the work - -

Not know about company policies 18 36

Much time taken 16 32

Not able to do perfect work 08 16

Not Responded 18 36

Total 50 100


INFERENCE:

The above the table shows that 36% says that may not be aware of company policies,

32% says that much time taken to complete the work. 18% of the employees has not

respondent to this question.

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5 SUMMARY OF FINDINGS AND

SUGGESTIONS

5.1 FINDINGS

All the employees know that the organization is conduction training programs

regularly and all of them had taken training.

96% of employees had satisfied with the training and 92% employees stated

that the training helps the career.

88% employees felt that the training is necessary for their job.

After training half of the employees have developed in the area of skills and

knowledge and limited members have developed in the area of social

behavior.

After training 20% employees felt happy and 56% employees satisfied at

medium level.

5.2. SUGGESTIONS

The company has to implement modern training methods to help in boosting

the self morale of the employee at work place.

Training Evaluation has to be conducted.

Employees have to expose to the new environment than they will enhance the

knowledge.

Specific Training Programs has to be given to the selected personal who are

related.

Most of the employees feel that Training is related to weak areas, so the

management has to get awareness among the employees regarding Training &

Development.

Nearly 60.5 employees felt that they had not received any payment as

remuneration while they were in training. So, the management has to clarify

their doubt regarding payment while in training.

The satisfaction level of the employees is satisfactory. So, new changes in

training have to bring to improve the satisfaction level of employees.

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5.3.CONCLUSION

If the evaluation of team learning is important, so too is the evaluation oforganisational learning. This can be compiled from team evaluation reports and take

the form of a report on the overall impact of training and development on

organisational objectives.

If the above approach is taken you can more easily compare what has been

achieved with what was planned in the original training needs analysis and the

individual, team and organisational development plans.

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BIBILIOGRAPHY

BOOKS REFERRED:

Effective Human Resource Training & Development Strategy

- Dr.B.RATHAN REDDY

Himalaya Publishing House, 1st Edition 2005

Management & Organizational Behavior

- P.SUBBA RAO

Himalaya Publishing House, 2000 Edition

Human Resource Management - Tripathi P.C

Sulthan Chand & Sons, Delhi 2003.

WEBPAGES :

Www.Google.Com

Www.Prehall.Com

Www.Performance-Appraisal.Com

Http:en.wikipedia.org/wiki/Training_and_development

www.managementparadise.com

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10. ANNEXURE

QUESTIONNAIRE

A STUDY ON EMPLOYEES PERCEPTION ON TRAINING &

DEVELOPMENT IN SUPER AUTO FORGE LTD

Name:

Designation:

Sex:

1. Are there any Training programs conduced in your organization?

Yes [ ] No [ ]

2. If Yes, have you taken training?

Yes [ ] NO [ ]

3. IS the training is necessary training ?

Yes [ ] no [ ]

4. What benefits you expected from the training & development ?

SL. Benefits High Medium Low

1. Aware of company

policies

2. Aware of work/job

3. Improve in skills

,knowledge & attitude

4. Motivation

5. To face new

Technology

6. idea generation

7. problem solving

8. Aware of other depts

work

5. How many programs were attended by you?

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a) One b) Two c) Three d) Four & More

6. To what extent have you satisfied with the respective training?

a) Great extent b) Some extent c) little extent

7. What method of training have you received?

a) On the job b) Off the job c) Both

8. Where you have received the training?

a) Inside the Company

b) Outside the Company

c) Both

9. From whom the training is received ?

a) Superiors b) Institution c) Consultants d) Others

10. What method of training you received?

a) Induction b) Competence Development

c) Updating Knowledge d) Preparing for future assignments

e) All the above

11. After the Training in which area you developed?

a) Skills, knowledge b) Social behavior

c) To face new technology d) Motivated

12. Does the training program satisfy your needs?

a) Yes b) No

13. Whether your organization is conducting Training programs regularly?

If Yes how far?

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a) Monthly

b) Quarterly

c) Half yearly

d) Yearly

14. Whether the Training programs were intimate to you?

Yes [ ] No [ ]

15. If Yes, how many days before they intimated to you?

a) A week before b) 15 days before

c) One month before d) Two months before

16. Have you attended Training programs regularly?

Yes [ ] No [ ]

17. If No, why ?

a) Resistance to change

b) Training is not related to the job

c) Training facilities are not good

d) Personal problems

e) Timings not favorable

18. Whether the training is related to only weak areas?

Yes [ ] No [ ]

19. If No, why?

a) Motivation

b) To face new technology

c) To develop skills, knowledge & attitude

d) Aware of Company policies

e) All the above

20. Once after training have you improved?

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Yes [ ] No [ ]

21. If Yes, why?

a) High b) Medium c) Low

22. If No, why?

a) Work is difficult

b) More time taken to complete the work

c) Not understandable

d) Training is different from work

23. Have you received payment while in training?

Yes [ ] No [ ]

24. Without training, what problems you expect?

a) Not understand the work b) Not known about Company Policies

c) Much time taken d) Not able to do the perfect work

Fina T&D On SAF

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