22. a report on trng n devt kirloskar

8/12/2019 22. a Report on Trng n Devt KIRLOSKAR

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Submitted by

PRANITA BEHERARoll No : 11MBAS11278

Submitted to

DDCE, SAMBALPUR UNIVERSITY


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EXAMINER CERTIFICATE

This is to certify that this piece of work entitled AN

OVERVIEW ON TRAINING AND DEVELOPMENT OF

KIRLOSKARsubmitted for the partial fulllment of MBA

Degree and is a bonade work carried out by Pranita Behera

a student of MBA of RD Computer Management! Talcher"

#e wish him all success in life"

Internal Examiner External Examiner


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ACKNOWLEDGEMENT

$ am %ery much indebted my faculty guideManik Can! G"#who suggested me to workon this line and guided me to go in a correct pathtill completion of the work"

$ owe my gratitude to Mano& 'wain! Director!RD Computer Management! Talcher who ha%eencouraged me from time to time to complete thework in time"

$ must be thankful to my classmates for theirkind help during the work"

My sincere thanks go to Mr" 'an&ay (umarBehera and 'atya&it 'ahani of Maa )a*mi

Communication! Angul without whose contributionthe preparation of this pro&ect could not be done"

Pranita Behera


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DECLARATION

$ do hereby declare that this pro&ect entitled +A,

-./R.$/# -, TRA$,$,0 A,D D/./)-PM/,T

-1 ($R)-'(AR2 has been done by me for the

partial fulllment of MBA Degree" All data and

analytical statements incorporated in this pro&ectare authentic and collected by me during the

process of work"

Pranita Behera


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TO WHOM SO EVER IT MAY CONCERNTRAINING CERTIFICATE

This is to certify that Pranita Behera bearing Roll No. 11MBAS11278 a

st!ent of MBA of R" #o$%ter & Manage$ent' Talcher n!er ""#('

Sa$bal%r )ni*ersity has n!ergone a S$$er Pro+ect Training on

,Mar-eting an! Rote $a%%ing for Bisleri in !ifferent areas of Angl #ity

!ring the %erio! fro$ 1stMay' 2/13 to 18th0ne 2/13.

"ring this s%an of ti$e' fon! his or-ing honestly an!in!e%en!ently ith strong !eter$ination to finish the or- in ti$e. is

%ro+ect an! re%orts are highly satisfactory.

ish hi$ all sccess in life.

Suman Chakraborty(HR Manager)


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CERTIFICATE OF APPROVAL

This is to Certify that the Summer Training Entitled:AN OVERVIEW ON TRAINING AND DEVELOPMENT OF KIRLOSKAR

Sb$itte! by Pranita Bhra 5Roll No. 11MBAS112786' Sa$bal%r )ni*ersity' Brla

toar!s %artial flfill$ent of the reire$ents for the aar! of the !egree of Master of

Bsiness A!$inistration 5MBA6 is a bona fi!e recor! of the or- carrie! ot by hi$ n!er

the able gi!ance of Mr.Manik Chand Ghosh' aclty' R" #o$%ter & Manage$ent'

Talcher.

5A%%ro*al of the #enter "irector6


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CONTENTS

NTR:")#T:N : ;R(AT:N

S)==(ST:NS

#:N#


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INTRODUCTION OF IRLOSAR

;irlos-ars are the // Million )S "ollars engineering conglo$erate !ri*ing critical

in!stries. They are centry ol! %ioneers in their areas of s%eciali@ation li-e %oer'

constrction an! $ining' agricltre' in!stry an! trans%ort' oil an! gas an! en*iron$ent

%rotection ith a range of orl!class in!strial %ro!cts an! trn-ey ser*ices.

n a!!ition to engineering' they ha*e interests in ci*ic tility syste$s an! in nfor$ation

Technology an! #o$$nication. Their best %lay is sccessfl or- creation of a ne

n!strial or!er here they can %ro*i!e tailor $a!e soltions to the csto$ers.

At ;irlos-ar' listening to the csto$er an! his nee!s is a tra!ition as ol! as the

gro% itself. n the csto$ers often ns%o-en ish for better i$%le$ents lies the see! for a

ne in*ention' a %ath brea-ing in!strial conce%t.

T!E IRLOSAR GROUP OF COMPANIES" #

;irlos-ar co$%rises of 8 $a+or gro% co$%anies' ho are %layers in $a+or sectors li-e

$anfactring' oil an! gas' %oer' constrction an! $ining' agricltre' in!stry an!

trans%ort each le! by the best engineering an! $anagerial talent in n!ia. These 8

co$%anies for$ the core of ;irlos-ar gro%. (ach co$%any is a renone! na$e in its on

area of o%eration an! is res%ecte! orl! i!e fro its ser*ices an! %ro!cts.

;irlos-ar Brother


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;irlos-ars are also %artners in +oint *entres asD

;irlos-ar #o%elan!


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o Air#on!itioning #o$%ressors

o la-e & Blac- ce Plants

o Trans%ort Air#on!itioning

o S%eciali@e!' #sto$ Bilt Scre #o$%ressor Pac-ages

o Trn-ey Soltions I Refrigeration & Air#on!itioning syste$s

Gas )o'*r%ssor Pa)ka%s

o S%eciali@e! Reci%rocating =as #o$%ressor Pac-ages for a i!e range of =ases'

y!rocarbons

Trans'ission

o


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Th%ir Co''i('%n(

The %hiloso%hy of ;irlos-ar has at its base the i!ea that all in!strial en!ea*ors $st

%ositi*ely i$%act life an! society aron! it. t is a conflence of $in! an! $atter to create

an! generate sch %oer' hich can i$%act h$an life in a %ositi*e ay.

o (!cation

o (n*iron$ent

o Social Jelfare

o Kality

0&a$i(+

Ra*i ;irlos-ar Kality Pri@e or bsiness (Hcellence

All ;irlos-ar bsinesses are S: F//1 certifie!. (*ery stage of the %rocesses' fro$ R & "

to !esign an! $anfactre an! fro$ %eo%le to the $achines' is $onitore!.

All of its %ro!cts are teste! to be en*iron$ent frien!ly. Moreo*er' they are $anfactre!

n!er stringent nor $s of the least %ossible e$ission an! aste to $eet the stan!ar!s.

Land'arks in (h% ir$oskar Saa

1888 :r ;irlos-ar Brothers establishe!.

1F/1 n!ias irst fo!!er ctter $a!e.

1F/4 irst siH %loghs $a!e.

1F24 (H%ort of %loghs to Britain begins.

1F27 ;irlos-ar beco$es the first $anfactrer of n!ias first P electric

$otor.

1F4/ n!ias irst *ertical !iesel engine $anfactre!.


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1F41 The Mysore ;irlos-ar 1 engine $anfactre!.

1F/ Manfactre of B I$etal thinalle! bearings starte!.

1F3 ;irlos-ar $anfactres n!ias first transfor$er.

1F8 irst alternator $a!e an! ;irlos-ar Pne$atic #o$%any establishe!.

1F92 otel Ble "ia$on! starte!' "i*ersification in os%itality n!stry.

1F94 irst "# $otor $a!eL ;irlos-ar #onsltants an! ;irlos-ar

Syste$s incor%orate!.

1F99 Schle %rchase! in =er$any.

1F73 irst "# $otor $a!eL ;irlos-ar #onsltants an! ;irlos-ar syste$s

incor%orate!.

1F7 Bearings %lant starte! in Ah$e!nagar.

1F79 ;irlos-ar ;enya set % in Nairobi

1F82 irst %ielstic- engine $anfactre!.

1F84 Thyristor con*erter $a!eL ;irlos-ar (bara 0> establishe! for

s%eciali@ation in P$%s

1F88 ;irlos-ar =ro% co$%letes a 1// years in o%erationL the #entenary year.

1FF1 ;irsons Tra!ing P*t.


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1FF7 Agree$ent to !issol*e the %artnershi% beteen ;irlos-ar :il (ngines

Manfactring of Anti#orrosion #oatings at ;irlos-ars Brothers

i+ay ;irlos-ar as chair$an an!

"irector as on 23r!0ly 1FF8' the folloing too- o*er as #hair$en an!

Managing "irectors of the res%ecti*e co$%aniesD

Mr.Atl #.;irlos-ar' ;irlos-ar :il (ngines entre beteen ;irlos-ar :il (ngines


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1FFF 1. otel Ble "ia$on!' Pne an! otel #ity nn' Bara$ati' n!erta-ings

of Poona n!strial otel


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AN OVERVIE1 ON

TRAINING AND DEVELOPMENT

$an Resorce "e*elo%$ent 5R"6' fro$ the organi@ational %oint of %oint of *ie' is a

continos %rocess of hel%ing G $oti*ating the e$%loyees to acire an! !e*elo% technical'

$anagerial an! beha*ioral -nole!ge' s-ills an! abilities an! $ol! the *ales' beliefs'

attit!e an! a%tit!e necessary to %erfor$ %resent an! ftre roles by reali@ing $aHi$$

h$an %otential an! contribte %ositi*ely to the organi@ational goals.

(*ery organi@ation nee!s to ha*e elltraine! an! eH%erience! %eo%le to

%erfor$ the acti*ities that ha*e to be !one. n a ra%i!ly changing society' e$%loyee training

an! !e*elo%$ent is not only an acti*ity that is !esirable bt also an acti*ity that an

organi@ation $st co$$it resorces to if it is to $aintain a *iable an! -nole!geable

or-force.

Training is *ital for the groth of organi@ations. Ths' they irres%ecti*e of their si@e'

strctre an! in!stry ha*e to gi*e !e i$%ortance to training. #ontinos training is

i$%ortant for any organi@ation to beco$e sccessfl.

Training' in bsiness %arlance' is %ercei*e! as learning that is %ro*i!e! in or!er to

i$%ro*e %erfor$ance at or-. Training i$%lies learning to !o so$ething in a $ore

%ro!cti*e an! %rofessional ay. f hat is to be learnt can be !escribe! or s%ecifie!' then

acti*ities can be %lanne! that' in trn' ol! facilitate the learning by $a-ing it easier an!

ic-er. Training in organi@ations shol! be a %lanne! %rocess rather than an acci!ental

one. Jithin organi@ations the in*est$ent in training is inten!e! to reslt in increase!

effecti*eness at or-. ence' e can say that the conce%t of training refers to a %rocess'


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hich is %lanne! to facilitate learning so that %eo%le can beco$e $ore effecti*e in carrying

ot *arios as%ects of their or-.

This !efinition is broa! enogh to incl!e acti*ities sch as onthe+ob learning'

tea$ !e*elo%$ent' action learning an! %erfor$ance $anage$ent' etc. A %erson s

%erfor$ance is i$%ro*e! by shoing hi$ G her ho to $aster a ne or establishe!

technology. The technology $ay be a %iece of hea*y $achinery' a co$%ter' a %roce!re

for creating a %ro!ct or a $etho! of %ro*i!ing ser*ice. This incl!es training ne

%ersonnel to %erfor$ their +ob' intro!cing a ne technology or bringing an e$%loyee %

to stan!ar!s.

TRAINING IS ESSENTIAL

(*ery organi@ationbig or s$all' %ro!cti*e or non%ro!cti*e' econo$ic or social' ol! or

ne shol! %ro*i!e training to all e$%loyees irres%ecti*e of their alification' s-ill'

sitability for the +ob' etc. Ths' training re$ains lo be ite essential for $ost' if not all

bsiness set%s.

S%ecifically' the nee! for training arises !e to certain -ey issesD

To $atch e$%loyee s%ecifications ith the +ob reire$ents an! organi@ational

nee!s.

To increase e$%loyee effecti*eness inflence! by en*iron$ental %ressres.

To co%e ith technological a!*ances.

To sol*e organi@ational co$%leHity li-e ato$ation' eHtension of o%erations' etc'

To i$%ro*e h$an relations.

To effecti*ely $anage change in +ob assign$ent e.g.' %ro$otions an! transfer.


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NEED FOR AN EFFECTIVE TRAINING E2ERCISE.

To assess the nee! for training in a $o!ern bsiness set % a fra$eor- $ay be %re%are!

as gi*en belo.

BASIC SC!EME OF A PLANNED TRAINING PROCESS

t shos hy training is nee!e! for generating bsiness benefits an! ho it relateL to

organi@ational' gro% an! in!i*i!al %erfor$ance reire$ents. An effecti*e training

eHercise is nee!e! in an organi@ation to benefit the or- %rocess in ternis of %ro%er

i$%le$entation of %rinci%les an! technies' i$%ro*ing the eHisting $etho!ologies an!

styles of o%erations an! finally' !oing ne an! finer things throgh inno*ation. All these

ai$ at enhancing the s-ill sets an! styles of fnctioning for the organi@ation' gro%s an!

The $an

Resorces

$%ro*e!

$an

Resorces

nteraction

The Bsiness)nit

igh "egree :f

Bsiness(ffecti*eness

nteraction

Training

(Hercise


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also for the in!i*i!als. t is sefl to consi!er to $ain sets of infor$ation that can hel%

to i!entify training nee!s. These areD

nfor$ation abot the crrent %erfor$ance.

nfor$ation abot ftre changes.

:ne can obtain !ata abot crrent %erfor$ances by sing ob+ecti*e !ata or antifiable

!ata' sing fee!bac- fro$ others an! sing self assess$ent.

nfor$ation abot ftre changes can be collecte! fro$ infor$ation abot

changes in the econo$y an! technology' strategies ta-en % by co$%etitors' an!

brainstor$ing an! obser*ation.

CLASSIFYING TRAINING NEEDS AT 1OR.

Training nee!s at or- $ay be classifie! into three gro%s base! on the factors lea!ing to

training nee!s arise.

The gro% one training nee!s arise as a reslt of change! circ$stances' hich ha*e been

broght abot by certain internal or eHternal factors. The gro% to training nee!s arise as

a reslt of or- relate! %roble$s' hich eHist in the !e%art$ents an! sections of the

:rgani@ation. These %roble$s are in*estigate! an! then assesse! to fin! hether training

can re!ce or eli$inate the$ an! then the training nee!s are !eter$ine!. The gro% three

training nee!s can be fon! ot by inter%reting the $an%oer astage !ata of an

organi@ation.


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TRAINING PROCESS IN ACTION

!entify Training Nee!s

#hal- :t The "etail

Training Ti$e Sche!le!entify An! No$inate

The Trainee

!entify An! #orrect

Select The Right

Training Progra$$e

Mana e Resorces

#on!ct The Training (Hercise

(*alate TraininRe%ort

Training #osts

#ost Benefit Analysis of The (ntireTraining (Hercise


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ASSESSMENT AND EVALUATION OF TRAINING

PROGRAMMES.

Posttraining assess$ent an! e*alation has three $ain %r%oses' they act as fee!bac- to

hel% trainers n!erstan! the eHtent to hich ob+ecti*es ha*e been $et an! to hat eHtent

the learning acti*ities ha*e been effecti*e as a soli! ste% toar!s continos or-%rocess

i$%ro*e$ent. They act as a control $echanis$ to $a-e sre that training %olicy an!

%ractices ha*e been co$%letely aligne! ith organi@ational goals to !eli*er costeffecti*e

soltions to sitational isses. They also hel% to fin! ot falts' if any' in the hole

%rogra$ or in any of its relate! areas.

The otco$e of sch e*alation $ay call for aban!oning the training %rogra$'

re!esigning the training %rocess ith ne $etho!s' ne content' ne trainer' re!esigning

the training $aterials' reorienting ays of co$$nicating instrctions or e*en

resche!ling the ti$e' cost an! freency of the training.

Ths' the ai$ of training is to !e*elo% ne s-ills' -nole!ge or eH%ertise. The

training an! !e*elo%$ent %rogra$$e is a syste$atic %rocess of training an! groth by

hich $anagerial %ersonnel gain an! a%%ly s-ills' -nole!ge' attit!es an! insights to

$anage the or- in the organi@ation effecti*ely an! efficiently. t is an e!cational %rocess

tili@ing a syste$atic an! organi@e! %roce!re by hich $anagerial %ersonnel learn

conce%tal an! theoretical -nole!ge for general %r%oses li-eD

5i6 Pro!cti*ity'

5ii6 Kality'

5iii6 $an resorces %lanning'

5i*6 Morale'

5*6 #o$%ensation


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5*i6 ealth an! safety' etc.

!O1 TRAINING BENEFITS T!E ORGANISATION


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BENEFITS TO INDIVIDUAL, 1!IC! ULTIMATELY

S!OULD BENEFIT T!E ORGANISATION

el%s the in!i*i!al in $a-ing better !ecisions an! effecti*e %roble$ sol*ing.

Throgh training an! !e*elo%$ent' $oti*ational *ariables of recognition'

achie*e$ent' groth' res%onsibility an! a!*ance$ent are internali@e! an!

o%erationalise!.

Ai!s in encoraging an! achie*ing self!e*elo%$ent an! self confi!ence.

el%s a %erson han!le stress' tension' frstration an! conflict.

ncreases +ob satisfaction an! recognition.

Satisfies %ersonal nee!s of the trainer an! trainee an! hel%s eli$inate fear in

atte$%ting ne tas-s.


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EMPLOYEES TRAINING AT

MITECH!

Broad Ar%as o- (rainin" #

MITECH.%ro*i!es the training for folloing areasD

1. ($%loyee training

2. ranchisee Training.

TRAINING TO EMPLOYEES"#

PURPOSED The %r%ose of training to e$%loyees can be shon as follosD

To $a-e the e$%loyees eH%erts an! effecti*e in their or- areas hich

hel%s in achie*ing organi@ational groth an! goal.

To %re%are the$ ith % to !ate -nole!ge of s-ills an! technology in their

tra!es here*er a%%licable' to achie*e co$%etency an! o*erall !e*elo%$ent

of their %ersonality.

or better n!erstan!ing beteen e$%loyees an! $anage$ent it is essential

to train an! %!ating the$ ith *arios s-ills an! -nole!ge.

n hole training %rogra$$e three hea!s %lays a *ital role' hich can be shon as

follosD


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DIVISIONAL !EADD olloing are the res%onsibilities of a "i*isional

ea! in a training %rogra$$eD

The "i*isional ea! has to !eci!e abot %olicy on training of e$%loyees'

faclties an! gi!elines for the training %rogra$$e.

The "i*isional ea! can ta-e !ecision on any $a+or !e*iation fro$

establishe! nor$s of the organi@ation.

The !i*isional ea! has to control any critical nonconfor$ance regar!ing

any isse of training %rogra$$e.

nterfacing acti*ities concerning other !i*isionG !e%art$ent.

DEPARTMENTAL !EADD "e%art$ental ea! has folloing

res%onsibilities to %erfor$ for con!cting a training %rogra$$eD

The !e%art$ental ea! has to analy@e the training nee!s of the e$%loyees.

The "e%art$ental ea! ill allocate the or- to sectional hea!.

"e%art$ental ea! has to go for negotiations G liaison ith otsi!e faclties

for the training %rogra$$e.

f there is any $a+or nonconfor$ance regar!ing any isse of training

%rogra$$e "e%art$ental ea! has to control it.


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SECTIONAL !EADL "e%art$ental ea! has folloing res%onsibilities to

%erfor$ for con!cting a training %rogra$$eD

e is the %erson ho ill i!entify the training nee!s of e$%loyees an! than

!iscss it ith "e%art$ental hea!.

e is res%onsible for %re%aration' i$%le$entation an! $onitoring of

training %rogra$$es.

e is res%onsible for fiHing the sche!le for *arios training %rogra$$ers'

an! for coor!ination of acti*ities as a%%ro%riate.

t is res%onsibility of the Sectional ea! to $aintain training recor!s an!

after a fiH %erio! as %er the co$%any rles also for their !estrction.

PROVIDING TRAININGD Before going for any training %rogra$$e

folloing things $st be co$%lete!D

After nee! i!entification sectional hea! ith !e%art$ental hea! shall

!iscss the sa$e.

After !iscssion on the training nee!s sectional hea! 5R" & TR=6 to

organi@e training in hoseG otsi!e consi!ering the sitability an!

a*ailability of in!i*i!als.

Try to a%%oint any in hose eH%erience! %ersons or %rofessional faclty

$e$bers as a faclty for the training %rogra$$e.

The Sectional a! 5R" & TR=6 ill arrange rele*ant training $aterials

sch as charts' $o!els' sli!es' fil$ sho' boo-lets etc.

Sitable an! co$fortable %lace G classroo$ is to be %ro*i!e! ith the

necessary training facilities li-e


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MAINTAINENCE OF TRAINING RECORDSD The res%onsibility of

$aintaining the recor!s of all training %rogra$$es %ro*i!e! to the e$%loyees is of

Sectional ea! 5R" & TR=6' ho ill %reser*e an! $aintain all the recor!s in

his !e%art$ent ER" !e%art$ent on a P#. Sectional ea! ill -ee% the recor!s

for to years 5crrent an! %re*ios6' after that these ill be !estroye! by brning or

shre!!ing as %er the co$%any rles. olloing recor!s ill be -e%t by Sectional

ea!D

A co%y of ;RA & training nee!s fro$ %erfor$ance a%%raisal for$s for

(ngineersG :fficers an! abo*e.

#o$$nication recei*e! throgh !e%art$ents & rele*ant !oc$ents of

training %rogra$$es to e$%loyees.

All the recor!s of the training i$%arte! to in!i*i!al n!er A%%renticeshi%

act as also to the csto$ers no$inees. Recor! of !estrction ill be

$aintaine!.

actory Manager ill be res%onsible for the %reser*ation of the folloing training

relate! recor!s throgh ot the ser*ice of the in!i*i!al in their res%ecti*e %ersonal

filesD

Perfor$ance A%%raisal or$s

#ontracts in res%ect of trainee (ngineers & Tra!e A%%rentices n!er

A%%renticeshi% Act till the ter$ of training. Thereafter brning or shre!!ing

ill !estroy it. Recor! of !estrction ill be $aintaine!.


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EMPLOYEES TRAINING GUIDELINED

n MITECH. the e$%loyee training is a *ery i$%ortant %rogra$$e. The

e$%loyees are gi*en to ty%es of trainingD

1. N:)S( TRANN=

2. (OT(RNA< TRANN=

B. GUIDELINE FOR TRAINING PROGRAMMED

n inhose training the %rogra$$e is con!cte! in the co$%any

%re$ises itself. The trainers are the senior $anagers of the co$%any or

the faclties in*ite! fro$ otsi!e.

n eHternal training the %artici%ants are sent in other co$%anies for

training.

These inhose an! eHternal training !e%en!s %on the nee! of the

training' a*ailability of trainers' training b!get etc.

The R" !e%art$ent has to ta-e care of the follo % of the training

%rogra$$e an! $a-ing necessary arrange$ent for the sa$e.

The training nee!s are i!entifie! throgh %erfor$ance a%%raisal an! the

R" !e%art$ent shol! clarify an! n!erstan! the reire$ents by

conslting the hea! of the !e%art$ent in or!er to $a-e the training

%rogra$$e $ore tailore! an! effecti*e to their nee!s.

The R" !e%art$ent shol! i!entify a*erage %erfor$ers an %ro*i!e

training.

f the training is con!cte! eHternally than the traine! e$%loyee shol! %re%are a

%resentation on training gaine! an! shares the -nole!ge acire! ith other


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$e$bers or colleage fro$ other !e%art$ent. The training $aterial' han!ots

sli!es etc. shol! be circlate! to all the %eo%le ho col! be benefite!. This has

to be !one ithin three !ay after the training.

f the training %rogra$$e is inhose than the traine! e$%loyee shol!

sb$it his fee!bac- regar!ing the %rogra$$e content an! its tility. e

shol! also $ention abot the trainer or the faclty to the R" !e%art$ent

i$$e!iately on the co$%letion of the %rogra$$e.

The R" !e%art$ent has to %re%are a training b!get e*ery year on %ast

eH%erience an! as %er the strategic %lan of the forthco$ing year to control

the in*est$ent on *arios acti*ities an! tili@e the resorces o%ti$ally.

C. PROCEDURE" #

!entification of training nee!s by %erfor$ance a%%raisal %rogra$$e.

"iscssion ith hea! of the !e%art$ent can also hel% in i!entifying the

training nee!s of an in!i*i!al.

Pre%are a s$$ary of training nee!s.

Training calen!ar or %lan shol! be $a!e.

Training shol! be con!cte! by ta-ing into consi!eration the folloing

%ointsD

1. Re$ar-s fro$ re%orting officers in %erfor$ance a%%raisal for$s.

2. Training fee!bac- of %re*ios years.

3. Refreshers training reire$ent.

4. Training nee!s arising ot of %ro$otion an! transfer.


29/48

n*itations are recei*e! fro$ other instittions for !ifferent %rogra$s. The

$anage$ent instittes li-e #' M##' ;AMS etc. in*ite the e$%loyees to

their instittion for training.

The !e%art$ent has to !esign the tailor $a!e training %rogra$$e for so$e

$anagers here no s%ecific %rogra$$e is a*ailable. The :" has to

no$inate the e$%loyees for training on the basis of folloing factorsD

OB3ECTIVES OF TRAINING" #

Profile of the can!i!ate shol! be sitable for training %rogra$$e.

#o$%atibility of the e$%loyee nee!s an! training %rogra$$e.

After the training %rogra$$e the e$%loyee has to gi*e his fee!bac- abot

the training %rogra$$e to R" in training fee!bac- for$.

The eHternally traine! e$%loyees shol! gi*e his fee!bac- throgh

%resentation an! share the -nole!ge acire! ith his colleage.

ee!bac- of effecti*eness of training shol! be gi*en by the :" of the

%artici%ants to -no abot ho $ch the %artici%ants ha*e tili@e! the

s-ill i$%arte! !ring training.


30/48

". T!E TRAINING RE0UIREMENT AND NOMINATION FORMD

This for$ consists ofD

Na$e of the e$%loyee

is gra!e' !esignation' !e%art$ent

The training reire$ent

The reason for training reire$ent sggeste! by the :"

The training is i$%arte! to the e$%loyees in their or- areas. Training shol! be ell

%lanne! an organi@e! by con!ction classes. Se$inars' Jor-sho% !iscssion on+ob

training throgh traine! faclty $e$bers. Training nee!s shol! be %erio!ically

re*iee!' !iscsse! ith the $anage$ent.


31/48

RESEARC! MET!ODOLOGY

To $eet the essentials of the %ro+ect' the %resent st!y as n!erta-en at IRLOSAR

PNEUMATIC COMPANY LTDs R" #enter :f (Hcellence' Pne. The $etho!ology

of the st!y $ainly consists of target %o%lation' sa$%ling !esign' tools an! $etho!s of

!ata collection' analysis an! inter%retation of !ata an! the ai$s an! ob+ecti*es of the st!y.

RESEARC! STATEMENT

To e*alate the effecti*eness of the training %rogra$$e hich as con!cte! by

IRLOSAR PNEUMATIC COMPANY LTD.

RESEARC! OB3ECTIVE

The ob+ecti*es of the research st!y are the folloingD

The %rinci%al ob+ecti*e of the %ro+ect G research is to st!y the natre' tility an!

effecti*eness of the training %rogra$$e being con!cte! by IRLOSAR

PNEUMATIC COMPANY LTD an! ho far they ha*e been sccessfl in

increasing the $orale' %ro!cti*ity an! %erfor$ance of the e$%loyees ith their

li$itations.

To st!y the consciosness of the %eo%le in*ol*e! in the !e*elo%$ent %rogra$$e.

To thoroghly analy@e the attit!e of the %eo%le in*ol*e! in the !e*elo%$ent

%rogra$$e an! their o%inion abot the co$%anys facilities for training an!

!e*elo%$ent.

To fin! ot the a!eacy of the sche$es an! trace the cases of failre.

To sggest $easres for i$%ro*e$ent an! for the effecti*e tili@ation of the

training an! !e*elo%$ent %rogra$$e.


32/48

RESEARC! DESIGN

t is the ble %rint or the conce%tal strctre ithin hich the research as

con!cte!. At the otset' the %ro+ect G research to%ic as !eci!e! an! then the st!y is !one

on the %ro+ect title! To e*alate the effecti*eness of the training %rogra$$es con!cte! at

IRLOSAR PNEUMATIC COMPANY LTD. IRLOSAR PNEUMATIC

COMPANY LTDbeing a large in!strial establish$ent' the co*erage of the training an!

!e*elo%$ent center an! the other training %rogra$$es is ob*iosly so *ast as to allo a

!etaile! st!y of the entire eHecti*e %o%lation. ence' the ty%e of !ata that is reire! fir

the st!y an! here to loo- for it is i!entifie!. ere !ata collection is the $ain an! the

fore$ost $etho!ology of the st!y. The technie of !ata collection that ill be se! is

!eci!e! then the !ata that is reire! for the %r%ose of the st!y is collecte! fro$ both the

%ri$ary an! as ell as the secon!ary sorces.

The sa$%le si@e an! the sa$%ling technie are then !eci!e! %on in

or!er to carry ot the sr*ey. Then the ti$e %erio! or the !ration of the st!y n!erta-en

is finali@e!. NeHt' ho the !ata' hich is collecte!' shol! be analy@e! an! base! on the

fin!ings an! inter%retation of the !ata' hat sggestions are to be $a!e is !eci!e!. n the

en!' the for$at or layot of the research re%ort is finali@e!.

SAMPLE SI4E

The sa$%le si@e re%resenting the n$ber of res%on!ents as 2. This sa$%le as ta-en for

to training %rogra$$es i.e. 1/ for ASSERTIVENESS %rogra$$e an! 1 for

TRANSACTIONAL ANALYSIS%rogra$$e.

SAMPLING TEC!NI0UE


33/48

or the %r%ose of !ata collection' the researcher has to rely %on the !eliberate or ran!o$

sa$%ling $etho! !ata collection' hich is *ery co$%rehensi*e for the st!y. "eliberate or

non%robability sa$%ling is being se! base! on the a*ailability an! or-loa!.

TOOLS FOR DATA COLLECTION

"ata collection is the $ain an! the fore$ost $etho!ology of the st!y. "ata has been

collecte! for the %r%ose of the st!y fro$ both %ri$ary an! secon!ary sorces.

56 PRIMARY SOURCED The %ri$ary sorces of !ata ere the trainees n!ergoing

*arios training %rogra$$ers at the cor%orate office of IRLOSAR PNEUMATIC

COMPANY LTD' or the %r%ose of the collection of %ri$ary !ata' a estionnaire as

!esigne! to assess the effecti*eness of the training %rogra$$e. The estionnaire as

!esigne!' !iscsse! an! then finali@e! in consltation ith the athorities in the training

!e%art$ent an! the cor%orate %ro+ect gi!e. Then' an o%inion sr*ey as n!erta-en.

Then' the a%%ro*e! estionnaire as a!$inistere! to 2 e$%loyees at the cor%orate office

of the organi@ation.

56 SECONDARY DATAD nfor$ation an! !ata ere also collecte! fro$ the files'

recor!s' +ornals' $aga@ines' $anals etc' of the co$%any. The infor$ation so obtaine!

fro$ both the sorces are thoroghly analy@e! an! then tablate! $athe$atically to arri*e

at the conclsion.


34/48

TOOLS FOR DATA ANALYSIS

The folloing tools of !ata collection ha*e %ro*en to be reliable for the collection of

%ri$ary !ata. The %ri$ary tools that ere se! in the collection of !ata ere obser*ation'

an! estionnaire $etho!. irstly' ho $any estions ere to be as-e! are s%ecifie! an!

it as !eci!e! that e*ery res%on!ent ol! be in!i*i!ally a%%roache!. The res%on!ents

ere assre! that the infor$ation gi*en by the$ ol! be -e%t confi!ential an! shall be

se! for aca!e$ic %r%oses only. The researcher clarifie! all the !obts of the res%on!ents'

hene*er as-e!.

After the co$%letion of the sr*ey' the fin!ings ere analy@e!. Jhate*er !ata

as collecte!' as thoroghly chec-e!' *erifie! an! correcte!. Jhere*er it as fon!

necessary or essential' so$e $o!ifications ere !one. Priority as gi*en to the attain$ent

of the research ob+ecti*es. The co$%letion of the res%onses of the total n$ber of

e$%loyees sr*eye! as $a!e an! %resente! in the for$ of tablation hich is generally

base! on the co$%tation of *arios %ercentages for the res%onses gi*en in or!er to reach

at the conclsion as to hether the training an! !e*elo%$ent %rogra$$es con!cte! by the

organi@ation are effecti*e or not.

SCOPE OF T!E STUDY

The %resent st!y has been focse! toar!s st!ying the e*alation of training

%rogra$$es' hich ha*e been n!erta-en byIRLOSAR PNEUMATIC COMPANY

LTD.

These training %rogra$$es ere ta-en %lace in or!er to i$%ro*e the efficiency of

the e$%loyees an! to -no hat are to be i$%ro*e! so that they are benefite! an! also the

organi@ation.


35/48

LIMITATIONS OF T!E STUDY

The first an! fore$ost li$itation of the st!y is the %acity of ti$e. The %ro+ect as

s%%ose! to be co$%lete! ithin a sche!le! ti$e %erio!. The %ri$ary li$itation of the

st!y is that it as to be co$%lete! ithin a short %erio! of / !ays. Jithin a large

organi@ation li-e IRLOSAR PNEUMATIC COMPANY LTDhere e*erything is

!one in a *ery syste$atic $anner % to the $ini$$ !etail' it is not %ossible to in*estigate

an! gather all the reire! infor$ation abot each an! e*ery as%ect of the organi@ation

ithin a short s%an of ti$e.

Another li$itation of the st!y as that the res%on!ents ho ere inter*iee! !i! not

consi!er this research or- seriosly. They ha! a notion that the research or- as being

carrie! ot only for aca!e$ic %r%ose an! hence it ol! not be of any se for the

organi@ation.

ns%ire of all these !ifficlties an! shortco$ings' efforts ere $a!e to eHtract as $ch

infor$ation as %ossible in or!er to $a-e an analytical st!y of the assigne! sb+ect'

$aintaining ths hate*er *ali!ity an! reliability as %ossible to be $aintaine!.


36/48

A.TRANSACTIONAL ANALYSIS

The no. of e$%loyees ta-ing %art in this %rogra$$e ere1. Basing on the abo*e chart e can

inter%ret the folloing abot each to%ic the res%on!ents feltD

Trainin Prora' S(ron$+

Disar%%

Disar%% Ar%% S(ron$+

Ar%%

To(a$

The state! ob+ecti*es of the %rg. ere $et /.//Q /.//Q 33.33Q 99.97Q 1//.//Q

The to%ic flo an! strctring of the %rg. as satisfactory /.//Q /.//Q 49.97Q 3.33Q 1//.//Q

Pace of the %rg. as sitable for $y learning /.//Q /.//Q 4/.//Q 9/.//Q 1//.//Q

The ality of the content of the training as goo! /.//Q /.//Q 3.33Q 49.97Q 1//.//Q

The %rg. as rela*ent an! sefl to $e /.//Q /.//Q 33.33Q 99.97Q 1//.//Q

The %rg. as !irectly relate! to $y !ay to !ay or- /.//Q /.//Q 73.33Q 29.97Q 1//.//Q

"ration of the %rg. as +st right /.//Q 9.97Q 99.97Q 29.97Q 1//.//Q

Training %rogra$$e

Training Program

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

6.67%

33.33%

46.67%40.00%

53.33%

33.33%

73.33%

66.67%66.67%

53.33%

60.00%

46.67%

66.67%

26.67% 26.67%

0%

10%

20%

30%

40%

50%

60%

70%

80%

The stated

objectives of

the

programme

w ere met

The topic fow

a!d

str"ct"ri!g of

the

programme

w assatisfactor#

$ace of the

programme

w as s"itabe

for m#

ear!i!g

The "ait# of

the co!te!t of

the trai!i!g

w as good

The

programme

w as reave!t

a!d "sef" to

me

The

programme

w as direct#

reated to m#

da# to da#

wor&

'"ratio! of the

programme

w as j"st right

(tro!g# 'isagree 'isagree )gree (tro!g# )gree

39


37/48

Trainin *rora''%

33.33Q of the res%on!ents agree that the state! ob+ecti*e of the

%rogra$$e as $et & 99.97Q strongly agree! to this.

49.97Q of the res%on!ents agree that the flo & strctring of

the %rogra$$e as satisfactory here as 3.33Q strongly agree to this.

4/Q agree hile 9/Q strongly agree that the %ace of the

%rogra$$e as sitable for their learning.

3.33Q agree hile 49.97Q strongly agree that the ality of

the content of training as goo!.

Jhen inire! abot the rele*ancy of the %rogra$$e an!

seflness to the res%on!ents' 33.33Q agree hile 99.97Q strongly agree to this.

73.33Q agree that the %rogra$$e as !irectly relate! to their

!ay to!ay $ar- hile 29.97Q strongly agree to this.

99.97Q agree hile 29.97Q strongly agree to the fact that the

!ration of the %rogra$$e as right' hereas 9.97Q!isagree to this.

37


38/48

Fa)&$(+

Fa)&$(+ S(ron$+Disar%%Disar%% Ar%% S(ron$+Ar%% To(a$

The ality of training an! !eli*ery as satisfactory /.//Q /.//Q 13.33Q 89.97Q 1//.//Q

The faclty col! clear all $y !obts an! estions /.//Q /.//Q 4/.//Q 9/.//Q 1//.//Q

The faclty as o%en to !iscssion an! !ifferences of *ies /.//Q /.//Q 33.33Q 99.97Q 1//.//Q

The faclty as ell %re%are! for the sessions /.//Q /.//Q 13.33Q 89.97Q 1//.//Q

ar! ability to create interest in the sessions /.//Q /.//Q 2/.//Q 8/.//Q 1//.//Q

There ere enogh rele*ant eHa$%les to illstrate i!eas /.//Q /.//Q 29.97Q 73.33Q 1//.//Q

as co$fortable ith the facltys %resentation style /.//Q /.//Q 2/.//Q 8/.//Q 1//.//Q

Faculty

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

13.33%

40.00%

33.33%

13.33%20.00%

26.67%20.00%

86.67%

60.00%66.67%

86.67%80.00%

73.33%80.00%

0%

10%

20%

30%

40%

50%

60%

70%

80%

*0%

100%

The "ait# of

trai!i!g a!d

deiver# w as

satisfactor#

The fac"t#

co"d cear a

m# do"bts

a!d "estio!s

The fac"t#

w as ope! to

disc"ssio!

a!d

differe!ces of

view s

The fac"t#

w as w e

prepared for

the sessio!s

+ard abiit# to

create i!terest

i! the

sessio!s

There w ere

e!o"gh

reeva!t

e,ampes to

i"strate ideas

- w as

comfortabe

w ith the

fac"t#s

prese!tatio!

st#e


38


39/48

Fa)&$(+

13.33Q of the res%on!ents agree hile 89.97Q strongly agree to the fact that the

ality of training an! !eli*ery as satisfactory.

4/Q agree! hereas 9/Q strongly agree! that the clarification of !obts an! estions

as !one.

33.33Q agree that the faclty as o%en to !i$ension an! !ifferences of *ies hile

99.97Q strongly agree! to it.

13.33Q agree that the faclty as ell %re%are! for the sessions hile 89.97Q strongly

agree.

The ability to create interest in the session as har!L this as agree! by 2/Q hereas

strongly agree! by 8/Q.

There ere rele*ant eHa$%les to illstrate i!eas as agree! by 29.97Q an! strongly

agree! by 73.33Q.

#o$fort ability ith the style of %resentation of faclty as agree! by 2/Q an!


3F


40/48

T%)hni)a$ M%dia

T%)hni)a$ M%dia S(ron$+

Disar%%


Ar%%

To(a$

The ality of trans%arenciesG sli!es as goo! /.//Q 9.97Q 8/.//Q 13.33Q 1//.//Q

The han! ots an! reference $aterial as goo! 9.97Q /.//Q 99.97Q 29.97Q 1//.//Q

Training facilities ere a!eate for the sessions /.//Q /.//Q 99.97Q 33.33Q 1//.//Q

Technical Media

0.00%

6.67%

0.00%

6.67%

0.00% 0.00%

80.00%

66.67% 66.67%

13.33%

26.67%

33.33%

0%

10%

20%

30%

40%

50%

60%

70%

80%

*0%

The "ait# of tra!spare!cies/ s ides

w as good

The ha!d o"ts a!d refere!ce

materia w as good

Trai!i!g faciities w ere ade"ate for

the sessio!s


8/Q agree to the goo! ality of trans%arencies or sli!es hile 13.33Q strongly agree!

hereas 9.97Q!isagree! to this.

99.97Q agree that the han!ots an! reference $aterial as goo! hile 29.97Q

strongly agree hereas 9.97Q of res%on!ents strongly !isagree to this.

99.97Q agree that training facilities ere a!eate for the sessions hile 33.33Q

strongly agree.

4/


41/48

B.ASS(RT>(N(SS

Total of 1/ e$%loyees ha! ta-en %art in this %rogra$$e. Basing on the abo*e chart e can

inter%ret the folloing abot each to%ic the res%on!ents feltD

Trainin *rora''%

Trainin Prora' S(ron$+

disar%%


ar%%

To(a$

The state! ob+ecti*es of the %rg. ere $et /.//Q /.//Q3/.//Q 7/.//Q 1//.//Q

The to%ic flo an! strctring of the %rg. as satisfactory /.//Q /.//Q4/.//Q 9/.//Q1//.//Q

Pace of the %rg. as sitable for $y learning /.//Q 1/.//Q3/.//Q 9/.//Q1//.//Q

The ality of the content of the training as goo! /.//Q /.//Q3/.//Q 7/.//Q1//.//Q

The %rg as rela*ent an! sefl to $e /.//Q /.//Q2/.//Q 8/.//Q1//.//Q

The %rg. as !irectly relate! to $y !ay to !ay or- /.//Q /.//Q9/.//Q 4/.//Q1//.//Q

"ration of the %rg. as +st right /.//Q 1/.//Q7/.//Q 2/.//Q1//.//Q

0%

10%

20%

30%

40%

50%

60%

70%

80%

*0%

The stated

objectives of

the programme

w ere met

The topic fow

a!d str"ct"ri!g

of the

programme

w as

satisfactor#

$ace of the

programme

w as s"itabe

for m# ear!i!g

The "ait# of

the co!te!t of

the trai!i!g

w as good

The

programme

w as reave!t

a!d "sef" to

me

The

programme

w as direct#

reated to m#

da# to da#

wor&

'"ratio! of the

programme

w as j"st right

stro!g# disagree disagree agree stro!g# agree

41


42/48

Trainin *rora''%

3/Q of the res%on!ents agree that the state! ob+ecti*e of the

%rogra$$e as $et hile 7/Q strongly agree! to this.

4/Q of the res%on!ents agree that the flo & strctring of the

%rogra$$e as satisfactory here as 9/Q strongly agree to this.

3/Q agree hile 9/Q strongly agree that the %ace of the

%rogra$$e as sitable for their learning hile 1/Q !isagree to this.

3/Q agree hile 7/Q strongly agree that the ality of the

content of training as goo!.

Jhen inire! abot the rele*ancy of the %rogra$$e an!

seflness to the res%on!ents' 2/Q agree hereas 8/Q strongly agree to this.

9/Q agree that the %rogra$$e as !irectly relate! to their !ay

to!ay $ar- hile 4/Q strongly agree to this.

7/Q agree hile 2/Q strongly agree to the fact that the !ration

of the %rogra$$e as right' hereas 1/Q!isagree to this.

42


43/48

Fa)&$(+

Fa)&$(+ S(ron$+

disar%%


ar%%

To(a$

The ality of training an! !eli*ery as satisfactory /.//Q /.//Q4/.//Q 9/.//Q1//.//Q

The faclty col! clear all $y !obts an! estions /.//Q /.//Q3/.//Q 7/.//Q1//.//Q

The faclty as o%en to !iscssion an! !ifferences of *ies /.//Q /.//Q4/.//Q 9/.//Q1//.//Q

The faclty as ell %re%are! for the sessions /.//Q /.//Q2/.//Q 8/.//Q 1//.//Q

ar! ability to create interest in the sessions /.//Q /.//Q1/.//Q F/.//Q 1//.//Q

There ere enogh rele*ant eHa$%les to illstrate i!eas /.//Q /.//Q2/.//Q 8/.//Q1//.//Q

as co$fortable ith the facltys %resentation style /.//Q /.//Q2/.//Q 8/.//Q1//.//Q

0%

10%

20%

30%

40%

50%

60%

70%

80%

*0%

100%

The "ait# of

trai!i!g a!d

deiver# w as

satisfactor#

The fac"t#

co"d cear a

m# do"bts a!d

"estio!s

The fac"t#

w as ope! to

disc"ssio!

a!d

diff ere!ces of

view s

The fac"t#

w as w e

prepared for

the sessio!s

+ard abiit# to

create i!terest

i! the

sessio!s

There were

e!o"gh

reeva!t

e,ampes to

i"strate ideas

- w as

comfortabe

w ith the

fac"t#s

prese!tatio!

st#e

s tro!g# disagree disagree agree s tro!g# agree

43


44/48

Fa)&$(+

4/Q of the res%on!ents agree hile 9/Q strongly agree to the fact that the ality of

training an! !eli*ery as satisfactory.

3/Q agree! hereas 7/Q strongly agree! that the clarification of !obts an! estions

as !one.

4/Q agree that the faclty as o%en to !i$ension an! !ifferences of *ies hile 9/Q

strongly agree! to it.

2/Q agree that the faclty as ell %re%are! for the sessions hile 8/Q strongly

agree.

The ability to create interest in the session as har!L this as agree! by 1/Q hereas

strongly agree! by F/Q.

There ere rele*ant eHa$%les to illstrate i!eas as agree! by 2/Q an! strongly

agree! by 8/Q.

#o$fort ability ith the style of %resentation of faclty as agree! by 2/Q an!


44


45/48

T%)hni)a$ M%dia

T%)hni)a$ M%dia S(ron$+

disar%%


ar%%

To(a$

The ality of trans%arenciesG sli!es as goo! /.//Q /.//Q7/.//Q 3/.//Q1//.//Q

The han! ots an! reference $aterial as goo! /.//Q /.//Q8/.//Q 2/.//Q1//.//Q

Training facilities ere a!eate for the sessions /.//Q /.//Q3/.//Q 7/.//Q1//.//Q

0%

10%

20%

30%

40%

50%

60%

70%

80%

*0%

The "ait# of tra!spare!cies/ s ides

w as good

The ha!d o"ts a!d refere!ce

materia w as good

Trai!i!g faciities w ere ade"ate for

the sessio!s

stro!g# disagree disagree agree stro!g# agree

7/Q agree to the goo! ality of trans%arencies or sli!es hile 3/Q strongly agree!.

8/Q agree that the han!ots an! reference $aterial as goo! hile 2/Q strongly

agree.

3/Q agree that training facilities ere a!eate for the sessions hile 7/Q strongly

agree.

4


46/48

FINDINGS OBSERVATION

No %ro%er freency throgh hich e$%loyees are selecte! for training %rogra$.

The technies se! !ring training %rogra$ ere goo!' bt there as %roble$ at ti$e

of i$%le$entation.

Most of the training %rogra$ shol! be co$bination of theoretical an! %ractical

as%ects.

(*alation of the %rogra$ shol! be !one ith the hel% of %ractical tests.

All % co$ing to%ics shol! be !iscsse! in the %rogra$.

Al$ost all e$%loyees are satisfie! ith the attit!e of their trainer toar!s their

training.

Most e$%loyees are of *ie that training shol! be con!cte! ith the hel% of *isal

ai!.

(*ery e$%loyee shol! be infor$e! abot training before his training session.

As the infor$ation is base! on all the fee!bac- for$s fille! by the %artici%ants they

ere feeling *ery satisfie! by that training %rogra$$e.

After the training %rogra$$e the %artici%ants ha! gaine! ne -nole!ge regar!ing

their or- an! en+oye! the corse.

After the training %rogra$$e the %artici%ants ere rea!y to change their attit!e G

*ies on the natre of the or-.

As the s%erior refers the training %rogra$$e after the training nee! i!entification'

there is no nee! to as- the estions abot the relate!ness or rele*ant ness of the

%rogra$$e.

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47/48

SUGGESTIONS

Sfficient ti$e a%art fro$ +ob shol! be gi*en for training.

Pro%er st!y $aterial shol! be %ro*i!e! before training.

Training classes shol! be interacti*e an! or-sho%s shol! be con!cte!.

There shol! be se%arate !e%art$ent that !eals ith all training acti*ities.

The training sche!le shol! be !eci!e! in a!*ance.

Reglar training shol! be con!cte!.

More syste$atic a%%roach nee!s to be %rse! ith regar! to the selection of faclty

for the training %r%oses

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48/48

CONCLUSION

"e to the infor$ation eH%losion' the crrent s-ills an! -nole!ge are no $ore *ali! for a

long %erio!. )% gra!ation of s-ills' -nole!ge' an! attit!e of e$%loyee in the organi@ation

ill -ee% the organi@ation co$%etiti*e an! *iable in highly !yna$ic en*iron$ent. n this

conteHt' training is no !obt an i$%ortant acti*ity. Training hors eH%ensi*e in*est$ent on

h$an resorces by organi@ation an! therefore is i$%ortant for the organi@ation an! therefore

is i$%ortant for the organi@ation to e*alate the effecti*eness of these training efforts.

22. a report on trng n devt kirloskar

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