ankush report

A

Project Report

On

Training & Development

At

D.S. Kulkarni Developers Limited

Submitted in partial fulfillment of the requirement for the award of degree of

Master in Personnel Management

Submitted to

University of Pune

By:

Ankush Agarwal

MPM

Sinhgad Business School, Pune City, Pune

September 2009

1

BONAFIDE CERTIFICATE

This is to certify that Mr. Ankush Agarwal studying in the third semester of

Masters of Personnel Management programme of University of Pune is a

Bonafide student of Sinhgad Business School, Pune City.

Director

Sinhgad Business School.

Pune City.

2

STUDENTS DECLARATION

I hereby declare that project entitled Training and development at

DSK TOYOTA submitted in the partial fulfillment for the degree

of MPM to PUNE UNIVERSITY, India is my original Work and

not submitted for the award of any other degree, follow ship or any

other

Similar title.

ANKUSH AGARWAL

PLACE: PUNE

DATE:

3

APPROVAL CERTIFICATE

The Project Report of

Mr. Ankush Agarwal

D.S. Kulkarni Developers Limited-Training & Development

is approved and is acceptable in quality and form.

Internal Examiner External Examiner

Signature: __________ Signature: ___________

Name: _____________ Name: ______________

4

PREFACE

Training and Development is a field concerned with workplace

learning to improve performance. Such training can generally be

categorized as On-the-Job training and Off-the job training.

On-the-job training describes it as a training, which is given in a

normal working situation using actual tools, documents,

equiptments or materials that is used when fully trained. It is

effective for vocation work.

Off the job training takes place away from normal work situation,

which means that employee is not regarded as productive worker

when training process takes place. An advantage of this type of

training is that it allows people to get away from work and totally

concentrate on training being given. This is most effective for

training attitude, concepts and ideas.

5

GUIDE`S CERTIFICATE

This is to certify that the Project Report entitled

D.S. Kulkarni Developers Limited-Training & Development

Submitted in partial fulfillment of the requirement for the award of degree of

Master of Personnel Management

Of

University of Pune

Ankush Agarwal

has worked under my supervision and guidance and that the project report is

the original work of the student.

CERTIFIED

6

ACKNOWLEDGEMENT

I owe a deep sense of gratitude to all those people from whom i

received help and advice in completing this project. Though it is

impossible to return what I have received during my project at

DSK TOYOTA., remembering them through this

acknowledgement is a humble endeavor to convey my gratitude

towards them.

I am very thankful to Mr. DHANANJAY PACHPOR DGM -

HRD for giving his precious time to help me.

I am also thankful to Mr. SHIRISH KULKARNI EXECUTIVE

DIRECTOR for his guidance and timely advice at every stage

towards completion of the project.

I am again thankful to all employees of D.S. KULKARNI

DEVELOPERS LTD. for their co-operation in completion of the

project.

Last but not the least I extend my heart felt gratitude to my faculty

members for their valuable suggestion and help.

7

INDEX

SERIAL NUMBERS

CONTENTSPAGE

NUMBERS

1 EXECUTIVE SUMMARY a) Introduction 9

b) Objectives of Study 10

c) Research Methodology 11-13

d) Findings 14

e) Suggestions 14

f) Conclusion 15

g) Theoretical Aspects of Training 16-25

2 COMPANY PROFILE 26-32

3 PROJECT OVERVIEW

a) Objectives of Study 33

b) Quality Procedure of Training 37

c)Different Training Procedures at DSK

TOYOTA42

d) Questionnaire 46

e) Findings 63

f) Suggestions 65

g) Conclusion 68

5 BIBLIOGRAPHY 83

6 ANNEXURE 84

8

INTRODUCTION

Convergence of theory into practice has its mere objective that it should

provide resultant factor as desired factor. Observing certain perceptions

through some practical training is the domain of management courses and it

has its very strong and vital importance. It exposes me towards the actual

work situation and gives me, some influence and inference of the various

processes that flows in manufacturing industry and service industries. Sixty

days practical training is though a requirement for the degree of Master of

Personnel Management, yet it played a great advantageous role to me.

The object of the project is to study “What is the effect of Training &

Development towards employees in an organization like DSK TOYOTA”.

While undergoing the project I was able to understand how organizations

work for the development of the employees and while doing so also abide to

the laws of the Union of India for the same purpose.

Contribution of T&D towards Business Success at DSK Toyota covers all

the aspects relating to the development of the employees as well as workers.

Every month there is a training program for each and every member of the

organization.

9

During my project I got a great chance to measure the Contribution of

Training & Development in DSK TOYOTA.

10

EXECUTIVE SUMMARY

OBJECTIVE OF STUDY:

1. Primary Objective:

a. To obtain the required knowledge of the subject as a

student of management.

b. To study the existing training System of the

company.

c. To study the different types of training program

being followed at DSK TOYOTA.

d. Give suggestions to improve the existing procedure and

hence improve the effectiveness of the Training

Program..

11

Research methodology

Research is the systematic design, collection, analysis, reporting

and interpretation of a specific problem or situation. The research

methodology for this project is as follows:-

Research refers to a search of knowledge. It is a scientific and

systematic search for pertinent information on a specific topic.

It is an art of scientific investigation.

Movement from known to unknown.

Voyage of discovery.

Original contribution to the existing stocks of knowledge

making for its advancement.

Research Types:

1. Descriptive Research.

2. Exploratory Research.

3. Analytical Research.

4. Applied Research.

12

5. Fundamental Research.

6. Quantitative Research.

7. Qualitative Research.

8. Conceptual Research.

9. Empirical Research.

I have chosen descriptive research to study The Effect of Training

& Development on employees at DSK Toyota.

Descriptive research is an attempt to describe systematically a

situation, problem, service or program and provide information of

living condition of a commodity or decision and attitudes towards

issue. The objective of such a study is to answer the “who, what,

when, where, and how” of the subject under investigation.

Type of data

Primary data

Primary data are original data gathered by the researchers for the

project at hand. Primary data can be collected by two methods

13

observation and communication. Primary data are gathered for a

specific research project.

Method of research

Observation method

In this method fresh data can be gathered by observing relevant

sets and settings. The data are collected through observations. We

may observe and record observations.

Instrument used for data collection

Questionnaire method

A questionnaire consists of questions presented to the respondents

for their answers. In this project I used structured interview

questionnaire. It contained open & closed ended questions.

14

FINDINGS

Training is conducted very effectively at DSK TOYOTA. TEI is found

as around 75% against the targeted 70%.

2 Gaps in existing Training Procedure

Sometimes Training is conducted on activity base

Training group formed is not at the same knowledge base

The groups of employees formed to attend the training program

are not at the same knowledge base. Some employees who already

have desired knowledge end up in sitting for a full-day training

session where only half of the information is relevant to them. This is

a loss in productivity of the company

SUGGESTIONS

Competency Based Approach to Training Needs Analysis.

Six critical steps are there for identifying the training needs.

1. Identify competency or success factors.

2. Build profiles

3. Assess employees

4. Identify gaps

5. Identify development options

6. Follow through

15

CONCLUSION

Training is conducted very effectively in DSK TOYOTA. The

training effectiveness for month of July is at 75% as compared to

70%. With some initial effort of planning DSK TOYOTA can

create a useful and relevant process for assessing employees and

jobs in order to pinpoint development needs

16

THEORETICAL ASPECTS OF TRAINING

TRAINING AND DEVELOPMENT

Training and Development - refers to imparting specific

skills, abilities and knowledge to an employee.

Need for training and development is determined by the

employee’s performance deficiency, which is computed as-

Training - It is a process of imparting skills that are specific in

nature.

Development- Learning opportunities designed to help employees

grow. It is more knowledge oriented and less skill oriented. It is

more about business environment and human relations.

Training and Development Need = Standard Performance – Actual Performance

17

Distinguish between training and development.

Training

Short term

Generally for non-managerial

personnel

It is basically organized for

technical and mechanical

operations

Training for specific job-

related purpose

Development

Long term

Used for managerial personnel

Theoretical, conceptual ideas

Development is for enhancing

general knowledge

18

Need For Training

The need for the training of employees is mainly for the following

purposes:

Newly recruited employees require training so as to perform

their tasks effectively.

Training is necessary to prepare existing employees for

higher-level jobs (promotion).

Existing employees require refresher training so as to keep

abreast of the latest developments in job operations.

Training is necessary when a person moves from one job to

another (transfer).

Training is necessary to make employees mobile and

versatile.

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Importance of training

Training makes employees more effective and productive. It

is actively and intimately connected with all the personnel or

managerial activities. It is an integral part of the whole

management program.

Training is a practical and vital necessity because it enables

employees to develop and rise within the organization, and

increase their market value and job security.

The training process

The important steps in a typical training process are as under:

Assessment

Implementation

Evaluation

20

Needs assessment diagnoses present problems and future

challenges to be met through training and development.

Needs assessment occurs at two levels- group and individual.

An individual needs training when his/her performance falls short

of standards. It may be due to lack of skill or knowledge or any

other problem, which can be remedied by imparting training.

Assessment of training needs occurs at group level too. Any

change in the organization’s strategy necessitates training of

groups of employees.

Training needs can be identified through the following types of

analysis:

Organizational analysis: involves the study of entire organization

in terms of its objectives, its resources, etc

Task or role analysis: this is a detailed examination of a job, its

component, it's various operations and conditions under which it

has to be performed.

Manpower analysis: the focus is on the individual in a given job.

21

Identify Training Objectives

Once the training needs are identified, objectives should be set

to begin meeting these needs.

Objective

Innovative

Anticipating problems

Team building sessions with the depts.

Problems Solving

Training clerks to reduce complaints

Training supervisors in communications to reduce grievances.

Regular

Orientation

Recurring training of interviewers.

Refresher courses on safety procedures

22

Training Methods

Training methods are usually classified by the location of

instruction. Some of the widely used training methods are:

Lectures: Verbal presentation of information by an instructor to a

large audience. It can be used for very large groups and the cost

incurred is low. Mainly used in colleges and universities.

Audio visuals: includes television slides, films, etc. these are

generally used to provide a wide range of realistic examples of job

conditions and situations in the condensed period of time.

On-The-Job Training (OJT) majority of the industrial trainingthe

OTJ type. OJT is conducted at the work site and in the context of

the job. Often it is informal, as when an experienced worker shows

a trainee how to perform the job tasks.

Programmed instruction (PI) This training is offered without the

intervention of a trainer. Information is provided in blocks, either

in a book form. After reading through the material the trainee must

answer a question about it.

23

Simulation: It is an attempt to create a realistic decision-making

environment for the trainee.

Case study: A written description of an actual situation in business,

which triggers the thought process of the reader.

Role-playing: Focuses on emotional issues rather than actual ones.

It creates a realistic situation where trainees assume the parts of

specific personalities in the situation.

Vestibule training: utilizes equipment, which closely resembles the

actual ones used on the job. The training takes place away from the

work environment.

Sensitivity training: This is done in order to make the trainees

aware of their and other’s behavior. Here the trainer is passive.

Implementation of the training programme

Once the training programme has been designed it needs to be

implemented

24

Programme implementation involves action on the following lines:

1. Deciding location and organizing training and other facilities.

2. Scheduling the training programme

3. Conducting the programme

4. Monitoring the progress of trainees.

Evaluation of the programme

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

Usefulness of the training is judged/determined in this stage.

Need For Evaluation

The main objective of evaluation is to determine the

accomplishment of specific training objectives that is correcting

performance deficiencies. It also predicts the cost effectiveness of

the programme.

Evaluation is useful to explain programme failure, should it occur.

The credibility of training is greatly enhanced when it is proved

that the organization has been benefited from it.

25

Methods of evaluation:

Various methods can be used to collect data on the outcomes of

training, some of these are:

Questionnaires: questionnaires could be used to obtain

opinions, views, etc

Tests: standard tests can be conducted whether trainees

have learnt or not?

Interviews : It can be organized to know the usefulness of

training.

Studies: Studies can be carried out to elicit the opinions and

judgments of trainers

Human Resource Factors: Training can be evaluated by

analyzing employee satisfaction

Cost Benefit Analysis: The cost incurred for the training

can be compared with its value in order to evaluate a

training programme

Feedback: the training evaluator should follow it up to

ensure effective implementation of training programme

26

Reason For Selection Of

The Topic

In today’s era of competitive market, there are many

manufactures for the same product. To ensure the named

position in the market the organization needs to improve the

quality of the product and provide the best quality product to

the customers at the cheapest rates. This will result in more

sales, more sales means more profit.

To achieve this strategy, the organization has to train

and develop its most valuable resource i.e. Human Resource.

Only a well-trained human resource can introduce quality

products.

In view of the above, I have decided to study the

“Training and Development” activities in an organization

27

which will help me to work in the HR field and contribute

my best efforts in the organization where I’ll be working in

the future.

The project includes a detail study of the Employee

Training & Development Programs conducted in DSK

Toyota. This does a study on the Training Process, i.e. how

the Training Program is conducted in DSK Toyota.

The project includes the study of the different types of

Training Programs conducted & also to whom the Training

is given.

The project also includes the detail study of the

effectiveness of the Training Programmes conducted in DSK

Toyota. Training is considered successful only if the desired

outcome is achieved.

28

COMPANY PROFILE

29

The DSK group, a 1500 crore group, headed by the dynamic

D.S. KULKARNI, has started business in 1970. They ventured

In the field of construction since 1981 and various other business

Like Information Technology, Car Dealership, Hotels,

Engineering, Chemical, Trading House Imports and Exports since

1996.

MISSION STATEMENT

“We are committed to provide personalized, error free & quality service to all our customers with speed & smile.”

30

Values of DSK TOYOTA In order to realize the Company’s mission, and play an effective role in the

emerging operating environment, DSK Toyota made Corporate Values an

integral part of our decision making process. The Company aims to:

Consistently provide top quality products with prompt and efficient

service to ensure customer satisfaction.

Be cost effective and emphasize on high productivity and profitability.

Expedite redressal of employee, customer and shareholder grievances.

Motivate employees for professional and social advancement at all levels

in a participative environment.

Develop capabilities and enhance effectiveness of employees through

training and career planning.

Reward shareholders with consistently good returns.

31

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Innova

32

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Camry

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33

Corolla Altis

Once in a lifetime, comes a car that redefines luxury and style. Which looks and feels like it belongs to a class above. And provides a driving experience so far beyond anything you’ve experienced, that you’ll either be overcome with awe, or stunned by envy. The all-new Corolla Altis.....

34

By Integrating sales, after-sales service and serviceparts storage in a single

convenient location, 3S delears contribute to the High level of quality associated with Toyota throughout the

World.

35

http://www.dsktoyota.com/html/sales.htm

http://www.dsktoyota.com/html/service.htm

http://www.dsktoyota.com/html/spares.htm

Objectives of Study

36

The training system process of DSK Toyota is as follows: -

1. IDENTIFICATION OF TRAINING NEEDS:

The training need is divided into following:

i. Individual Needs: Every individual may be required to be

provided in training to develop some of growth learns. It is

provided to any employee on the basis of present level of

knowledge, skill, attitude and behavior towards work. It

helps in making better decision and effective problem

solving and self-development and self-confidence. It is

done through two ways: -

a. Annual appraisal: Appraisal of each and every

employee is done every year and training need required

by him or her is known. If the performance of the

individual is not satisfactory according to their

specified standard then required training is imparted to

improve their performance.

b. Change in job / process: Whenever any employee is

change from one department to another or is made to

work on other machine, training is required so that he is

able to equip with changes being done. Change in job

means employee has to rotate from one place to other in

case of transfer of promotion or due to introduction of

new technology.

37

ii. ORGANISATIONAL NEED:

It means training of the overall organization employees.

Organization need is determined by PHRDC meetings i.e.

Plant Human Resource Department Meetings which are

being held once in a year. It is the apex body of the

organization for providing training related matters. It is

done through following ways: -

a) New policies: Whenever a new policy is introduced in

DSK Toyota Ltd. to make the employees acquaint with

it training is required. For e.g. ISO Certification

introduction, then training has to be provided to

understand the policy.

b) Multi-skilling – It means to perform more than one

responsibility in an organization and increasing all

round of competence.

iii. TPM PILLARS

TPM stands for Total Productivity Method. TPM policy

says "it is our policy to induce changes in all employees

by the delegation, empowerment & motivation to achieve

total participation towards zero failure, zero defect and

zero accident." Various department such as equipment

planning, operating department and maintenance

38

department implement TPM. Its main aim is to maximize

equipment effectiveness as well as overall effectiveness.

The 8 pillars of TPM are:

a. Individual improvement b. Planned maintenance c. Initial flow management system d. Education and training e. Autonomous maintenance f. Quality maintenance g. Office TPMh. Safety hygienic & environment

iv. SKILL EVALUATION

There are four different level of skill evaluation. They

are:-

a. Can't do

b. Can do

c. Can do well

d. Can teach

It is being applied that each and every employee should be

in at least level three. Training is imparted to those who

are in level 1 & 2. So that they could reach to level 3.

2. MAKING ANNUAL & MONTHLY PLAN

39

The organization of training program based on monthly

training takes into account following issues :

It has to be decided whether training program will be in house

or the employee will be send outside for the training. For

external training the place of training, overall cost of training,

duration of training has to be taken.

For in house training, training Committee has to decide whether

will be from within the organization or has to be arranged from

outside.

3. TRAINING EFFECTIVESS

Efficiency of training provides:

i. Participants Feedback:

Participants are expected to share their opinion on

usefulness of training.

ii. Pre Training & Post Training

If the training program is of mire than 16 hour

then a pre training test is conducted and also a

post-training test is conducted to know the

efficacy of each employee for technical training.

This is done to know whether the employee is

able to learn during the training period or not.

40

iii. Department Feed back: During the PHRD

meeting the head of training department gives his

opinion on the effectiveness of the training

imparted to personal who have attended the

programme.

iv. Survey: Training survey assembled all the

information obtained from various sources to

provide a comprehensive basis for the

development of training strategy and its

implementation mainly for behavior and

technological training.

4. Evaluating Training Effectiveness:

It is necessary to evaluate the extent to which training

program have achieved the aim for which they were deigned.

Such an evaluation would provide useful information about

the effectiveness of the training as well as about future

training program. Evaluation of training effect9iveness is the

process of obtaining information on the effects of training

program and assessing the value of training in the light of

that information, It involves controlling and correcting the

training program. The basis of evaluation and mode are

determined when the training program is designed.

41

Training effectiveness is the degree to which trainees are able

to learn and apply the knowledge and skills acquired in

training program. It depends on attitude, interest, value and

expectations of the trainees and training environment.

42

Quality Procedure of

Training

43

QUALITY PROCEDURE FOR TRAINING COVERAGE

PURPOSE: - (1) to identify training needs to meet org.

requirements and objectives associated with quality policy of the

company.

SCOPE :

a) The method of identifying training needs of individual whose

performance & fulfillments of job requirements & responsibility

offer product quality.

b) Monitoring reviewing and control of process related to training.

This is done through

a) In house programme

b) On the job Program.

c) Orientation Program for new recruits

d) Up to m4 grade

e) Mass-coverage training

f) Nominees are external institution.

44

COVERAGE

This procedure is reviewed & approved by management

representative & issued by head of quality system.

This procedure is applicable to all personnel covering our function

affecting quality.

CONSTITUTION OF PLANT HRD COMMITTEE :

Following members are members of HRD Committee :

a) COO

b) MR

c) HRD Head,

d) Production Head

e) QA Head,

f) Maintenance Head

g) TSD head

h) UTIC head

i) Personnel & Administration head

j) Any other authority as may be required from time to time.

45

PHRDC Meeting :- They normally meet once in a period of 6

month & in any case will meet for at least two times in a period of

12 months.

PROCEDURE STEPS :

1. Identification of Training Module:

HRD head identifies generic modules based on passed

experience and requirement arising out of identified training

needs. Plant HRD committee may also recommend or approve

training modules to be developed.

2. Decision & Development of Training Modules

For in-house programme HRD department design and develop

the training modules. Here the faculty who is assigned the task

of training carries out design and development. For external

programme HRD head will review and select such program that

will meet specified identified training needs.

3. Approved Modules

These modules are maintained on hard copy. A list of training

programme with code numbers is circulated to all HOD once in

a years. HOD's are free to identify training needs that may or

may not form parts of approved list of modules selected.

46

4. Identification of Training needs

The training needs of the COO are identified by himself.

Representative senior identifies the training needs of HOD

including MR. The HOD shall identify the needs for all

employees reporting to them. The training needs of personal

carrying out internal quality audit are identified by MR.

Training needs associated with awareness of quality policy are

identified by HRD head.

5. Identification of Training needs for on Job Training:

HODS identify the training needs, which are to be met

internally within the department. The design of such training is

approved by HOD concerned. Training is imparted within the

organization and record of attendance is sent to HRD

department.

6. Planning for providing training : HRD head evaluates an

annual training plan and the monthly training plan for

effectively meeting the identified training needs.

7. Providing Training

Based on training needs HRD head decides on mode of

providing training:

47

i. Through in house program

ii. Through on job training

iii. Through nomination to external program

Where on job training is to be provided by HRD head organizes

with the department for the conduct of such program and

approves for on job training.

8. Approval for Resource Person

HRD head reviews the Bio-data qualification, experience,

profile of the resource person as declared by them in prescribed

format and approved their engagement as faculty members for

any given topic.

In case of external source selection is done on the basis of

reputation and by virtue of their selection engagement stands

approved.

9. Efficacy of Training Provided

Passed program feedback is obtained in respect of in house

program for the program exceeding duration of two days. Pre &

post tests are conducted to know efficacy of all technical

training of more than two days duration.

48

Participants to external program are required to furnish post

program feed back in prescribed format. Past program feedback

is analyzed by HOD, HRD head and corrective action is taken

and preventive action are decided for implementation.

The efficacy of training imparted to the personal that have

attended the program is based on the Head identified by their

HOD. Any recommendations are prescribed to the PHRDC for

review and decision.

10. Retaining for Personal performing Special process:

HRD maintains record of result performing special processes.

Based on evaluated result and if the personal carrying out

special processes is recommended for retraining. HRD

department organizes on job training.

49

DIFFERENT TRAINING

PROGRAMES IN DSK

TOYOTA

1. For Workers.

2. For managerial Person.

1. FOR WORKERS:-

a) Basic Technical Training (BTT):- Management of DSK

assumes that every worker must know about whole processes

which are carried out in a work shop. So, DSK provides training

related to various operations.

Under BTT, following topics are covered.

Basic math e.g. Multiplication, decimals, fractions etc.

Engineering drawing e.g. How to use scale, drawing

board, drafter, etc.

Use of calculator

50

How to use measuring tools like micrometer, vernier

Processes related to furnace wire drawing and rope

making

Basics of electricity etc.

Effectiveness of training is measured by a test. In BTT

test there are 60% theory and 40% practical.

b) Self Certification Training (SCT):- There are many

areas that need accuracy and concentration in performing a

particular task. For that the highly skilled and experienced

workers are required so that others they are trained and

certified in their respected areas for accurate and perfect

jobs. Some of the areas are:-

Use of micro meter etc.

Filling job cards.

Lubrication etc.

As manufacture of ropes and wires required a very systematic and

accuracy. In order to get that this training is provided to the

employees so that there will be up gradation and improvement in

there skills and they are re-certified every year and are trained

under latest technology in order to get the best results. The tests are

being conducted in the same way as 60% theoretical and 40%

51

practical. This training not only for skill upgrading but also acts as

a highly motivated factor for them.

c) Advance Technical Training (ATT):- To up to date the

technical knowledge of the workers is mainly based on the study of

engineering degree where is taught every subject as common in the

first year and then them from the second year they treated as

special subjects. In the same way some works should be done by

every one and then they are trained to their specialized areas. This

is the continuation of the BIT and specially designed for the fitters.

Following topics were added in ATT. They are:-

1. Power Transmission

Belt Drive

Chain Drive

Gear Drive

Coupling

2. Lubrication

3. Limits fits and tolerance

4. Bearing

5. Pneumatic

6. Pump

7. Clutch and Break

52

Following Infrastructures were added to ATT:-

Cut model of different types of drive.

Directional valve double solenoid valve

Port to single solenoid

Port to double solenoid valve

Port to single solenoid return valve

Variables delivery piston pump

Valve pump

FRI unit

Torque wrench

Effective of this training is also tested through written and practical

tests conducted by the HRD and its efficacy is calculated.

d) Skill Development Training (SDT):- After feeling the need of

TPM, they identified four levels of skills:-

L1= Cannot do.

L2= Can do.

L3 = Can do well

L4 = Can teach also.

53

Skill Mapping is then on the basis of data collected after the tests

and feedback. This is a very effective tool imp measuring the

efficacy of any training. This shows the real picture of the

trainees where it shows the improvement in skills or the trainees

require re-training or where the training program is lacking or is

very effective active the training is of more than 16 hours, the pre

test and post test are conducted to measure the effectiveness of

trainings provided to different areas or departments.

e) Micrometer and Vernier Training: - This is mainly for the

accuracy and precision of work which requires a lot of

concentration and a minute mistake can cause a huge problem and

ultimately will lead to reduced productivity and quality.

f) Multi-schilling Training: - This training came into existence

when there was a problem in Furnace which is 300 mts long and

divided into three parts:

Input part

Middle i.e. processing part

Take-up i.e. out-put part

The workers engaged in particular part cannot do the work of

other part and hence lead to a big problem when a person from

54

any part is absent, the other parts will also stop working. This

will create the complete shutting of machine and will hamper

the productivity. Thus to avoid such type of situations the

training of multiple skill started and workers were trained to

do work in any part or machine no matter they belong to which

specialized area. This was also done in case of welders, fitters

and Brazers who are trained to any these three jobs

g) Resistance Butt Welding Training: - During processing of

wires it is very necessary to join the broken wires so that further

process can be carried in smooth way. To do so this training is

provided in wire section to so that this can be done by anyone

and hence the flow of process will not stop. For this training

also certificate is issued every year to minimize the accidents

and breakdown. Even tests are also conducted for certifying the

trainees.

h) Electrical safety Training: - In order to handle high voltage

switches a particular training is provided to the operators so that

there will not be any accidents and workers will be safe. Thus

the preventive measures are necessary to be taught to the

operator’s handlings such type of operation.

55

i) Training Related To TPM: - TPM in DSK Toyota is just

like medical science of machines. The objectives of TPM are

taught so that every one will be well aware of this. As

mentioned later how TPM is highly effective for UML and even

increased the productivity and many more improvements.

j) One Point-Lesson (OPL):- If there is one problem it can

lead to another as most of the processes are connected to each

other. Training is provided with the help of diagrams part and

assembly. Over these diagrams names are mentioned in both

Hindi and English so as to make convenient to the workers.

56

QUESTIONAAIRE

57

TRAINING EFFECTIVENESS QUESTIONNAIRE (Date: --------------)

Program Name: Enhancing Managerial Effectiveness

Name:__________________Division_____________ Grade:_________

Dear Respondent,

Please mark your responses to the following questions as given below:

Attribute Rating

A) STRONGLY DISAGREE 1

B)

C)

DISAGREE

NEUTRAL

2

3

D) AGREE 4

E) STRONGLY AGREE 5

ITEMS Ratings (1 To 5)

1. The programme helped me to understand the concept of effectiveness.

2. The program increased my awareness about the importance of effectiveness in managerial roles.3. I feel I can develop into a better employee after completion of my training program.4. I recommend this course to all of my other colleagues

5. My job offers adequate opportunity to apply some or all the concepts that I have learnt.6. The programme helped me perform better at work.7. The programme taught me the ways & means through which effectiveness can be brought into a managerial role.8. My superiors & colleagues have acknowledged my improved knowledge in the field.9. I believe I have been able to take more effective decisions after undergoing the course.10. I could apply some or all of the knowledge gained.

58

Suggestions, if any for improving the effectiveness of the training programme: -

Enhancing Managerial Effectiveness

Qust.1 Qust.2 Qust.3 Qust.4 Qust.5 Qust.6 Qust.7 Qust.8 Qust.9 Qust.10 Total

Strongly

Disagree 0 0 0 0 0 0 0 0 0 0 0

Disagree 1 1 2 1 0 0 2 1 1 2 11

Neutral 3 4 4 2 1 0 4 3 4 2 27

Agree 7 5 5 6 10 12 9 11 7 11 83

Strongly

Agree 14 15 14 16 14 13 10 10 13 10 129

Total 25 25 25 25 25 25 25 25 25 25 250

TEI for the programme Enhancing Managerial Effectiveness is 85

59

TRAINING EFFECTIVENESS QUESTIONNAIRE (Date: --------------)Program Name: Reduction in T & D Losses

Name: ____________________ Division _____________ Grade: _________

Dear Respondent,


Attribute Rating


B)

C)

DISAGREE

NEUTRAL

2

3

D) AGREE 4

E) STRONGLY AGREE 5


1. The programme helped me understand the concepts for reducing the T & D Losses

2. The program increased my awareness about the importance of reduction in T & D Losses

3. I shared the knowledge I gained with my other colleagues.

4. I recommend this course to all of my other colleagues

5. My job offers adequate opportunity to apply some or all the concepts that I have learnt.

6. The programme helped me perform better at work.7. The programme taught me the ways & means through

which the loss in T& D can be reduced8. My superiors & colleagues have acknowledged my

improved knowledge in the field.9. I believe I have been able to take more effective decisions

after undergoing the course.10. I could apply some or all of the knowledge gained.


60

Reduction in T & D Losses

Qust. Qust.2 Qust.3 Qust.4 Qust.5 Qust.6 Qust.7 Qust.8 Qust.9 Qust.10 Total

Strongly

Disagree 0 0 0 0 0 0 0 0 0 0 0

Disagree 0 1 3 1 0 0 2 3 1 2 13

Neutral 3 1 4 2 1 3 1 2 4 3 24

Agree 10 4 6 5 10 10 11 5 10 9 80

Strongly

Agree

12 19 12 17 14 12 11 15 10 11 133

Total 25 25 25 25 25 25 25 25 25 25 250

TEI for the programme is Reduction in T & D Losses 85.8%

61


Program Name: Sharpening Customer Focus


Dear Respondent,


Attribute Rating


B)

C)

DISAGREE

NEUTRAL

2

3

D) AGREE 4

E) STRONGLY AGREE 5


1. The programme helped me understand the concept of sharpening customer focus.

2. The program increased my awareness about the importance of sharpening customer focus



5. My job offers adequate opportunity to apply some or all the knowledge that I have learnt.


which customer focus can be done better.8. My superiors & colleagues have acknowledged my




62

Sharpening Customer Focus

Qust. Qust. Qust.3 Qust.4 Qust.5 Qust.6 Qust.7 Qust.8 Qust.9 Qust.10 Total

Strongly

Disagree 0 0 0 0 0 0 1 0 0 0 1

Disagree 0 2 0 1 0 0 3 2 2 3 13

Neutral 2 0 3 7 1 3 0 2 3 1 22

Agree 11 8 7 4 10 10 11 11 10 8 90

Strongly

Agree 12 15 15 13 14 12 10 10 10 13 124

Total 25 25 25 25 25 25 25 25 25 25 250

TEI for the programme Sharpening Customer Focus is 86.2%


63

Program Name: New Product Launch Training


Dear Respondent,


Attribute Rating


B)

C)

DISAGREE

NEUTRAL

2

3

D) AGREE 4

E) STRONGLY AGREE 5

ITEMS Rating(1 To 5)

1. The programme helped me understand the concept of effectiveness.

2. The program increased my awareness about the importance of effectiveness in managerial roles.





which the power management can be done better.8. My superiors & colleagues have acknowledged my




Reactive Power Management

64

Qust.1 Qust. Qust.3 Qust.4 Qust.5 Qust.6 Qust.7 Qust.8 Qust.9 Qust.10 Total

Strongly

Disagree 0 0 0 0 0 0 0 0 0 0 0

Disagree 0 0 2 1 0 0 4 2 1 2 12

Neutral 2 0 0 2 0 2 0 0 0 0 6

Agree 10 6 9 5 11 10 11 13 12 9 96

Strongly

Agree 13 19 14 17 14 13 10 10 12 14 136

Total 25 25 25 25 25 25 25 25 25 25 250

TEI for the programme Reactive Power Management is 88%

Training Effectiveness Index for the month July’08 is 86.49


Program Name: Develop your own Potential

65


Dear Respondent,


Attribute Rating


B)

C)

DISAGREE

NEUTRAL

2

3

D) AGREE 4

E) STRONGLY AGREE 5

ITEMS Rating(1 To 5)

1. The programme helped me understand the concept of developing our own potential.

2. The program increased my awareness about the importance of developing our own potential.





which the development of potential can be done better.8. My superiors & colleagues have acknowledged my




Develop your own Potential

66


Strongly

Disagree 1 0 2 2 0 0 2 0 2 4 13

Disagree 6 2 6 6 4 4 3 2 1 2 36

Neutral 1 0 0 0 2 0 0 0 2 0 5

Agree 8 16 8 7 9 12 11 13 10 9 103

Strongly

Agree 9 7 9 10 10 9 9 10 10 10 93

Total 25 25 25 25 25 25 25 25 25 25 250

TEI for the training programme Develop your own Potential Is 79.5%


Program Name: Team Building & Conflict Management

67


Dear Respondent,


Attribute Rating


B)

C)

DISAGREE

NEUTRAL

2

3

D) AGREE 4

E) STRONGLY AGREE 5


1. The programme helped me understand the concept of Team Building & Conflict management.

2. The program increased my awareness about the importance of effectiveness in managerial roles.



5. My job offers adequate opportunity to apply some or all that I have learnt.


which the team building & Conflict management can be done better.

8. My superiors & colleagues have acknowledged my improved knowledge in the field.

9. I believe I have been able to take more effective decisions after undergoing the course.

10. I could apply some or all of the knowledge gained.

Team Building & Conflict Management

68


Strongly

Disagree 0 0 1 0 2 0 0 0 0 2 5

Disagree 2 3 4 6 4 3 4 2 1 6 35

Neutral 1 3 1 0 0 4 0 3 1 0 13

Agree 10 4 10 8 11 10 11 10 11 9 94

Strongly

Agree 12 15 9 11 8 8 10 10 12 8 103

Total 25 25 25 25 25 25 25 25 25 25 250

TEI for the training programme Team Building & Conflict Management 79%

TEI for the month August’08 is 82.38


Program Name: Advance Technology Training

69


Dear Respondent,Please mark your responses to the following questions as given below:

Attribute Rating


B)

C)

DISAGREE

NEUTRAL

2

3

D) AGREE 4

E) STRONGLY AGREE 5


1. The programme helped me understand the concept of new Technologies

2. The program increased my awareness about the importance of Advance Technology Training.





which the work can be done better.8. My superiors & colleagues have acknowledged my




______________________________________________________________

Advance Technology Training

70


Strongly

Disagree 1 2 1 1 2 0 1 0 0 2 10

Disagree 4 3 2 8 4 3 3 2 1 6 36

Neutral 4 4 2 2 4 0 0 2 0 0 18

Agree 8 7 9 6 7 12 11 11 12 9 92

Strongly

Agree 8 9 11 8 8 10 10 10 12 8 94

Total 25 25 25 25 25 25 25 25 25 25 250

TEI for the proagramme Advance Technology Training is 75%.


Program Name: Labour Management

71


Dear Respondent,


Attribute Rating


B)

C)

DISAGREE

NEUTRAL

2

3

D) AGREE 4

E) STRONGLY AGREE 5


1. The programme helped me understand the concept of Labour management.

2. The program increased my awareness about the importance of labour management.





which the labour management can be done better.8. My superiors & colleagues have acknowledged my




Labour Management

72


Strongly

Disagree 1 0 1 0 2 0 0 0 2 1 7

Disagree 3 6 5 6 4 3 2 2 2 6 39

Neutral 0 4 3 0 3 0 2 0 0 0 12

Agree 9 2 7 8 9 12 11 13 11 9 91

Strongly

Agree 12 13 9 11 7 10 10 10 12 9 103

Total 25 25 25 25 25 25 25 25 25 25 250

TEI for the training program Labour management is 81%

TRAINING EFFECTIVENESS QUESTIONNAIRE (Date: --------)

Program Name: Industrial Safety Management

73


Dear Respondent,


Attribute Rating


B)

C)

DISAGREE

NEUTRAL

2

3

D) AGREE 4

E) STRONGLY AGREE 5


1. The programme helped me understand the concept of Industrial Safety management.

2. The program increased my awareness about the importance of industrial safety management.





which the industrial safety management can be done better.8. My superiors & colleagues have acknowledged my




Industrial Safety Management

74


Strongly

Disagree 4 0 1 0 2 0 0 0 0 2 9

Disagree 6 4 5 6 4 3 3 2 1 3 37

Neutral 0 3 0 3 0 3 4 1 0 0 14

Agree 7 3 10 5 11 9 9 12 12 9 87

Strongly

Agree 8 15 9 11 8 10 9 10 12 11 103

Total 25 25 25 25 25 25 25 25 25 25 250

TEI for the training programme Industrial Safety Management is 79%


Program Name: Problem Solving Tools

75


Dear Respondent,


Attribute Rating


B)

C)

DISAGREE

NEUTRAL

2

3

D) AGREE 4

E) STRONGLY AGREE 5


1. The programme helped me understand the concept of problem solving tools.

2. The program increased my awareness about the importance of problem solving tools.





which the problem solving can be done better.8. My superiors & colleagues have acknowledged my


after the training program.10. I could apply some or all of the knowledge gained.


Problem Solving Tools

76


Strongly

Disagree 2 0 2 0 2 0 0 0 0 0 6

Disagree 3 5 2 6 4 3 3 2 3 6 37

Neutral 0 3 0 0 0 2 2 0 3 0 10

Agree 10 2 10 8 11 10 9 13 10 9 92

Strongly

Agree 10 15 11 11 8 10 11 10 9 10 105

Total 25 25 25 25 25 25 25 25 25 25 250

TEI for the training programme Problem solving Tools is 79%

77

FINDINGS

Training is conducted very effectively at DSK

TOYOTA. TEI is found as around 82% against the

targeted 80%.

2.Gaps in existing Training Procedure

Sometimes Training is conducted on activity base

Training at DSK TOYOTA is activity based and not at

need based, as is the form.

Sometimes, an employee does not get training in all the needs

specified by him. This might be due to a variety of reasons

ranging from his being busy with some other work to being

away on sick leave.

78

This happens due to absence or due to his non-

availability the HOD sends someone else in his place to

attend the training program. In this way the department’s

needs are fulfilled but the individual’s needs are not.

Training group formed is not at the same knowledge base

The groups of employees formed to attend the training

program are not at the same knowledge base. Some

employees who already have desired knowledge end up in

sitting for a full-day training session where only half of the

information is relevant to them. This is a loss in productivity

of the company.

When the training group is not on the same knowledge

base it also tends to confuse the trainer. The trainer doesn’t

know at which level to start the training with. If the trainer

starts with the basics then those who already know the basics

tend to get bored and distracted. However, then those

employees with an elementary knowledge of the subject tend

to feel lost.

79

SUGGESTIONS

Competency Based Approach to Training Needs Analysis.

Six critical steps are there for identifying the training

needs.

7. Identify competency or success factors.

8. Build profiles

9. Assess employees

10. Identify gaps

11. Identify development options

12. Follow through

1) Identify competency or success factors.

Competencies or success factors are the knowledge,

skills, abilities, behaviours and characteristics that represent

the fundamental skill or behavioural components of a job.

Typical approaches are based on some form of job

analysis. Analysts gather responsibility, task, skill and

80

behaviour information for a particular job or job family and

then identify the competencies or other factors required for

successful performance.

2) Build profiles

Most useful job profiles start with the establishment

of two important criteria, the criticality of each success factor

& the proficiency level for each factor.

The result of this proves is a picture of the most

important success factors and the degree to which each needs

to be mastered by jobholders.

3) Assess employees

You can develop reasonably accurate pictures of

employee strengths and weakness by

building on the competency and success factor models.

4) Identify gaps

Now, you can compare reasonably it to the previously

established job profile in order to identify the most logical &

most critical gaps in development.

5) Identify development options

81

Development can be linked to three primary sets of

activities:

1. Formal, in-house training programs specifically

designed to provide training and development

options.

2. External programs such as workshops, seminars

and formal classes that also address the identified

competencies of success factors.

3. Internal, on-the-job experiences that have been

identified as a source of development and growth.

3) Follow through

Many organizations fail to follow through after

development activities. The message they send to the

employees is that process stops with job analysis or employee

assessment.

If employees are expected to take part in on-going

development programs, they should see some tangible

outcomes or rewards for their undertakings.

If managerial participation is crucial to long-

term development and maintenance of employee skill

levels. Including employee development on a

manager’s list of yearly goals may be the best way to

institutionalise the message of development.

82

CONCLUSION

The process and methods of training have been rapidly changing in

industries, which are now market driven and open to the global

competition. It is very essential as a student of management that

they should be near to the world of work as possible. The student

should be made aware of the development being made in industry,

during their studies. So there is a need to bridge gap between the

world of work and study being imparted to students.

After studying the training system in DSK TOYOTA, I came up

with a very specific idea about HRD, which acts as guiding force

for the workers and employees to increase the quality and quantity

of the product.

I also found that the DSK TOYOTA management is also carrying

about behavioral development or personality program.

Training is conducted very effectively in DSK TOYOTA. The

training effectiveness for month of July is at 75% as compared to

70%.

83

BIBLIOGRAPHY

1. Human Resource and Personnel Management

- K. Aswathappa

2. Principle and practices of Management

- L. M. Prasad

3. Human Resource Management

- V. S. P. Rao

4. Personnel Management

- C. B. Mamoria

5. www.dskdevelopers.com

6. www.google.com

84

EMPLOYEE ETD NEED IDENTIFICATION FORM

Name of the Employee: Employee Number: Grade:

Division: Department:

Division: Department:

Signature of Immediate Superior Signature of HOD

Title : Training Need Identification

Employee or his immediate superior (in consultation with the employee) may fill in

his education, Training & Development requirements for his performance

Enhancement and self-development for the financial year in the space given below:

Sr. No ETD Need

Department head / Immediate superior of the employee may list the approved ETD

needs below, from those requested by the employee in the above space. Department

head or immediate superior may choose these needs in consultation with the employee

Before approval.

Approved ETD Needs

Department Head may give a list of other ETD needs for the employee in the space

below:

Sr No: ETD Need

85


Program Name:


Dear Respondent,


Attribute Rating


B) DISAGREE 2

C) AGREE 3

D) STRONGLY AGREE 4


1. The programme helped me understand the concept of the subject.

2. The program increased my awareness about the importance of the subject





which the work can be done8. My superiors & colleagues have acknowledged my


86


87

ankush report

Documents

sinhgad business school

kulkarni developers limited

sharpening customer focus

day training session

plant hrd committee

industrial safety management

team building

problem solving tools