Beruflich Dokumente
Kultur Dokumente
Guided By:
Mr. R P Singh
Sr GM HR & RTC
REGIONAL TRAINING CENTRE (NORTH)
JK CEMENT WORKS NIMBAHERA (RAJ)
Undertaking
This is hereby stated that this report is very original in every sense of the term and it carries a sense of creditability and strength and that I have taken no shortcuts and remained both rigorous and scholarly. I have tried my best to keep this work as watertight and squeaky clean as possible. It may be further stated here that in the preparation of this report and projects undertaken some aid has been taken from a pool of professionally shared knowledge, a detailed description of which has been mentioned in the bibliography section of this report.
Dated
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Signature_____________ ROSHAN JAIN BBA 4thsem Dr.H.S. Gour Central University Sagar (m.p)
Acknowledgements
I have taken efforts in this project. However, it would not have been possible without the kind support and help of many individuals and organizations. I would like to extend my sincere thanks to all of them. I am highly indebted to Mr. R P Singh, Sr. GM HR & RTC, Mr.Shailendra Sharma (Ast.Manager,RTC) & Mr. N.K Vaishnav (Officer,RTC) for their guidance and constant supervision as well as for providing necessary information regarding the project & also for their support in completing the project. I would like to express my gratitude towards Mr.Pawan Kumar Jain(Brother In Law) & Mrs Vinita Jain(Sister) for their kind co-operation and encouragement which help me in completion of this project. I would like to express my special gratitude and thanks to industry persons for giving me such attention and time. My thanks and appreciations also go to my colleague in developing the project and people who have willingly helped me out with their abilities.
CONTENTS Undertaking Acknowledgement CHAPTER 1 1. Cement industry 2. Overview of Jk cement works 3. Company profile of Jk cement ltd 4. Regional Training Centre (North) CHAPTER 2 1. Introduction to the topic 2. Highlights of the system CHAPTER 3 1. Conclusion 2. Suggestions 3. Bibliography .. ..... 27 30 . .18 . ..21 5 ... 7 ....... 10 . 14
Major Players As discussed, ACC is the largest player with a capacity of 18.64 mtpa at endMarch 2006. UltraTech CemCo Ltd. now occupies the second slot with a capacity of 17 mtpa (which includes 1.5 mtpa of subsidiary Narmada Cement). The Gujarat Ambuja group has emerged as the third largest player with a capacity of 14.86 mtpa. Grasim ranks fourth with a capacity of 14.12 mtpa. Other leading players include India Cements, Jaypee group, Century Textiles, Madras Cements, Lafarge, and Birla Corp.
3400 tonne per day, which was earlier 1350 tonne per day. In Aug.-2003 after again some modification in Preheater and Folex cooler its capacity is increased to 5000 TPD. Besides, J.K. cement plant is having its own diesel generator sets, producing power to meet the power energy requirements. Main raw material for cement is LIMESTONE, for limestone we have our own open cast mines adjoining to the plant. Besides we have developed few more mines at Maliakhera, Karoonda and Tilakhera for producing 10,000 tonnes limestone per day as needed. J .K. Cement erected one more plant from Jan. 2001 with the capacity of 1400 tonne per day at village Mangrol. In Nov.-2003 after modification in Preheater and installation of Mechanical elevator its capacity increased to 2200 TPD. Due to power shortage as imposed by Ajmer electricity supply board J.K. established its own Thermal Power Plant at village Bamania, near Shambhupura, which is generating 15 M.W. power every day, which is consumed by J.K. Cement Plant. J K Cement also has a plant of 400TPD installed capacity of White Cement at Gotan, Nagour (Raj). Cement Plant at Karnataka of over 5500 TPD and Thermal Power Plant of capacity 30 MW. Thermal Power Plant at Nimbahera of 22 MW.
Clinker Cement Ordinary Portland Cement Portland Blast Furnace Slag Cement Portland Pozzolana Cement Rapid Hardening Portland Cement Oil Well Cement White Cement Sulphate Resisting Portland Cement
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Strengths Leading position in attractive Northern India grey cement market One of the Leading white cement producer in India Proximity and access to large reserves of high quality limestone Quality of products and strong brand name Extensive marketing and distribution network Experience and technical know-how Plants It manufacture grey cement in two facilities located at Nimbahera and Mangrol in the state of Rajasthan in Northern India. White cement is produced at our facility at Gotan in the state of Rajasthan.
CLINKER PRODUCTION Nimbahera and Mangrol Plant
Ist Plant / Kiln IInd Plant / Kiln IIIrd Plant / Kiln IVth Plant at Mangrol Total Capacity
1200 Tonne Per Day (TPD) 1800 TPD 5000 TPD 2200 TPD 10200 TPD
FINANCIAL ANALYSIS: IN Million - J K Cement Ltd. Year 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 Turnover 11087 15297 18128 18765 22481 26520 PBT 522 2720 3466 2340 3112 837
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Production Process
Achievements 1944: First in India to produce Aluminium virgin metal from Indian Bauxite. The company was nationalized in 1973. 1949 : First in India to manufacture Steel Engineering Files. 1969 : First to manufacture Acrylic Fibres in India. 1977 : First to produce steel belted radial treys for passenger car, trucks and buses in India 1980 : First in the world to make steel belted radial tyres for 3 wheeler. 1984 : First to produce white cement in India using dry processed technology.
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management programs to make them effective and gainful experience for the participants.
Running Regional Training Centre for Cement technocrat s aided by WB & DANIDA. Various constructions in nearby govt. Schools of Chittorgarh district. We are involved in girls school (under construction) and committed reasonable financial contribution for above Medical services Rs. 36 lacks contribution for the construction of govt. Hospital at Nimbahera. Ambulance to govt. Hospital. Free facility of pathological laboratory for the persons of surrounding area. Financial contribution to various NGOS for medical camps in the district. Financial contribution for construction of dispensary & health centre in nearby villages. Free Homeopathic consultancy/medicines for the patients of nearby area. Religious services Radhakrishna temple at colony premises. prayer hall in hanuman temple in Nimbahera. Bheemkeshwar temple in staff colony. Dharmashala at Bhanwarmata (tourist/ religious place). 8 rooms for Dharamshala at Pashupati Nath temple in Mandsaur (M.P.). Various temples in number of nearby villages. Sports services Sports infrastructure like wooden badminton court, table tennis court, billiard room, and cricket ground, volleyball ground in colony campus. Sponsoring all India youth football, volley ball and badminton tournaments. Sponsoring inter-district tournaments. Arranging summer camps for various sports. Other social services Construction of approach roads in and around villages of mining area. Digging of tube wells. Supply of tube well pumps. Construction of water tanks. Supply of drinking water in tankers in nearby needy places during summer.
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Regular plantation in plant, colony and nearby villages. Direct and indirect employment to thousands of persons of surrounding area. Financial helps to NGOS. Financial aid to organize religious festivals by municipal board.
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Because..
What you cannot measure you cannot improve. If you cannot improve you cannot grow. Measurement helps in objectively differentiating between performers and non-performers. Pay for performance is possible only through metrics.
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A successfully implemented Performance Management System will foster an environment for the organization that encourages employees and managers to effectively learn, solve problems, communicate, and hold each other accountable for success.
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KEY PERFORMANCE AREAS.[KPA] When the key results area is large, it is broken into manageable areas for managing/ evaluation. these sub-sections of KRAs are called KPA Example KRA = RECRUITMENT/ SELECTION KPA 1= RECRUITMENT KPA 2 = SELECTION
KEY PERFORMANCE INDICATORS [ KPi] To manage each KRA/ KPAs, a set of KPI are set . KRA and hence KPI is attributed to the department /INDIVIDUAL which can have effect on the business results and is self measured where applicable.
CORE KRAs of HR DEPARTMENT -RECRUITMENT/ SELECTION -WORKFORCE PLANNING/ -DIVERSITY MANAGEMENT -PERFORMANCE MANAGEMENT -REWARD MANAGEMENT -WORKPLACE MANAGEMENT -INDUSTRIAL RELATIONS -SAFETY AND HEALTH WORKPLACE -BUILDING CAPABILITIES AND ORGANIZATION LEARNING -EFFECTIVE HR MANAGEMENT SYSTEMS , SUPPORT AND MONITORING
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To manage each KRA/ KPAs, a set of KPI are set . KRA and hence KPI is attributed to the department which can have effect on the business results and is self measured where applicable. THE IMPORTANCE AND WEIGHTAGE OF THESE ELEMENTS kras/kpas/ kpis ARE GUIDED BY THE *VISION STATEMENT *MISSION STATEMENT *CORPORATE OBJECTIVES *CORPORATE STRATEGY *CORPORATE BUSINESS UNITS/ DEPARTMENTAL PLANS/STRATEGY. FOR THE BUDGET PERIOD, WHICH IS USUALLY 12 MONTHS. The evaluation of HR DEPARTMENT can have four levels of perspective. 1. Strategic Perspective the results of strategic initiatives managed by the HR group. The strategic perspective focuses on the measurement of the effectiveness of major strategy-linked people goals. For instance, the business strategy called for major organizational change programs as the business faced major restructuring and multiple mergers and acquisitions. In this context, the organization s change management capability will be a key factor in the success or failure of its execution. Therefore, measuring the ability of the business to manage change effectively is the core measure of the effectiveness of HR and will be a key strategic contribution to the future success of the business. EXAMPLES -change management capability of the organization -organization compensation and benefit package with respect market rate. -organization culture survey -HR BUDGET / ACTUAL -HR COSTS BENCHMARK EXTERNALLY -HR annual resource plan. -skills/ competency level etc
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2.Operational Perspective the operational tasks at which HR must excel. This piece of the Balanced Scorecard provides answers to queries about the effectiveness and efficiency in running HR processes that are vital to the organization. Examples include measuring HR processes in terms of cost, quality and cycle time such as time to fill vacancies. EXAMPLES -time taken to fill vacancies -cost per recruitment promotions -absenteeism by job category -accident costs -accident safety ratings -training cost per employee -training hours per employee -average employee tenure in the company -lost time due to injuries -no. of recruiting advertising programs -no. of employees put through training. -turnover rate -attrition rate etc
3.Financial Perspective this perspective tries to answer questions relating to the financial measures that demonstrate how people and the HR function add value to the organization. This might include arriving at the value of the human assets and total people expenses for the company. HR EXAMPLES -compensation and benefits per employee -sales per employee -profit per employee -cost of injuries -HR expenses per employee -turnover cost -employee '' workers compensation costs'' etc
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4.Customer Perspective this focuses on the effectiveness of HR from the internal customer viewpoint. Are the customers of HR satisfied with their service; are service level agreements met; do the customers think they can get better service elsewhere? Conducting an HR customer survey might typically arrive at this. EXAMPLES -employee perception of the HRM -employee perception of the company , as an employer -customer/market perception of the company, as an employer. etc
KRA 3 - REWARD MANAGEMENT KPA 1- MARKET ORIENTED SALARY STRUCTURING [ KPI = total compensation to sales 12%] KPA 2 -BENEFITS PLANNING [ KPI = 6% of total salary bill] ============================================ KRA 4 - BUILDING CAPABILITIES AND ORGANIZATION LEARNING KPA 1 - TRAINING [ KPI = average training hours per employee annually= 24 hours] KPA 2 - MANAGEMENT DEVELOPMENT [ KPI =average MD cost per employee annually= 16000 DOLLARS] =============================================== KRA 5 - WORKPLACE MANAGEMENT AND RELATIONS KPA 1 -JOB EVALUATIONS [ KPI = 600 lower staff , below grade 4 to be evaluated] KPA 2 - EMPLOYEE COMMUNICATIONS [ KPI = 4 newsletter on intranet, one per quarter ] =========================================== KRA 6 - WORKFORCE PLANNING/ DIVERSITY KPA 1 - ANSENTEEISM [ KPI = absent rate at 5%] KPA 2- TURNOVER [ KPI = turnover rate at 7%] KPA 3- DIVERSITY [ KPI = 3 FEMALES TO BE INDUCTED INTO MANAGEMENT CADRE] =========================================== KRA 7 - SAFETY AND HEALTH WORKPLACE KPA 1 - SAFETY [ KPI = accident safety ratings, benchmark with industry] KPA 2 - HEALTH [KPI = actual health expenditure vs budget ] ============================================ KRA 8 - EFFECTIVE HR MANAGEMENT SYSTEMS , SUPPORT AND MONITORING KPA 1- HRIS [ KPI = finalize the software . $ 0.5 million capital budget] =======================================================
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Conclusion
According to MAOTSE TUNG it is well known when you do any thing ,unless you understand its theory, its circumstances , its nature and its relation to other things, you will not know the laws of governing it or know how to do it; you will not know when or where to put it into practise or be able to do it well I learnt a lot during the period of my of my practical training at JK cement works niba hera rajisthan,infact this traning provide me with an opportunity to practically observe the things that I studied earlier in college and going to study. I concluded the following benefits from a effective performance management systemDirect financial gain Grow sales Reduce costs in the organization Stop project overruns Aligns the organization directly behind the CEO's goals Decreases the time it takes to create strategic or operational changes by communicating the changes through a new set of goals Motivated workforce
Optimizes incentive plans to specific goals for over achievement, not just business as usual Improves employee engagement because everyone understands how they are directly contributing to the organisations high level goals Create transparency in achievement of goals High confidence in bonus payment process Professional development programs are better aligned directly to achieving business level goals Improved management control
Flexible, responsive to management needs Displays data relationships Helps audit / comply with legislative requirements Simplifies communication of strategic goals scenario planning
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Some other advantages which I came to find out were:1. Performance based conversations
Managers get busy with day-to-day responsibilities and often neglect the necessary interactions with staff that provide the opportunity to coach and offer performance feedback. A performance management process forces managers to discuss performance issues. It is this consistent coaching that affects changed behaviours.
If done well, a good performance management system can be a positive way to identify developmental opportunities and can be an important part of a succession planning process.
3. Encouragement to staff
Performance Appraisals should be a celebration of all the wonderful things an employee does over the course of a year and should be an encouragement to staff. There should be no surprises if issues are addressed as they arise and not held until the annual review.
If pay increases and/or bonuses are tied to the PA, process staff can see a direct correlation between performance and financial rewards.
As hard as we try, it is inevitable that some employees just won t cut the mustard as they say. An effective PA process can help identify and
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document underperformers, allowing for a smooth transition if the relationship needs to be terminated. 6. Documented history of employee performance
It is very important that all organizations keep a performance record on all employees. This is a document that should be kept in the employee s HR file.
Motivated employees value structure, development and a plan for growth. An effective performance management system can help an employee reach their full potential and this is positive for both the employee and manager. A good manager takes pride in watching an employee grow and develop professionally.
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SUGGESTIONS
Organizations should take a global look at their performance management system and have very objective goals that are tied to strategic initiatives and the performance management process. Successful organizations have learned the secret to this and while not always perfect, a constant striving to improve the process can help have the organizations reach their Vision. Performance management system should be a integrated part of an organization , all the employees should have the knowledge of performance management system by default. Performance management system could be very costly process so it should be thoroughly analyzed for feasibility.
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BIBLIOGRAPHY
BOOKS Performance Management By Robert Bacal Performance Management And Appraisal Systems By T. Venkateswara Rao Janus Performance Management System By Jon Warner
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