ON

TRAINING AND DEVELOPMENT AT USHA

MARTIN LIMITED

PREPARED FOR AND PRESENTED TO

(WIRE & WIRE ROPE SPECIALITY DIVISION, RANCHI)

UNDER THE GUIDANCE OF

Mr. ARVIND KUMAR

(HRD Manager)

SUBMITTED BY: Ajay Kumar

 CERTIFICATE
This is to certify that, AJAY KUMAR have undergone the summer project
entitle
TRAINING AND DEVELOPMENT AT USHA MARTIN LTD.”

Under our supervision and guidance.

During this project we found them to be hardworking, sincere, punctual, and

energetic and filled with keen sense of knowledge. The study and research
done is original and bonafide work done by them.

They have successfully completed this project. We wish them a bright future
in their career.

Arvind Kumar

HRD Manager

Usha Martin Limited, Ranchi

PREFACE
Theoretical Knowledge particularly in professional field is
of little significance or value without its practical
applications in real life situations. This is where summer
training helps in making we students, familiar with the
professional set up.

My summer training gave me an exposure of the

corporate culture and during this process; I came to know
the ups and downs of the job. It also gave me an
opportunity to link my theoretical knowledge with the
practical aspects of the job.

The training has really honed my skills in the functional

area of my interest. For all intends and purpose, the
project undertaken by me during the training duration
would make me stand in a good stead when I embark
upon a career as manager in any organization in the
future.
ACKNOWLEDGEMENT
Any accomplishment requires the effort of many people
and this work is also synergistic product of many minds. I
take this opportunity to thank those people who not only
helped me but provided me with encouragement and
moral support.

My sincere and deep gratitude to Mr Arvind Kumar,

Manager HRD, for his assidual guidance, continuous
encouragement and inspiring suggestions.

I am very thankful to the management of UML for giving

me a chance to do the project and that too under the
guidance of Arvind Kumar, Manager HRD.I cannot forget
his invaluable assistance and warm co-operation in all
possible ways, making this project a success. Because of
this project, I found my true mentor, philosopher and
guide, Mr.Arvind Kumar.

Ajay Kumar
Objectives of the project
In today’s competitive market, there are many manufacturers for the same product.
To secure the named position in the market, the organization needs to improve the
quality of the product and provide the best quality product to the customer at the
cheapest rate. This will result in more sales and more sales means more profits.

To achieve this strategy, the organization has to train and develop its most valuable
resource i.e. Human Resource. It is necessary to raise the skill levels and increase the
versatility and adaptability of the employees. Only a well-trained human resource
can produce quality products.

Successful candidates placed on the jobs need training to perform their duties
effectively. Workers must be trained to operate machines, reduce scrap and avoid
accidents. Managers and executives need to be developed, in order to enable them
to grow and acquire maturity of thought and action. Thus, training and development
constitute an on-going process in any organization.

Because of its importance and vital role, I SELECTED TO STUDY THE TOPIC “Training
and Development” activities in an organization which will help me to work in the hr.
field and contribute effectively to the future and upcoming challenges in the
organization where I will be working in near future.

The report consists of how the training and development activities are carried out in
UML from planning to implementation, how training affects the morale and
productivity of the employees thereby maintaining the quality of the product, how
training helps in improving the performance of employees and what is the general
attitude of employees towards training and development.
contents
Sl. Particulars Page No
No.
1. Introduction 1-2
2 Company Profile 3 – 14
3 Introduction about Training and Development 15 – 18
4 Training Methods in the organisation 19 – 21
5 Training Process 23 – 24
6 Training System at Usha Martin Limited 29 - 35
7 TPM 36 - 39
8. Methodology 40 - -41
9. Objective of the Study 42
10 Questionnaire 43 - 49
11 Suggestion 50 – 51
12 Conclusion 52
13. Bibliography 53
INDUSTRY BACKGROUND

History and material

Modern wire rope was invented by the German mining engineer Wilhelm Albert in the
years between 1831 and 1834 for use in mining in the Harz Mountains in Clausthal, Lower
Saxony, Germany. It was quickly accepted because it proved superior to ropes made of
hemp or to metal chains, such as had been used before.

Wilhelm Albert's first ropes consisted of wires twisted about a hemp rope core, six such
strands then being twisted around another hemp rope core in alternating directions for
extra stability. Earlier forms of wire rope had been made by covering a bundle of wires with
hemp.

In America wire rope was later manufactured by John A. Roebling, forming the basis for his
success in suspension bridge building. Roebling introduced a number of innovations in the
design, materials and manufacture of wire rope.

Manufacturing a wire rope is similar to making one from natural fibers. The individual wires
are first twisted into a strand, then six or so such strands again twisted around a core. This
core may consist of steel, but also of natural fibers such as sisal, manila, henequen, jute,
or hemp. This is used to cushion off stress forces when bending the rope.

This flexibility is particularly vital in ropes used in machinery such as cranes or elevators as
well as ropes used in transportation modes such as cable cars, cable railways, funiculars
and aerial lifts. It is not quite so essential in suspension bridges and similar uses.

Wire rope is often sold with vinyl and nylon coatings. This increases weather resistance
and overall durability, however it can lead to weak joints if the coating is not removed
correctly underneath joints and connections.
Lay of wire rope

Fig-1 LHOL Wire Rope

Left-hand ordinary lay (LHOL) wire rope (close-up). Right-hand lay strands are laid into a
left-hand lay rope.

Fig-2 RHLL Wire Rope

Right-hand Lang's lay (RHLL) wire rope (close-up). Right-hand lay strands are laid into a
right-hand lay rope.

The lay of a wire rope describes the manner in which either the wires in a strand, or the
strands in the rope, are laid in a helix.

Left and right hand lay

Left hand lay or right hand lay describe the manner in which the strands are laid to form
the rope. To determine the lay of strands in the rope, a viewer looks at the rope as it points
away from them. If the strands appear to turn in a clockwise direction, or like a right-hand
thread, as the strands progress away from the viewer, the rope has a right hand lay. The
picture of steel wire rope on this page shows a rope with right hand lay. If the strands
appear to turn in an anti-clockwise direction, or like a left-hand thread, as the strands
progress away from the viewer, the rope has a left hand lay.

Construction and specification

Fig-3 Wire rope construction

 Fig-4 Image of a fraying wire rope shows some individual wires .

The specification of a wire rope type – including the number of wires per strand, the
number of strands, and the lay of the rope – is documented using a commonly accepted
coding system, consisting of a number of abbreviations.

This is easily demonstrated with a simple example. The rope shown in the figure "Wire
rope construction" is designated thus: 6x19 FC RH OL FSWR
Fig-5 Description of wire rope designation

6 Number of strands that make up the rope

19 Number of wires that make up each strand

FC Fiber core

RH Right hand lay

OL Ordinary lay

FSWR Flexible steel wire rope

Each of the sections of the wire rope designation described above is variable. There are
therefore a large number of combinations of wire rope that can be specified in this manner.
The following abbreviations are commonly used to specify a wire rope.

Terminations

Fig-7 RHOL wire rope terminated in a loop with a thimble and talurit
splice
The end of a wire rope tends to fray readily, and cannot be easily connected to plant and
equipment. A number of different mechanisms exist to secure the ends of wire ropes to
make them more useful. The most common and useful type of end fitting for a wire rope is
when the end is turned back to form a loop. The loose end is then fixed by any number of
methods back to the wire rope

Thimbles

When the wire rope is terminated with a loop, there is a risk that the wire rope can bend
too tightly, especially when the loop is connected to a device that spreads the load over a
relatively small area. A thimble can be installed inside the loop to preserve the natural
shape of the loop, and protect the cable from pinching and abrasion on the inside of the
loop. The use of thimbles in loops is industry best practice. The thimble prevents the load
from coming into direct contact with the wires.

Wire rope clamps (DOG CLAMPS)

A wire rope clamp, also called a clip, is used to fix the loose end of the loop back to the
wire rope. It usually consists of a u-shaped bolt, a forged saddle and two nuts. The two
layers of wire rope are placed in the u-bolt. The saddle is then fitted over the ropes on to
the bolt (the saddle includes two holes to fit to the u-bolt). The nuts secure the
arrangement in place. Three or more clamps are usually used to terminate a wire rope.
 COMPANY BACKGROUND

INTRODUCTION OF USHA MARTIN LIMITED

Usha Martin limited is an undisputed market leader in the wire & wire ropes and specialty
product. It manufactures wire & wire rope of national and international specifications and
standard.
UML produce different wire & wire rope products, which are used in different
industries for different purpose. Some of its areas of application are mining general
engineering, fishing, shipping construction of aerial ropeways etc.
The wire and wire rope of the UML are of superior quality and are extremely
durables.

MISSION

♦ ENRICHING LIVES
We will do our best to provide quality product and services, which will improve the life style
of our users.

♦ QUALITY IS OUR FIRST PRIORITY

We aim to achieve customer satisfaction by producing quality products. No sale is a good
sale unless it fulfills our customer’s expectations.

♦ OUR WORD IS OUR BOND

Our dealers are our partners. We endeavor to practice this golden rule in all our relations
with others.

♦ INTIGRITY IS OUR COMMITMENT

The conduct of our company’s affairs must be pursued in a manner that command respect
for honesty and integrity.
 VISION

In our chosen business, we shall retain market leadership in India and shall be globally
competitive through customer orientation and excellence in quality, innovation and
technology.

Looking Back - A Brief History

1960 - The Company was incorporated as Usha Martin Black (Wire Ropes) limited having
its wire rope plant at Ranchi. The name was changed to Usha Martin Black Ltd. in 1979
and further changed to Usha Martin Industries Ltd.(UMIL) in 1983.
1962 –the production was started and the turnover that year was 996 MT and
Rs.22.34 lakhs respectively.

1965 - UMIL promoted Usha Ismal Ltd. (UIL) in collaboration with CCL Systems Ltd of UK
for the manufacture of fittings and accessories, equipment for pre-stressed concrete
system, wire ropes and wire ropes splicing equipment at Ranchi. UIL merged with UMIL in
1990 and became a division of the company

1969-promoted Usha Brecko Ltd. To design, construct and erect Arial ropeway.

1971 - UMIL promoted Usha Alloy Steels Limited (UASL) for the manufacture of billets at
Jamshedpur. UASL merged with UMIL in 1988.

1975 - UASL acquired an ongoing rolling mill at Agra.

1975 - UMIL set up its Machinery Division at Bangalore for the manufacture of Wire
Drawing and allied machines in technical collaboration with Marshall Richards Barcro
Limited (MRB) of UK.
1979 - In order to obtain steady supply of wire rods for its wire rope plant, UASL set up a
Wire Rod Rolling Mill at Jamshedpur.

1980-Promote Usha Siam steel industry Ltd. in Thailand to manufacturing wire, wire rope ,
and auto control cables.

1986-Promote Usha Beltrone Ltd. To manufacture Jelly filled.

1987 - UMIL, along with Bihar State Electronics Development Corporation, promoted Usha
Beltron Ltd. (UBL) in collaboration with AEG KABEL of Germany for the manufacture of
Jelly Filled Telephone Cables.

1993-Promoted Usha Martin Pvt. Ltd. a joint venture, to provide cellular, paging and
Telecom services.

1994-Setup software division to provide IT solutions for communication application.

Setup Usha Martin Europe Ltd. a distribution center at Glasgow, U.K.

1996-Promoted summit Usha Martin Finance Ltd. a joint venture to proved financial
services.

1997 - UMIL merged with UBL i.e. 1st October 1997.

1998-Setup Usha Martin amerces inc., distribution center in Houston.

Setup UMLcor, South Africa, a manufacture unit and distribution center in Johannesburg.

2000 - Acquisition of specialty wire rope manufacturing plant in UK “BruntonShaw”.

Commissioning of 25 MW thermal power plants for captive consumption.

2001 - – Commissioning of 2nd SMS to enhance capacity and produce quality specialty
steel.
2003 - Usha Beltron Ltd Changed its name to “Usha Martin Limited (UML). UML created
Fine Cord Plasticated coated Fine wires, household wire, Polymer coated wire, Fine
Ropes & Bright Bars manufacturing facilities in Tatisilwai- Ranchi.

2004-The company successful commissioned DRI and WHRB power plant at its steel
division in Jamshedpur.

2005-The company signs an MOU with Joh.Pengg for manufacturing of the specialty oil
tempered spring steel wire.

Commences iron ore mines successfully. Railway siding commenced.

2006-Pursuant to B.T.A. the company acquired the business of Usha construction steel ltd.
, Rolling mill at Agra w.e.f.1st-dec- 2006 as a part of the steel segment.

2007- Peng Usha Martin collaborates with Jo-Peng, Austria in 2007 for Special Wire.

2008-. In this year Usha Martin Limited has awarded for excellence in consistent TPM
(Total Productive Maintenance) in 2008 by Japan Institute of plant maintenance
(JIPM), and CII (Confederation of Indian Industries)

2009- In this year company sets some more plants inside the Tatisilwai wire and wire rope
plant and the construction and upgradation is continued, like 20MW power plant is
under construction which will increase the monthly production of the unit. A 3000 tn
capacity LRPC plant was established in this year at Tatisilwai plant.

The company acquired Netherland based distribution and Rigging Company De Ruiter
Stackable B.V.Successfull commissioning of wire rope plant at Houston, America.
 Company Profile of Usha Martin

 UML is the 2nd largest wire and rope manufacturer in the world and has the
largest variety in South East Asia.

 It is multi product, diversified engineering conglomerate with 10 production units

in India,1 in Thailand,1 in UK and 1 in Dubai.

 It is saving valuable foreign exchange by exporting by exporting its products to

42 countries like USA, Africa and Middle East, conforming to the strictest product
quality standards.

 It got the ISO 9000 Certification by BVQI in 1994.

 ICICI (BCB) did the business process re-engineering in 1996 and line system
was set up to enhance performance.

 With the modern concepts like TPM, value engineering, QC, suggestions
scheme, customer satisfaction and human resource development, UML is trying
to reach unparalleled heights.

 UML is serving through a leading daily “Prabhat Khabar”, Krishi Gram Vikas
Kendra, Usha Martin Technical Institute.
 Evolution of The Company

 Mr. B.K. Jhawar, the Chairman, established Usha Martin Limited in 1960 with the Wire
Ropes Plant, Ranchi.
 The firm was initially called Usha Martin Black as it started with collaboration between M/S
Martin Black, Scotland and Usha Automobile & Engineering Pvt. Ltd., Calcutta in 1960.
 In 1965, it backed Usha Ismal Ltd to manufacture rope accessories & splicing equipments
and merged with it in 1990.
 In 1969, it backed Usha Breco Ltd. To design, construct and erect Aerial Ropeways.
 In 1971, it backed Usha Alloys & Steel Ltd. To produce steel billets as backward integration
and merged with it in 1988.
 The collaboration with Martin Black broke up in 1975 and the company was hence called
Usha Martin Industries.
 The company set up an electrical furnace steel plant at Jamshedpur in 1973, followed by a
rod mill in 1976.
 In 1980, it promoted Usha Siam Steel Industries Ltd, Thailand to produce wire, wire ropes &
auto control cables. It set special products division to produce Hi-Tech Wire Cables.
 In 1986, UML promoted Usha Beltron Ltd. Ranchi in alliance with AEG Cable of Germany
and Bihar State Electronics Corporation to produce jelly filled telecommunication cables.
 In 1994, it set up Software Division to provide IT Solution for communication application and
Usha Martin Ltd, a distribution center at Glasgow, UK.
 Usha Martin Ltd. Merged with Usha Beltron Group in 1999 and was renamed as Wire and
Wire Rope Division within which following six companies are included: JFTC-Ranchi, Wire
And Wire Rope Division Ranchi, Usha Ismal Division – Ranchi, Usha Alloys & Steel –
Jamshedpur, Usha Machinery Division – Bangalore and Rod-Mill Division – Agra.
Other Particulars IN USHA MARTIN L.T.D

Location Chotanagpur Plateau

Plant Area 112 Acres
Nearest Town Ranchi (13 Km)
Nearest Railway Station Tatisilwai (1 Km)
Nearest Airport Ranchi (17 Km)
Nearest Highway N H-33 (8 Km)
Nearest Port Kolkata (412 km)
Power Contracted demand 8000 KVA
Source-JSEB
Water 2400-3200 m3/day
Sources Subernekha River

Eastern Region –

► Indian Ropeways and company limited, Kolkata.

► Til limited, Kolkata
► Unimesh lifting equipment, Howrah.
► Steel Authority of India, Ranchi.
► Indian Iron and steel company Jamshedpur
► Vil India limited, Darjeeling.
► HEC, Ranchi
► TISCO, Jamshedpur.
► CCL, Ranchi.
Western Region -

► Grammon India Limited, Mumbai

► Parekh & sons, Bhavnagar
► Premier mills and stores, Ahmadabad.
► Fortune Engineering Industries, Mumbai
► Jindal Strips ltd.
► ONGC, Ankaleshwar
► Mazgaon Docks, Mumbai
► Essar steels, Surat
► Mukund Steels limited.
► ACC, Adilabad
► Reliance Industrial Infrastructure, Jamnagar
► Nuclear Power Corporation of India.Tarapur

Northern Region -
► Hindustan electro graphite limited, Mandideep
► Bhel, Panipat
► Vee states corp. kathgodam
► Roshan Jain Company limited, Udaipur
► Hindustan copper limited.
► Maruti udyog limited
► Northern coalfield limited

Southern Region –
► United Marine Raders, kollam.
► Kec Information Limited.
► Larsen & Turbo limited.
► Johnson lifts private limited, Chennai
► Marine Trade link, Kottayam.
OVERSEAS PART OF USHA MARTIN LIMITED
Africa –
Allexandria Onne
Monibasa Durban
Tincan Island Appaport

Europe –
Aerbiljan Wopenhasen
Bergen Workshop
Fdiestoue Baku

America -
Philadelphia Van conver
Houston LasAngels
Portland Neworleans
Oakland Edmontan
Chicago Wrpuschristi
Halifax Toranto
Newyourk Buston

Australia-
Brisbain Freemental
Melbourne Sydney

Middle East –
Doha Daman
Muscat Abudhabi
Jebelali Kuwati
 Various Products of UML & Its Application

Wire Range Application wire

Needle wire Needle Industry
Steel spring wire spring
Cycle spoke wire cycle Industry
Motorcycle spoke Motorbike Industries wire
Low carbon wire various Industries carbon wire
Staple pin wire staple wire

Ropes & Strands:

LRPC Bridge construction
P.C Strands Railways
Guide rope Arial
Locked coil wind mines rope
Aerial ropes Aerial ropeways
Oil drilling rope oil drilling sector
Bridge rope Bridges
Engineering ropes cranes, wireless making
Fishing ropes fishing
Elevator rope Hoisting
Excavator rope mines

Sources of Raw Materials

Raw materials Sources

Steel Wire Rod (90% - 96%) UMIL, Jamshedpur

Steel Wire Rod (4% - 10%) Imported from Germany, Japan, etc.
Fibre Core M/s. Chotanagpur Wire Rope
Other Raw material (Zinc) M/s. Hindustan Zinc & Other
Supplies 25% & balance is reported
Different types of wire ropes

Fishing Ropes
Advantage Of Finished Products

Rope:
General engineering rope, Flattened strand, Elevator rope, Non-rotating rope, finished rope, Mining
rope, Hyplex rope, Locked coil winding, Track rope.
Wire:
Auto spoke, Cycle spoke, PC Strand, Rolling shutter, ACSR, PC wire Indexed & plain.
Fine Cord:

Usha Martin, extended vast experience in rope making technology towards manufacturing
of Fine Cords. Usha Martin Fine Cords find application as the inner element for the
Automotive Control Cables and also in boring applications and as Pull Cord cables for
laying of Television cables.

Size range:

The size range for overall diameter of finished cords is 1.20mm to 6.00mm.

Low relaxation prestressed concrete (LRPC) Strands:

In keeping with the demands of the international market, we have introduced Low
Relaxation Prestressed Concrete (LRPC) Strands for the construction industry in 2001. A
steel member that is prestressed and embedded in concrete loses the initially applied
stress exponentially with the passage of time. The single most important factor attributing
to this loss in stress relaxation property of the steel itself. By treating the steel through a
thermo mechanical process known as stabilizing, the propensity of the steel to "relax”
under a stressed condition is controlled to a great extent.

Some of the main advantages that our customers derive by using low relaxation strands
are listed below

 Up to 10% reduction in steel requirement possible

  Saving in number of anchorages, ducts, sheathings, wedges and labour resulting in
overall reduction of project cost.

 Reduction in concrete requirement due to reduced size of structural members

 Hot stretch process used during the manufacture of LRPC strands produces a
nearly straight strand, thereby eliminating necessity for extra post straightening
treatment.

Applications:

Pre-stressed concrete girders for road, river & railway bridges and flyovers, pre-stressed
concrete domes, slabs, silos, hangars, aqua ducts, viaducts & railway sleepers.

Patenting & Galvanizing facility:

* 50ft electrically fired furnace with inline cleaning, coating, galvanizing facilities.
* 30ft propane fired LeFour furnace with inline cleaning, coating, and galvanizing facilities.
* 30ft propane fired rod DSW patenting furnace
* Galvanizing plants of different capacities
* Stress relieving facilities for wires and strands
* Annealing furnaces (bell type)
* Vacuum annealing furnace
* PLC driven automatic pickling plant
* manually operated pickling plant

Branches of Usha Martin

JFTC Ranchi
Wire ropes and specialty product Division Ranchi
Usha Ismal Division Ranchi
Usha Alloys and steel Jamshedpur
Usha Machinery Ranchi
Red Mill Division Agra
 Group of Companies

Manufacturing companies:-

 Usha Siam Steel Industries public Company Limited, Thailand

(USSIL)
A subsidiary of the group, it manufactures wire and wire ropes and has an
annual capacity of 30,000 MT.

 European Management & Marine Corporation Limited (EMM)

Located at Aberdeen, UK, it specializes in providing services in
connection with oil drilling and exploration activities. Manufactures and
sells wire ropes and related services like chains, anchors and end
terminations. EMM (UK) has two subsidiaries namely EMM CASPIAN
LIMITED & EMM KAZAKESTAN LIMITED.
 Brunton Shaw UK Limited (BSRK)
Acquired by the group in 2001, this subsidiary of the group has a state of
the art manufacturing facility at Nottinghamshire, UK for producing 12,000
MT per year of high end steel wire rope.

 Brunton Wolf Wire Rope FZE Co.

Brunton Wolf Wire Rope FZE Co. established in 25 th September 2003. It
is the first wire rope factory in Middle East, situated in Jabel Ali Free Zone
Enterprise (FZE). The main objective of the concern is to satisfy the huge
requirement of steel wire ropes specially for Oil and Construction sector.
The plant has the manufacturing capabilities of steel wire ropes, Non
rotating 35x7 Crane Rope, wire rope slings for oil rigging. It has already
started regular business in various Middle East countries as well as
 export to Singapore, U.K. & Europe. In near future plant will be making
elevator, fine cord in association with Gustav wolf –Germany.

 UM Cables Limited (UCL)

A wholly owned subsidiary of Usha Martin Group located at Silvassa,
Western India, Manufactures PIJF Copper Telecom cables and Optical
Fibre Cables and has an annual capacity of 2.9 MCKM and 35,000 RKM
respectively.

Information Technology:-

 Usha Communications Technology

Usha Communications Technology is a high and telecom software
products company and offers range of solutions that cover the needs of
the next generation communication providers, both emerging and
established.

Sl. No. NAME OF INDUSTRIES PRODUCT NAME

1. Usha Martin Industries Wire & Wire rope
2. Usha Braco Ltd. Rope way Project
3. Usha Alloy and Steel Div.(JSR) Wire Rod
4. USSL, Agra. Alloy
5. Prabhat Khabar News Paper
6. Usha Martin Telecom Ltd. Cellular & Paging
Services
7. Usha Martin Europe Ltd. Wire & Wire Ropes
8. Usha Martin America Ltd. -Do-
9. Usha Martin South Africa Ltd. -Do-
10. Usha Martin Scandinavia Ltd. -Do-
11. Kgvk, Rukka. Agriculture
Products
12. Usha Ismal Ltd. Mechanical Splicing
Equipments
13. Usha Unis, Yugoslavia Steel Wire Ropes &
Strands
14. Usha Siam & Steel Ltd., Thailand Wire & Wire Ropes
15. UML special steel ltd. Patratu Alloy Steel
16. UML Machinery Division Bangalore Wire drawing & Rope
making machine
17. Summit Usha Martin Finance ltd. NBFC
18. SPCD Bright Bar,conveyor
Cord Nylon, coated
wire

STANDARD SPECIFICATION
UML has grown into multinational organization, which manufactures wide range of wire
and rope as per national and international standards and specifications, such as:

INDIAN STANDARD SPECIFICATIONS:

 ISO specification

 British Standard specification

 American Petroleum Institute

 Indian Railway specification

 Defense Department specification

 Lloyd’s specification

 ASTM specification

 Australian specification

 Canadian specification

 Federal American specification

 Indian Standard

Approved By:
 Indian Standard Institute

 Director general of mines and safety

 Lloyd’s register of shipping

 American Petroleum Institute

 American Bureau of shipping

 Director general of supplies and disposal

 Det Narske vertias

As UML is ushering in an era of Total Quality Management, it has adopted a strategy to

impart TQM to its people, plant and machinery. It has identified the most effective tool to

promote a quality culture, which is transparent through communication and motivation. It

has chosen the root of commitment to total quality and to become the global leader in wire

and wire ropes segment.

Competitors for Usha Martin Ltd.

GLOBAL COMPETITORS IN INTERNATIONAL MARKETS

COMPANY COUNTRY
Kiss wire Korea
British Rope U.K.
Haggier rand South Africa
Fedger Switzerland
Austria drought Austria
Casar Germany
Bridon Germany
Dietz Germany
John Shaw U.K.
Redaelli Italy
SFE Spain
Teufelberger Austria
Pfeiffer Switzerland

DOMESTIC COMPETITORS IN INDIA

South India wire Kerala
Bombay Wire Ropes Maharashtra
Bharat Wires Ropes Maharashtra
Indore Wire Ropes Indore
Asian Wires Ropes Andhra Pradesh
Mickey Wire Ropes Jharkhand
Garware Ropes Maharashtra

Fig-9 Usha Martin-Global Presence

 Management profile

Table1- Board of Directors

Name Designation

Mr. B.K. Jhawar Founder Chairman

Mr.Rajiv jhawar Managing Director

Mr. Prashant Jhawar Vice Chairman

Dr. P. Bhattacharya Joint Managing Director

Mr. U.V. Rao Director

Mr. N. J. Jhaveri Director

Mr. Ashok Basu Director

Mrs. Neeta Mukherjee Director (Nominated by ICICI)

Mr. Suresh Neotia Director

Mr. Rajesh Mandal Director

Social Commitment Through Krishi Gram Vikas

Kendra
Management commitment and support since 1977
"in every village where hunger persists, human being must be
empowered to discover

Their own vision express their own leadership, create their own solutions
and work together to achieve their own success"
KGVK Activities

 Augmenting water resources through watershed management

 Sustainable income generation through cottage industries & live

stock management

 Capacity building through "Agivika Research & Training Center"

 Health & family welfare programmes

 women empowerment thru "Swashakti" programme

KGVK Projects

In partnership with grass root civic society, corporate and government

• India Canada environment facility (ICEF) project - for water resources

conservation & conjunctive utilisation for environmental restoration

( project cost Rs 10.0 cr)

• ICICI - cini project - for primary health services at the grass root level
project cost Rs. 2.0 cr)

• project with us aid along with cepda - for training barefoot workers in
villages for making them 1st point of contact in village health services

• Projects with government of India for water shed, women

empowerment, education etc.

• Total projects worth Rs.18 cr in hand

TRAINING AND DEVELOPMENT

(A theoretical framework)
INTRODUCTION ABOUT TRAINING AND
DEVELOPMENT

It is a learning process that involves the acquisition of

knowledge, sharpening of skills, concepts, rules, or changing of
attitudes and behaviours to enhance the performance of
employees.

Training is activity leading to skilled behaviour.

 It’s not what you want in life, but it’s knowing how to
reach it

 It’s not where you want to go, but it’s knowing how to get
there
 It’s not how high you want to rise, but it’s knowing how to
take off
 It may not be quite the outcome you were aiming for, but
it will be an outcome
 It’s not what you dream of doing, but it’s having the
knowledge to do it
 It's not a set of goals, but it’s more like a vision
 It’s not the goal you set, but it’s what you need to achieve
it

Training is about knowing where you stand (no matter how

good or bad the current situation looks) at present, and where
you will be after some point of time. Training is about the
acquisition of knowledge, skills, and abilities (KSA) through
professional development. Training is a very commonly used
word , so it features heavily in training programme but learning
is in many ways a better way to think of the subject because
learning belongs to the learner whereas training traditionally
belongs to the trainer or the organisation.it helps improve
quality , customers satisfaction ,management succession ,
business development, and profitability.

Importance Of Training and

Development

Optimum Utilization of Human Resources – Training and

Development helps in optimizing the utilization of human
resource that further helps the employee to achieve the
organizational goals as well as their individual goals.

 Development of Human Resources – Training and

Development helps to provide an opportunity and broad
structure for the development of human resources’
technical and behavioural skills in an organization. It also
helps the employees in attaining personal growth.
 Development of skills of employees – Training and
Development helps in increasing the job knowledge and
skills of employees at each level. It helps to expand the
horizons of human intellect and an overall personality of
the employees.

 Productivity – Training and Development helps in increasing

the productivity of the employees that helps the organization
further to achieve its long-term goal.

 Team spirit – Training and Development helps in inculcating

the sense of team work, team spirit, and inter-team
collaborations. It helps in inculcating the zeal to learn within
the employees.

 Organization Culture – Training and Development helps to

develop and improve the organizational health culture and
effectiveness. It helps in creating the learning culture within
the organization.
 Organization Climate – Training and Development helps
building the positive perception and feeling about the
organization. The employees get these feelings from leaders,
subordinates, and peers.

 Quality – Training and Development helps in improving upon

the quality of work and work-life.

 Healthy work environment – Training and Development

helps in creating the healthy working environment. It helps to
build good employee, relationship so that individual goals
aligns with organizational goal.

 Health and Safety – Training and Development helps in

improving the health and safety of the organization thus
preventing obsolescence.

 Morale – Training and Development helps in improving the

morale of the work force.
 Image – Training and Development helps in creating a
better corporate image.

 Profitability – Training and Development leads to improved

profitability and more positive attitudes towards profit
orientation.

Training and Development aids in organizational

development i.e. Organization gets more effective decision
making and problem solving. It helps in understanding and
carrying out organisational policies. Training and
Development helps in developing leadership skills, motivation,
loyalty, better attitudes, and other aspects that successful
workers and managers usually display.

Importantly, however the most effective way to develop

people is quite different from conventional skills , training ,
which lets face it many employees regard quite negatively .
they won’t enjoy it much because its about work , not about
described in themselves as people.The most effective way to
develop people is instead to enable learning and personal
development with all that this implies.So, as soon as it has
covered the basic work related skills training that is much
described in this section focus on enabling learning and
development for people as individual which extents the range
of development may outside traditional work skills and
knowledge and creates for more exciting liberating
motivational opportunities for people and for employees.

DIFFERENCE BETWEEN TRAINING AND

DEVELOPMENT
TRAINING;

1. It is a procees of increasing knowledge and skills.

2. It is to enable the employee to do the job better.
3. It is a job oriented process.

DEVELOPMENT;

1. It is a process of learning and growth.

2. It is to enable the overall growth of the employee.
3. It is a career oriented process.

The field of training and development concered with improving

deals with the design and delivery of learning to improve
performance within the organisation. Some one has rightly said

’’ if you wish to plan for a years ,sow seeds .

If you wish to plan for a ten years ,plant trees

If you wish to plan for a life time , develop people.

Need of training and development

When jobs where are simple, easy to learn and influenced to
only a small degree by technological change, there was little
need for employees to upgrade or alter their skills. But the
rapid changes taking place during the last quarter century in
our highly sophisticated and complex society have created
increase pressure for organisation to readapt the products and
service produced , the manner in which products and service
are produced and offered the types of job required and the
types of skills thus as job have become more complex the
importance of employees training has increased.

Importance Of Training Objectives

Training objectives are one of the most important parts of

training program. While some people think of training objective
as a waste of valuable time. The counterargument here is that
resources are always limited and the training objectives
actually lead the design of training. It provides the clear
guidelines and develops the training program in less time
because objectives focus specifically on needs. It helps in
adhering to a plan.

Training objective tell the trainee that what is expected out

of him at the end of the training program. Training objectives
are of great significance from a number of stakeholder
perspectives,

1. Trainer

2. Trainee
3. Designer
4. Evaluator

Trainer – The training objective is also beneficial to trainer

because it helps the trainer to measure the progress of trainees
and make the required adjustments. Also, trainer comes in a
position to establish a relationship between objectives and
particular segments of training.
Trainee – The training objective is beneficial to the trainee
because it helps in reducing the anxiety of the trainee up to
some extent. Not knowing anything or going to a place which is
unknown creates anxiety that can negatively affect learning.
Therefore, it is important to keep the participants aware of the
happenings, rather than keeping it surprise.

Secondly, it helps in increase in concentration, which is the

crucial factor to make the training successful. The objectives
create an image of the training program in trainee’s mind
that actually helps in gaining attention.

Thirdly, if the goal is set to be challenging and motivating, then

the likelihood of achieving those goals is much higher than the
situation in which no goal is set. Therefore, training
objectives helps in increasing the probability that the
participants will be successful in training.

Designer – The training objective is beneficial to the training

designer because if the designer is aware what is to be
achieved in the end then he’ll buy the training package
according to that only. The training designer would then look
for the training methods, training equipments, and training
content accordingly to achieve those objectives. Furthermore,
planning always helps in dealing effectively in an unexpected
situation. Consider an example; the objective of one training
program is to deal effectively with customers to increase the
sales. Since the objective is known, the designer will design a
training program that will include ways to improve the
interpersonal skills, such as verbal and non verbal language,
dealing in unexpected situation i.e. when there is a defect in a
product or when a customer is

angry.
Therefore, without any guidance, the training may not be
designed appropriately.
Evaluator – It becomes easy for the training evaluator to
measure the progress of the trainees because the objectives
define the expected performance of trainees. Training objective
is an important to tool to judge the performance of
participants.

Training Design
The design of the training program can be undertaken only
when a clear training objective has been produced. The training
objective clears what goal has to be achieved by the end of
training program i.e. what the trainees are expected to be able
to do at the end of their training. Training objectives assist
trainers to design the training program.

The trainer – Before starting a training program, a trainer

analyzes his technical, interpersonal, judgmental skills in order
to deliver quality content to trainers.

The trainees – A good training design requires close

scrutiny of the trainees and their profiles. Age, experience,
needs and expectations of the trainees are some of the
important factors that affect training design.

Training climate – A good training climate comprises of

ambience, tone, feelings, positive perception for training
program, etc. Therefore, when the climate is favorable nothing
goes wrong but when the climate is unfavorable, almost
everything goes wrong.

Trainees’ learning style – the learning style, age,

experience, educational background of trainees must be kept in
mind in order to get the right pitch to the design of the
program.
Training strategies – Once the training objective has been
identified, the trainer translates it into specific training areas
and modules. The trainer prepares the priority list of about
what must be included, what could be included.

Training topics – After formulating a strategy, trainer

decides upon the content to be delivered. Trainers break the
content into headings, topics, ad modules. These topics and
modules are then classified into information, knowledge, skills,
and attitudes.

Sequence the contents – Contents are then sequenced in a

following manner:

 From simple to complex

 Topics are arranged in terms of their relative importance
 From known to unknown
 From specific to general
 Dependent relationship

Training tactics – Once the objectives and the strategy of the

training program becomes clear, trainer comes in the position
to select most appropriate tactics or methods or techniques.
The method selection depends on the following factors:

 Trainees’ background
 Time allocated
 Style preference of trainer
 Level of competence of trainer
 Availability of facilities and resources, etc
TRAINING EVALUATION
The process of examine a training program is called training
evaluation. Training effect checks the whether training has had the
desired . Training evaluation ensures that whether candidates are
able to implement their learning in their respective workplace or to
the regular work routines.

Feedback –it helps in giving feedback to the candidates by defining

the objective and linking it to learning outcomes.

Research – it helps in ascertaining the relationship between acquired

knowledge transfer of knowledge at the work place and training.

Control- it helps in controlling the training program because if the

training is not effective , then it can be deal with accordingly.

Intervention – it helps in determining that whether the actual

outcomes are aligned with the expected outcomes.

TRAINING SYSTEM
There are several traditional systematic approaches to trainingsuch
as performance based training. This approach have some common
elements--
TRAINING SYSTEM
ANALYSIS

IMPLEMEN
T

DEVELOP Evaluate DESIGN

Basically training needs depends & traced by these five attributes of

system in the organisation. By the help of these life cycle an
organisation can evaluate the employee individual performance as
well as organisation performance.
 In training system resource can therefore be all sorts of
things. For example , a single tiny inspirational quotation is a
source . and a big organisational learning and development
manual is a resource.
More examples of resources are
 Team building games or exercise
 Testing investment for individual and teams
 Case study and best practices example
 Samples and examples
 Manuals and guideline
 Books , magazine , journals , newsletter , newspaper
 Films , videos and clips
 Pieces or music
 Quizzes ,question and answer
 Websites and WebPages
The most powerful resources are those which enable
significant relevant improvement quickly and easily

IMPLEMENT
1. Course in five days or less
3 hrs of preparation for each hour of training
2. Courses is between five and ten days
2.5 hrs of preparation for each hrs of training
3. Courses is over 10 days
 2 hrs of preparation for each hrs of training

ANALYSIS

BUSSINESS NEDS ARE LINKED

TO RESULTS
TO BEHAVIOR
JOB NEEDS ARE LINKED

LINKED TO REACTION
INDIVIDUAL NEEDS ARE
ANALYSIS( CATEGORY
OF ANALYSIS)

TRAINING NEEDS ARE LINKED

TO LEARNING

DEVELOP
 DEVELOPING ACTIVITIES

CORUM ACTIVITIES ONRAMPING WHAT DO

THEY NEED TO LEARN

LEADERSHIP AND CREATE LEARNING

SUCCESS IN PLATFORM
ORGANISATION

PERFORMANCE
ON THE JOB APPLICATION
MANAGEMENT SYSTEMS
WHAT DO THEY NEED
AFTER THE CLASS

CHANNEL—
CONFLICT
 KNOWLEDGE
MANAGEMENT IN  PERFORMANCE AIDS
ORGANISATIONAL  SKILLS
 TASK
 GOAL

DESIGN
  Instructional guideline
 Time line
 Informal learning
 Learning organuisation profile
 Learning statistics & benchmark
 A trainee toolbox of templates , outlines
 Develop diversity
 Creativity-
Innovative
Critical thinking
Brainstorming
 Performance coaching
 Train the trainer degrees, certificates, and course
 Left brain , right brain metaphor
 Estimation design cost and development times
 TRAINING SYSTEM AT UML

(The actual study conducted)

IDENTIFICATION OF TRAINING NEEDS

In UML, the following four methods are adopted to identify training

requirements in the organisation.
 1. Individual needs
2. Organisational needs
3. Skill evaluation
4. TPM pillars

Individual needs
The individual needs arise due to the individual needs of the employees
working in the organisation.

Following factors affect the individual needs.

a) Development needs in the present job which makes the

employees more efficient in their present jobs.
b) Change in job where the employees are shifted to some other job
bring about some minor changes in their responsibilities
c) Change in the process of doing the present job so as to allow
technology up gradation.

Such training requirements are identified through the performance

appraisals undertaken by the departmental needs. Such training
arises due to the developmental needs of the employees. For
instance, initially most of the work at UML was being done manually
but with the advent of computers, the existing workforce had to be
given the education in computers and this became essential for the
organisation. Thus, this gave rise to training need i.e. training of
employees in computers.

Organisational needs

The organisational needs are different from the personal needs on the
grounds that the personal needs cater to an individual requirement while
organisational needs spread across the organisation. They are required
at all levels of organisation. The following factors affect the
organisational needs.
 a) The change in the policies and procedures of the management
lead to training requirement.
b) Multi-skilling which helps the individual in forming more than
one type of related job.

For instance, the ISO 9000 quality certification are required certain
changes in the management procedure and so it called for a training
programme to make the employees aware of the new requirements.

The TPM certification ( Total Productive Management) was a mass

awareness programme which was conducted in batches. Training
business strategy in the current changing environment and for this an
organisation needs to be flexible to be able to adapt to the changing
requirements . In the process it becomes essential to train and develop
the human resource in order to deliver efficiently.

Skill Evaluation

Skills required for specific jobs are identified and listed after discussion
with the departmental heads. There are in all 25 skill attributes, some of
them being

 Operational skills
 Quality Checking
 Analytical skills
 Maintenance skills( cleaning, inspection, tightening and
lubrication)

A radar chart is made on all these 25 attributes where skill mapping is

done for each worker/operator. Before that a skill matrix is formed for the
employees and they are graded against each skill.

There are four levels:

L1 - cannot do
 L2 – can do

L3 – can do with efficiency

L4 – can teach with efficiency

The levels L3 and L4 are only acceptable. After making the skill map
and the skill matrix,the gap between between the present state and the
desired state of an employee becomes clear and that becomes the
organizational need of that person. After analyzing the gap, the skill
development programme is planned and conducted.

Skill evaluation not only motivates the workers as the management

recognizes their skill but also reduces the outside faculty if available in
house.

TPM Pillars

The training needs also arise out of the different pillars of TPM. And
these training needs not only cater to the individual but organisational
needs as well. The pillars of TPM are later discussed in the report.

Each pillar has its certain objectives and training needs are identified
against these objectives. For instance, objectives of safety,health and
environment are to minimize or eliminate the causes of accidents and if
any accident occurs then the root cause is analysed. If it is due to poor
skill and knowledge of an individual then corrective actions are taken to
improve skill by providing training to the employees related to that task.
However, zero accidents can’t be achieved only through corrective
action; one also has to be proactive. Preventive actions are taken to
improve all similar job holders for which the required training is provided.

The Planned Human Resource Department Committee(PHRDC):

All the training needs identified are compiled in the PHRD committee.
PHRDC is the apex training body. The unit head is the head of the
committee and all the HOD’s are the members of the committee. The
PHRDC meeting is held twice a year. Before going for the meeting the
HRD head has to make an agenda for the meeting. The minutes of the
PHRDC meetings are maintained and are circulated to members and
any other authority with whom the responsibility is entrusted arising out
of the deliberations of the PHRDC.

The PHRDC consists of the following members:

a) The chief operating officer(COO)

b) The Management Representative
c) Head HRD (also the secretary and convener)
d) Head of all departments

The following points are discussed during the meeting:

1) Reviews the adequacy and effective implementation of the system

of identifying training needs and indoctrination of task performers
whose performance affects product quality.
2) Reviews the mandatory qualifications of task performers
performing special processes.
3) Reviews the training and indoctrination of personal responsibilities
for testing and inspection.
4) Recommends strategy for effectively implementing indoctrination
and providing training.
5) Recommends the infrastructural additions, modifications and
acquisition of hardware, software and facilitates to effectively
impart on-the-job and off-the-job training and indoctrination.
6) Suggests methods for and review of the efficacy of training
imparted.
7) Recommends mass coverage training required for all sections of
employees which would improve their awareness and knowledge
 for the effective implementation of the quality systems and aims at
continuous improvement.

Responsibility and authority:

1. The responsibility for identification of training needs rests with

COO in respect of training needs for himself and for the senior
executives directly reporting to him.
2. The training needs of head of departments including the MR are
identified by the respective senior executives to whom they are
reporting.
3. The head of departments shall identify the training needs for all
employees reporting to them.
4. The training needs of the personnel carrying out internal Quality
Audit are identified by the MR.
5. The training needs of the personnel performing inspection and
testing are identified by head QA.
6. The training needs associated with awareness of quality policy are
identified by head HRD.
7. Where there is requirement of training that needs to be provided to
all personnel or large sections of employees of the company, such
needs will be identified as mass coverage training by the PHRDC
and would be treated as a training need for such group of
employees, without the specific approval of the HOD concerned.
8. The training/retraining of personnel performing special processes
stand automatically identified in the event of their failing of meeting
the acceptance criteria in the pre-qualification tests conducted
annually.
9. The responsibility of providing training rests with the head HRD.
10. Training in the form of orientation or on-the- job training
within the department for the new entrants rests with the head of
the department concerned.
 11. The responsibility for sparing participants to attend training
programmes as per schedules notified rests with the HODs.

TYPES OF TRAINING AT UML(An Overview)

Managerial/Non technical training)

1. Attitudinal development
2. Strategic change
3. Effective personal productivity
4. Communication skills
5. Presentation skills
6. Emotional Intelligence
7. Interpersonal relation
8. Problem solving/decision making
9. Transactional analysis
10. Stress Management
11. Time Managemant
12. TPM Management

Technical training

For workers

a) Basic technical training(BTT): Here the workers are taught all the
basics starting from mathematics, limits, tolerance, general
technical topics, lubrication basics, welding, basics of engineering,
drawing etc. Those workers whose qualification level is less than
ITI are given this training. The module comprises of 60%
theoretical training and 40% practical training.
b) Advance technical training(ATT): This training basically teaches
the workers different maintenance techniques
c) Butt Welding training
d) Skill Development Training: This training is based on the skill
attributes. Here the workers are given training according to the
divisions where they work- Wire mill, Furnace or Ropery.
For officers:

a) Problem Solving
b) Decision Making
c) Patenting, galvanizing
d) Wire drawing
e) Rope making
f) Rope design
g) Basics of ISO
h) Rope and wire application
i) TPM related training
j) Training for trainers
k) Supervisory skills.
TPM (Total Productive Maintenance)
History
TPM is an innovative Japanese concept. The origin of TPM can be
traced back to 1951 when preventive maintenance was introduced in
Japan. However the concept of preventive maintenance was taken from
USA.

Nippondenso was the first company to introduce plant wide preventive

maintenance in 1960. The routine maintenance of equipment would be
carried out by the operators,(this is Autonomous maintenance, one of the
features of TPM ). Maintenance group took up only essential
maintenance works. The maintenance crew went in the equipment
modification for improving reliability. The modifications were made or
incorporated in new equipment. This leads to maintenance prevention.
Thus preventive maintenance along with Maintenance prevention and
Maintainability Improvement gave birth to Productive maintenance. The
aim of productive maintenance was to maximize plant and equipment
effectiveness. Nippondenso of the Toyota group became the first
company to obtain the TPM certification.

Motives of TPM

1. Adoption of life cycle approach for improving the OEE.

2. Improving productivity by highly motivated Workforce.

 3. The use of voluntary small group activities for identifying the
cause of failure, possible plant and equipment modifications.

Uniqueness of TPM

The major difference between TPM and other concepts is that the
operators are also made to involve in the maintenance process. The
concept of "I ( Production operators ) Operate, You ( Maintenance
department ) fix" is not followed. It is about change in mindset brought
about by involvement, participation & sense of ownership.

TPM Objectives

1) Achieve Zero Defects, Zero Breakdown and Zero accidents in

all functional areas of the organization.

2) Involve people in all levels of organization.

3) Form different teams to reduce defects and Self Maintenance.

Direct benefits of TPM

1) Increase productivity and OEE(Overall Equipment Effectiveness)

by 1.5 or 2 times.

2.) Rectify customer complaints.

3) Reduce the manufacturing cost by 30%.

4) Satisfy the customer’s needs by 100 % (Delivering the right

quantity at the right time, in the required quality.)

5) Reduce accidents.

6) Follow pollution control measures.

Indirect benefits of TPM

1.) Higher confidence level among the employees.

2) Keep the work place clean, neat and attractive.

3) Favourable change in the attitude of the operators.

4) Achieve goals by working as team.

5) Horizontal deployment of a new concept in all areas of the

organization.

6) Share knowledge and experience.

7) The workers get a feeling of owning the machine.

Tpm pillars:

There are eight pillaRS OF TPM.

1. JISHU- HOZEN / AUTONOMOUS MAINTENANCE

Types of maintenance

1. Breakdown maintenance:

It means that people wait until equipment fails and repair it. Such a thing
could be used when the equipment failure does not significantly affect
the operation or production or generate any significant loss other than
repair cost.
2. Preventive maintenance (1951):

It is a daily maintenance (cleaning, inspection, oiling and re-tightening),

design to retain the healthy condition of equipment and prevent failure
through the prevention of deterioration, periodic inspection or equipment
condition diagnosis, to measure deterioration. It is further divided into
periodic maintenance and predictive maintenance. Just like human life is
extended by preventive medicine, the equipment service life can be
prolonged by doing preventive maintenance.

a. Periodic maintenance (Time based maintenance - TBM):

Time based maintenance consists of periodically inspecting, servicing

and cleaning equipment and replacing parts to prevent sudden failure
and process problems.

b. Predictive maintenance:

This is a method in which the service life of important part is predicted

based on inspection or diagnosis, in order to use the parts to the limit
of their service life. Compared to periodic maintenance, predictive
maintenance is condition based maintenance. It manages trend
values, by measuring and analyzing data about deterioration and
employs a surveillance system, designed to monitor conditions
through an on-line system.

3. Corrective maintenance (1957):

It improves equipment and its components so that preventive

maintenance can be carried out reliably. Equipment with design
weakness must be redesigned to improve reliability or improving
maintainability
4. Maintenance prevention (1960):

It indicates the design of new equipment. Weakness of current machines

are sufficiently studied (on site information leading to failure prevention,
easier maintenance and prevents of defects, safety and ease of
manufacturing) and are incorporated before commissioning a new
equipment.

METHODOLOGY
STEP A - PREPARATORY STAGE:

Announcement by Management to all about TPM introduction in the

organization:

Proper understanding, commitment and active involvement of the top

management in needed. Senior management should have awareness
programs, after which announcement is made to all. Publish it in the
house magazine and put it in the notice board. Send a letter to all
concerned individuals if required.

Initial education and propaganda for TPM:

Training is to be done based on the need. Some need intensive training

and some just an awareness. Take people who matters to places where
TPM is already successfully implemented.

Setting up TPM and departmental committees:

TPM includes improvement, autonomous maintenance, quality

maintenance etc., as part of it. When committees are set up it should
take care of all those needs.

Establishing the TPM working system and target :

Now each area is benchmarked and fix up a target for achievement.

A master plan for institutionalizing:

Next step is implementation leading to institutionalizing wherein TPM

becomes an organizational culture. Achieving PM award is the proof of
reaching a satisfactory level.

STEP B - INTRODUCTION STAGE

This is a ceremony and we should invite all. Suppliers, related

companies and affiliated companies who can be our customers, sisters
concerns etc. Some may learn from us and some can help us and
customers will get the communication from us that we care for quality
output.

STEP C – IMPLEMENTATION STAGE

In this stage eight pillar activities are carried and the effects & benefits
from TPM are assessed.

STEP D - INSTITUTIONALISING STAGE

By all the above activities one would has reached maturity stage. Now is
the time for applying for PM award. Also think of challenging level to
which you can take this movement.
 5S

OBJECTIVES OF THE STUDY

The project includes detail study of the Training & Development System
of Usha Martin Limited Co.

 It help employees in achieving their personal goals, which in turn,

enhances the individual contribution to an organization.

 It assist the organization with its primary objective by bringing

individual effectiveness.
 It deals with maintaining the department’s contribution at a level
suitable to organization’s needs.

 Its ensure that an organization is ethically and socially responsible

to the needs and challenges of the society.

 Improving the performance of managers

 Enabling the senior managers to have an overall perspective about

the organization and also equipping them with the necessary skills
to co-ordinate the various units of the organization.

 Identifying employees with executive talent and developing them

so that they can occupy managerial positions in the future and also
perform more effectively.

 Improving the analytical and logical skills of employees.

 Providing insights into conceptual issues relating to economic,

technical and social areas.

 Improving human relations skills and encouraging creative

thinking.
QUESTIONARRIE
QUESTIONS
 1.Is expenses on training a wastage?
Q1. Training is helpful in solving experimental problem?
Q2. .Do the training programs organized improves the skills in latest

technologies?
Q3. Which type of training Programs employees have undergone from time

Q4. Tick the training programs/sessions you have undergone so far a

Management development program

Q5. Are the training programs helpful in your work life?
Q6. Are you satisfied with the quality of the training programs?

Q8. Are you encouraged undergoing training/study tours in other

manufacturing units?
Q9. Are you satisfied with the induction training given to you at the time of

joining?

Q10. The motivation after undergoing training programs is generally.....

Q11. Does the environment in training programs is suitable for employees

at all levels?
Q12. Is there any improvement/efficiency in your work /job after the

training?
SUGGESTIONS
 More of case studies solving and role plays should be encouraged
not only for the training programme for the officers but also for the
workers.

 The reward system should be made very strong so that the

workers and the employee get motivated to give their best to the
organization and that would enhance organization’s citizenship
behaviour. The best employee or the worker can be made a
trainee or supervisor which would boost his confidence and more
in-house trainers can be produced which can also be cost-
effective.

 Programmes like yoga, health programmes should be conducted

every month, the personal problems of the employees should also
be solved so that they become more focused towards their job.
Gaming programmes must also be organized for the employees so
as to make them relaxed and free them from their workload.

 Focus on accomplishment and progress recognition is the fuel of

development.

 Be patient and keep a silence of humour.

 Feedback system should be made stronger because it helps in

diagnosing problems and once the problems are identified, more
 than half the problems would be solved. 360 degree feedback
system should be maintained.

 Job rotation should be done to free the employees of the

monotonous working style and would also encourage multi-skills.

 More of training programmes, seminars and conference should be

conducted in Usha Martin Limited itself. It should take the initiative
to arrange such programmes and then invite other professionals or
trainees from different organizations.

These guideline essentially deal with conventional work

skills training and development. Remember that beyond this ,
issue of personal development and learning , for life not just work
are the most significant areas of personal development focus on.
CONCLUSION
USHA MARTIN LIMITED is a well renowned company and the
management pays due attention to the training of its employees. It has a
different department known as HRD which exclusively looks after
TRAINING AND DEVELOPMENT and marked effective utilization of
funds put forth for training and development of employees.

It is assured by the HRD that the most effective trainers are selected for
the training programme. The process of training has been in order to
cater to the growing needs. It is very essential as a student of
Management that they should be as near to the world of work as
possible. The student should be made aware of the development in the
industry during their studies.

So, there is a need to bridge the gap between the world of work and
study being imparted to the students.

The training system in UML gave a very specific idea about HRD, which
acts as a guiding force for the workers and employees to increase the
quality and quantity of the product.
BIBLIOGRAPHY
 In-house Publication

Usha Martin in-house Magazine – Samwad

 Book Referred

1. Managing Performance, Managing people,

understanding and improving team performance.

- Murray Ainsworth, Anne Millership, Neville

Smith, shveta uppal

2 Human Resource Management by

- MRS. RACHNA

- MR. NAVEEN

- MR NARAYAN

 Internet
o www.ushamartin.com

o www.zigonperf.com
ANNEXURE