A Project Report On TRAINING AND DEVELOPMENT SYSTEM AT USHA MARTIN LIMITED

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF THE AWARD OF THE DEGREE

MASTER OF BUSINESS ADMINISTRATION

BY Nita Banerjee (MBA/1040/08) Kavita Rungta (MBA/1042/08) K.Sujaya (MBA/1065/08)

DEPARTMENT OF MANAGEMENT BIRLA INSTITUTE OF TECHNOLOGY MESRA-835215, RANCHI

CERTIFICATE

ACKNOWLEDGEMENT

We take this opportunity to express our sincere gratitude to our project guide Mr Manish Raj, for his constant guidance and motivation which was invaluable during the course of our study and, also to Mr Arvind Kumar(Manager,HRD) for helping us with the various aspects of our report. We would also like to thank the faculty members of Department of Management, BIT Mesra, for their encouragement and timely suggestions which helped us complete this mammoth task successfully. Our gratitude also extends to all the people whose efforts have kept this project moving including the employees of Usha Martin.

Nita Banerjee (MBA/1040/08) Kavita Rungta(MBA/1042/08) K. Sujaya (MBA/1065/08)

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 us students familiar with the professional setup. Our summer training gave us an exposure of the corporate culture and during this process, we came to know the ups and downs of the job. It also gave us an opportunity to link our theoretical knowledge with the practical aspects of the job. The training has honed our skills in the functional area of my interest. For all intends and purpose, the project undertaken by us during the training duration would make us stand in a good stead when us embark upon a career as a manager in any organization in the future.

CONTENTS
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Particulars Objectives Company Profile Introduction Executive Summary Training System at UML TPM pillars Suggestions Conclusion Bibliography Annexure

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OBJECTIVES

In todays 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 profit. To achieve this strategy, the organization has to train and develop its most valuable resource, that is, 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 job need training to perform their duties effectively. Workers must be trained to operate machines, reduce crap 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 contributes an ongoing 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 work in the Human Resource field and contribute effectively to the future and upcoming challenges in the organization where I will be working in the near future. This report consists of how the Training and Development activities are carried out in Usha Martin Limited from planning to implementation, how training affects the morale and productivity of the employees thereby maintaining the quality of the product and also helps in improving the performance of employees.

COMPANY PROFILE

USHA MARTIN LIMITED

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. 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 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. 1987 - UMIL, alongwith 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. 1997 - UMIL merged with UBL w.e.f 1st October 1997. 2000 - Acquisition of specialty wire rope manufacturing plant in UK BruntonShaw. 2000 - Commissioning of 25 MW thermal power plant 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.

Company Profile

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.
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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: JFTCRanchi, Wire And Wire Rope Division - Ranchi, Usha Ismal Division Ranchi, Usha Alloys & Steel Jamshedpur, Usha Machinery Division Bangalore and Rod-Mill Division Agra.

Steel Division
A backward integration initiative, the Usha Alloys & Steels Division (UASD) at Jamshedpur is one of the largest amongst secondary steel manufacturers of specialty steel long products in India. With ISO 9002 certified facilities, UASD has pioneered the unique process of steel making
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through mini blast furnace-arc furnace route, which ensures superior quality of steel at a lower cost. UASD serves a range of industries like automobile, general engineering, fasteners, railways, defense and power.

Machinery Division
This ISO 9001 unit was set up in 1974 at Bangalore to manufacture Wire Drawing and allied machines. Over the years, the division has added a wide range of Wire, Wire Rope and Cable machinery to its product range and is now the leader in this field in India. The division started with technical collaboration with M/s Marshall Richards Barcro of UK and subsequently has collaborated with internationally reputed firms like De-Angeli Industries SPA, Italy, Stolberger, Maschinenfabrik, Germany, Hi-Draw Machinery Ltd, UK and Redaelli Techna Meccanica, Italy. A facility in Ranchi has also been created for manufacturing machines required for Wire Drawing and Stranding Applications.

Usha Ismal Division

This unit, having manufacturing unit in Ranchi ( Eastern India), is the leader in the field of prestressing equipment & accessories and also executes pre-stressing job on turnkey basis. Besides, it provides services for jointing of reinforcement bars by mechanical splicing. All major civil contractors of National Highway Authority of India , Indian Railways, PWD are regular users of these products and services. It also offers hydraulic presses & accessories for manufacturing mechanically spliced wire rope slings, machines for proof load testing of wire rope slings, and die-less hand operated hydraulic crimping tools. These products find wide application with Steel Plants, Port Trusts, Oil Sector, Heavy Engineering Industry, Electricity Boards, Electrical Contractors, Factories etc..

Cables Division Under UM Cables

The Cable Division of Usha Martin Limited has emerged as a leading manufacturer of jelly-filled underground & fiber optic telecommunication cables in India. The sophisticated manufacturing facilities is located in Silbasa. The company integrates technology from KABEL RHEYDT (formerly AEG KABLE), GERMANY, a member of Alcatel Group - is rated as one of the most efficient plants in the country and a benchmark in the industry. The Plant includes computer controlled critical equipments, imported from International Leaders in cable technology.

Wire and Wire Ropes Division

Introduction

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The ISO 9001-certified 100,000 MT / annum-manufacturing facilities at Ranchi (Eastern India) is 2nd largest producer of ropes in the world. Since its inception, the division has continuously developed and expanded its range of product offerings and is considered a pioneer in certain classes of products in India. Steel wire ropes manufactured by the division find wide applications in oil exploration, mining, elevators, Crane, fishing, construction, load transportation and general engineering sectors. It find varied use in different parts of the world known for their excellent quality, long life and low maintenance, and are the preferred choice of customers across nations. Ropes, ranging from 2 mm to 100 mm diameter find varied applications. The wide ranges of products are used in underground mining, surface mining, mooring, onshore and offshore drilling, fishing, elevators, cranes, aerial haulage and track installations besides various general engineering applications. Pre-stretched ropes, locked coil wire ropes and spiral strands made in Usha Martin are used in suspension bridges, antenna masts etc. Backed by a strong international distribution network our ropes have found a place in different corners of the world.

Other Particulars

Location Plant Area Nearest Town Nearest Railway Station Nearest Airport Nearest Highway Nearest Port Power Water Sources FINISHED PRODUCTS

Chotanagpur Plateau 112 Acres Ranchi (13 Km) Tatisilwai (1 Km) Ranchi (17 Km) N H-33 (8 Km) Kolkata (412 km) Contracted demand 8000 KVA Source-JSEB 2400-3200 m3/day Subernekha River

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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.

Construction We can provide fine cords in the following constructions:

7x7 7/19 1/7 1/19

Low Relaxation Prestressed Concrete (LRPC) Strands

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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 pre stressed 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 * Upto 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, aquaducts, viaducts & railway sleepers. Patenting and 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 Quality & Testing Wires and Strands hold a premier position in the domestic market and are also exported to different part of the world. Used for different purposes across a gamut of industries, our wires and strands are continuously put through rigorous and demanding conditions. To ensure that our offerings match the international standards, we have set high internal quality standards. Plant located at Ranchi has been awarded ISO 9001 due to our emphasis on maintaining global quality standards. Wires confirm to various specifications such as * * * IS JIS British Specifications Specifications Specifications
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* *

ASTM Specifications DIN Specifications

Tested using the best modern facilities our wires are produced to ensure that they match the quality for which we are renowned.

Aerial Ropes We are the undisputed leaders in the domestic Aerial Rope sector. Our product offerings include Aerial haulage ropes, material handling ropes, rope for passenger ropeways and other track ropes. Our ropes are renowned for their low maintenance, long life, excellent quality and strength. Size Range The size range generally preferred for such ropes is * 19mm to 38mm Specifications Our Aerial ropes cater to the following specifications * IS 10891/84 Part I * IS 10892 / 84 Part IV

Steel Cord for Conveyor belts

Conveyor belts - one of the most popular means for bulk material handling - finds widespread application in mines, cement and coal industries, ports & terminals, power stations etc. When reinforced with steel cord these belts last longer, allow higher operating speeds and offer better shock and rupture resistance than conventional fiber reinforced belts. In addition, very low elongation and absence of creep, makes steel cord the ideal reinforcement for long haul, high strength belts (from 500 to 2000 N per mm of belt width). In March 2003, the US $ 300 million Usha Martin Group, entered into a Joint Venture with Gustav Wolf, Germany for production of Steel Cords for Conveyor Belts at a special facility set-up adjacent to the main Wire & Wire Rope plant at Ranchi and known as Gustav Wolf Specialty Cords Limited. Gustav Wolf, Germany is one of the global pioneers in producing Steel Cord for Conveyor belts with decades of experience behind them and with all major Conveyor Belt. Through effective synergy of years of conveyor belt experience of Gustav Wolf with rope making expertise of Usha Martin, we have become the pioneer and the only producer of Steel Cords for Conveyor Belts in this country. With state-of-art machinery and latest technology from Gustav
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Wolf, our cords provide an optimized high tensile yet flexible reinforcement to the Conveyor Belts and enables reliable and high capacity Conveyor Systems to be used. Our flexibility to supply in ready-to-fit spools as well as in giant master spools, gives our customers the option to procure in exact lengths, thus reducing operational cost and downtime.

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

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INTRODUCTION
In the field of human resource development, training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. Organisations require well trained and experienced people to perform the activities that need to be done. If the current or potential job occupant can meet this requirement, training is inconsequential but when this is not the case, it is necessary to raise the skill levels and improve the versatility and adaptability of employees. Inadequate job performance, decline in productivity or changes resulting out of job redesigning or a technical breakthrough, necessitate the use of training and development efforts. To survive and flourish in the present day corporate jungle, companies should invest its time and money in upgrading the knowledge and skills of its employees constantly. The corporate environment has become very dynamic in nature and therefore the workforce has to be properly acquainted with the changes. This becomes possible through proper training and development programmes undertaken by an organisation. This ensures that randomness is reduced and learning and behavioral change takes place in a structured format. Training and development encompasses three main activities. They are: 1. TRAINING 2. EDUCATION 3. DEVELOPMENT Training is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviour to enhance the performance of employees. It is the process of learning a sequence of programmed behaviour, or providing a new entrant or an existing employee the skills, knowledge and attitude needed to perform a job. Training is an activity which is both focused upon and evaluated against the job the individual currently holds. Education is the understanding and intervention of knowledge. It does not provide definitive answers but rather it helps develop a logical and rational mind. As an activity it focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs. Development covers not only those activities which improve job performance but also those which bring about the growth of the personality, help individuals in the progress towards maturity and actualization of their potential capacities, so that they improve as employees as well as

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individuals. Development focuses on the activities that an organization employing individuals may partake in the future. This activity is very difficult to evaluate.

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 employees 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- It helps in increasing the job knowledge and skills of employees at each level. Training and development helps in expanding the horizons of human intellect and the overall personality of the employees. Productivity- Efficient and effective means of performing a task, when taught leads to enhanced performance which leads to enhanced productivity. Team spirit- Proper training and development helps in inculcating the sense of team work, team spirit and inter-team collaborations. Organizational culture- It helps to develop and improve the organizational health, culture and effectiveness. It helps in creating the learning culture within the organization. Organizational climate- Training and development helps build the positive perception and feeling about the organization. Employees get these feelings from leaders, peers and subordinates. Health and safety- Training and development helps in improving the health and safety in improving the health and safety of the organization thus preventing obsolescence. Profitability- Training and development programmes in an organization leads to improved profitability and more positive attitudes towards profit orientation. Organizational development- Organizational development means that the organization gets more effective decision making and problem solving. Training and development helps in attaining this effectiveness. Morale and Image- Training and development helps in improving the morale of the workforce and it also helps in creating a better corporate image.

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Apart from all these, training and development helps in developing leadership skills, loyalty, motivation, better attitudes and other aspects that successful workers and managers usually display.

DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT

Though often used synonymously, the terms TRAINING and DEVELOPMENT have certain differences which have been expressed by JOHN MAXWELL as follows: When we train people, we focus on the job. When we develop people, we focus on the person. When we train people, were adding value to specific things, such as what their job description is. When we develop people, we add value to everything. They not only become better in their jobs, they become better in life. Training is referred to as a short term process utilizing a systematic and organized procedure by which non-managerial personnel learn technical knowledge and skills for a definite purpose. Development, on the other hand, is referred to as a long term process, which is educational in nature and utilizing a systematic and organized procedure by which managerial personnel learn conceptual and theoretical knowledge for general purpose. The following table illustrates the difference between Training and Development: LEARNING DIMENSION Meant for Focus Scope Goal Initiated by Content Time-frame TRAINING Operatives Current Job Individual employee DEVELOPMENT Executives Current and future jobs Work group or organization

Fix current skill deficit Prepare for future work demands Management Specific job related information Immediate The individual General Information Long term

Thus, training usually refers to some kind of organized event- a seminar, workshop that has a specific beginning date and end date. Employee development, however, is a much bigger, inclusive thing. Development is a broader term, which includes training as one, only one of its methods for encouraging employee learning.
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OBJECTIVES OF TRAINING
The principal objective of training and development is to make sure that skilled and willing workforce is available to an organization. Training and development are the cornerstones of sound management, for it makes employees and managers more effective and productive. It is actively and intimately connected with all the personnel and managerial activities. There ia an ever present need for training men so that new and changed techniques may be taken advantage of. Training and development are a practical and vital necessity as they enable employees to rise within the organization. It moulds employees attitudes and helps achieve better co-operation. Besides these there are other objectives and they are:

INDIVIDUAL OBJECTIVES which includes helping employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization. ORGANISATIONAL OBJECTIVES which includes assisting the organization with its primary objective by bringing individual effectiveness. FUNCTIONAL OBJECTIVES which deal with maintaining the departments contribution at a level suitable to organizations needs. SOCIETAL OBJECTIVES which ensure that an organization is ethically and socially responsible to the needs and challenges of the society.

OBJECTIVES OF DEVELOPMENT
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.

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EMPLOYEE TRAINING METHODS

The training methods used by an organization can be basically categorized into on-the-job methods and off-the-job methods. ON-THE-JOB TRAINING On the job training takes place in a real job environment where the trainee is exposed to an actual work situation. The major advantage of this method is that the trainee will get hands-onexperience. This form of direct learning helps the employee understand and imbibe the training lessons better. This will also help in better application of the knowledge and skills gained during training.
1. Job instruction training- In this method, the trainee is given instructions by the trainer

while performing the job on the site and any doubts of the trainee are cleared immediately. This method is very popular because the trainee can discuss his problems in performing the job immediately with the trainer.
2. Apprenticeship and Coaching- Individuals seeking to enter skilled trades, like those of

carpenters, electricians etc. are required to go through formal apprenticeship under experienced employees before they join their regular jobs. The apprenticeship period typically ranges from one year to five years. Coaching is similar to apprenticeship where the coach acts as a model for the trainee to emulate. Coaching is less formal than an apprenticeship program because it is provided when needed, rather than being a part of a more planned, structured programme.
3. Job rotation- This is a training method where the trainee is placed on various jobs across

different functions in the organization. The trainee gains cross-functional knowledge and is equipped to take up different jobs. The time spent on each job ranges from one or two days to several weeks. This helps the organization in times of acute manpower shortage.
4. Committee assignments- Under the committee assignment method, a group of employees

are given an actual organizational problem and are asked to find a solution. The trainees develop their team management skills, interpersonal skills, communication skills, problem solving skills and leadership skills while solving the problem as a group.

OFF-THE-JOB TRAINING This training refers to training imparted away from the employees immediate work area. The employee is separated from the job situation and his attention is focused exclusively on learning
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which can later lead to improved job performance. When considering off-the-job training, the organization has to provide classroom for lectures or venues for creating an artificial work environment. Refreshments and training material also have to be provided. The various techniques for off-the-job training are:
1. Classroom lectures- This approach is widely used for helping the employees understand

the rules, procedures and policies of the organization. A two way communication makes a session lively and interesting. Giving and taking feedback helps the trainee improve his own performance and that of the trainees too.
2. Simulation exercises- In this method of training, the trainee is exposed to an artificial

work situation that closely resembles the actual work situation. Simulation exercises can be in the form of case exercises, experimental exercises, complex computer modeling, vestibule training and role playing.
3. Programmed instruction- In this method of training, the trainee is given a series of

questions after he studies the relevant material required for the accomplishment of the job.

MAKING TRAINING EFFECTIVE

Specific training objectives Determining trainees abilities Programme with prior experience Conducive learning environment Combination of training methods Flexibility in the programme to suit one and all Active participation of trainees Regular, constructive feedback Should be given personal assistance

THE TRAINING PROCESS-

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Training programmes are a costly affair, and a time consuming process. Therefore they need to be drafted very carefully. Usually in the organization of training programmes, the following steps are considered necessary: 1) DISCOVERING OR IDENTIFYING THE TRAINING NEEDS A training programme should be established only when it is felt that it would assist in the solution of specific operational problems. The most important step is to make a thorough analysis of the entire organization, its operations and manpower resources available in order to find out the trouble spots where training may be needed. 2) GETTING READY FOR THE JOB Under this step it is to be decided who is to be trained-the newcomer or the older employee, or the supervisory staff, or all of them selected from different departments. The trainer has to be prepared for the job, for he is the key figure in the entire programme. 3) PREPARATION OF THE LEARNER Here the learner is put at ease, the importance and ingredients of the job are stated to him, it helps in creating interest so that the person is encouraged to ask questions, the trainer comes to know of the trainees earlier knowledge. The learner is also placed as close to his normal working conditions as possible so that he gets familiarized with all the tools and trade terms. 4) PRESENTATION OF OPERATION AND KNOWLEDGE This is the most important step in the training programme. The trainer should clearly tell, show, illustrate and question in order to put over the new knowledge and operations. The learner should be told of the sequence of the entire job, and why each step in its performance is necessary. Instructions should be given clearly, completely and patiently. 5) PERFORMANCE TRY OUT Under this, the trainee is asked to go through the job several times slowly, explaining him each step. Mistakes are corrected, and if necessary, some complicated steps are done for the trainee the first time. The trainee is asked to do the job, gradually building up skill and speed. As soon as the trainee demonstrates that he can do the job in a right way, he is put on his own, but not abandoned. The trainee is then tested and the effectiveness of a training programme evaluated. This is usually done by: Giving written or oral tests to trainees to ascertain how far they have learnt the techniques and principles. Observing trainees on the job itself and administering performance tests to them.
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Finding out individuals or groups reaction to the programme while it is in process. Arranging structured interviews with the participants or sending them questionnaires by mail. Eliciting the opinion or judgement of the top management about the trainees performance. Comparing the results obtained after the training with those secured before the training programme in order to find out whether any material change has taken place in attitude and opinion. Study of profiles and charts of career development of the participants and related assignment techniques.

6) FOLLOW-UP This step is undertaken with a view to testing the effectiveness of training efforts. This consists in: 1. Putting a trainee on his own. 2. Checking frequently to be sure that he has followed instructions; and 3. Tapering off extra supervision and close follow-up until he is qualified to work with normal supervision.

EXECUTIVE SUMMARY
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The education and training policy is to systematically impart the needed knowledge and skills to the employees through a judicious mix of classroom, off-the-job and on- the-job training. The new learning while being pleasurable, relevant and motivating should also unleash their innovative thinking potential for the accelerated achievement of the business goals of the organization. Inadequate job performance or a decline in production or changes resulting out of job redesigning or technological breakthrough require some type of training efforts. As the complexity of the job increases, the need for employee development also increases. In rapidly changing society, employee training and development is not only an activity that is desirable but also an activity, that an organization must commit resources to if it is to maintain a viable and knowledgeable workforce. The training system in Usha Martin Limited is an attempt to improve the current or future employee performance by increasing an employees ability to perform through learning by changing the employees attitude or increasing his or her skills and knowledge. Usha Martin Limited is an organization where change is seen as an evolution rather than revolution and the ever improving training system in Usha Martin Limited has helped the organization and its employees to cope up with the untimely changes and is successful in making a distinguishable name for itself. At Usha Martin Limited the training and development function is closely associated with the organization development and help trainers develop their roles with the confidence and to play a proactive role in the implementation and management of change.

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TRAINING SYSTEM AT USHA MARTIN LIMITED

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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 upgradation. 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.
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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(Refer APP1,APP2) 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 organisational 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

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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 cant 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 HODs 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.

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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.

The training procedure: The purpose of the procedure is to identify the training needs to meet the organisational requirements and objectives associated with the Quality policy of the company. The scope of the procedure addresses: 1. The methods of identifying training needs of individuals whose performance and fulfilment of job requirements and responsibilities affect product quality. 2. Providing for such identified training needs through : a) In-house programmes b) On-the-job programmes c) Orientation programmes d) Mass coverage training e) Nomination to external institutions 3. Monitoring, reviewing and control of the process related to training.

The procedure is reviewed and approved by the Management Representative and issued by the Head of Quality Systems. The procedure is applicable to all personnel carrying out functions affecting quality. 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.
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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 prequalification 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.

The training system: (Refer APP 3, APP 4,APP 5, APP 6) The HODs of each department submit the identified training needs with the HRD. The HRD makes an annual plan related to training at the starting of the year. Under this, the departments are finalised and the months for the programmes are arranged. According to the annual plan, the monthly plan is chalked out. Suppose in the month of May, absenteeism is high due to marriage and the management arranges the number of training programmes in a similar way. After considering certain situations, the HRD makes monthly plans for training where the following points are considered: 1. The total number of employees who need training 2. The trainers need to be arranged from inside or outside the organisation 3. The mode of providing training. 4. Whether the trainees should be provided training inside the organisation or outside the organisation. 5. Cost benefit analysis. 6. Duration of the training programmes
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7. The training module In order to meet the objectives related to the stated quality policy, the head HRD plans out modules based on the identified training needs. The training needs are further analysed and the mode of training is decided. For in-house programmes, HRD department designs and develops the training modules but for the external programmes, head HRD will review and select such programmes which will need specific identified training needs. For on-the-job training, design and development is carried out by the faculty who is assigned the task of training. The approved lists of modules are maintained on hard copy or electronic media. A code list of training programmes is circulated to all HODs once in a year for information purposes to be used as an aide to identify training needs of personnel under their control. The HODs are free to identify their training needs which may or may not form parts of the approved lists of the modules circulated. The head HRD makes an annual and a monthly training plan for effectively meeting identified training needs. Based on the training needs, the head HRD decides on the mode of providing for training that may be a) Through in-house programmes b) Through on-the-job training c) Orientation programmes d) Mass coverage training e) Through nominations to external programmes The training is imparted within the department and records of attendance are sent to the HRD department. Where on-the-job training is to be provided, the head HRD organizes with the department for the conduct of such programmes. It reviews the bio-data, qualifications, experience profile of the resource persons and approves their engagement as the faculty member for any given topic. In the case of resource persons availed from external sources, organisations or institutions, their selection is done on the basis of their reputation and by virtue of engagement stands approved.

Training Evaluation Post programme feedback 1. Participants feedback: (Refer APP 7, APP 8, APP 9) It is obtained in case of in-house programmes on a voluntary basis and without the need to disclose the identity of participants. The participants are given the feedback forms and asked to mark the faculties and whether they liked the programme on ascale. Participants of external program are required to furnish post programme feedback in a prescribed format. 2. Departments feedback:

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The respective HODs get the report of the participant of his department from the supervisor and send it to the head HRD who analyzes it and corrective action is taken and preventive action are decided foe implementation. 3. Survey: Survey are conducted via trainees(summers and winter) to bring out the efficacy of the programme. Feedback is taken from the concerned supervisor and also the participants of the particular department , the analysis is done and finally a report is submitted. 4. Pre and post training test:(Refer APP 10) These tests are conducted to know the efficacy of all technical training of more than two days duration. A test is conducted before the training and the participant are marked and then after the training, again a test is conducted where the participant are marked.The two result i.e. before the training and after the training are compared to each other in order to arrive at the efficacy of the training programme. The efficacy of training imparted to personnel who have attended the programme based on the needs identified by their HOD is assessed by the HOD concerned. Where in the opinion of the HOD concerned, the efficacy of training to which his personnel have been exposed does not adequately meet the desire expectations or the performance of such personnel has not improved consequent to training, the HOD indicates the need for retraining or corrective action. Such recommendations are presented to the PHRDC for review and decision. SPECIAL PROCESSES: HRD maintains the records of results of test administered to personnel performing special processes (which constitute of welding and brazing).Based on the evaluation results, the renewal of certificate is done for the personnel if he stand above the expected level else retraining is suggested by the HRD department . Renewal of certificate is done every year after the performance test. One month prior to the expiry of the certificate, the form of the concerned employee is filled up and sent to the head of the division under which the worker operate. Its the job of the head to certify him and check him by asking him to do two samples of welding. The samples alone with the form is sent to the quality Assurance department where it is further checked,remarks are put and then sent it to the HRD . if the Q&A department rejects then the training programme has to be organised and again the same process is followed. Induction/Orientation programme: In the organisation , the induction programme is conducted in order to make the new comers acquainted with the rules and regulations ,processes,products,the different departments,the culture,the seniors and the peers of the organisation. Training in the form of orientation for the new entrants rests with the HOD concerned.Induction programme is different for different entrants. A list of all new recruits is sent by the personnel department and all such new recruits are placed on induction by the personnel department with the HRD for indoctrination for a period decided as per the requirement of each individual. The induction programme is generally for 15-30 days depending upon the department where the entrants are placed.
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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:
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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.

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TPM PILLARS

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In these days, Technology can be bought at a price, anywhere in the world. However, in the prevailing environment of stiff competition on price and quality manufacturing at high level of productivity (P). high quality (Q Zero defects), low cost (C) of inputs, 100% on-time delivery (D) to customer is more challenging not only to achieve but also to maintain the levels for these parameters. The other major factor in this challenge is the People Dimension without whose collaborative working [Safety (S) and Morale (M) of employees], neither building nor maintaining PQCDSM is possible. TPM is an unique way of building or re-building a manufacturing plant, the performance at each stage of operation can be measured quantitatively using PQCDSM parameters.TPM Aims at restructuring the corporate culture through improvement of human resources & Plant equipment. PQCDSM is explained as follows:

P
Obtain Minimum 90% OEE ( Overall Equipment Effectiveness ) Run the machines even during lunch. ( Lunch is for operators and not for machines ! )

Q
Operate in a manner, so that there are no customer complaints.

C
Reduce the manufacturing cost by 30%.

D
Achieve 100% success in delivering the goods as required by the customer.

S
Maintain a accident free environment.

M
Increase the suggestions by 3 times. Develop Multi-skilled and flexible workers.

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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.

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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 customers 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.

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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. 2a. 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. 2b. 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.

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Methodology
Step A - PREPARATORY STAGE: STEP 1 - 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. STEP 2 - 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. STEP 3 - 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. STEP 4 - Establishing the TPM working system and target : Now each area is benchmarked and fix up a target for achievement. STEP 5 - 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 (Kick Off) 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.

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5S

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Total Productive Maintenance (TPM) Deployment

The pillars approach is comprehensive and total in the way that it encompasses all activities and all employees, top to bottom in the company, towards the improvements.

TPM 8 PILLARS
Improvement maintenance Development maintenance Safety / Health / Environment Management Maintenance Maintenance Maintenance Autonomous TPM in Nonshop Floor Area Education / Training Individual

Planned

5S
1 2 3
Autonomous (JH) Focussed (KK) Maintenance Maintaining Basic Condition on Shop floor and in Machines All over participant through TPM circles Improvement is everyones activity Improvement is to eliminate Production losses and reduce cost Logical analysis real cause for real counter measure Focus on Prevention Improvement in reliability, maintainability and cost Developing perfect machine for perfect quality Eliminating in-process defect and customer complaints Office oriented for excellent support for manufacturing Improving Office man-hour efficiency Skill development for uniformity of work practice on machines Skill for zero defect, zero breakdowns and zero accident Multi-skilled employees in all departments To achieve zero accident, zero health hazards at works To maintain zero pollution plant and environment Developing machines for high equipment effectiveness Quick process for developing new products

Improvement

Planned Maintenance (PM)

4 5 6

Quality Maintenance (HH)

TPM in non-shop floor Area (OTPM) Education/training (E&T)

7 8

Safety/Health/Environment (SHE) Development (IFM) Management

Deployment basically means to implement these activities in small and well synchronized steps. These steps are designed to steadily graduate people and activities from one level of
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Quality

achievement to the next, while gradually modifying traditional ways into TPM WAY.TPM aims at developing human resources and improving plant equipment and processes. TPM thus brings in a total cultural change in the whole organization simultaneously with tangible results in terms of PQCSDM.

SUGGESTIONS
1. 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. 2. 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 organizations 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. 3. 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. 4. 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. 5. Job rotation should be done to free the employees of the monotonous working style and would also encourage multi-skills. 6. 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.

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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.

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BIBLOGRAPHy
1. C.B Mamoria, S.V Gankar, Personnel Management 2. David A. Decenzo, Stephen P. Robbins, Personnel/Human resource Management

Websites Visited:
www.ushamartin.com www.wikipedia.org www.businessballs.com

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ANNEXURES

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