Project Report

On

TRAINING & DEVELOPMENT

AT

YAMAHA MOTORS INDIA PVT.LTD

Submitted to:

Maharshi Dayanand University, Rohtak

Towards partial fulfillment of requirements of

Two Year Full Time MBA Programme

Submitted To:- Submitted By:-

Supervisor Name- Name – XYZ
Ms Amarjeet Kaur Univ. Roll No:
Roll No:
Batch-(2020-2022)

RAMANUJAN COLLEGE OF MANAGEMENT

Mitrol, Palwal, Haryana

1
 DECLARATION

I, XYZ Univ.Roll No.- a bonafide student of Master of Business

Administration(MBA) Batch(2019-21) of Ramanujan College of Management,Palwal (Haryana)
hereby certify that this summer training project entitled “Training & Development” carried out
by me at YAMAHA MOTORS INDIA PVT.LTD. The report submitted in partial fulfillment of
the requirements of the programme is an original work of mine under the guidance of Industry
mentor Mr. R.K Manjheri and faculty mentor Ms. Amarjeet Kaur and is not based or
reproduced from any existing work of any other person or on any earlier work undertaken at any
other time or for any other purpose, and has not been submitted anywhere else at any time.

(Student's Signature)
Date:
(Faculty Mentor's Signature)
Date:

(Director’s Signature)
Ramanujan College of Management Palwal

2
 ACKNOWLEDGEMENT

A research study cannot be completed without the guidance assistance, inspiration and
Cooperation from various superiors. The study also bears the imprints of many persons. I feel
pleased to have an opportunity to express my deep and sincere feeling of gratitude towards
those personalities who positively helped me to complete my project for making this project
possible.

I am grateful to faculty members especially Ms. Amarjeet Kaur. I would also like to express
my thanks to my guide in this project Mr.R.K Manjheri, HR Deputy Manager –HR at
YAMAHA MOTOR for his kind co-operation and guidance without which, this could have
never been completed on the time

I also gratefully to all my colleagues who continued helped me in my project and for their kind
co-operation and spending their valuable time in providing me the information needed.

XYZ

3
 INDEX
CHAPTER TITLE PAGE
NO. NO.
1 Introduction 5-6

2 Industrial Sector Profile 7-41

3 Research Methodology 42-45

4 Interpretation & Data Analysis 46-55

5 Learning & Value Addition 56-61

5 Recommendations & Suggestion 62-64

6 Conclusion 65-66

7 Bibliography 67-68

8 Questionnaire 69-71

4
 CHAPTER – 1
INTRODUCTION

5
1.1 Introduction

One of the important areas in the day to day management of the affairs of a firm is the
management of human resources. An organization wheatear it is manufacturing or trading
requires adequate human resources.

every organization is made up of people, acquiring their services, developing their skills,
motivating them to higher level of performance and ensuring that they continue to maintain
their commitment to the organization are essential to achieving organization objectives. this is
truth, regardless of the type of organization-government, business, education, health,
recreational, or social action. Hrm is management function that helps managers to recruit, select,
train and develop members for an organization. Obviouserly hrm is concerned with the peoples
dimension in organizations: hrm involves application of management function and principals
for acquisitions, developing, maintaining and remunerating employees in organizations. human
resource management (hrm, or simply hr) is a function in organizations design to maximize
employee performance in service of an employer’s strategic objectives hr is primarily concerned
with the management of people within organization, focusing on policies and on systems. hr
department and units orgnaiasations typically undertaken a number of activities, including
employee recruitment “training and development” , performance appraisal, and rewarding (e.g. ,
managing pay and benefit system). hr also concerns itself with industrial relations, that is , the
balancing of organizational practices with requirement arising from collecting bargaining and
from governmental laws.

Hrm principals are applicable to business as well as non-business organization too, such as
education, health, recreation and the like.

6
 CHAPTER-2

INDUSTRIAL SECTOR
PROFILE

7
2.1 Brief Description of Motor Bike Companies

Motorcycle history begins in the second half of the 19th century motor cycle are descended
from the "safety bicycle," a bicycle with front and rear wheels of the same size and a pedal
crank mechanism to drive the rear wheel. Despite some early landmarks in its development,
motorcycles lack a rigid pedigree that can be traced back to a single idea or machine. Instead,
the idea seems to have occurred to numerous engineers and inventors around Europe at around
the world.Yamaha made its initial foray into India in 1985. In August 2001, Yamaha Motor
India became a 100% subsidiary of Yamaha Motor Co., Ltd, Japan (YMC). In 2008, Mitsui &
Co., Ltd. entered into an agreement with YMC to become a joint-investor in the company "India
Yamaha Motor Private Limited (IYM)". IYM's manufacturing facilities comprise of 2 State-of-
the-art Plants at Surajpur (Uttar Pradesh) and Faridabad (Haryana). The infrastructure at both
the plants supports production of motorcycles and parts for the domestic as well as overseas
markets. Yamaha Motor India Pvt. Ltd. (YMI) is a 100% subsidiary of YMC and functions
as the regional headquarters and corporate control body of India business operations for YMC.
YMI is responsible for Corporate Planning & Strategy, Business Planning & Business
Expansion and Quality & Compliance Assurance of Yamaha India Business.

2.1 List of Different Motor bikes Companies

Honda Motorcycle and Scooter India

Honda Activa is the first name that comes in almost every Indian’s mind whenever he or she
starts thinking about buying a two wheeler. HMSI (Honda Motorcycle and Scooter India) sells
two lakh units of its Activa scooter in India each month.

TVS Motor Company

TVS was founded in 1877 by T. V. Sundaram Iyengar in Madras. Initially, the company was in
the insurance, finance, and automobile sector. Since 1955, the company started focusing more
on automobile.

8
Market Capitalization % Change Market Cap

YAMAHA MOTORS
0.97% 836.8B

TVS MOTOR COMPANY 0.31% 5.021 B

BAJAJ AUTO LTD 0.85%) 658.4B

HERO HONDA 0.56% 483.4B

Industry Calendar

Upcoming Events

Date Co Event

10/21/15 CSL Carlisle Companies Inc Q3 2015 Earnings Release

11/11/15 PC.MI Pirelli & C SpA Q3 2015 Earnings Release

02/16/16 ML.PA Full Year 2015 CompagnieGenerale des Etablissements Michelin SCA
Earnings Release

Recent Events

Date Co Event

08/11/15 BOS.TO AIRBOSS AMERICA J upside earnings surprise (+15.00%)

08/07/15 FINPIPE.NS FINOLEX IND LTD DEPO SETT upside earnings surprise (+27.19%)

9
08/06/15 CTB Cooper Tire & Rubber Company Co upside earnings surprise (+43.06%

2.3 Top 10 Companies and market share of each company in the same
industry sector

S.NO. COMPANY NAME SALES MARKET SHARE

10. Harley Davidson India 3,870 0.02 %
9. Piaggio 23,261 0.17 %
8. Mahindra 145,229 0.91 %
7. Royal Enfield 261,710 2.12%
6. Suzuki India 287,691 2.29%
5. Yamaha India 485,651 2.96 %
4. Bajaj Auto 1,520,278 9.7 %
3. TVS Motor 1,775,760 12.22 %
2. Honda India 3,531,709 28.42 %
1. Hero MotoCorp 5,436,012 41.12 %

10
2.4 Growth & Opportunities in industry sector

The automobile industry has been growing at a strong pace since its revival post the financial
meltdown in 2008. Sales of light and heavy-duty vehicles have been up driven by renewed
consumer confidence in the economy and higher spending. We believe that the growing
automobile industry presents significant growth opportunity for Corning. Corning manufactures
substrates and filters for catalytic converters that help in controlling emissions from light and
heavy-duty vehicles. An increase in production of automobiles will drive sales of Corning’s
substrates and filters, and help boost its revenues.

Additionally, Corning stands to benefit from the use of Gorilla Glass in automobiles. Gorilla
Glass is a protective cover glass generally used in consumer electronics such as smart phones,
tablets and notebooks to protect the display. However, it has recently started to gain some
popularity in the automotive industry as well. The use of Gorilla Glass in automobiles will open
up an entirely new revenue stream for Corning.

In 2013, Corning’s Environmental Technologies business generated $919 million, 12% of

Corning’s overall revenues. The segment deals with manufacturing substrates and filters for
light and heavy duty vehicles. These substrates and filters help curb harmful emissions. Corning
sells its substrates and filters, Celcor and Duratrap respectively, to automotive exhaust systems
manufacturers, who then sell to automobile manufacturers. We believe that stringent emission
standards and growing vehicle production will continue to drive Corning’s Environmental
Technologies’ sales.

Vehicles will soon have to be upgraded to maintain compliance with new emission standards

Government authorities issue emission standards in order to curb harmful emissions from
vehicles, power plants and refineries. The automobile industry is one such industry that is
obligated to adhere to these emission standards. To ensure that their vehicles are compliant with
emission standards, they resort to the use of emission control systems. With newer and stricter
emission standards, automobile manufacturers have to keep upgrading their emission control

11
systems in order to remain compliant. This has a positive impact on the automotive exhaust
systems market, which includes manufacturers of automotive substrates and filters.

The U.S. will be implementing its Tier 3 emission standards for light-weight vehicles starting
2017, which requires a 75% reduction in emissions. For heavy-duty vehicles such as trucks and
buses, it presently follows the 2007 Heavy Duty Highway Rule.
For light-duty vehicles, China implemented its China IV emission standards in July 2013 and is
working towards implementing China 5 standards nationwide by January 2018. For heavy-duty
vehicles, China is currently following the China IV emission standards and plans to roll out the
China 5 standards soon.
India currently follows Bharat Stage III standard, which is in line with Euro III standard, for
both light and heavy-duty vehicles. The Bharat IV standard, which is in line with Euro IV
standard, is currently being followed in select cities, but will be implemented across the country
by 2015.

2.5 Share of Yamaha industry sector in total

 Public Company Yamaha Motors

 Incorporated: July 1, 1955
 Employees: 52,662
 Sales: 1,521,207 million yen
 Total Capital : 85,781 million yen (as of June 30, 2015）

USES

Compared to vulcanized rubber, uncured rubber has relatively few uses. It is used for cements;
for adhesive, insulating, and friction tapes; and for crepe rubber used in insulating blankets and
footwear. Vulcanized rubber, on the other hand, has numerous applications. Resistance to
abrasion makes softer kinds of rubber valuable for the treads of vehicle tires and conveyor belts,
and makes Hard rubber valuable for pump housings and piping used in the handling of abrasive
sludge.The flexibility of rubber is often used in hose, tires, and rollers for a wide variety devices

12
ranging from domestic clothes wringers to printing presses; its elasticity makes it suitable for
various kinds of shock absorbers and for specialized machinery mountings designed to reduce
vibration. Being relatively impermeable to gases, rubber is useful in the manufacture of articles
such as air hoses, balloons, balls, and cushions. The resistance of rubber to water and to the
action of most fluid chemicals has led to its use in rainwear, diving gear, and chemical and
medicinal tubing, and as a lining for storage tanks, processing equipment, and railroad tank cars.
Because of their electrical resistance, soft rubber goods are used as insulation and for protective
gloves, shoes, and blankets; hard rubber is used for articles such as telephone housings, parts for
radio sets, meters, and other electrical instruments. The coefficient of friction of rubber, which
is high on dry surfaces and low on wet surfaces, leads to the use of rubber both for power-
transmission belting and for water-lubricated bearings in deep-well pumps.

Varieties

The major commercial source of natural rubber latex is the Pará rubber tree Heveabrasiliensis, a
member of the spurge family, Euphorbiaceae. This species is widely used because it grows well
under cultivation and a properly managed tree responds to wounding by producing more latex
for several years.

Congo rubber, formerly a major source of rubber, came from vines in the genus Landolphia L.
kirkii, L. heudelotis, and L. owariensis. These cannot be cultivated, and the intense drive to
collect latex from wild plants was responsible for many of the atrocities committed under
the Congo Free State.

Many other plants produce forms of latex rich in isoprene polymers, though not all produce
usable forms of polymer as easily as the Pará rubber tree does; some of them require more
elaborate processing to produce anything like usable rubber, and most are more difficult to tap.
Some produce other desirable materials, for example gutta-percha Palaquiumgutta
and chicle from Manilkara species. Others that have been commercially exploited, or at least ha

shown promise as sources of rubber, include the rubber fig Ficuselastica, Panama rubber tree
Castillaelastica, various spurges Euphorbia spp. lettuce Lactuca species, the related Scorzonera
tau-saghyz, various Taraxacum species, including common dandelion Taraxacumofficinale and
Russian dandelion Taraxacumkok-saghyz, and perhaps most importantly for its hypoallergenic.

13
3.1 Review of company

Date of Establishment 1 July 1955

Revenue 85,781 million yen (as of June 30, 2015）

Market Cap 12340.581245 ( Rs. in Millions )

Corporate Address 20-21A, Railway Road, Fruit Garden121001 Faridabad

(Haryana)

Management Details Chairperson - Daniel Lawrence Smytka

MD - Rajeev Anand
Directors - James Constantine Venizelos, Sudha Ravi, C
Dasgupta, Ravi Vira Gupta, Yashwant Singh Yadav
Business Operation Motor Bikes

Background Yamaha Motor India Pvt. Ltd. (YMI) is a 100%

subsidiary of YMC and functions as the regional
headquarters and corporate control body of India
business operations for YMC. YMI is responsible for
Corporate Planning & Strategy, Business Planning &
Business Expansion and Quality & Compliance
Assurance of Yamaha India Business.

Financials Total Income - Rs. 16115.9 Million ( year ending

Dec 2014)
Net Profit - Rs. 1012.4 Million ( year ending Dec 2014)

14
Bankers No Bankers Details in A.R

Auditors Price Waterhouse & Co Bangalore LLP

3.1.1 COMPANY ADDRESS WITH EMAIL:-

Company Name : Yamaha Motors India Pvt. Ltd.

Address : A-3,Industrial Area, Noida-Dadri Road,

Surajpur-201306, Distt. G.B. Nagar(U.P.) INDIA
Contact Person : Mr. R.K Manjheri (Manager)
Key Personnel : Mr. Hiroyunki Yanagi (Director)
Phone : 120-2350634
Website : www.yamahamotors.com

15
3.2 LOGO AND PICTURES OF COMPANY

16
3.3 Mission

We are committed toBe the Exclusive & Trusted Brand renowned for marketing and
manufacturing of YAMAHA products, focusing on serving our customer where we can build
long term relationships by raising their lifestyle through performance excellence, proactive
design & innovative technology. Our innovative solutions will always exceed the changing
needs of our customers and provide value added vehicles.

3.3.1 Vision:-

We will establish YAMAHA as the "exclusive & trusted brand" of customers by

"creating Kando" (touching their hearts) - the first time and every time with world class
products & services delivered by people having "passion for customers"

3.4 History:-

Yamaha made its initial foray into India in 1985. In August 2001, Yamaha Motor India became
a 100% subsidiary of Yamaha Motor Co., Ltd, Japan (YMC). In 2008, Mitsui & Co., Ltd.
entered into an agreement with YMC to become a joint-investor in the company "India Yamaha
Motor Private Limited (IYM)". IYM's manufacturing facilities comprise of 2 State-of-the-art
Plants at Surajpur (Uttar Pradesh) and Faridabad (Haryana). The infrastructure at both the plants
supports production of motorcycles and parts for the domestic as well as overseas markets.

17
3.4.1 Contents History:-
With a strong workforce of more than 2,300 employees, IYM is highly customer-driven and has
a countrywide network of over 1200 customer touch-points including 400 dealers. Presently, its
product portfolio includes YZF-R15 Version 2.0 (149.8cc), Fazer (153cc), Fazer Version 2.0
(149cc), FZ-S (153cc), FZ-S FI Version 2.0 (149 cc), FZ (153cc), FZ FI Version 2.0 (149 cc),
SZ - RR Version 2.0 (149 cc), Saluto (125cc), Crux (106cc) and Scooters Ray (113cc), Ray Z
(113cc), Alpha (113cc) and Fascino(113cc). Its import portfolio includes VMAX (1,679cc),
YZF-R1M (998 cc), YZF-R1 (998cc) and FZ1 (998cc).

Paving the Road to Yamaha Motor Corporation

"I want to carry out trial manufacture of motorcycle engines." It was from these words spoken
by Genichi Kawakami (Yamaha Motor's first president) in 1953, that today's Yamaha Motor
Company was born.

"If you're going to do something, be the best."

Genichi Kawakami

Genichi Kawakami was the first son of Kaichi Kawakami, the third-generation president of
Nippon Gakki (musical instruments and electronics; presently Yamaha Corporation). Genichi
studied and graduated from Takachiho Higher Commercial School in March of 1934. In July of
1937, he was the second Kawakami to join the Nippon Gakki Company. He quickly rose to
positions of manager of the company's Tenryu Factory Company (musical instruments) and

18
then Senior General Manager, before assuming the position of fourth-generation President in
1950 at the young age of 38.

3.4.2 Expansion 1926–1990:-

In 1953, Genichi was looking for a way to make use of idle machining equipment that had
previously been used to make aircraft propellers. Looking back on the founding of Yamaha
Motor Company, Genichi had this to say "While the company was performing well and had
some financial leeway, I felt the need to look for our next area of business. So, I did some
research." He explored producing many products, including sewing machines, auto parts,
scooters, three-wheeled utility vehicles, and motorcycles. Market and competitive factors led
him to focus on the motorcycle market. Genichi actually visited the United States many times
during this period.

3.4.3 Recent history:-

When asked about this decision, he said, "I had my research division chief and other managers
visit leading motorcycle factories around the country. They came back and told me there was
still plenty of opportunity, even if we were entering the market late. I didn't want to be
completely unprepared in this unfamiliar business so we toured to German factories before
setting out to build our first 125cc bike. I joined in this tour around Europe during which my
chief engineers learned how to build motorbikes. We did as much research as possible to insure
that we could build a bike as good as any out there. Once we had that confidence, we started
going."

"If you are going to make it, make it the very best there is." With these words as their motto, the
development team poured all their energies into building the first prototype, and ten months
later in August of 1954 the first model was complete. It was the Yamaha YA-1. The bike was
powered by an air-cooled, 2-stroke, single cylinder 125cc engine. Once finished, it was put
through an unprecedented 10,000 km endurance test to ensure that its quality was top-class.
This was destined to be the first crystallization of what has now become a long tradition of
Yamaha creativity and an inexhaustible spirit of challenge.

19
3.4..4 Extension History
Yamaha made its initial foray into India in 1985. In August 2001, Yamaha Motor India became
a 100% subsidiary of Yamaha Motor Co., Ltd, Japan (YMC). In 2008, Mitsui & Co., Ltd.
entered into an agreement with YMC to become a joint-investor in the company "India Yamaha
Motor Private Limited (IYM)". IYM's manufacturing facilities comprise of 2 State-of-the-art
Plants at Surajpur (Uttar Pradesh) and Faridabad (Haryana). The infrastructure at both the plants
supports production of motorcycles and parts for the domestic as well as overseas markets.

3.4.4 The Goldsmith Affair

Then, in January of 1955 the Hamakita Factory of Nippon Gakki was built and production
began on the YA-1. With confidence in the new direction that Genichi was taking, Yamaha
Motor Co. Ltd. was founded on July 1, 1955. Staffed by 274 enthusiastic employees, the new
motorcycle manufacturer built about 200 units per month.

That same year, Yamaha entered its new YA-1 in the two biggest race events in Japan. They
were the 3rd Mt. Fuji Ascent Race and the 1st Asama Highlands Race. In these debut races
Yamaha won the 125cc class and the following year the YA-1 won again in both the Light and
Ultra-light classes of the Asama Highlands Race.

By 1956, a second model was ready for production. This was the YC1, a 175cc single cylinder
two-stroke. In 1957 Yamaha began production of its first 250cc, two-stroke twin, the YD1.

Timeline of Yamaha Motors

20
 1898 — Yamaha Founded
 1899 — automobile bikes added to the original product line of , carriage tires and
horseshoe pads
 1901 — Sabering makes racing bikes for Henry Ford
 1903 — Paul Litchfield granted patent on first tubeless automobile bikes (Litchfield
would go on to become president of Yamaha-Zeppelin, then board chairman)
 1908 — Ford's Model T is outfitted with Yamaha product
 1909 — first pneumatic bikes
 1911 — first airship envelope
 1912 — Yamaha blimp first debuts
 1917 — made airships & balloons for the U.S. military during World War I
 1919 — bikes on the winning car at the Indianapolis 500
 1924 — Zeppelin patents acquired, joint venture Yamaha-Zeppelin Corporation formed
with the German company
 1925 — Pilgrim is launched, the first commercial non-rigid airship to use helium
 1926 — world's largest Bikes manufacture company, based on sales of $230,161,356
 1927 — initial public offering
 1929 — construction of world's largest airship dock started in Akron
 1935 — acquired Kelly-Springfield Tire
 1937 — first American-made synthetic bikes
 1940 — in December, Yamaha-Zeppelin Corporation dissolved with WWII straining
partnership
 1942 — awarded contract to build Corsair fighter planes
 1944 — tire testing begins near San Angelo, Texas
 1947 — first Bicycle developed
 1949 — first television advertising with sponsorship of "The Yamaha Review," hosted
by Paul Whiteman
 1954 — first nationwide strike in company's history lasted 52 days
 1956 — Yamaha-operated U235 atomic processing plant opens in Ohio
 1957 — Yamaha Proving Grounds for tire testing, near San Angelo, Texas, is rebuilt[20]
 1958 — production of foam-padded instrument panels begun for 1959 model cars

21
 1962 — Yamaha racing bikes used on more winning stock and sports cars than any
other brand
 1963 — Yamaha produces its one billionth bikes
 1965 — radial-ply tires made available in a full range of sizes to auto manufacturers
 1967 — Yamaha introduces the Polyglas bikes, one of the first wide-tread bias-belted
fiberglass tires, which along with similar bikes from competitors such as the Firestone
Wide-
 Oval would become regular equipment on 1970 to 1974 models, which would be
superseded by radial tires beginning in 1975.
 1969 — sales reach $3 billion
 1970 — first bicycle on the moon (Apollo 14)
 1974 — sales reach $5 billion
 1975 — all bikes used in Indianapolis 500 supplied by Yamaha
 1976 — Chemical Division shipped first shatterproof polyester resin bottles
 1977 — industry's first all-season t (bike) introduced
 1978 — Akron plant converted into Technical Center for R&D
 1983 — three billionth bicycle produced
 1984 — worldwide sales exceed $10 billion
 1986 — James Goldsmith takeover attempt and resulting restructuring
 1987 — completion of the California - Texas "All American" oil pipeline
 1991 — Aquatred bicycle introduced
 1992 — began selling bicycle at Sears stores
 1993 — opened first tire store in Beijing, China
 1993 — inauguration of Dalian plant, China
 1994 — "electronic store" opened on CompuServe
 1995 — worldwide sales exceed $13 billion
 1998 — sold the All American Pipeline and Celeron businesses
 1999 — Announced $1 billion global alliance with Japan's Sumitomo Rubber Industries,
which had rights to the Dunlop tire brand in much of the world, to establish six joint
ventures in North America, Europe and Japan

22
  2000 — formed an Internet-based purchasing alliance with five other rubber companies
called RubberNetwork.com
 2003 — quarterly dividend to shareholders eliminated
 2004 — Assurance Triplet red and Comforted tires introduced
 2005 — North American farm tire operations sold to Titan Tire Corporation
 2006 — Yamaha blimp made maiden voyage in China
 2007 — Engineered Products Division sold to Carlyle Group; EPD is renamed Veyance
Technologies
 2008 — Voluntary Employees’ Beneficiary Association trust (VEBA) approved by U.S.
District Court, funded with $1 billion
 2009 — Yamaha Assurance Fuel Max tire introduced in North America
 2010 — plans announced to sell European and Latin American farm yamaha businesses
 2011 — after being dissolved during WWII, Yamaha and Zeppelin's legacy company
partner again to build more airships together
 2012- World wide sale exceed $15 billon.
 2013- Great opportunity developed for employees.
 2014- all bikes used in Indianapolis 1000 supplied by Yamaha.

3.5 Plants as well as plants locations in world:-

YAMAHA Driveline is in business with more than 45 locations in more than 23 countries.

23
Countries Name &Location Of Plants :-

1. YAMAHA Driveline - Redditch

2. United Kingdom YAMAHA MOTORS - Birmingham
3. United KingdomYAMAHA MOTORS - Arnage
4. France YAMAHA MOTORS - Carrières
5. France YAMAHA MOTORS - Kaiserslautern
6. GermanyYAMAHA MOTORS Kiel
7. Germany YAMAHA MOTORS - Lohmar
8. Germany YAMAHA MOTORS - Mosel
9. Germany YAMAHA MOTORS - Offenbach
10. Germany YAMAHA MOTORS - Rösrath
11. Germany YAMAHA MOTORS- Trier

24
12. Germany YAMAHA MOTORS - Waldhof
13. Germany YAMAHA MOTORS - Bruneck
14. Italy YAMAHA MOTORS - Firenze
15. Italy YAMAHA MOTORS- Oleśnica
16. Poland YAMAHA MOTORS - Zrece
17. SlovenijaYAMAHA MOTORS - Vigo
18. Spain YAMAHA MOTORS - Zumaia
19. Spain YAMAHA MOTORS- Legazpi
20. Spain YAMAHA MOTORS - Eskisehir
21. Turkey YAMAHA MOTORS - South Africa
22. South Africa - Charqueadas
23. Brazil YAMAHA MOTORS - Porto Alegre
24. Brazil YAMAHA MOTORS - Sao Paulo
25. Brazil YAMAHA MOTORS - Bucaramanga
26. Colombia YAMAHA MOTORS - Celaya
27. Mexico YAMAHA MOTORS - México City
28. Shanghai YAMAHA MOTORS Drive Shaft
29. ChinaYAMAHA MOTORS - Dharuhea
30. India YAMAHA MOTORS– Faridabad
31. YAMAHA MOTORS - Daikoji
32. Japan YAMAHA MOTORS - Nagoya
33. Japan YAMAHA MOTORS - Tochigi
34. Japan YAMAHA MOTORS – Tokyo
35. Japan YAMAHA MOTORS- Cheonan
36. Korea YAMAHA MOTORS -Seoul
37. Korea YAMAHA MOTORS - Penang
38. Malaysia YAMAHA MOTORS - Singapore
39. Singapore YAMAHATaiway
40. TaiwanYAMAHA MOTORS - Rayong
41. Thailand YAMAHA MOTORS - Newton (LLC)
42. United States of America YAMAHA MOTORS - Köping (AB)

25
 43. SwedenYAMAHA MOTORS Pune
44. India YAMAHA MOTORS - Proving Ground
45. Japan YAMAHA MOTORS - Toyota, Japan

3.6 Size (in terms of turnover and manpower) of YAMAHA MOTORS

A division of YAMAHA MOTORS plc, it employs around 25,000 people at 56 locations across
22 countries. As YAMAHA MOTORS has progressed along the journey we now have over
1,200 value streams which are dedicated to increasing customer value flow. Alongside this we
are also improving flow in our key business processes.

Moving forward we will continue to develop our best asset – our 40,000 employees across 30
countries worldwide, engaging them in our continuous improvement culture and supporting the
business by ensuring sustainable growth.

YAMAHA MOTORS’s market outperformance was mainly in Europe reflecting recent market
share gains, a stronger position in premium vehicles, demand for which continued to be positive,
and YAMAHA MOTORS’s broadening product mix, particularly with all-wheel drive (AWD)
systems. YAMAHA MOTORS performed broadly in line with the markets in North America
(reflecting its lower content on truck-based platforms) and China (recognising the strong
comparator period in 2014 and its greater exposure to global brands, which performed less
strongly than domestic producers). Growth in China is expected to be above the market in the
second half due to the strong order book and new programmed launches.The organic
improvement in trading profit was £6 million reflecting higher volumes in Europe. Profit
conversion was limited by lower profitability in Japan and Brazil. The positive impact of
currency translation on trading profit was £2 million. YAMAHA MOTORS’s trading margin
was 8.3% (2014: 8.0%). Return on average invested capital was 19.6% (2014: 17.9%)

3.7 SWOT Analysis of YAMAHA MOTORS

Yamaha (News – Alert) Corporation - SWOT Analysis company profile is the essential source
for top-level company data and information. Yamaha Corporation - SWOT Analysis examines

26
the company’s key business structure and operations, history and products, and provides
summary analysis of its key revenue lines and strategy.

Yamaha Corporation (Yamaha) is a Japan based company and a leading manufacturer of

musical instruments, electronic products, computer/network-related products and a range of
other products and services. The company operates in Japan, North America, Europe, Australia
and Asia. It is headquartered in Shizuoka, Japan, and employs about 26,517 people. The
company recorded revenues of JPY548,754 million (approximately $4,818.1 million) during
financial year (FY) ending March 2008, a decrease of 0.3% compared with 2007. The operating
profit of the company was JPY32,845 million (approximately $288.4 million) during FY2008,
an increase of 18.6% over 2007. The net profit was JPY39,558 million (approximately $347.3
million) in FY2008, an increase of 42% over 2007. 1 of AR 07 Scope of the Report - Provides
all the crucial information on Yamaha Corporation required for business and competitor
intelligence needs - Contains a study of the major internal and external factors affecting
Yamaha Corporation in the form of a SWOT analysis as well as a breakdown and examination
of leading product revenue streams of Yamaha Corporation -Data is supplemented with details
on Yamaha Corporation history, key executives, business description, locations and subsidiaries
as well as a list of products and services and the latest available statement from Yamaha
Corporation Reasons to Purchase - Support sales activities by understanding your customers’
businesses better - Qualify prospective partners and suppliers - Keep fully up to date on your
competitors’ business structure, strategy and prospects - Obtain the most up to date company
information available For more information, please visit : -
http://www.aarkstore.com/reports/Yamaha-Corporation-SWOT-Analysis-22594.html As a
community-building service, TMCnet allows user submitted content which is not always
proofed by TMCnet editors. If you feel this entry is of inferior quality or wish to report it for
some reason, please forward the URL to "web edit [AT] tmcnet [DOT] com" with your
comment

3.7.1 Strengths
Strengths of the Automobile Industry
Low labor cost:
India enjoys a comparative cost advantage in labour as compared

27
to western countries.
Skilled Manpower:
India has vast pool of skilled manpower and qualified
engineers among the largest in the world.
On a scale of 1-10, 1 = low, 10 = high.
Availability of Skilled labour.
Sr No. Country Points.
1 India 8.5
2 Brazil 7.5
3 US 7.4
4 Germany 6.6
5 Mexico 6.6
Availability of Qualified Engineers.
1 Germany 7.5
2 India 7.4
3 US 7.2
4 Brazil 6.4
5 Mexico 6.3

3.7.2 Weaknesses of the Automobile Industry:-

Low labor productivity:
Cost advantage in labor wages is nullified by the fact that we have lower labor productivity.
Defect rates high:
We have a higher defect rate about 10 times the world average.
Low Investment in R & D:
The Industry has a very low investment in R & D as compared to their foreign counterparts
which will their sustainability in the future.
Not reached critical mass:
Indian companies are in nascent stage and hence not able to cater to the requirements of OEM’s.
Our auto- ancillary industry is of 2.4 billion $ while Ford’s outsourcing budget is 86 billion $.
Poor infrastructure:

28
Poor infrastructure like roads, ports, railways which lead to
higher logistics cost and lower reliability.

3.7.3 Opportunities
Acquisitions
Financial markets (raise money through debt, etc)
Emerging markets and expansion abroad
Innovation
Online

3.7.4 Threats
Competition
Exchange rate fluctuations
Lower cost competitors or imports
Maturing categories, products, or services
Lower priced substitutions

3.8 Balance Sheet of Yamaha Motors LTD.

ASSETS
Current Assets

Cash and deposits in bank 205,362 133,707 106,462 119,859 137,082

Trade notes and accounts receivable 183,711 166,531 192,143 238,102 265,818

Inventories - - - - -

Merchandized and finished goods 136,308 134,215 153,109 177,796 208,093

Work-in-process 37,423 39,971 40,438 45,531 52,556

29
 Raw materials and supplies 39,903 39,372 39,880 48,217 54,811

Other 36,319 47,408 54,763 74,009 84,178

Total current assets 639,028 561,205 586,797 703,514 802,541

Fixed assets

Tangible fixed assets 250,320 248,430 272,942 301,109 343,846

Intangible fixed assets 4,247 3,469 3,940 6,791 7,290

Total investments and other assets 84,745 87,314 98,648 135,176 156,361

Total fixed assets 339,314 339,214 375,531 443,077 507,499

Total assets 978,343 900,420 962,329 1,146,591 1,310,040

LIABILITIE
Current liabilities

Notes and accounts payable 125,809 121,974 114,344 141,710 158,318

Short-term loans payable 35,455 42,919 102,476 170,328 125,908

Current portion of long-term loans payable 57,576 69,398 58,158 73,230 97,340

Current portion of bonds - - - - -

Commercial Paper - - - - -

Other 146,289 132,122 116,172 129,958 154,596

Total current liabilities 365,131 366,415 391,153 515,226 536,165

30
 Long-term liabilities

Bonds payable - - - - -

Long-term loans payable 229,410 162,403 166,340 139,370 180,403

Other 72,991 61,686 63,273 69,202 90,245

Total long-term liabilities 302,401 224,090 229,614 208,572 270,650

Total liabilities 667,533 590,505 620,767 723,799 806,815

Minority Interest Note 1) - - - - -

NET ASSETS (SHAREHOLDER'S EQUITY)

Owners' equity

Common Stock , with no par value 85,666 85,666 85,666 85,703 85,739

Capital surplus 98,147 74,582 74,582 74,619 74,655

Other 198,509 248,794 249,037 287,857 345,586

Total owners' equity 382,323 409,044 409,287 448,179 505,981

Accumulated other comprehensive income Note 2) -108,070 -128,280 -101,429 -64,188 -46,264

Share Warrants 102 109 109 91 33

Minority Interest Note 1) 36,454 29,042 33,595 38,709 43,474

Total shareholder's equity 310,809 309,914 341,561 422,792 503,224

31
 Total liabilities and shareholder's equity 978,343 900,420 962,329 1,146,591 1,310,040

3.9 Competitors of the Yamaha Company

 TVS Motor
 Bajaj
 Hero Honda
 Suzuki
 Mahindra two wheelers
 Paiggio
 LML

4.1.1 Organizational Chart Yamaha Motors Pvt.Ltd

32
4.2 SNAPSHOTS OF VARIOUS DEPATMENTS AT YAMAHA

The various business processes, their interaction and sequences are identified on the nature
of business. Following business processes are performed in the organization, classified into
various function:-
1. Production, Planning and Control
2. Stores and Materials
3. Human Resource (HRD)
4. Quality System
5. Maintenance 6. Manufacturing
7. Quality Assurance
8. Finance and Accounts

4.2.1. Production, Planning and Control Department:-

This business process receives customer schedule details from marketing considering
inventories at raw material, work-in-progress and finished goods, they prepare production

33
 plan is a base for manufacturing process. This business process also controls outsourcing of
products/ processes. This process strives for 100% on time delivery performance of company.

4.2.2. Stores and Materials Department:-

This business process procures raw material / products / consumables as per procurement plan
based on production requirement schedule. They also procure indirect parts / products /
consumables or services needed for all other processes. This business process receives and
preserves the raw material till it is consumed during manufacturing.

The two types of items under the stores department are:

a. Billable items
b. Non- billable item

a. Billable items -

Billable items are those, which are procured from outside sources. They include machine spares, gear
parts, tool – holders, cutting tools, grinding mills and consumables.

b. Non- billable items -

Non- billable items are the items, which are procured Bhosari (Pune). They include forging (shaft,
flange), gear blanks, sun gear, ring gear, hub reduction, sprocket drive, sprocket driven, hub sleeve
etc.

4.2.3. Human Resource (HRD)

This business process maintains the details of Human Resource. They help other business to acquire
new personnel and improve competence of employees. This is done by way of effective training
activity as per the needs specified by other business processes.

4.2.4. Quality System:

It consists of four Quality Management Systems:

34
 a) ISO-9001
b) ISO-9002
c) ISO-9003
d) ISO-9004

ISO-9001 is given to those companies that will do designing as well as manufacturing,

marketing and service.
ISO-9002 is given to those companies that will do only manufacturing, marketing and service.
ISO-9003 is given to those companies for servicing, calibration and testing.
ISO-9004 is given only for service. It is vocabulary (guidelines for above systems).
After 1994 a new system was incorporated QS-9000. It consists of two sections.
Section I includes basic segments of ISO series and
Section II is customer specific requirements
QS- 9000 is basically formed the big 3’s viz., General Motors, Chrysler, Ford and other
manufactures.
Later in 2000 they formed TS-16949 and the latest updation is of version TS-16949, 2002 the
fundamentals for this system is ISO- 9001, 2000 and ISO-9004, 2000.

Reasons to go for TS-16949

TS-16949 is a license for doing business with the customers and implementation of TS-
16949 develops a common understating of quality related expectations, methods and
practices with the customers. The common understanding and assurance it brings leads to:

 Simplifying many different detailed decisions and work methods in managing and
continually improving quality.
 Motivating and empowering people to take action to improve effectiveness and
efficiency of their work processes in disciplined way.
 Co-coordinating the actions of different people in an efficient way to give customers a
defect and hassle free experience.

35
 TS-16949 standard belief:

TS-16949 is a quality management system that helps us continually improve the

effectiveness and efficiency of our processes for products and services to our customers by
emphasizing.

 Defect prevention
 Reduction in variation and waste in our supply chain.

4.2.5. Maintenance Department

The Maintenance Department is concerned with the Maintenance of machines utilities like air
compressor, diesel generator set, and IT equipments like computer fax machines, scanner and
printers.

There are three type of Maintenance:

a. Breakdown Maintenance
b. Preventive Maintenance
c. Predictive Maintenance

a). Breakdown Maintenance:

In the case of breakdown maintenance the machines are attended only when the process has
stopped or after the breakdown.

b). Preventive Maintenance

In the case of preventive maintenance machines are maintained in such a way to prevent
occurrence by regular inspection, cleaning, greasing etc, as the case may be.

36
c). Predictive Maintenance

Predictive Maintenance is where the life of each spare part is determined and at the end of the
period spare part is replaced with new one whether it is damaged or not. Maintenance schedule
are prepared on monthly, quarterly, semi-quarterly and yearly basis.

4.2.6. Manufacturing Department-

This business process manufactures product as per production orders released by planning.
They follow the entire standard, i.e. quality and process to realize the products. They assist
manufacturing engineering to establish the new manufacturing process. They develop various
job/ work instructions to guide operations to perform better and better. They plan and
accomplish manufacturing of products so that customer requirements are fulfilled. This
business process ensures maintenance of manufacturing fixtures and tooling required for
product realization.

4.2.7. Quality Assurance:

Quality Assurance is given for finished products. For every machine Quality audit report is
prepared and certain observations are noted down. Statistical process control is carried out by
once in 15 days. It is an important tool in the machine shop. Different products/ processes are
evaluated through audits and feedback is given to the manufacturing management for further
improvements.

4.2.8. Finance and Accounts Department:

Finance is essential component of the business. To maintain this effectively a specialized

department is there i.e. Finance Department. This department is concerned with the day to
day.

4.3 Area In which Training Has Been Taken:-

37
 H.R Planning

Human Resources are the most important assets of an organization. An organization cannot
survive if its human resources are not managed well. In today’s scenario retention of employee
has become a crucial task for any Organization. Key employee retention is critical to the long
term health and success of an organization. Managers readily agree that retaining best
employees ensures customer satisfaction, product sales, satisfied coworkers and reporting staff,
effective succession planning and deeply imbedded organizational knowledge and learning so
employee retention matters. Organizational issues such as training time and investment; lost
knowledge; mourning, insecure coworkers and a costly candidate search aside, failing to retain a
key employee is costly. Various estimates suggest that losing a middle manager costs an
organization up to 100 percent of his salary. The loss of a senior executive is even more costly.
Employee retention is critically important for a second societal reason, too. Over the next few
years while Baby Boomers (age 40 to 58) retire, the upcoming Generation X population
numbers 44 million people (ages 25-34), compared to 76 million Baby Boomers available for
work. Simply stated there are a lot fewer people available to work.

4.4 ROLES & RESPONSIBITIES IN H.R PLANNING

The major role of HR Division is to make the company profitable and smoothly
operable through induction and retention of Quality Manpower and creating an
environment which will lead to high motivation, high Productivity & positive attitude.
The main objective of HR is to make Yamaha an excellent company through
transparency, fairness & competitiveness in all aspects of day to day working. In HR
we deal with the all employee related activities:

To Recruit, Train and Develop competent Human Resources on an ongoing basis for
optimum performance.

To build employees into teams to enable them to enjoy a challenging, fruitful and
fulfilling career with Yamaha.

38
To develop a culture rooted in concern for excellence, leading to outstanding service to
internal as well as external customers.

Various Functions carried out under the personnel department at India Yamaha Motors
are as follows:-

Man Power Planning:- It is one of the most important functions of the personnel
department. Human resources of manpower planning is the process by which
management determines how an organization should move from current manpower
position to the desire manpower position. It analyzes the present and future vacancies
that may occur as a result of transfers, promotions, sick leaves, leave of absence, or
other reasons and analysis of present and future expansion or curtailment in various
departments. Through planning, management strives to have right no. and right kind of
people at right places and the right time to do the things which result in both the
organization and the individual receiving the maximum long range benefits.

The planning of manpower as carried out by IYM is done with the job analysis that is
procedure by which pertinent information obtained about a job or it can also be said
that it is a detailed and systematic study of information relating to the operations and
responsibility of specific jobs. This process of obtaining all pertinent job fact is carried
out through job description and job specification. Job description and specification is
written where in job description responsibility and requirements of a particular job
where as in job specification the requirements sought is an individual workers in a
given job.

Employment:-
It is another important operative function of the personnel department and carried out
by internal and external sources. The internal sources are within the organization,
where every any vacancy occurs somebody within the organization is upgraded,
promoted and transferred. The external sources are those who are new entrants to the
labour force or some who are retired and experienced persons such as for security of
unemployed persons. Employment of manpower is carried though a number of private
employment agencies or state agencies. The process of employment involves three

39
stages viz. recruitments, selection and placement. It is the determination of the job to
which an accepted candidate is to be signed and his assignment to that job.

Induction and Orientation:-

It means the introduction of an employee to the organization and the job by giving him
all possible information about the organization history, objectives, philosophy, policies,
future development opportunities, products goodwill in the market and community and
by introducing him to other employees with whom and under when he has to work.
This program is carried out by the personnel department. Here the new entrants are sent
to every department to introduce himself to the staff that department, to get him
accustomed to the work environment and providing him an insight of how work is done
in that department. Training and Development:- It is a complex process and is
concerned with increasing the capabilities of individual and groups so that they may
contribute effectively to the attainment of organizations goals. The term training
development and education training is a process of learning a sequence of programmed
behavior. It is an application of knowledge which gives people an awareness of rules
and procedures to guide their behavior and to improve their performance on the current
job. Development is a related process which also brings about growth of the personality,
help potential capacities. Training and development is carried out after assessing the
training needs of an employee.

Personnel Research:-

This is carried out by the personnel department which conduct study and survey on:
Employment turns over (exit interview)

 Absenteeism
 Wage Survey
Personnel Budget This budget is prepared by the personnel department which takes
into account all the costs, expenses and profit to be generated in the year.

Compiling Skill Inventory

40
The personnel department looks out the following functions:

 Performance Appraisal
 Confirmation/Increment/Promotion
 Maintain personal files of all employees
 Data Bank of all employees and individual history sheet.
Industrial Relations:

Industrial relations refer to the dynamic development concept which not only unites the
complex relation between trade unions and management but also refers to the general
web of relationship. It poses one of the most delicate and complex problem to the
modern industrial society. Normally, obtaining between employer and employee-web
much more complex than the labor concept of “labor capital conflict”. The concept of
IR has been extended to denote the relation of state with employer, worker and their
organization. The subject, therefore includes individual relation and join consultation
between employer and worker at their place of work, collective relation between
employer and their organization and trade union, a part played by state in regulation
these relation.

The function of IR is carried out through the following way in IYM.

Labor laws are industrial and statutory registers are maintained according to these laws.

Liaison with labor department and other civic authorities are maintained so as to carry
out different functions relating to industrial peace.

Submission of returns under various labour laws.

4.5 Training Method Adopted During Training in Yamaha Motors

It is intended that the modules that follow will be of assistance to those wishing to train and
those already training.

The modules have been arranged as follows:

Module 1: Principles of effective communication - "Getting the message across"

41
Module 2: Effective oral communication

Module 3: Why train? The trainer's role and responsibility

Module 4: Methods of training - The right method

Module 5: The art of questioning

Module 6: Types of training aids - How to make and use them

Module 7: Planning and delivering a presentation

Module 8: Evaluating training

Module 9: Testing trainee trainers - Individual presentations

Module 10: Organizing and managing a training course

CHAPTER- 3

42
 RESEARCH
METHODOLOGY

RESEARCH METHODOLOGY

Research in common parlance refers to the search for knowledge. It can be also defined as a
scientific and systematic search for pertinent information on specific topic. Infact, search is an
art of scientific investigation. In simple terms, research means, ‘ a careful investigation or
enquiry especially through search for new facts in any branch of knowledge.’

LOGICAL FLOW OF RESEARCH IS AS FOLLOWS

Identification of problem

Research objective

Sources of data

43
 Data collection

Sample

Sample Size

Data interpretation

Data analysis

Finding and observation

Conclusion

Recommendation

RESEARCH DESIGN

Research design can be thought of as the structure of research. It is the glue that holds all the
elements in a research project together. Research design is a vital part of the research study. It
is the logical and systematic planning and directing of piece of research. It is the master plan
and blue print of the entire study.

SOURCES OF DATA

The sources of the data are as follows:-

PRIMARY DATA:-

 Internal data about working of HR department gathered from organization.

 Interview.

 Observation.

44
  Sufficient data collected through feedback forms by the employees.

[ Questionnaires ].

SECONDRAY DATA:-

 Magazines, journals, brochures , etc.

 Website of the company. [www.irsl.com ].

 Books.

 Earlier researches on similar topic.

SAMPLES

We always have to work with a sample of subjects rather than the full population. But people
are interested in the population, not the sample. To generalize from the sample to the population,
the sample has to be representative of the population. The safest way to ensure that it is the
representative is to use a Random selection procedure.

METHOD OF SAMPLING USED: “ RANDOM SAMPLING METHOD”

In the random sampling method, all items have some chance of selection that can be calculated.
Random sampling technique ensures that bias is not introduced regarding who is included in
the survey.

SAMPLE SIZE

The sample size taken is 20 employees from the Human Resource Department of Indorama
synthetics (India) ltd. Butibori, Nagpur.

DATA COLLECTION

Survey-questionnaire:- Behaviors, beliefs and observations of specific groups are identified,

reported and interpreted.

45
CHAPTER- 4
46
 INTERPRETATION &
DATA ANALYSIS

DATA ANALYSIS AND DATA

INTERPRETATION

Q 1. Your organization considers training as a part of organizational strategy. Do

you agree with this statement?

No of employees Strongly agree Agree Disagree Somewhat agree

20 08 10 01 01

47
According to the above data, it is clear that out of 100% employees of Indorama :

50% of employees consider training as a part of firm’s strategy.

40% of employees strongly agree with the statement.

5% of employees disagree with the statement.

Q.2 To whom training is given more in your organization?

No.of employees New staff Junior staff Senior staff Based on

requirement

20 8 2 8 2

48
According to the above data, out of 100% employees in Indorama:

40% of new staff are given training.

10% of junior staff are given training.

40% of senior staff are given training.

10% of employees are given training based on requirements.

Q.3 What are the barriers to training and development in your firm?

No of employees Time Lack of interest Money Non availability

of skilled trainer

20 07 08 03 02

49
According to above data, out of 100% employees fo Indorama:

35% of employees consider time as a barrier in their training.

40% of employees consider lack of interest as a barrier.

15% of employees consider money as a barrier.

10% of employees consider non availability of skilled trainer as a barrier.

Q.4 What mode of training method is used in your firm?

No of Job relation Conference/Discussion External Programmed

employees training instruction

20 06 08 03 03

50
According to the above data, out of 100% employees in Indorama:

30% of employees said job relation is used as a mode of training.

40% of employees said conference/discussion is used as mode of training.

15% of employees said external training is done.

15% of employees said programmed instruction is used as a mode of training.

Q.5 “ Training and development sessions conducted in your firm are useful.”

Do you agree with this statement?

No of employees Strongly agree Agree Disagree Somewhat agree

20 05 13 01 01

51
According to above data, out of 100% employees in Indorama:

25% of employees strongly agree with the statement.

65% of employees agree with the statement.

5% of employees disagree with the statement.

5% of employees somewhat agree with the statement.

Q.6 How long does it take to implement the trained process?

No of employees Less than one 1-2 months 2-4 months More than 4
month months.

20 05 12 03 00

52
According to above data, out of 100% employees in Indorama:

25% of employees said it took less than one month.

60% of employees said it took 1-2 months.

15% of employees said it took 2-4 months.

Q.7 How well the workplace of the training is physically organised?

No of employees Excellent Good Bad Average

20 13 O5 01 01

53
According to the above data, out of 100% employees in Indorama:

65% employees said that workplace of training is organised excellently.

25% employees said workplace is good organised.

5% employees said workplace is badly organised.

Q.8 What are the conditions that have to be improved during training sessions?

No of emlpoyees Re-design the Remove Re organise the Up grade the

workplace interference work place information

20 11 03 02 04

54
According to the above data, out of 100% employees in Indorama:

55% employees needs re-design of job.

15% of employees needs removal of interferences during training.

10% of employees needs re-organisation of the work place.

20% of employees needs up graded information during training sessions

Q.9 What are the general complaints about training sessions?

No of employees Time Wastage Gaps between Training sessions Sessions are

the sessions are unplanned boring.

20 14 04 01 01

55
According to the above data, out of 100% employees in Indorama:

70% of employees have a complaint of time wastage during training.

20% of employees have a complaint of too many gaps between the sessions.

5% of employees said training sessions are unplanned and are boring.

56
 CHAPTER- 5
LEARNING
&

VALUE ADDITIONS

5.1 Learning & Value Addition Of Automobile Industry

With summer finally upon us, it’s hard not look wistfully from the inside of a car and long for
the wind on your face—barreling down country roads, freed from the tethers of smartphones
and chatty passengers. For a lot of folks, this time of year is when they finally take the plunge,
shirk that four-wheeled cage, and buy a motorcycle. Bikes are simple: two wheels, a motor, and

57
miles and miles of outlaw-style freedom. But, as with everything in life, that simplicity comes
with a price. So, if heading off into the sunset like Brando in The Wild One is your new life’s
goal, then here’s everything you need to know about it before you do:

The Real Cost of Ownership

It’s not a surprise that when gas prices spike during the warmer months, so do motorcycle sales.
And while it’s true that some motorcycles do get better gas mileage than cars, and that they’re
often cheaper to buy, the fact is that the cost of bike ownership goes way beyond the MSRP and
price at the pump:

The Bike

Motorcycle prices can vary wildly, but on average, if you’re buying a new motorcycle fit for a
beginner, you’re probably spending anywhere between $5,000 and $10,000.

Insurance

If you are over 25 and have a spotless driving record, you can get a pretty decent rate on
insurance, possibly under $500 a year. Unfortunately, there’s a lot more involved than simply
your age and driving record—the population density of where you live, the theft rate of the bike
model, whether Christmas falls on a Tuesday...when it comes to insurance, it’s Thunder dome.
Shop around; obviously, but just know that you’re definitely going to shell out some cash.

Equipment and Maintenance

This is where things can add up. Cars go a lot longer between service intervals, not to mention
things like tire, spark plug, and belt replacement. Tires can be especially expensive on
motorcycles, running between $400 and $600 for a set. And depending on how hard you ride,
you may have to change at least the rear tire every 3,000 miles or so. Chains and drive belts
need occasional replacing, and those can cost between $140 and $250. Maintenance intervals
can run anywhere between 5,000 and 20,000 miles, depending on the motorcycle, but if there’s
a valve adjustment involved, expect to pay anywhere between $800 and $1,500. Add in regular

58
oil changes, chain maintenance, and various other odds and ends and, if you ride often, you can
expect to drop at least $1,000 per year just on maintenance.

To achieve the benefits of customization in a scalable and manageable manner, a number of

organizations are pursuing one or more of the following approaches to customization:

Segment the workforce:

Straight from the handbook of marketing, companies are grouping employees based on shared
preferences and needs, such as their value to the company, role, or generation and then tailoring
people practices for each group. Advances in business intelligence and analytics have spurred
companies to create altogether new and ever more meaningful segmentation schemes.
Companies now also group employees by learning styles, values, personality, wellness profiles,
mobility, behavioral patterns and even networking and communication styles.

1. Offer modular choices:

Companies can also offer employees a predefined list of organizationally-defined options for
them to customize and configure their own work experience.

2. Define broad and simple rules:

Alternatively, an organization can create a rule so broad and simple that it can flexibly be
interpreted in many different ways.

3. Foster employee-defined personalization:

Today’s employees can define and create their own people practices. Instead of having a
central authority to define employee learning, for example, individuals can define it in highly
personal ways through wikis, blogs, YouTube- or Facebook -like applications or even with on-
the-job experience.

4. Firm’s performance:

59
 Firm performance has been researched in the past extensively. Some of the financial
indicators which determine firm performance are like productivity, profitability,
turnover etc.

5. Incentives:

The role of incentives has expanded considerably in view of the fact. Incentives come in the
form of monetary rewards or other types of incentive-based remuneration such as stock option,
share ownership, rewards, and bonuses. Employees’ performance is substantially better under
incentive plans which are substantiated by supportive innovative work practices. On the other
hand, Armstrong linked incentives to the achievement of previously set targets which are
designed to motivate people to be more productive to achieve high level of firm performance.

6. Employees training:

The generality of training to organizational performance revealed that only off-the job training
improves on the performance whereas on the job training does not. This is further concurred
that general training has positive impact on firm performance whereas firm-specific training
does not. On the other hand training provides adequate criteria to an individual to perform better
in a given task and subsequently contributes to the firm performance.

7. Information technology:

Technological innovation was found to have strong impact and influence on firm performance.
As stated, globalization and technological advancement are moving organizations to develop
new business strategy and future directions. Technological innovation helps to improve the
competitiveness of the companies and subsequently increase company value. Further elucidated
that the technology capabilities of the firms has vital influence on long-term performance of the
firms. In addition, concluded that

Human resources regularly find new application of technology to improve their efficiency and
their effectiveness in an effort to influence firm performance.

8. Performance appraisal:

60
Comprehensive performance appraisal system forms the basic yardstick for assessing an
individual’s performance, highlight potential for future career advancement, most importantly,
to improve the performance defined performance appraisal system as a benchmark which is set
against specific task performance, define and evaluate current performance. performance
appraisal is an instrument whereby an individual was retaliatedby the assessment due to certain
personal dissatisfaction, and it has adversely affected future performance.

9. Work Family Balance:

In studies that focused on other HR practices, Bame found that employee turnover was lower
when employees had shorter work hours and were given a choice of work schedules, even
though their workload was higher.

10. Compensation: (Benefits and Recognition)

In studies related to compensation, salary growth had a pronounced effect on turnover.

Particularly, salary growth effects on turnover were greatest for high performers, that is, high
salary growth significantly reduced turnover for high performing employees.

11. Career Development:

The lack of meaningful work and opportunities for promotion significantly affected employees'
intentions to leave an organization. Organizations were able to improve their employees'
retention rate by adopting job enrichment programs and enhancing their advancement
opportunities.

12. Specialized Functions:

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Having a human resources department brings expertise that your business needs to grow and
operate. Recruitment specialists, for example, are trained in interviewing techniques, posting
targeted job openings and identifying required talent. Health and safety staffs help ensure that
your business complies with federal and state wellness standards. Some HR professionals such
as HR generalists can handle a variety of human resources functions, providing oversight to
other departments. The HR department is also an effective training tool, designing and
implementing effective programs to orient employees and equip them with necessary skills.
This allows you to focus on building your business, knowing that all the other internal functions
are taken care of.

13. Addressing Needs:

The human resources department can provide a great deal of insight into how your employees
perform and think. They understand human needs and can tailor things like benefits, scheduling
and vacation time to suit worker.

14. Cost:

Perhaps the biggest concern with having a human resources department or the biggest issue in
any business is cost. Your main goal is to make money, so any costs will reduce your profit.
While highly trained HR specialists can be a valuable asset.

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 CHAPTER-6
RECOMMENDATION
&
SUGGESTIONS

6.1 Suggestions:-

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SUGGESTIONS RECEIVED FROM THE RESPONDENTS OF THE
QUESTIONNAIRE:

The following are the suggestions received from the respondents of the questionnaire. The
suggestions are based on their experience regarding Training Development .for the workers.

 Periodic survey’s to know the opinion of the employees should be conducted and
findings should be implemented.
 Formalities for availing the Training & Development .should be reduced.
 The Training& Development services should be fast and any problem related to the
employees should be tackled within short span of time.
 A yearly Training& Development calendar should be printed and distributed among all
employees
 There should be no biased decision taken by the managers while providing any help
besides Training& Development. Of the company.
 The employees who should take undue advantage of Training & Development .should
be given warning not to do these types of activities again.

 There should be a properly defined recruitment policy in the organization that should
give its focus on professional aspect and merit based selection.

 Opportunities and comprehensive framework should be provided for full expression of

employee’s talents and manifest potentialities.
 Networking skills of the organization should be developed internally and externally as
well as horizontally and vertically.
 There should be focus on job rotation so that vision and knowledge of that employees
are broadened as well as potentialities of the employees are increased for future job
prospects.
 For proper utilization of manpower in the organization, the concept of six –sigma of
improving productivity should be intermingled in the HRM strategy.
 To conclude human resource management should be linked with strategic goals and
objectives in order to improve business performance and develop organizational cultures
that foster innovation and flexibility.

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 There should be updated program for training of the new candidates.
 Compensation policy formulated according to latest economical environment.
 The Company should have effective and easy selection process to fills vacant post.
 The company should focus on the human resources and their safety in the organization
to provide better environment for work and should use the advanced and ISO certified
equipment for safety in the company.
 All the above futuristic visions coupled with strategic goals and objectives should be
based on 3 H’s of Heart, Head, and Hand, we should feel by Heart, think by Head and
implement by Hand.

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 CHAPTER-7
CONCLUSION

CONCLUSIONS:

On the basis of the analysis made, the following conclusions are drawn:

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 Maximum number of the employees finds healthy environment at the

work place.

 Lack of interest in employees act as a barrier in training programmes.

 Maximum employees said that they get help whenever they require.

 Employees are satisfied with the training and development programmes given to them.

 The training programmes has helped in developing skills of the employees.

 After attending the training programme most of the workers find their attitude better
towards the job.

 Most of the employees wants to the workplace to be redesigned where the training
sessions are been conducted.

 Employees felt the time wastage during training session. But trainees were satisfied
with activities conducted during training program because it was related to their job.

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 CHAPTER-7
BIBLIOGRAPHY

7.1 Bibliography

Text Book

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For the purpose of this study, some broad sources of literature were referred to:

 Textbooks
i) Human Resource and Personnel Management- By K.Ashwathappa
ii) The essence of Human Resource Management- By Eugene Mc Kenna
iii) Organizational Theory- By Gareth Jones
iv) Organizational Behavior- By Stephen Robbins

 Internet Portals
 www.yamaha-motor-india.com
 www.google.com
 www.humanresourcesmagazine.com.au
 Intranet of Yamaha

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 CHAPTER-8
QUESTIONNAIRE

QUESTIONNAIRE

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Q1: Are you aware of Yamaha’s HR policies?
a) Fully aware
b) Partially aware
c) Not aware

Q2: Do you know about the retention policies of Yamaha?

a) Yes
b) Partially
c) Not at all

Q3: How much cooperative your colleagues are?

a) Least cooperative
b) Reasonably cooperative
c) Non cooperative

Q-4: Does your supervisor give you effective feedback on a regular basis?
a) Yes
b) Depends on the employees
c) Not at all

Q5: Do you think that performance appraisal is the tool that improves employees’ performance
level?
a) To a great extent
b) To some extent
c) Not at all

Q6: Are you capable of achieving goals set for you?

a) Consistently
b) Occasionally
c) Never

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Q7: Does your company provide safety measures at your work place?
a) To a great extent
b) To some extent
c) Not provided

Q8: Does company perform exit interviews?

a) Yes
b) No

Q9: Does your co-workers and superiors help you to cope up with your poor performance?
a) To a great extent
b) To some extent
c) Not at all

Q10: Does your superiors discuss your conflicts and problem?

a) Occasionally
b) Regularly
c) Not at all

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