Fina T&D On SAF

TRAINING AND DEVELOPMENT
Contents
CH. NO TABLE OF CONTENTS LIST OF TABLES LIST OF FIGURES CHAPTER 1 INTRODUCTION
1.1 THEORETICAL BACKGROUND 1.2 MEANING OF TRAINING 1.3 TRAINING PROCESS 1.4 DEVELOPMENT 1.5 AIMS/OBJECTIVES OF TRAINING & DEVELOPMENT 1.6 INPUTS IN TRAINING AND DEVELOPMENT 1.7.APPROACH OF TRAINING AND DEVLOPMENT
PAGE NO
REVIEW OF LITERATURE
2.1 CONCEPT AND THEORY 2.2 INDUSTRY PROFILE 2.3 COMPANY PROFILE
RESEARCH METHODOLOGY AND DESIGN

3.1 STATEMENT OF THE PROBLEM 3.2 NEED FOR DTUDY 3.3 OBJECTIVES OF STUDY 3.4 ANALYTICAL TOOLS 3.5 SCOPE OF STUDY 3.6 LIMITATIONS
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DATA ANALYSIS AND INTERPRETATION

4.1 PERSONAL DATA 4.2 AWARENESS
SUMMARY OF FINDINGS AND SUGGESTIONS

5.1 FINDINGS 5.2 SUGGESTIONS 5.3 CONCLUSION
BIBLIOGRAPHY APPENDIX
1. INTRODUCTION
1.1 THEORETICAL BACKGROUND:
In simple words, training and development refers to the imparting of specific skills, abilities, knowledge to an employee. A formal definition of training and development is determined as follows: It is any attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills and knowledge. The need for training and development is determined by the employees performance deficiency, computed as follows:
Training and development needs = Standard performance Actual performance

We can make a distinction among training, education and development. Such distinctions enables us to acquire a better perspective about the meaning if the term training. Which refers to the process of imparting specific skills, Education, on the other hand is confined theoretically learning in classroom . To distinct more, the training is offered in case of operatives whereas development programs are conducted for employees at higher levels. Education however is common to all the employees.
1.2 Meaning of Training:

Training makes a very important to the development of the organization of human resources and hence to the achievement of its aims and objectives. To achieve its purpose, training needs to be effectively managed so that the right training is given to the right form, at the right time and at the right costs. The term Training indicates the process involved in improving the aptitudes, skills and abilities of the employees to perform specific jobs. Training helps in updating old talents and developing new ones. According to Edwin B.Flippo. Training is the act of increasing the
knowledge and skills of an employee for doing a particular job. Training involves the development of skills that usually necessary to perform a specific job. Its purpose is to achieve a change in the behavior of those trained and to enable them to do their jobs better. Training is necessary for newly employees to make them productive and also to old employees whenever new machines and equipment are introduced. In fact, training is a continuous process. The word Training consists of eight letters, each of which could be attributed some significant meaning in the following manner: T R A I N I N G Talent and Tenacity Reinforcement Awareness Interest Novelties Intensity Nurturing Grip
1.3 Training Process

The steps of Training Process are as under:
Organizational Objectives and Strategies
Assessment of Training Needs Establishment of Training Goals Designing Training Programme
Implementation of Training programme Evaluation of Results
a) Organizational objectives and strategies The first step in the training process is an organization in the assessment of its objectives and strategies. What business are we in? At what level of quality do we wish to provide this product or service? Where do we what to be in the future? Its only after answering these and other related questions that the organization must assess the strength and weakness of its human resources.
b) Needs assessment
Needs assessment diagnoses present problems and future challenge to be met through training and development. Needs assessment occurs at two levels i.e. group level and individual level, an individual obviously needs training when his or her performance falls short or standards that is when there is performance deficiency. Inadequate in performance may be due to lack of skills or knowledge or any other problem. The following diagram explains performance deficiency Performance Deficiency
Lack of skills Or knowledge
other causes
Training
Non training measures
c) Training and development objectives Once training needs are assessed, training and development goals must be established. Without clearly-set goals, it is not possible to design a training and development programme and after it has been implemented, there will be no way of measuring its effectiveness. Goals must be tangible, verifying and measurable. This is easy where skilled training is involved
d) Designing training and development program
Who are the trainees?
Who are the trainers?
What methods And techniques?
What is the level of training
what are the principles of learning
where to conduct the program
e) Conducting training activities
Where is the training going to be conducted and how? At the job itself. On site but not the job for example in a training room in the company. Off site such as a university, college classroom hotel, etc.
f) Implementation of the training programme Program implementation involves actions on the following lines: Deciding the location and organizing training and other facilities. Scheduling the training programme. Conducting the programme. Monitoring the progress of the trainees.
g) Evaluation of the results The last stage in the training and development process is the evaluation of the results. Since huge sums of money are spent on training and development, how far the programme has been useful must be judge/determined. Evaluation helps determine the results of the
training and development programme. In the practice, however organizations either overlook or lack facilities for evaluation.
1.4 Development:
Development, in contrast, is considered to be more general than training and more oriented to individual needs in addition to the organizational needs and it is the most often aimed towards management of the people. carry out non-technical organizational functions solving, decision making and relating to people. We can make a distinction among training, education and development. Such distinction enables us to acquire a better perspective about the meaning of the terms. Training, as was stated earlier, refers to the process of imparting specific skills. Education, on the other hand, is confined to theoretical learning in classrooms. Table 1. Training and Education Differentiated Training Education Application Theoretical Orientation Job Experience Classroom Learning Specific Tasks General Concepts Narrow / Perspective Broad Perspective Training refers to the process of imparting specific skills. Development refers to the learning opportunities designed to help employees grow. Education is theoretical learning in classroom. Though training and education differ in nature and orientation, they are complementary. An employee, for example, who undergoes training is presumed to have had some formal education. Furthermore, no training programme is complete without an element of education. In fact, the distinction between training and education is getting increasingly blurred nowadays. As more and more employees are called upon to exercise judgments and to choose alternative solutions to the job problems, training programmes seek to broaden and develop the individual through Usually the intent of development is to provide knowledge and understanding that will enable people to more effectively, such as problem
education. For instance, employees in well-paid jobs and/or employees in the service industry may be required to make independent decision regarding there work and their relationship with clients. Hence, organization must consider elements of both education and training while planning there training programmes. Development refers to those learning opportunities designed to help employees grow. Development is not primarily skill-oriented. Instead, it provides general knowledge and attitudes which will be helpful to employees in higher positions. Efforts towards development often depend on personal drive and ambition. Development activities, such as those supplied by management developmental programmes, are generally voluntary. To bring the distinction among training, education and development into sharp focus, it may be stated that training is offered to operatives, whereas developmental programmes are meant for employees in higher positions. Education however is common to all the employees, there grades notwithstanding.
1.5 AIMS/OBJECTIVES OF TRAINING & DEVELOPMENT:

The fundamental aim of training is to help the organization achieve its purpose by adding value to its key resource the people it employs. Training means investing in the people to enable them to perform better and to empower them to make the best use of their natural abilities. The particular objectives of training are to: Develop the competences of employees and improve their performance; Help people to grow within the organization in order that, as far as possible, its future needs for human resource can be met from within; Reduce the learning time for employees starting in new jobs on appointment, transfers or promotion, and ensure that they become fully competent as quickly and economically as possible.
1.6 Inputs in Training and Development :

Any training and development programme must contain inputs which enable the participants to gain skills, learn theoretical concepts and help acquire vision to look into the distant future. The inputs of training and development are as follows: 1) Skills 2) Education 3) Development 4) Ethics 5) Attitudinal Changes 6) Decision making and problem solving skills 1) Skills Training is imparting skills to the employees. A worker needs skills to operate machines, and use other equipments with least damage and scrap. This is basic skills without which the operator will not function. There is also a need of motor skills or psychomotor skills as they are refer to performance of specific physical activities .These skills involve learning to move various parts of their body in response to certain external and internal stimuli. Employees particularly like supervisors and executives, need interpersonal skills mostly know as people skills. These skills helps a person understand oneself and others better and act accordingly. Examples of interpersonal skills include listening. Persuading and showing an understanding of others feelings 2) Education The purpose of education is to teach theoretical concepts and develop a sense of reasoning and judgment. That any training and development programme must contain an element of education is well understood by the HR specialist.
3) Development Another component of a training and development programme is development which is less skill oriented but stress on knowledge. Knowledge about business environment, management principles and techniques, human relations, specific industry analysis and the like is useful for better management of a company. Development programme should help an employee to be a self-starter, build sense of commitment, motivation, which should again helps him being self generating. It should make their performance result oriented and help them in being more efficient and effective. It should also help in making the employee sensitive towards the environment that is his work place and outside. This programme should keep the employee aware of him i.e. his potentials and his limitations. Help him see himself as others see him and accept his self image as a prelude to change. It helps teach an individual to communicate without filters, to see and feel points of view different from their own. Also helps them understand the powers in their hands and thereby develop leadership styles which inspire and motivate others. And finally helps install a zest for excellence, a divine discontent, a nagging dissatisfaction with the status quo. 4) Ethics There is a need for imparting greater ethical orientation to a training and development programme. There is no denial of the fact that ethics are largely ignored in businesses. They are less seen and talked about in the personnel function this does not mean that the HR manager is absolved if the responsibility. If the production, finance or marketing personnel indulge in unethical practices the fault rest on the HR manager. It is his/her duty to enlighten all the employees in the organization about the need for ethical behavior.
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5) Attitudinal Changes Attitudinal represents feelings and beliefs an individual towards others. Attitudes affect motivation, satisfaction and job commitment. Negative attitudes needs to be converted into positive attitudes. Changing negative attitudes is difficult because of (1) Employees refuse to change (2) They have prior commitments and (3) Information needed to change attitudes may not be sufficient. Attitude must be changed so that the employee feels committed to the organization and give better performance. 6) Decision making and problem solving skills Decision making and problem solving skill focus on methods and techniques for making organizational decision and solve work related problems. Learning related to decision making and problem solving skills seeks to improve trainees abilities to define and structure problems, collect and analysis information, generate alternatives. Training of this type is typically provided to potential managers, supervisors and professionals
A CHECKLIST FOR EVALUATION:

Below is a sample of the kind of questions which can and should be asked of any training and development. By no means comprehensive, it nevertheless gives guidance on what should be evaluated:

Does the training delivered meet the identified need? Has the training met the individual, team or organisational objectives? Has the need been met completely or in part? What has prevented the need being met? Has the need been met both efficiently and in a cost-effective way? Was the training event satisfactory? Did the delivery of the training enhance learning?
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Has the learning been set at the right level? Has the learner been able to implement learning as soon as possible? Was the learner briefed and debriefed for the learning? Have all necessary resources been allocated to the training? Are these resources adequate? Has the development enhanced the learning needs of the team?
1.7 APPROACH OF TRAINING AND DEVLOPMENT TRADITIONAL APPROACH :

Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing.
MODERN APPROACH
Training
and development is that Indian Organizations have realized the
importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results
TRAINING AND DEVELOPMENT OBJECTIVES :

The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal.
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Individual Objectives help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization. Organizational Objectives assist the organization with its primary objective by bringing individual effectiveness. Functional Objectives maintain the departments contribution at a level suitable to the organizations needs. Societal Objectives ensure that an organization is ethically and socially responsible to the needs and challenges of the society.
2. Review of literature
2.1 CONCEPT AND THEORY
Training:
According to Flippo, Training is the act of increasing the knowledge and skills of an employee for doing a particular job. Dales Beach defined the training as The organized procedure by which people learn knowledge or skill of a definite purpose. Training is a learning experience in that it seeks a relatively permanent change in an individual that will improve his or her ability to perform on the job. We typically say training can involve the changing of skills, knowledge, attitudes or social behavior. Training is typically focuses on providing employees with specific skills or helping them correct deficiencies in their performance. Development: Development an effort to provide employees with the abilities the organization will need in the future.
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Importance Of Training And Development For The Organization :

There are many benefits of Training and Development to the organization as well as employee. We have categorized as under 1) Benefits for the organization 2) Benefits for the individual 3) Benefits for personnel and human relation, intra group and internal group relation and policy implementation 1) Benefits for the organization a) Improves communication between group and individuals. b) Aid in orientation of new employee and those taking new job through transfer or promotion. c) Provides information on equal opportunities and affirmative action. d) Provides information on other government laws and administration policies. e) Improve interpersonal skills. f) Makes organizational policies, rules and regulations viable. g) Builds cohesiveness in group. h) Provides a good climate for learning, growth and co ordination. i) Makes the organization a better place to work and live. 2) Benefits for the individual a) Helps and individual in making better decision and effective problem solving. b) Through training and development, motivational variables of recognition achievement, growth, responsibility and advancement are internalized and operationalised. c) Aid in encouraging and achieving selfdevelopment and self confidence. d) Helps a person handle stress, tension, frustration and conflict.
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e) Provides
information
for
improving
leadership,
knowledge,
communication skills and attitudes. f) Increases job satisfaction and recognition. g) Moves a person towards personal goals while improving interactive skills. h) Satisfies personal needs of a trainee. i) Provides the trainee an avenue for growth in his or her future. j) Develops a sense of learning. k) Helps eliminate fear in attempting new task. l) Helps a person improve his listening skill, speaking skills also with his writing skills. 3) Benefits for personnel and human relation, intra group and internal group relation and policy implementation I. II. III. IV. V. VI. VII. VIII. Improves communication between group and individuals. Aid in orientation of new employee and those taking new job through transfer or promotion. Provides information on equal opportunities and affirmative action. Provides information on other government laws and administration policies. Improve interpersonal skills. Makes organizational policies, rules and regulations viable. Builds cohesiveness in group. Provides a good climate for learning, growth and co ordination.
Makes the organization a better place to work and live
Need for Training: Every organization whether big or small; productive or non-productive; economic or social; old or newly established should provide training to all employees irrespective of their qualifications skill, suitability for the job etc. Training is not something that is done once to a new employee, it is used continuously in every well run establishment.
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The need for training arises due to the following reasons: To match the employees specification with the job requirement and organizational needs. Organizational viability and the transformation process. Organizational complexity. Human relations. Change in job assignment. Role of Training and Development: No organization has a choice whether to train its employee or not, the only choice is the methods of training. The primary concern of an organization is its viability and hence its efficiency and if the organization does not respond to their pressure, it may find itself to employees in order that they contribute to the organizations efficiency and be able to cope up with the pressure of changing environment. The ability of an organization depends to a considerable extent on the skills of different employees, especially that the managerial cadres to relate the organization with its environment. Thus training can play the following roles in an organization: 1. Increase in efficiency. 2. Increase in moral of employees. 3. Better human relations. 4. Reduced supervision. Training provides a number of benefits to both employees and employers. It makes the employees more productive and more useful to the organization.
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Training Methods: On the job training method. 1. Job rotation. 2. Apprenticeship and coaching. 3. Job Instruction. 4. Committee Assignment. Off the job training Method 1. Vestibule Training 2. Role Playing 3. Lecturer and Video Presentation 4. Case Study 5. Simulation 6. Management Games 7. In Basket Exercise 8. Self Study
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PROFILES
2.2 INDUSTRY PROFILE
Evolution :
The Association of Indian Forging Industry (AIFI) established in 1965, was formerly known as AIDFASI. It is the spokesman of the Indian Forging Industry, for about the last four decades. For all these years it has been headed by leaders of the industry with great vision.
AIFI PROFILE:
1.What is the AIFI? 1.1 The Association of Indian Forging Industry (AIFI), established in 1965 was formerly known as AIDFASI. It is the spokesman of the Indian Forging Industry, for about the last four decades. For all these years, it has been headed by leaders of the industry 2. What is with its Role great and vision. Function?
2.1 The AIFI is actively involved in trade promotion, technology upgradation, collection and dissemination of information. Also, in keeping with its main aim of improving upon its service to its members, it has recently shifted its office from Mumbai to Pune; the hub of Auto Industry in India.
2.2 It conducts seminars, training courses and workshops on subjects of interest to forging manufacturers. It also participates in and organizes national and international conventions, business and technical seminars, symposia, conferences, and reinforces this by organizing visits to International Trade Fairs, arranging Buyer-Sellers Meets with the global players in the forging industry. It also leads trade delegations abroad to participate in International Trade Fairs organized in the various countries, besides providing information on such Trade Fairs etc. on its website well in advance, to facilitate proper planning by its members.
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2.3 It helps its members identify niche strategies for survival and growth in view of growing competition in the domestic and global markets through a well-developed database. 2.4 Its identity as an Institution with a global presence is evident from the fact that in the year 1990, the AIFI played host to the 13th International Forging Congress and delegates from about twenty countries from all over the world attended the Congress and yet again AIFI has been given President ship of ASIAFORGE a Confederation of Asian Forging Associations. It has successfully hosted ASIAFORGE 2008 from 17-19th March 2008 in New Delhi, India.
Mission and Vision:

The role of AIFI is to promote and develop the Indian Forging Industry so as to meet the demands and expectations of forging customers and end users, both domestic and global) by improving the business environment for its members and contribute in increasing their competitiveness through mutual co-operation and understanding of all parties concerned and constant updating of information and technology. The AIFI is actively involved in trade promotion, technology upgradation, collection and dissemination of information.Also, in keeping with its main aim of improving upon its service to its members, it has recently shifted its office from Mumbai to Pune; the hub of Auto Industry in India.
CURRENT TREND: 1. THE INDIAN FORGING INDUSTRY- A PROFILE

1.1 The Indian Forging industry has now emerged as a major contributor to the manufacturing sector of the Indian economy. 1.2 Forging industry is a basic industry and such industries tend to grow in a country in relation to the rate of growth of its GDP.
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As far as India is concerned, we expect our GDP to continue to grow and therefore, the basic industries will grow and so will the industry. Since the forging industry is largely dependent on the automotive sector, the forging industry will also continue to grow and do well. Thanks to outsourcing, opportunities for exports are huge. An increasing number of companies from all over the world are coming to India to procure components and products. Many companies are working hard to capitalise on this. Hence the optimism that the forging industry will continue to grow and do well in the immediate future. 1.3 Briefly, the composition of the Indian forging industry can be categorized into four sectors- large, medium, small and tiny. By and large, the Indian forging industry ( an important segment of the Indian auto component industry) still remains highly fragmented, with around 400 units (out of which only 9 -10 are large units scattered all over India). These SMEs form the backbone of the industry. 1.4 The organized sector accounts for about 65-70% of the total forging production in the country, while unorganized players (who are mainly small and tiny units) cater mainly to job work and the replacement market or tier 3 or tier 4 component manufacturers. Notwithstanding this, a wide range of products are being manufactured, each being a diverse market structure and technology requirement, which has negated any possible concentration of the market in a few hands. It is perhaps because of this, cases of domestic consolidation have been few in the industry, unlike other industries. Rather the trend has been to cater to or set up base in global markets. The industry is one of the leading industries in M&As overseas, These acquisitions have largely been in Europe and USA because the auto ancillary industry in these countries have been collapsing. Indian forging companies like Amtek Auto, Bharat Forge, Sundram Fasteners and some others (a few our members) have also setup bases through M&A s in other emerging economies to establish themselves as low cost suppliers
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Members Directory:
1. ACCURATE STEEL FORGING (I) LIMITED 2. ACCURATE STEEL FORGING (I) LIMITED 3. BHANDARI PRECISION FORGINGS PVT. LTD. 4. BHARAT FORGE LIMITED 5. BTM FORGINGS PVT. LTD. 6. COOPER AUTOMOTIVES LTD 7. FORGEWELL LIMITED 8. GEAROCK FORGE PVT. LTD 9. GURU NANAK AUTO ENTERPRISES LIMITED 10. GURU NANAK AUTO ENTERPRISES LIMITED 11. HIGHWAY INDUSTRIES LTD 12. INDIA CRANK MANUFACTURING CO.
13. KADVANI FORGE LTD

14. JINABAKUL FORGE PVT. LTD 15. KALYANI FORGE LIMITED 16. LAXMI AGNI COMPONENTS & FORGINGS PVT. LTD. 17. LGB FORGE LTD 18. M M FORGINGS LIMITED 19. M/S VAISHNAV ENGINEERING WORKS 20. MITTAL FORGINGS 21. NEEPAZ V FORGE (INDIA) LIMITED
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22. POONA FORGE ( P ) LTD 23. PRECIFORGE & GEARS 24. RAJA FORGINGS & GEARS LTD. 25. ROLLWELL FORGE LTD. 26. SARITA FORGINGS (P) LTD. 27. SADAMATE INDUSTRIES 28. S. B. ENGINEERS 29. SIDDHI FORGE PVT. LTD. 30. SHREE BIHARIJEE FORGING INDUSTRIES 31. SEMCO FORGE PVT. LTD.
32. SILVER FORGE PVT LTD 33. STEEL & INDUSTRIAL FORGINGS LTD 34. SUPER AUTO FORGE LIMITED 35. THULLURI EXPORTS PVT LTD 36. TRINITY ENGINEERS PVT. LTD. 37. TRISHUL FORGINGS 38. TRISHUL FORGINGS 39. TXLENE FORGE PVT. LTD. 40. UNIQUE FORGE (GUJ) PRIVATE LIMITED 41. UNITY FORGE PRIVATE LTD 42. VANAZ ENGINEERS LTD 43. VARSHA FORGINGS LTD.
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44. VICTOR FORGINGS
2.3 Company Profile:
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SUPER AUTO FORGE LTD established in 1975 is a pioneer and largest manufacturer of cold forged /cold extracted steel and aluminum components in the automotive industry in India 100% of SAF business caters to OEIMS through TIER I and Tier II customers. Super Auto Forge has four manufacturing locations in and around Chennai. SAF does not have any Technology R&D divisions. This is involved in development of new process / Technology. The R&D division is equipped with 2D/3D CAP/CAM software and has metal forming. Simulation software for accelerated process / product development. Almost 60% of SAF current sales of $35 millions are through exports to North America and Europe. SAF has to its strength a dedicated workforce of associates, engineering staffs and administrative staffs. SAF was awarded ISO 9002 certification in 1994 & TS 16949 certification in 2004. It is also an approved supplier to major Tier I customer such as Delphi, Visteon, American Axle manufacturer, TRW, GKIV & BOSCH. The main activities are as follows: Cold forging Cold extrusion Warm forging Precision finish machining Heat treatment Surface treatment
Super Auto Forge is a global supplier precision cold forge and machined parts for Automotive industry, Forging being the core competency of SAF we develop high tech/niche parts so as to be among the leaders in this area. SAF customer base is truly global with part shipped to North America, Europe, Asia and South America. SAF has developed the capability to manage high volume production with multiple range of products. 24
Investment (Plant & Machinery) Land Area Achieved sales (06-07) Projected Sales (06-07) Total staff & Associates Qualified Engineers
Rs. 110CR (us $ 27 MIL) 27 Acres Rs. 202 CR (us $ 50 MIL) Rs. 258 CR (us $ 67MIL) 850 350
Almost 60% of SAF current sales of $ millions are through Exports to North America and Europe. SAF has to its strength a dedicated workforce of associates, Engineering staffs and Administration staff. SAF was awarded ISO 9002 certification is 1994 & Ts 16949 certification in 2004. It is also an approved supplier major Tier-I manufacturer, TRW, GKIV & BOSCH. The main activities are as follows. 1. Cold Forging 2. Cold Extrusion 3. Warm Forging 4. Precision finish machining 5. Heat Treatment 6. Surface Treatment
VISION:
To become a world-class global supplier of precision cold and warm forged parts. To pursue Research & Development activities t keep the company at the cutting edge of forging technology.
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To ensure customer satisfaction by on time delivery of parts with Zero PPM at the lowest cost possible.
HIGHLIGHTS:
Largest manufacturer of cold and warm forged components in India. Leader in aluminum forging Technology. Office/ware houses in North America to provide full service. Top% Exporter in medium scale sectors. No collaboration technology development in house. Hold patents for product and process.
KEY SUCCESS FACTORS:

Program management On-side customer support Technical Commercial Quality
Warehouses and logistics management. Quality audits and final inspection. Inventory management.
PLANT (Branches) MEDAVAKKAM :

This plant special lees in manufacturing of ball joint components namely. Ball studs and ball straddles etc 1. Wire drawing
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2. Phosphating line 3. Cold forging presses This plant was certified for (Ts 16949:2002)
KOLAPPKKAM :
1. Inner races 2. Tripods and CV joint inner races 3. Brake caliper pistons 4. Socket for steering application and also manufacturing diesel injection pump housing and outer housing for joint application though warm forging. This plant has phosphating facility battery to horizontal and vertical mechanical press warm forging cell consists of induction heating press annealing and normalizing furnace. This plant was certified for (Ts 16949:2002)
THIRUMUDIVAKKAM :
This plant manufacturing of components for auto industries. This plant has registered as export oriented unit (EQU) from April 2000. This plant manufacturing consists or forging presses continuous furnace for aluminum heat treatment highly sophisticate machining cells with automatic anodizing lines. This plant was certified for (Ts 16949:2002)
CUSTOMERS :
1. GKN 2. DELPHI INDIA 3. VISTEON 4. BRAKES INDIA LIMITED
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5. MICO 6. TVS-SUZUKI 7. KIRLOSKER 8. GABARIEL 9. RANE 10. QH
Currently SAFL exports the major of the volume to the following customers:
1. Bosch Breaking system 2. Bosch Breaking system 3. Bosch Breaking system 4. TRW 5. TRW 6. ZFLEMFORDER CORP
USA Spain Japan USA Germany USA
7. Hendrickson Suspension System
PRODUCT PROFILE:
1. SUSPENSION STEERING PARTS:
BALL STUDS: We make all size of ball studs with spherical head diameter ranging from 20mm to 60mm, the small ball studs are made in header with net from taper. The bigger ball studs are done in press route with induction hardening. 28
BALL SOTRADDLE: Suspension straddle balls are manufactured through cold and hot forgings process and were precision turned on CNC machines. Spherical diameter varies for 50mm to 80mm with high surface finish to suite metallic body and with high roughness for rubberizing various mounting hole size and a range of mounting hole pitch distance.
2. STEEL BRAKING PARTS Input rod Output Assembly push rod Adjuster assembly Caliper piston. We produce a variety of input/output rod for booster application. We also make automatic adjuster assembly for drum brakes to caliper pistons for disc brakes.
3. AUTO ELECTRIC PARTS: Solenoid frame Output shaft. Shaft alternate.
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We make various shafts for starter to alternator assemblies. The Shafts are cold headed and machined. We also make solenoid housing in plated condition. 4. CV JOINTS PARTS: Inner race Tulip Tripod / Spider Cross groove.
CV joints parts are one of four core business. We make all types of inner races/spiders through cold forming route. We make outer races through warm forming route. We also make sleeves. We have SQF furnaces to provide parts in heat-treated conditions.
5. ALUMINUM YOKE: Steering yoke. Propeller shaft yoke. Super Auto Forge has recently developed the yokes for both steering and propeller shaft application. The steering yoke is done by cold forming.
COMPANY OBJECTIVIES
To continually improve the customer satisfaction. To continually improve the employee involvement.
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To continually improve the development and adherence of quality management system. To continually improve safely work practices. QUALITY POLICY Effective quality management system. Relentless continual improvement. Employee involvement. OBJECTIVE OF HRD 1. To provide ongoing training to all employees. 2. To improve the safe working practices. 3. To motivate the employees through various means. 4. To create constant awareness on work environment. 5. To promote the suggestion among the employees. IDENTITY CARD All the employees are issued with an identity card, which has a photograph, name & employee no. duly signed both by the employee and the Competent Authority. Every employee has to display the identity card while he/she is on duty. Their admission into the premises can be denied by the security, if they are found not wearing the identity card. UNIFORM, SHOES & PROTECTIVE EQUIPMENT: All the employees who are on the regular rolls of the Company are issued two pairs of uniform and one pair of shoes. All the employees are expected to come to their duties in uniform.
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The employees working in the plant operations are provided with helmets and safety shoes. Depending on the nature of work, it is obligatory on the part of employee to draw the required safety appliances like gloves, goggles, respirators, and earplugs etc. from the stores through safety department and use them. Failure to do so shall attract appropriate action. WORKING DAYS & TIMINGS:
Since ours is a continuous process industry the factory shall run continuously for 24 hrs on all the days through out the years. Therefore, three shifts are run with duration of 8 hrs and the weekly holiday shall be on staggered manner. Sunday is a normal weekly holiday for non-technical personnel (Administrative staff). The other employees are specifically informed about their weekly off days. TIMINGS
The shifts and General shift timings are as stated below: S.NO 01 02 03 04 05 SHIFT A B C GENERAL - 1 GENERAL - 2 TIMINGS 6.00 TO 14.00 14.00 TO 22.00 22.00 TO 06.00 8.00 TO 16.30 9.00 TO 17.30
ATTENDANCE & PUNCTUALITY:
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All the employees are expected to come for duty regularly and well in time to maintain the punctuality. The employee at the time of entry and exit has to punch the card or sign in the register that is kept at the Time Office.
ABSENTEEISM All the employees are expected to be punctual and regular for the duty. The leave rules give enough provision to avail them on a planned manner and also for exigencies. In case if the employee does not report for work and absents him/her without permission of intimation, then the management shall initiate appropriate disciplinary action against the employee. This will ultimately, affect his performance and in the Evaluation systems.
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3. Research Methodology
RESEARCH DESIGN :
A research is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevant to research purpose with economy in procedure. The central part of the research activity to develop an effective research strategy or design
3.1 Statement Of The Problem :

The selected topic is TRAINING&DEVELOPMENT at SUPER AUTO FORGE LTD. To study the extent to which the respondents need to have training programmes. To study the reacting of respondents to the existing work environment. To find out the factors affecting training programme. To suggest the ways for the improvement of training programmes
3.2 Need for the Study :

Rapid development in technology and changing goals of organization has made training and development of employees inevitable. bottom. However, this study is mainly concentrated on the aspects like need assessment of training, attitude and behavior of the employees, methods of training effectiveness of training etc. However, studies on knowledge and perception of the employees about the different training programs and the effectiveness of the training in their opinion appear to be somewhat sparse. Therefore, a study on knowledge and perception of the employees about the different training programs and the effectiveness of the training in their opinion is proposed. 34 It has now been well accepted by all that training is needed by everyone in organization from top to
3.3 OBJECTIVES OF THE STUDY :

The main objectives of the study are as follows: To find out the opinions of the employees regarding training programmes. To identify the training requirements in the organization. To study the existing situation regarding training programmes.
3.4 Data Sources :Data was collected based on two sources: Primary Data Secondary Data Primary Data: The primary data is collected with the help of questionnaire. The questionnaire is chosen because of its simplicity and reliability. Researchers can expect a straight answer, which is directly related to the questions. Secondary Data: Secondary Data is collected through the document provided by the HRD department such as policy decisions, reports regarding suggestions schemes etc. Books from various authors of HRD, magazines, journals and annual reports of the company, feedback reports, files of training department, brouchers and company personal manuals, etc.,
1.4.1 Data collection tools:1. Interview: An interview may be regarded as a systematic method by which a person enter more or less inanimately in to the life of a comparative stranger. An interview is a conversation between two persons the interviewer and the interviewee. 2. Personal Observation: Data was collected through personally observing the manuals records and through internet. 35
3. The information was analyzed and tabulated using simple percentage, various charts, diagrams and tables .Tabulated data was presented graphically.
3.4.2 Sampling Unit:

Sampling unit for the study is Senior executives, and Graduates, ITI and diploma holders of Super Auto Forge Ltd.,
3.4.3 Sampling Size:

The sampling size consists of 50 respondents.
3.4.4 Sampling Technique;

Sampling can be broadly classified into probability sampling and non probability sampling. But the study is conducted by non-random convenient sampling techniques for the purpose of assuring the sample size. Convenience sampling: The type of sampling depends upon the convenience of the researcher. Random Sampling: This type of sampling can be choosing on the basis of random. Quantitative Analysis: The data is collected through questionnaire regarding the purpose of approval and positive and negative aspects of existing system were analyzed quantitatively and qualitatively and inferences were summarized.
36
3.4.5 STATISTICAL TOOLS:The design tool used to analyze the data is percentage methods
PERCENTAGE METHOD:
The method is very simple to analyze the data. The sample size may be large. To analyze such large size of data, we can change into percentages. To change that the formula is No of respondents X 100
Total No of Sample Size
3.5 SCOPE OF THE STUDY:

The study is Limited to SUPER AUTO FORGE LTD. 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 maintains a valuable and knowledge workforce. The scope extends to: Strengths and weaknesses are identified Developing interest Complete demonstration of the job requirements Finally training and development programmes help to increase organizational effectiveness which leads to achieve target with less defect and maintain customer relationship. Training and development programmes also help individuals to fulfill personal needs.
37
3.6 LIMITATIONS OF THE STUDY :

The study is limited to SUPER AUTO FORGE LTD., only. Frequent visits to various departments and collecting information are not possible. The study is conducting under the assumptions that the information given by the respondents are all correct. Interaction with employees are executives is very limited because of their busy work schedule.
38
4.2.1 Data analysis
This was an attempt to classify tabulate analyse and interpret the data collected using the questionnaires analyze and interpretation was done by tools like percentage analysis, depicting the data through tables for quick and clean understanding of the data.
TABLE NO 4.2:- THE WILLINGNESS OF THE EMPLOYEES TOWARDS THE

TRAINING PROGRAMS.
Dimensions
Respondents
Percentage %
Yes No Total
45 05 50
90 10 100
(Source-Questionnaire and oral interview) 50 40 30 20 10 0 Yes INFERENCE: The above table shows that 90 percent of the employees in the organization had taken training. 10 percent of the employees are seniors and training personnel. No
39
Table No.4.3:- TRAINING
NECESSITY FOR THE EMPLOYEES.
Dimensions Yes No Total
Respondents 44 06 50
Percentage % 88 12 100
(Source-Questionnaire and oral interview)

50 40 30
20 10 0
INFERENCE:
The above table
YES
NO
shows
that
88% of the employees stated that the training is necessary and 12% of the employees are stated that they dont need training for their jobs.
40
TABLE NO 4.4:- THE EMPLOYEES EXPECTED BENEFITS FROM TRAINING AND DEVELOPMENT
Benefits Aware of Company Policies Aware of Work / job Improve in skills, knowledge, & attitude Motivation To face new technology Idea generation Problem solving Aware of other depts work High 20 25 26 20 22 22 29 10 Medium 18 10 12 Low 02 04 02 Rank I II I
20 I 18 I 14 02 III 08 IV 15 08 V (Source-Questionnaire and oral interview)
INFERENCE:
The above table shows that, most of the employees expect good benefits from the Training & Development like aware of Company policies, improve in skills, knowledge & attitude, motivation and to face new technology etc.
TABLE NO 4.5:- THE NUMBER OF TRAINING PROGRAMS ATTENDED BY THE

EMPLOYEES.
41
Dimensions One Two Three Four & More Total
Respondents 08 17 12 13 50
Percentage % 16 34 24 26 100
18 16 14 12 10 8 6 4 2 0
R pondents es One Two Three F & More our
INFERENCE:
The above table shows that most of the employees in the organization are interested to attend two training programs only.
42
TABLE NO 4.6:- THE SATISFACTION LEVEL OF THE TRAINING PROGRAMS.
Dimensions Great Extent Some Extent Little Extent Total
Respondents 20 15 15 50
Percentage 40 30 30 100
20 15 10 5 0
R pondents es G tE rea xtent S eE om xtent Little E xtent
INFERENCE:
The above table shows that most of the employees are satisfied up to great extent to the number of training programs attended in the organization.
TABLE NO 4.7 :- THE METHOD OF TRAINING RECEIVED BY THE EMPLOYEES

43
Dimensions On the Job Off the Job Both Non Respondents Total
Percentage 32 40 24 4 100

20 15 10 5 0 R pondents es
On the Job
Off the Job
Both
Non Respondents
INFERENCE:
The above table tells us that 40% of the employees received off the job training 12% received both the methods of training and 32% received on the job training.
TABLE NO 4.8:- THE TRAINING RECEIVED BY THE EMPLOYEES
44
Dimensions Inside the company Outside the company Both Total
Percentage 88 04 08 100
60 40 20 0
Respondents Outside the company
Inside the company Both
INFERENCE:
The above table shows that most of the employees received training inside and fewer employees are trained in out side of the Organization.
45
TABLE NO 4.9:- FROM WHOM THE TRAINING HAS RECEIVED
Dimensions Superiors Consultants Institutions Others Non Respondents Total
Respondents 20 20 02 04 04 50
Percentage 40 40 04 08 08 100
20 0 R espondents S uperiors Institutions Non R espondents Consultants Others
INFERENCE:
The above table enables us that most of the employees received training from superiors and Consultants.
46
TABLE NO 4.10:- THE TYPE OF TRAINING RECEIVED BY THE EMPLOYEES
Dimensions Induction Updating Competence Development All the above
Rank IV II I II
35 30 25 20 15 10 5 0 Induction Competence Development Updating All the above
INFERENCE:
The above table shows that most of the employees ranked to the Competence Development. Out of 50 samples 26 employees received all the trainings.
47
TABLE NO 4.11:- THE DEVELOPED AREA AFTER TRAINING
Dimensions Skills, Knowledge & Attitude Motivated Social Behavior Face new technology Non Respondents
Respondents
Rank
24
12 02 06 08
II IV III -
40 20 0
Skills, Knowledge & Attitude Motivated Social Behavior Face new te chnology Non Respondents
INFERENCE:
The above table enable us most of the employees developed skills and knowledge. Twelve employees developed in the area of social behavior.
48
TABLE NO 4.13:- THE DURATION TO CONDUCT TRAINING PROGRAMS

Dimensions Monthly Quarterly Half Yearly Yearly Non Respondents Respondents 28 16 04 02 Percentage 56 32 08 04

30 25 20 15 10 5 0 Monthly Quarterly Half Yearly
INFERENCE:
The above table shows that, 56% employees say monthly and 32% of the employees are says that the training programs are conducting quarterly in the organization.
49
TABLE NO 4.17:- REASONS FOR NOT ATTENDING TRAINING PROGRAMS
Dimensions Resistance to change Training is not related to job Training facilities not good Timings not favorable Personal Problems Total
Respondents 10 08 18
Percentage 55.5 44.4 99.9

10 8 6 4 2 0 Training facilities not good Personal Problems
Training is not related to job Timings not favorable
50
INFERENCE:
The above table shows that the employees had not attended training due to training is not related to their job and training timings are not favorable.
TABLE NO 4.18:- THE TRAINING RELATED TO WEAK AREAS
Dimensions
Respondents
Percentage
Yes
24
48
No
24
48
Non Respondents
02
04
Total
50
100

25 20 15 10 5 0 R pon es dents Yes No Non R pondents es
51
INFERENCE:
The above table shows that 48% employees says that training is related to only weak areas and another 48% says that training is not related to weak areas.
52
TABLE NO 4.24:- THE PROBLEMS EXPECT WITH TRAINING
Dimensions Not understand the work Not know about company policies Much time taken Not able to do perfect work Not Responded Total
Percentage 36 32 16 36 100

20 15 10 5 0 Not know about company policie s Not able to do perfect work Much time taken Not Responde d
INFERENCE:
The above the table shows that 36% says that may not be aware of company policies, 32% says that much time taken to complete the work. 18% of the employees has not respondent to this question.
53
5 SUMMARY OF FINDINGS AND SUGGESTIONS

5.1 FINDINGS
All the employees know that the organization is conduction training programs regularly and all of them had taken training. 96% of employees had satisfied with the training and 92% employees stated that the training helps the career. 88% employees felt that the training is necessary for their job. After training half of the employees have developed in the area of skills and knowledge and limited members have developed in the area of social behavior. After training 20% employees felt happy and 56% employees satisfied at medium level.
5.2. SUGGESTIONS
The company has to implement modern training methods to help in boosting the self morale of the employee at work place. Training Evaluation has to be conducted. Employees have to expose to the new environment than they will enhance the knowledge. Specific Training Programs has to be given to the selected personal who are related. Most of the employees feel that Training is related to weak areas, so the management has to get awareness among the employees regarding Training & Development. Nearly 60.5 employees felt that they had not received any payment as remuneration while they were in training. So, the management has to clarify their doubt regarding payment while in training. The satisfaction level of the employees is satisfactory. So, new changes in training have to bring to improve the satisfaction level of employees.
54
5.3.CONCLUSION
If the evaluation of team learning is important, so too is the evaluation of organisational learning. This can be compiled from team evaluation reports and take the form of a report on the overall impact of training and development on organisational objectives. If the above approach is taken you can more easily compare what has been achieved with what was planned in the original training needs analysis and the individual, team and organisational development plans.
55
BIBILIOGRAPHY
BOOKS REFERRED:
Effective Human Resource Training & Development Strategy - Dr.B.RATHAN REDDY Himalaya Publishing House, 1st Edition 2005 Management & Organizational Behavior - P.SUBBA RAO Himalaya Publishing House, 2000 Edition
Human Resource Management Sulthan Chand & Sons, Delhi 2003. WEBPAGES :
Www.Google.Com Www.Prehall.Com Www.Performance-Appraisal.Com
- Tripathi P.C
Http:en.wikipedia.org/wiki/Training_and_development www.managementparadise.com
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10. ANNEXURE
QUESTIONNAIRE A STUDY ON EMPLOYEES PERCEPTION ON TRAINING & DEVELOPMENT IN SUPER AUTO FORGE LTD Name: Designation: Sex: 1. Are there any Training programs conduced in your organization? Yes [ ] No [ ]
2. If Yes, have you taken training? Yes Yes [ [ ] ] NO no [ [ ] ]
3. IS the training is necessary training ? 4. What benefits you expected from the training & development ? SL. 1. 2. 3. 4. 5. 6. 7. 8. Benefits Aware of High company Medium Low
policies Aware of work/job Improve in skills ,knowledge & attitude Motivation To face new Technology idea generation problem solving Aware of other depts work
5. How many programs were attended by you?
57
a) One
b) Two
c) Three
d) Four & More
6. To what extent have you satisfied with the respective training? a) Great extent b) Some extent c) little extent
7. What method of training have you received? a) On the job b) Off the job c) Both
8. Where you have received the training? a) Inside the Company b) Outside the Company c) Both 9. From whom the training is received ? a) Superiors b) Institution c) Consultants d) Others
10. What method of training you received? a) Induction c) Updating Knowledge e) All the above 11. After the Training in which area you developed? a) Skills, knowledge c) To face new technology b) Social behavior d) Motivated b) Competence Development d) Preparing for future assignments
12. Does the training program satisfy your needs? a) Yes b) No
13. Whether your organization is conducting Training programs regularly? If Yes how far?
58
a) b) c) d)
Monthly Quarterly Half yearly Yearly 14. Whether the Training programs were intimate to you? Yes [ ] No [ ]
15. If Yes, how many days before they intimated to you? a) A week before c) One month before b) 15 days before d) Two months before
16. Have you attended Training programs regularly? Yes 17. If No, why ? a) Resistance to change b) Training is not related to the job c) Training facilities are not good d) Personal problems e) Timings not favorable 18. Whether the training is related to only weak areas? Yes 19. If No, why? a) Motivation b) To face new technology c) To develop skills, knowledge & attitude d) Aware of Company policies e) All the above [ ] No [ ] [ ] No [ ]
20. Once after training have you improved?
59
Yes 21. If Yes, why? a) High 22. If No, why?
No
b) Medium
c) Low
a) Work is difficult b) More time taken to complete the work c) Not understandable d) Training is different from work 23. Have you received payment while in training? Yes [ ] No [ ]
24. Without training, what problems you expect? a) Not understand the work c) Much time taken b) Not known about Company Policies d) Not able to do the perfect work
60

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TRAINING AND DEVELOPMENT

RESEARCH METHODOLOGY AND DESIGN

DATA ANALYSIS AND INTERPRETATION

SUMMARY OF FINDINGS AND SUGGESTIONS

TRAINING AND DEVELOPMENT

Training and development needs = Standard performance Actual performance

TRAINING AND DEVELOPMENT

1.2 Meaning of Training:

TRAINING AND DEVELOPMENT

1.3 Training Process

Organizational Objectives and Strategies

Assessment of Training Needs Establishment of Training Goals Designing Training Programme

Implementation of Training programme Evaluation of Results

TRAINING AND DEVELOPMENT

Lack of skills Or knowledge

Non training measures

TRAINING AND DEVELOPMENT

d) Designing training and development program

Who are the trainees?

Who are the trainers?

What methods And techniques?

What is the level of training

what are the principles of learning

where to conduct the program

e) Conducting training activities

TRAINING AND DEVELOPMENT

TRAINING AND DEVELOPMENT

1.5 AIMS/OBJECTIVES OF TRAINING & DEVELOPMENT:

TRAINING AND DEVELOPMENT

1.6 Inputs in Training and Development :

TRAINING AND DEVELOPMENT

TRAINING AND DEVELOPMENT

A CHECKLIST FOR EVALUATION:

TRAINING AND DEVELOPMENT

1.7 APPROACH OF TRAINING AND DEVLOPMENT TRADITIONAL APPROACH :

and development is that Indian Organizations have realized the

TRAINING AND DEVELOPMENT OBJECTIVES :

TRAINING AND DEVELOPMENT

TRAINING AND DEVELOPMENT

Importance Of Training And Development For The Organization :

TRAINING AND DEVELOPMENT

Makes the organization a better place to work and live

TRAINING AND DEVELOPMENT

TRAINING AND DEVELOPMENT

TRAINING AND DEVELOPMENT

TRAINING AND DEVELOPMENT

Mission and Vision:

CURRENT TREND: 1. THE INDIAN FORGING INDUSTRY- A PROFILE

TRAINING AND DEVELOPMENT

TRAINING AND DEVELOPMENT

13. KADVANI FORGE LTD

TRAINING AND DEVELOPMENT

TRAINING AND DEVELOPMENT

44. VICTOR FORGINGS

2.3 Company Profile:

TRAINING AND DEVELOPMENT

TRAINING AND DEVELOPMENT

TRAINING AND DEVELOPMENT

KEY SUCCESS FACTORS:

PLANT (Branches) MEDAVAKKAM :