Project Report On

OBSERVING THE TECHNIQUES OF TRAINING & DEVELOPMENT AT

CROMPTON GREAVES LIMITED Project report submitted to Guru Gobind Singh Indraprastha University, Delhi in partial fulfillment for the award of the degree of BACHELOR OF BUSINESS ADMINISTRATION

Submitted to : Mrs. Renu Yadav Mrs. Deepa Jain

Submitted By: Arihant Sipani (03713401711)

2011-2014 Ideal Institute of Management & Technology & School of Law 16X, Karkardooma Institutional Area (Near Telephone Exchange) Delhi-110092

ACKNOWLEDGEMENT

ACKNOWLEDGEMENT

I would like to take this opportunity to express my deep gratitude to all those who, directly or indirectly made this project possible. I w o u l d l i k e t o t h a n k m y p r o j e c t g u i d e Mrs. Renu Yadav & Mrs. Deepa Jain who showed me the right path to reach the final destination with minimum hiccups and was always there with a helping hand in times of need throughout my project.

Arihant Sipani (03713401711) BBA GEN VIth sem

INDEX
SL. NO. CHAPTER

1. 2. 3. 4.

INTRODUCTION COMPANY PROFILE OBJECTIVE OF THE RESEARCH RESEARCH METHODOLOGY SAMPLE INSTRUMENTS USED METHOD OF DATA COLLECTION

5. 6. 7. 8. 9. 10.

DATA ANALYSIS INTERPRETATION SUGGESTIONS AND LIMITATIONS CONCLUSIONS ANNEXURE BIBLIOGRAPHY

INTRODUCTION

EXECUTIVE SUMMARY

Topic of study: A comprehensive study of Training & Development programs that has been carried out by Crompton Greaves Limited. Rational behind the study: Training plays a vital role in effective functioning of any company. The efficiency and productivity of worker working in an organization not only depends upon the skills they possesses or working environment, they are working in, but also depends upon the policy of the company of providing training to the employees according to the demand of the job. There remains a gap between the demand of the job and skills of the worker. This gap can be patch up by delivering effective training and development programs. The workers get the better opportunity to improve themselves and as a result to enhancement of the productivity of the organization. So it is most important for every organization to provide such training to the employees for development of their skills as well as knowledge related to the job, that will fulfill his own requirement of learning and the requirement of the organization and achieve the organization goal too.

Objective of the study:

i.

The main objective is to study the training and development activities carried by the Crompton Greaves Limited.

ii. iii.

To study the training procedures provided by the company. To evaluate the effectiveness of training programs.

Methodology of data collection: i. Going through the records: I would like to go through relevant files and the company has carried out documents from where can get an idea about the different types of training and development that.

ii.

Preliminary discussion: In this regard at the outset, I would like to talk about the training and development in charge to enquire for the identify the needs of training and development programs at present scenario.

iii.

Feedback from the employees through the interview and written questionnaire. For evaluation the effectiveness of training and development programs I would like to take feedback from employees that how much they get benefit from that program. At last I would like to take suggestion for future improvement.

INTRODUCTION
Successful candidates placed on the job need training to perform their duties effectively Workers must be trained to operate machines, reduce scrap and avoid accidents It is not only workers but executives and supervisors who need training as well in order to enable them to acquire maturity of thought and action Training and development constitute an ongoing process in any organization Training thus means to turn members into productive insiders It is the second step after recruitment, screening and selection The principles of learning make training work ,thus how a person learns should be the guiding principle in explaining how a person should be trained Thus training requires Practice Feedback Motivation to learn Thus training is systematic and intentional basically involving the felicitation of the learning process Further training enhances three broad classes of skills Motor skills: manipulation of physical environment based on certain patterns of bodily movements Cognitive skills: acqusitional of mental and attitudinal functions Interpersonal skills: enhancing interactions with other people

No organization has unlimited resources, so training has to be done on the basis of identified resources in three phases: 1. PRE TRAINING -Clear understanding of the situation that calls for more effective behavior 2. TRAINING- Implementing the effectiveness in behavior 3. POST TRAINING-The management has to handle a person who is more confident, post training A lot of adjustment is needed on both sides

COMPANY PROFILE
Introduction

For the last sixty-eight years, Crompton Greaves (CG) has become synonymous with electricity in India. In fact, the first unit of electricity was generated on a "Crompton Dynamo" at Calcutta in 1899. A pioneering leader since 1937 in the management and application of electrical energy, Crompton Greaves, today, is India's largest private sector enterprise, extensively engaged in designing, manufacturing and marketing high technology

electrical products and services related to power generation, transmission, distribution as well as executing turnkey projects. The company is customer centric in its focus and it is the single largest source for a wide variety of electrical equipments and products. Further, the company is emerging as a first choice global supplier for high quality electrical equipments.

History

The history of Crompton Greaves goes back to 1878 when Col. R.E.B. Crompton founded R.E.B.Crompton & Company. The company merged with F.A Parkinson in the year 1927 to form Crompton Parkinson Ltd., (CPL). Greaves Cotton and Co (GCC) was appointed as their concessionaire in India. In 1937, CPL established, it's wholly owned Indian subsidiary viz. Crompton Parkinson Works Ltd., in Bombay, along with a sales organization, Greaves Cotton & Crompton Parkinson Ltd., in collaboration with GCC. In the year 1947, with the dawn of Indian independence, the company was taken over by Lala Karamchand Thapar, an eminent Indian industrialist. Crompton Greaves is headquartered in a self-owned landmark building at Worli, Mumbai.

Products & Services Offered

The company is organized into three business groups viz. Power Systems, Industrial Systems, Consumer Products. Nearly, two-thirds of it's turnover accrues from products lines in which it enjoys a leadership position. Presently, the company is offering wide range of products such as power & industrial transformers, HT circuit breakers, LT & HT motors, DC motors, traction motors, alternators/ generators, railway signaling equipments, lighting products, fans, pumps and public switching, transmission and access products. In addition to offering broad range of products, the company undertakes turnkey projects from concept to commissioning. Apart from this, CG exports it's products to more than 60 countries worldwide, which includes the emerging SouthEast Asian and Latin American markets. Thus, the company addresses all the segments of the power industry from complex industrial solutions to basic household requirements. The fans and lighting businesses acquired "Super brand" status in January 2004. It is a unique recognition amongst the country's 134 selected brands by "Super brands", UK.

Pauwels Acquisition - an Indian MNC Crompton Greaves has completed the acquisition of the Belgium-based Pauwels on 13th May 2005. The group has manufacturing facilities in Belgium, Ireland, Canada, USA and Indonesia and well spread distribution network across the globe. The acquisition catapults the company amongst top ten transformer manufacturers in the world. It has truly transformed into an Indian MNC making a long-cherished dream finally come true .

Apart from strengthening it's foothold in the Indian market, Crompton Greaves acquisition of the Pauwels Group and it's transformer manufacturing facilities in five countries is expected to provide a significant impetus to the company's international presence.

The additional turnover of approximately Rs.1,380 crore of Pauwels Group for it's last financial year is expected to increase Crompton Greaves' International business to around 50% of it's turnover, making the company a force to reckon with, in the international market.

Manufacturing, Marketing & Servicing Network.

CG's business operations consist of 22 manufacturing divisions spread across in Gujarat, Maharashtra, Goa, Madhya Pradesh and Karnataka, supported by well knitted marketing and service network through 14 branches in various states under overall management of four regional sales offices located in Delhi, Kolkata, Mumbai and Chennai. The company has a large customer base, which includes State Electricity Boards, Government bodies and large companies in private and public sectors. Future Outlook.

The quality of households is enhanced when their money is invested into products such as fans and lighting for basic comforts. Their lives are literally touched by delight. Similarly, Crompton helps electricity boards and other utilities to reach electricity to the last home and factory. Therefore, every individual in India who uses electricity can be considered as Crompton customer. Hence, the company continues to further and consolidate the initiatives that Colonel Crompton set into motion by focusing on meeting increasing customer demands for

products that are eco-friendly, energy efficient and with intelligent monitoring and control systems. All economic indicators point towards the manufacturing sector being the future driver of India's economic growth. India is today preferred destination for sourcing various engineering goods not only due to low cost but also due to high quality of products. Although, the climate for the manufacturing sector is bright, the concern is the threat of imminent competition from global players who are already in the process of setting up manufacturing facilities in India. The market is expected to remain competition with an added element of competition from imported products. However, several measures that the company has already taken and it's plans for the future, together with business impact of the Pauwels acquisition, will equip the company to respond in adequate measure to this competitive pressure.

Business Description :
Crompton Greaves Limited. The Group's principal activities are broadly classified into four strategic business units: Power Systems; Consumer products; Industrial Systems and Other. The Power System consists of designing, manufacturing and servicing electrical products such as transformers, switchgears, capacitors and engineering projects. Consumer Products consist of fans, luminaires, light sources and agricultural and domestic pumps. Industrial Systems consists of manufacturing electric motors including fractional horse power motors, LT motors, alternators, DC Machines and rail transportation motors. Other includes telecommunication products, transmission products, access products and terminal equipment. The plants are located in Maharashtra, Goa, Tamil Nadu, Madhya Pradesh, Gujarat, Punjab and Kolkata

CORPORATE STRUCTURE
Wiring the Structure for Growth :

Crompton Greaves is part of the B.M. Thapar Group. With a turnover, over Rs. 2700 crores, the company is India's largest private sector enterprise in the business of electrical engineering.

The wide range of products that the company offers is canalized through its four business units- These are Power Systems, Industrial Systems, Consumer

Products and Telecom Products.

STRUCTURE
Board of Directors Key Personnel Corporate Regional Management Power Systems Industrial Systems Consumer Products Telecom Group International

The Manufacturing Grid

Crompton Greaves' strength emanates from its business operations consisting of 21 divisions spread across in Gujarat, Maharashtra, Goa, Madhya Pradesh, Karnataka and Tamil Nadu, supported by well knitted marketing and service network through 14 branches in state capitals under overall management of four regional sales offices located in Delhi, Kolkata, Mumbai and Chennai. CG-House Corporate Office

Transformers Plant, Mandideep

Transformers Plant, Malanpur

Alternators & DC Machines Plant, Ahmednagar

Switchgear Plant, Nashik

LT Motors Plant, Ahmednagar.

Transformers Plant, Kanjurmarg - Mumbai

Amorphous Core Transformers Plant, Mandideep

Ceiling Fans Plant, Goa

DC Machines Shopfloor, Mandideep.

Transformers Plant - Winding Bay, Kanjurmarg Mumbai.

Research & Development Facility, Kanjurmarg - Mumbai

Light Sources Manufacturing Plant, Baroda.

Telecommunications Plant, Jigani - Bangalore

Stepping Up the Quality Initiatives

At Crompton Greaves there is always a passion for quality. A quality trust mark has emerged as Crompton's biggest brand ambassador. In fact, this is reflected through quality certifications for its products and services. Further, the commitment to responsible business through quality, technology and productivity has helped the company to achieve a turnover of over Rs.2700 crore and receive many certifications in the ISO 9000/9001:2000/14001 series. The company has the unique distinction of being the first one to receive an ISO 9000 certification for Finance and Administration. The company has made considerable progress towards integration of the Six Sigma methodology in its manufacturing processes with the ultimate aim of achieving 'Product Quality as Perceived By Consumer'. This methodology was actively pursued for 10 products for which Critical to Quality (CTQ) characteristics were identified based on market feedback. Regional team has also been trained in Six Sigma technology for capture of customer's voice. In addition to this, the company has also introduced stringent control measures with suppliers to ensure that inputs support the Six Sigma quality. In fact, all these measures have resulted in manifold

improvement in the CTQs with substantial reduction in defects. The Quality focus is reflected in a number of company wide initiatives that include:

Corporate R&D and Quality Division of Crompton Greaves Ltd has been certified to ISO 27001:2005 by UL India Ltd.

In accordance with plan, the second phase of Six Sigma implementation commenced during 2004-05 with increasing executives being trained in the methodology. Six Sigma methodology has been extended to the design activity of the products. Ten products have been covered in the first phase, while nine products would be included in the second phase. Increasing coverage of products with six sigma approach will progressively help the company achieve 'product quality as perceived by the customer'.

Twenty-three divisions / regions have been accredited with ISO9001: 2000 Certification.

Seven manufacturing units have been accredited for ISO 14001 and four units for OHSAS 18001

The Light sources division is one of the few business units in India in lighting industry to receive dual certificate of ISO 9000:2000 was well as ISO 14001

The company's Power Transformers and Switchgear are now compliant to international Euro/IEC norms and ANSI/NEMA standards for greater acceptance in international markets.

The Industrial Transformer Division located at Malanpur is amongst the few units in India, to have been accredited both ISO 14001 and OHSAS 18001, Certification for Occupational Health and Safety Management System.

The company's Fans, Motors, Automation and control products are approved by the CSA, BASEEFA, and CE

WHY TRAINING IS IMPORTANT

Every company should be fully committed to the continuous development of its staff, in the same ways as we continuously develop our services. This will be achieved by helping all staff identify and meet their own job and business related development needs. This policy will ensure that we have the adaptability and flexibility to thrive and succeed as a business. To do this, all line managers, through the Performance Review process, will Ensure that staff have a level of knowledge and skill to fully perform their role Encourage staff to develop within their current role Look for potential, and find ways for staff to demonstrate potential Recognize and reward staff development (utilizing it wherever possible) Create a learning culture by providing opportunities for learning Equal opportunities All staff are entitled to and can expect to receive training they need to carry out their current role. This includes seconded, fixed-term

contract or short-term contract staff.

Permanent employees can expect to benefit from further commitment for each individual to devote at least 5 days a year towards training and development. First priority will be towards job-related training, but we will also encourage individuals to undertake personal development training. This may entail taking professional qualifications; undertaking research into a particular field of interest or experiencing a particular aspect of another job in order to gain an insight into the role and fuller understanding of the work. Training should not be viewed purely as attending a training course. There are a variety of different methods that can be used to help train and develop individuals and Personnel Services will be happy to help individuals and managers select the most appropriate method. For example, using open learning materials; computer-based packages; videos or CD-ROMs; e-learning; and reading literature, to name but a few. Shared responsibilities It is recognizes the need for everyone to learn and develop their skills on a continuous basis and will support individuals to help them achieve this. Equally, the company expects individuals to take on some

responsibility for their own self-development. For example, identifying suitable training activities (with the help of line managers and

Personnel Services) and adopting a flexible and positive approach to any training and development that is identified with them.

Identifying training & development needs Identifying training and development needs, and helping individuals to improve their performance, are key responsibilities for line managers, so they are expected to be actively involved in their teams training and development. Line managers are also responsible for measuring the effectiveness of any training and development undertaken by team members, with assistance from Personnel Services. The skills and knowledge that will be needed for the future success of the company will become apparent as each years business (corporate) plan is drafted and communicated to teams within the company and individual performance objectives agreed. Where individual skills,

knowledge or the development of competencies are needed to achieve our business objectives, these should be recorded on the Development Needs Assessment plan, which forms part of our Performance Review process.

Setting and evaluating learning objectives/outcomes

The company has a number of key business objectives that it needs to achieve. These objectives can be achieved only through harnessing the abilities and skills of everyone in the company and by releasing potential and maximizing opportunities for development. If individuals need to learn in order to achieve business objectives, it is important that any training and development in which we invest has a relationship to our business objectives, so we can demonstrate the contribution learning makes towards overall organizational success. To demonstrate this contribution, individuals will agree with their line managers, prior to undertaking a learning activity, learning objectives. Learning objectives will be the means by which managers and company can measure how effective training and development has been towards achieving our business objectives or performance. Setting learning objectives will therefore provide a benefit for everyone:

For individuals, objectives give a better understanding of what is expected of them; where priorities lie; where their contribution fits into the organization and how they are progressing.

 For managers, objectives provide a basis for allocating responsibility to individuals for achieving certain results; monitoring the achievement of results and providing solid evidence, which is less subjective, for assessing an individuals performance. For the organization, objectives give a greater likelihood of strategic and corporate plans being achieved. Once someone has experienced a training and development activity or learning, we will measure its impact and effectiveness on individual performance and the organization. Again, line managers are expected to be part of this process by defining the performance standards (or measures) when setting objectives and deciding on the methods that they will use to evaluate the learning. (Personnel Services will of course be available throughout the process to provide guidance and support). There are three key stages that will be used to evaluate training and development:

Reaction: At this level, evaluation provides information on the attitudes of a participant to learning, but it does not measure how much they have actually learned. That being said, if a participant has a positive reaction to the learning experience they are more

likely to implement what they have learned.

Evaluation at this

level will be measured by a post-learning questionnaire, which will be completed immediately after the learning activity has taken place. Normally, Personnel Services will be responsible for issuing this type of questionnaire. Performance: Evaluation at this level looks at the impact of a learning experience on individual performance at work. Key to this area of evaluation will be the need to have established smart learning objectives prior to the learning experience so that when evaluation takes place there are measures to use. For example, an important learning objective for a junior secretary attending a Word training course may be to produce typed correspondence with no spelling or typographical errors. In this example, a

manager would be able to evaluate the secretarys performance using a measure of no spelling or typographical errors. Ideally, evaluation on performance should take place approximately 3 4 months after the learning activity. Line managers should

undertake this evaluation and send a copy of the results to Personnel Services.

 Organizational impact:

At this level evaluation assesses the

impact of learning on organizational effectiveness, and whether or not it is cost-effective in organizational terms. Personnel

Services will undertake this evaluation as part of a wider training and development evaluation process. In summary then, Personnel Services will evaluate training and development at the reaction and organizational levels, and line managers will be responsible for evaluating the effectiveness of training and development at the performance level. However, there will be some types of learning activities, for example attending conferences or seminars, where it may not be appropriate to undertake any evaluation. If any doubt, please contact Personnel Services. To assist line managers, there are a variety of methods that can be used to measure the effectiveness of the learning. Some of these include: Participant self-assessment Written or practical tests Structured interviews Questionnaires Feedback for example, internally from colleagues, peers, and managers and/or externally from partners, customers or clients Qualifications obtained

Line managers should contact Personnel Services, who will be pleased to help set-up an evaluation method to use to measure the effectiveness of a training activity.

TRAINING AT CROMPTON GREAVES

In Crompton Greaves Ltd., Delhi training is customized product wise. If any defect comes in a product or process, a training session is initiated to eradicate root cause. There are normally two work stations in production, 1. Critical station 2. Normal station At critical work station an efficient worker should produce 5000 to 6000 units in one shift. At this work station minor job is done. At normal work station an efficient worker should be produce 8000 to 10000 units in one shift in normal circumstances. In this company there are two types of worker are working. 1. Permanent worker 2. Temporary worker

A worker get the permanent job after the good and consistent performance in the company, these people are well experienced in their relative jobs.

Temporary worker is a layman. They dont know any thing about the work, so these types of people require training. When a new person joins the company, he got the training about the safety and maintenance. For getting these training he is send in technical training cell (TTC). In TTC he has to go some basic knowledge and instruction, which is given by the just senior boss. That person is called line in charge. During the training a person gets the job. He is watched by the line in charge. At any point the line in charged found any fault in the work, the line in charge instructed at that time, so that the worker does the job in a proper way and come out with zero-defect product. After the TTC training employees are divided among various teams and send to the different operations, on the different operations. A line-in charge is there, who will watch each and every steps during the work. If any fault in the work is found, he takes that serious and instructs to remove the fault immediately. After some experience the worker is transferred from one operation to another operation area. Where same procedure is performed. He works and if get any confusion regarding the job, he may ask the line in charge or if line in charge see any fault during the operation, he educates the worker to do the job better. This process is repeated on

each and every operation. This is how each and every employee is familiarized to the job . The main advantage of this job rotation is, if any worker does not come on the particular day, that place can be filled by any other worker and the works progress without any interruption. After job rotation and getting experienced the entire worker divided into three groups, Highly efficient Efficient Adequate If a person can handle all the machines related to any particular job. That worker is called highly efficient worker. After getting training 40% out of them became as highly efficient worker. These workers are very efficient and can handle any situation during the work. He can work on any machine at any time without any problem. These people can take decision at the critical point of time. So that these type of worker are called highly efficient worker. After highly efficient the second category is called efficient. In this category those type of person are master in their job. He is master in one job. In this category 50% worker comes. These types of people are well known people in their particular job. They are not able to handle the different machines. They feel problem in some job.

After that the third category comes, that is called adequate. This type is not beneficial for the company. So that they are not acceptable. They have less knowledge and not will to work. Highly efficient person is well-known about their job. He can handle any situation. So that this type of people doesnt require training. Efficient people are master of just on job. So that they need training to be highly efficient worker. Company is giving training to the efficient worker. For them there are three types of training; Counseling Give the opportunity to work with highly efficient worker. Give the expert knowledge about the work. In counseling the instructor or line in charge counsel the worker. A line in charge tries to motivate the worker to do their job in proper way. This is a verbal communication. With the help of words a senior person tries to make them as effective as highly efficient worker. The second option provide them opportunity to work with highly efficient people helps those people to learn. During the work he can watch how the highly efficient people work? How can they handle the situation? They got the idea about the problem, which may be arising

during the work. They also get the idea about dealing those types of problems. This way an efficient worker is developed to be highly efficient worker. Before start working every worker should get the knowledge about the job profile. Without proper knowledge no one can perform better. There must be some defective in the product due to less knowledge about the production process. So specific knowledge is essential for zero-defect product. This is the duty of management to educate them and provide full knowledge about the production process and quality control. For adequate people company has some other way for giving them training. The work pressure is the best way for make them work. Under this the adequate person is send to work between two highly efficient workers. Highly efficient people can work faster than adequate person. So from both sides he faces the pressure for work faster and effectively. This way an adequate worker can be the efficient and highly efficient worker for company. In any company some factor effect the training: 1. Strategies changes 2. Technical changes 3. Matter of cost saving

If the top management of the company want to change their strategies. Here company wants trained people for work. So firstly company looked for the experienced people, but it is very difficult to get trained people. So they hired semi- skilled people and after joining them they give them training. So that this can work effectively and according to the requirement of the company. If company wants some technical change in product, they also require trained people for work. Technical change requires more technical people. If company wants to retain the same people who are working form last sometimes then company has to give them training. After getting training a worker can adjust in any environment and work effectively. Todays era is the cost cutting era. In the intensive competition cost of the product is very important. We cant survive in the market with high cost. So we need to cut the cost of the product. For cutting the cost we need more trained worker who can work faster and quickly. So that the production time can be reduced. At lastly we can get the low price product. So that in every area we need trained people. For getting trained people we have to make them trained by giving training.

TRAINING TECHNIQUE USED AT CROMPTON GREAVES

5S TRAINING
What Is 5S?
The five S stand for the five first letters of these Japanese words: Meaning Seiri Seiton Seiso Seiketsu Shitsuke Sort Set in Order Shine Standardization Sustain

Calling this principle 5S is a good way to remember its content. It is often promoted as being far more than simply housekeeping and some of the elements described below certainly move into broader areas.

A cornerstone of 5S is that untidy, cluttered work areas are not productive. As well as the physical implications of junk getting in everybody's way and dirt compromising quality, people are happier in a clean and tidy environment and hence more inclined to work hard and with due care and attention. Naturally enough, the elements of 5S are all Japanese words beginning with the letter S. Since their adoption within Western implementations of JIT, or Lean Manufacturing, various anglicized versions of the terms have been adopted by different writers and educators. These are listed below against the individual elements and it can be seen that none are entirely satisfactory. There are some symptoms by which we are able to know that we require 5s training methodology. Space is crowded with parts and tools. Unneeded items are stacked between workers. Excess inventory on the floor. Excess items and machines make it difficult to improve process low.

 Equipment is dirty and a collection point for miscellaneous materials. Needed equipment such as tools is difficult to find. 5S Training Housekeeping "pillars" The individual items within 5S are known as the "pillars" and are: 1. Seiri (Sort)

Seiri is the identification of the best physical Organization of the workplace. It has been variously anglicized as Sort, Systematization or Simplify by those wishing to retain the S as the initial letter of each element. It is the series of steps by which we identify things which are being held in the workplace when they shouldn't, or are being held in the wrong area of the workplace. Put simply, we may identify a large area devoted to tools or gauges, some of which are needed regularly and some used infrequently. This brings all sorts of problems, including: o Operators unable to find the item they need, being unable to see wood for trees. The time spent searching is a waste (or in

Japanese lean-speak a muda) and if we only held the items needed regularly in a prominent position we would save time. o Quality issues when gauges are not calibrated on time because too many are held. o Safety issues when people fall over things. o Lockers and racking cluttering the production area making it hard for people to move around or to see each other and communicate. Some of the standard texts also talk about the elimination of excess materials and WIP. This is a complete restatement of all the JIT goals of releasing capital, reduced movement, and shorter cycle times and so on. The question may be asked: should we then see inventory and WIP reduction as part of the implementation of the lean approach or as an element of 5S? The answer, as ever, is that keeping inventory and WIP to a minimum is simple best practice. Whether we view it as JIT, or lean, or 5S or assign any other term is quite frankly irrelevant. The major element of Seiri is simply a critical look at the area. Involving cross-functional teams, or getting people to look at each

others areas, are an obvious first step. People tend to be blind to failings in their own area and a fresh pair of eyes can be useful. Another element of the standard approach is 'red tagging' where items are given a tag which says what the item is, which location it is in and when it was identified in this location. We then leave the area for a while and anybody using the item notes this. We go back some time later and can readily identify things that haven't moved, or been used. Items which have not been used can then potentially be disposed of. As a first pass we should perhaps create a quarantine area before throwing items away, selling them or reworking them into something else. Other items may be deemed necessary but used infrequently and so an alternative location can be found. If the operator needs a particular tool only once or twice a month then a 20-yard walk is not a problem - especially if the space thus saved on the workbench helps to make the area more productive, or helps address quality issues.

2.

Seiton (Set in Order)

Seiton is the series of steps by which the optimum organisation identified in the first pillar are put into place. The standard translation is Orderliness but again some wish to keep the initial S and use Sort (yes, that is also one of the translations of Seiri), Set in order, Straighten and Standardisation. The sorting out process is essentially a continuation of that described in the Seiri phase. Removing items to be discarded or held in an alternative location will create space. This space will be visible and facilitate the alternative layout of the area. In some cases, of course, we are talking about what a fitter will have on his bench, or in racks alongside the bench. In other cases we may be considering where we should locate a piece of plant for example we may relocate a coin press to enable items to be completed in one work area rather than requiring a significant movement down the shop. This is something which we also undertake when adopting cellular manufacturing. We then look at how we can restructure the work content so that certain operations can be carried out within the cycle of others - for example we may carry out a trimming

operation on a steel component while the press which produced it is busy creating the next one. Again, is this a 5S initiative, or part of a kaizen programme, or something else? Again, who cares, as long as we get on and achieve an improvement in business performance? Standardization includes all the elements of setting out a consistent way of doing things. This includes standard manufacturing methodologies, standard equipment and tooling, component rationalisation, drawing standardisation, consistency in the documentation which accompanies work, design for manufacture (or concurrent engineering) and standardisation in the clerical processes which deliver work to the shop floor and track its progress. All of this could be said to be part of a basic Total Quality approach. The standard ways of doing things should include pokayoke or error-proofing. Again it might be asked whether this is part of 5S or one aspect of a broader programme. 3. Seiso (Shine)

Anglicised as Cleanliness but again the initial S can be retained in Shine, or Sweeping.

The principle here is that people are happier and hence more productive in clean, bright environments. There is a more practical element in that if everything is clean it is immediately ready for use. We would not want a precision product to be adjusted by a spanner that is covered in grease which may get into some pneumatic or hydraulic fittings. We would not wish to compromise a PCB assembly by metallic dust picked up from an unclean work surface. Other issues are health and safety (people perhaps slipping in a puddle of oil, shavings blowing into people's eyes) and machine tools damaged by coolant contaminated by grease and dust. The task is to establish the maintenance of a clean environment as an ongoing, continuous programme. Some time should be set aside for cleaning each day, or each shift. (We may have cleaners who come in a sweep office floors, and even clean the floor in a production area, but they do not clean the production equipment. Even if they did, this would miss one of the opportunities available - an operator cleaning and lubricating his machine tool will spot worn or damaged components.)

Cleaning then begins to impinge upon what we already know as preventive maintenance. Cleaning critical components of a piece of equipment is already one element of the activities carried out under the PM banner. The implementation of Seiso revolves around two main elements. The first is the assignment map which identifies who is responsible for which areas. The second is the schedule which says who does what at which times and on which days. Some of these happen before a shift begins, some during the shift and some at the end. Again, this is very reminiscent of what we do when adopting PM. The standard texts such as that of Hiroyuki Hirano then go on to talk about establishing the shine method for each item / area. This includes such elements as agreeing an inspection step at the beginning of each shift, establishing exactly how each activity within the programme is to be carried out. A key aspect is very much akin to set-up reduction (or SMED) in that we should be aiming as much as possible to internalise the activities - in other words, to minimise the downtime needed to keep the facilities clean.

Finally the standard texts talk about preparation - making sure the equipment needed to clean is always available, always ready for use. The best parallel to this is, again, with set-up reduction, which itself is often compared to Grand Prix teams preparing to change tyres. As with many such topics, we are talking about here is to a large extent simply common sense. We do not wish to allocate 5 minutes for a bed to be swept on a piece of grinding equipment if the operator is going to spend 4 minutes finding his brush. 4 Seiketsu (Standardization) This is best described as Standardised cleanup, but other names adopted include Standardisation (not to be confused with the second pillar), Systematisation and Sanitation. Seiketsu can be the thought of as the means by which we maintain the first three pillars. There is, obviously, a danger in any improvement activity that once the focus is removed and another 'hot button' grabs management attention, things go back to the way they were before. Seiketsu is the set of techniques adopted to prevent this happening. Basically this involves setting a schedule by which all

the elements are revisited on a regular basis - usually referred to as the '5S Job Cycle.' The first step in the cycle is a periodic review of the area, perhaps involving red tagging but certainly involving people from other areas of the business.

This will identify where standards have slipped - for example where pieces of tooling or fixtures which are used infrequently are no longer being put in the remote location agreed at the outset and consequently a bench is now cluttered with the regular items buried under a pile of irregular. (In other words, the Seiri phase is undertaken periodically - usually monthly, perhaps quarterly.) The second step is to undertake Seiton activities as required - that is, as prompted by the first step. Finally within Seiketsu people from other areas visit and cast a critical eye over the state of the area. Again, an external assessor may notice degradation that is not clear to the people who work in the area. Hirano talks of a checklist within Seiketsu whereby the external visitors mark the area on a number of key criteria defined at the outset of the

programme. For example, are the storage areas still clearly defined? Does the tool rack still have clear outlines or profiles for each tool to be stored in it? Does the area meet the general standards of cleanliness? 5 Shitsuke (Sustain) The final stage is that of Discipline. For those who wish to retain the use of initial S's in English this is often listed as Sustain or Selfdiscipline. There is a fundamental difference between Seiketsu and Shitsuke. The fourth pillar is the introduction of a formal, rigorous review programme to ensure that the benefits of the approach are maintained. The fifth pillar is more than this; it is not simply the mechanical means by which we continue to monitor and refine, it is the set of approaches we use to win hearts and minds, to make people want to keep applying best practice in shop organisation and housekeeping. In this sense, discipline is perhaps an unfortunate term as it implies people forced to do something, with consequent penalties if they do not.

The way in which management achieves this establishment of ongoing commitment within the workforce depends, of course, on the culture already in place. As with the adoption of kaizen (continuous improvement) or quality circles we have to press the right buttons to stimulate people. If the business has a history of treating people like cattle, giving no credence to their suggestions and simply trying to improve performance by driving the workers ever harder, then enthusiasm for any sort of initiative aimed at building a better environment is going to be hard to generate. There are a number of elements to any ongoing improvement activity in any business. Which take pre-eminence in a particular organisation varies with the history and culture of that organisation. Suffice to say that key points are:
o

Communication. We need people to be aware of what

we are trying to achieve, and why.

o

Education. They need to understand the concepts and

the individual techniques.

o

Rewards and Recognition. People need to feel that

their efforts are recognised. Whether the reward is a senior manager walking past and saying "that's very good, well

done" or some form of award (financial gain, prize or formal presentation of a certificate) depends on the organisation.
o

Time. If we want people to spend five minutes every

four hours removing swarf from the floor around their machine we have to make sure that we allow them this time. We cannot give this as an instruction yet at the same time push for more time spent achieving productivity targets.
o

Structure. We need to identify what is to be done, by

whom, and ensure that schedules are updated and clearly visible. Implementing 5S The elements of 5S are all valuable in their own right but they simply form part of the bigger picture of establishing best practice. They sit alongside the other elements of Lean Manufacturing, or Just in Time, or World Class and some of the elements in, for example, Seiton (standardisation) are in fact straight lifts from textbooks on other forms of improvement activity. There is nothing in any 5S material, for example, to give guidance on improving the clerical processes for generating production paperwork following receipt of a sales order!

The answer, surely, is to understand 5S as we understand all aspects of other types of improvement and problem-solving activity and then to agree a change programme for our own business. This is not to say that we must not launch a project which we call "5S" - some businesses have more success if improvement initiatives are launched with a generic, wellpublicised term as project name. Equally, this is not the best solution in other organisations. Again, the history and culture of the company or the specific plant have to be taken into account when this decision is taken.

EVALUATION OF TRAINING AND DEVELOPMENT

Evaluation means the assessment of value or worth. Evaluation of training is the act of judging whether or not it is worthwhile in terms of set criteria. Evaluation of training and development programmes provides assessment of various methods and techniques, sells training to management, identities the weaknesses of training programmes and helps to accomplish the closest possible correlation between the training and the job. A comprehensive and effective evaluation plan is a critical component of any successful training programmes. It should be structured to generate information of the impact of training on the reactions; on the amount of learning that has taken place; on the trainees behaviour; and its contribution to the job/ organization. Therefore, evaluation is a measure of how well training has met the needs of its human resources. To verify programmes success, HR managers increasingly demand that training and development activities be evaluated systematically. A lack of evaluation may be the most serious flaw in most training and development efforts. There are many reasons for this neglecting

activity; firstly, many training directors do not have the proper skills to conduct a rigorous evaluation research. Secondly, some managers are just reluctant to evaluate something which they have already convinced themselves is worthwhile. Thirdly, some of the organizations are involved in training not because it is necessary but simply because their competitors are doing it or the unions are demanding it. Fourthly, as training itself is very expensive, the organizations do not want to spend even a penny on the evaluation. Fifthly, some of the training programmes are very difficult to evaluate because the behaviour taught is itself very complex and ambiguous.

OBJECTIVE OF THE RESEARCH

The objective of the project is to study training and development in Crompton greaves. As we know that training is an important factor for growing because growth is lifeline for the company. The main motto of this project was to know, how company conducts training program. What are the basic requirements during this process? How does the company come to know that somebody needs training? After providing them training analysis is required. Analysis makes the management aware of the workers or staffs whosoever had gone through the training. Development is the main objective of any training. If there is no any development, the objective of training is not achieved. So for achieving the objective, development is very much required. The way of analyzing of the training should be carefully developed. Because a good analysis reflects the true figure of the development of trainees. How the company analyses the training is a subject to be learnt. So the ultimate goal of this project is to study the way of providing training as well as the way of measure the development of trainees in Crompton Greaves Limited.

RESEARCH METHODOLOGY
Research works involve a systematic process. There must be welldefined procedure for each and every research work, which always need a set of methodologies. The methodology for any research work constitutes the selection of representative sample from the whole of the universe (or population) and also, applying appropriate tools and techniques of research.

This research work was carried out in two stages:-

1. Firstly, an intense Literature Survey was done from the Crompton Training Manuals and;

2. Secondly, the research was carried out by means of filling up of questionnaires. For the purpose of data collection questionnaires were prepared.

After preparing the questionnaire on the basis of research design, it was firstly tested on six respondents. After getting the responses, certain modifications were done to make it more focused and also, free-flowing.

The sampling was Disproportionate Stratified Random Sampling, departments like: PE Hydro, PE Civil, PE Electrical, PE Mechanical, Water System Group, SG Group, Cost Engineering, CSD, New Project Group, etc., were covered to look for the respondents who have completed their training 3 to 5 months back.

Research Instrument:-

The research instrument was structured questionnaire with the choice of open-ended and close-ended questions.

Field data:The field data has been collected by personally administering the questionnaire of the topic.

Sampling Plan: Sampling Unit :Each respondent was considered as a single unit in the whole research work. Sampling size :The sampling size or the universe of the research work was 25 trainees.

 Sampling procedure :To obtain the representation samples, Disproportionate Stratified Random Sampling was used. This means that respondents were selected randomly without any well defined proportions from various departments of the organization.

Information sources:The information sources were as follows:

1) Primary Information Sources:a) Survey of the employees who underwent training programs 3-5 months back by giving them Questionnaires and collecting their feedback.

2) Secondary Information Sources:a) Training Calendar of Crompton. b) Participants List. c) Various books at Crompton Library.

SKILL TRAINING AT CROMPTON GREAVES

Proper training can be as important as the equipment used and other characteristics of the job. The money annually paid for training by business and industry also demonstrates the importance of training. It has been estimated that American business firms spend more than $30 billion per year on training and development, with some estimates running as high as $100 billion Motorola, Inc. alone spends about $44 million annually on employee education. Another indication of the importance business and industrial firms attach to training is the estimate, made a few years ago, that some forty five thousand employees across the United States were assigned full-time to training and development activities. Since then the figures have no doubt grown. This broad definition of training includes both skills training, which is usually of a technical nature and has a short-term focus, and management and career development programs, which are aimed at

educating employees above and beyond the immediate technical requirements of their jobs in order to increase the organizations present and future ability to attain its goals. Thus, management and career development tend to be more future oriented than skills training. The purpose of skills training is to bring the competencies of individuals up to desired standards for present or near-future assignments & develop new skills and knowledge to replace those that have become obsolete as a result of technological organizational changes.

The seven major steps, as shown in figure are the following:1. Determining the need for skills training 2. Translating skills needs into training objectives 3. Formulating the budget 4. Selecting trainees 5. Choosing a training method 6. Selecting and educating trainers 7. Determining evaluation procedures

DATA ANALYSIS
1. What types of training have you gone through? (ii) Personality Enhancement (iii)

(i) Skill Enhancement IT Related

Skill enhancement & personality development 43%

Skill enhancement 24%

Skill enhancement

Personality development

Personality development 33%

Skill enhancement & personality development

Total 45 workers have gone through these training programs. 2 out of them got the skill enhancement training, 4 got personality development, and 6 got skill enhancement & personality development program. Out of 45 workers 8 got skill enhancement & IT related training, 11 got personality development & IT related training and rest 14 got all three, skill enhancement, personality development & IT related training.

2.

Please indicate when should the study material be given to the

trainees? Before the training After the training

After the training 33%

Before the training

After the training

Before the training 67%

In any training program the material plays an important role. So it should be provided. But the question is that, "when should be the materials be given, before the training or after the training. In the responses of suchQuestion, 30 out of 45 workers say that materials should be given before the training and 15 says that it should be given after the training.

3. test?

Before started training programme should you go through any

Yes

No

Don't ready to face test 60%

Ready to face test 40%

Ready to face test

Don't ready to face test

A good trainee is essential for the successful completion of any training program. A good trainee can be selected by the test. So a test is required for selecting appropriate trainees. Responding this 27 out of 45 workers tell that they dont want to go through any test and rest 18 want to go through such test process. The evolution of any program is very much require for the future. It can be done by asking the trainees.

4.

Rate these training programmes according to your development. Poor Good Excellen t

Training Programme

1. Skill Enhancement 2. Personality Enhancement 3. IT Related

Skill Enhancement:

Good 25% Excellent 31%

Good

Very good

Excellent

Very good 44%

Responding to skill enhancement programs, 11 out of 45 workers say that the training program was good, 20 say that it ways very good and rest 14 trainees opine that training program was very helpful to enhance their skills and perform their job in batter manner.

Personality Enhancement:

Good 13%

Excellent 47% Very good 40%

Good Very good Excellent

Responding to the personality development questions there are different views of the trainees, 6 out of 45 workers say that the program was good, 18 say that it was very good and 21 workers say that program was excellent.

IT related:

Good 22%

Excellent 49%

Good Very good Excellent

Very good 29%

Responding to the IT related development questions trainees are very much conscious about their improvement. 10 out of 45 have good experienced regarding IT development, 13 say that program was very good and rest 22 have excellent experienced regarding IT in the training program.

5.

In your opinion what should be the frequency of the training

programme in your company. Once in a month Once in 6 months Once in 3 Months Once in 12 Months

Frequency of training program:

Once in a year 13% Every six month 21%

Every month

Every month 29%

Every three month Every six month

Every three month 37%

Once in a year

The experienced of the training program is so impressive that all the trainees very much interested in these types of programs. They want more of such types of training programs. So 13, out of 45 trainees want this type of training in every month .On the other hand 16 trainees want such program once in every three month. 8 out of them want to hold such types of program twice in a year. Rest of them wants to hold this once a year. In my opinion it should be twice a year.

Q6. Do you feel you have professional growth opportunities at crompton Greaves.

Strongl Agre y Agree e

Neither Agree/Disagre e

Disagre e

Strongly Not Disagre Answere e d

11.11% 4.44% 6.66% 20 26.66 33.33%

Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree Not Answered

IT can be inferred that:6.66% people strongly agree. 33.33% people are agree. 26.66% people are neither agree/Disagree.

11.11% people are strongly disagree. 20% people are disagree. 4.44% people not answered anything.

7.

In your opinion what should be the duration of this training

programme? 4 Hours 8 Hours 16 Hours 20 Hours

4 hours 5% 8 hours 13%

4 hours 8 hours

20 hours 60%

16 hours 22%

16 hours 20 hours

The duration is an important factor for the successful completion of any program. It should be according the requirement of the trainees. 2 out of 45 trainees say that duration should be 4 hours, 6 say that duration can be 8 hours. 10 out of them want 16 hours and rest 27 wants 20 hours for the training program.

Q8. Are you satisfied with the training that you have received at Crompton Greaves.

YES

NO

NO ANSWER

3% 31% 66%
YES NO Not Answered

From the total sample of 45 taken I found that:66% people said yes. 31% people said no. 3% people not answered anything.

INTERPRETATIONS
After completion of project on training programs and its effectiveness at Crompton, the following inferences are drawn: Training system at Crompton has been good and continuously progressing in nature. The employees are satisfied and praised to management for conducting various and continuous training programs from time to time in various fields like skill development, KAIZEN, 5S etc. and they found these training programs are very useful in developing personality, in reducing absenteeism rate, adapting to management of change, providing ground for innovativeness and creativity etc. The training instructions, material and environment are quite good and so also the employees of Crompton found that the applicability of training program is very good. The employees feel that the training programs increase their knowledge, skill and potential and help them in both, i.e., in job and personal development. This shows that there has been a favourable attitude toward a training program.

 Employees are provided with regular constructive feedback concerning their performance during and in the

implementation of newly acquired abilities to some extent but there is place of improvement for making it more suitable and effective. Similarly, employees have to pay their attention and involve personally in the training process to make it more effective. Employees feel that the chance should be given to every employees and needs are analyzed based on the requirements of the job and hence training henceforth.

Crompton employees of HRD department are fully devoted to their job. Department is determined to train without any monetary motivation. Department designs programs based in the needs feedback received from various departments and functional heads.

LIMITATIONS

1. TIME FACTOR : The study has been completed during a short period of time so it was not possible to study the problems well in detail. 2.LACK OF AWARENESS: The employee has low awareness level about the initiatives and practices by which there is difficulty in collecting the information from employee. 3. SMALL SAMPLE SIZE : There are inabilities to gather information from all the hierarchy levels of organization. Sample size has been taken 45 for trainees . 4. NO RESPONSE FOR SOME OF QUESTIONS. 5. THE SCPOE OF ANALYSIS WAS RESTRICTED AS THE QUESTIONNAIRE WAS DISRIBUTED ONLY TO FEW DEPARTMENTS.

SUGGESTIONS
There is no gainsay regarding the training programs enhance the quality of the performance. No one is perfect in his respective field. A full flazed training program makes trainees complete performer in their respective areas. Every company looks for a worker, who can work effectively. They are in search of a person who has the maximum skills required for the job. After selecting the right person, the companys main aim is to make that person a perfect workman. For this they provide them training. First of all the management should look for that areas where workers needs training. For this purpose management should keep eyes on each and every activity of the workers and staffs whosoever may need training. This is a long and time taking process. In this way the next step would be to select the trainees. There should develop a mechanism for selecting the trainees. There should be a test for this purpose. This will give the idea about the weak and strong points of trainees. It will be very fruitful in designing the contents of training program. The printed material is very useful in training. These materials should be given before the training. Written material would provide the overall idea about the training and make the trainees understand better.

Before developing the training contents some points should be taken care of. There should be some practical values in that. The training should include new ideas and should be helpful in the development of trainees. It must be relevant to the hob of workers and staffs. In the training process the efficient use of time should be made as time is the most important factor in any job. The frequency of training program is according to the requirement and convenience of the trainees as well as the management. Workers require more training so they need one in every six month. Staffs required less training in the compression of workers, so they required at least on training program every year. The duration of any event is the most important, which maker any program successful or fail. It should be according to the needs of the trainees of participants. In my opinion the duration of the training would be 16 hours.

CONCLUSIONS

Training is a costly affair for the management. It needs a handsome amount and long time. So management has to play safe game for the benefits of the company as well as the workers. One wrong decision may enforce the company to fall into deep troubles. So selecting the weak areas of staffs and workers should be done very carefully. For that the management should be conduct a test. For providing an effective training, company requires a knowledgeable trainer. Selecting a particular trainer is again a difficult job. Trainer demands handsome money. Training needs time and cost both. To conclude, it is very clear that training should be provided but not at the loss of the company. It is very costly and time taking affair. But it is most important for the development of the company. So management cant avoid it at any cost. An effective training program can bring about dimensional changes in the technical and behavioural skills of the employees.

BIBLIOGRAPHY
BOOKS : 1 Mamoria C.B., Personnel Management 21st revised and enlarged edition 2001, Himalya Publishing House. 2 Kothari C.R., Research Methodology, revised edition 2000, Vishwa Prakashan. 3 Flippo B Edwin, Personnel Management, sixth edition, Hill Book company. 4 Aswathappa K., Human Resources & Personnel Management, Tata McGraw. 5 Divivedi R.S. Managing Human Resources edition 1 Galgotia

Publishing Company. MAGAZINES : Companys catalogues & annual report year 20013. WEBSITES : 1 www.cromptongreavesltd.co.in 2 http://en.wikipedia.org/wiki/Training_and_development 3 http://www.cgglobal.com/frontend/finalnonproduct.aspx?cnl2=eX0 uR4xtQEM=

ANNEXURE

TRAINING & DEVELOPMENT (QUESTIONNAIRE)

Name Department Designation

1. What types of training have you gone through? (i) Skill Enhancement (ii) Personality Enhancement (iii) IT Related (i) (ii) (iii)

2. Please indicate when should the study material be given to the trainees? Before the training After the training

3. Before started training programme should you go through any test? Yes No

4. Rate these training programme according to your development. Training Programme Poor Fair Good Excellen t 1. Skill Enhancement 2. Personality Enhancement 3. IT Related

5. In your opinion what should be the frequency of the training programme in your company. Once in a month Once in 6 months Once in 3 Months Once in 12 Months

Q6. Do you feel you have professional growth opportunities at crompton Greaves. Strongly Agree Agree Neither Disagree Agree/Disagree Strongly Disagree Not Answered

Q7. In your opinion what should be the duration of this training programme? 4 Hours 8 Hours 16 Hours 20 Hours

Q8. Are you satisfied with the training that you have received at Crompton Greaves.

YES

NO

NO ANSWER

Date :

Signature :

BIBLIOGRAPHY
BOOKS : 4 Mamoria C.B., Personnel Management 21st revised and enlarged edition 2001, Himalya Publishing House. 5 Kothari C.R., Research Methodology, revised edition 2000, Vishwa Prakashan. 6 Flippo B Edwin, Personnel Management, sixth edition, Hill Book company. 4 Aswathappa K., Human Resources & Personnel Management, Tata McGraw. 5 Divivedi R.S. Managing Human Resources edition 1 Galgotia

Publishing Company. MAGAZINES : Companys catalogues & annual report year 20013.

WEBSITES : 4 www.cromptongreavesltd.co.in 5 www.google.com 6 www.hr.com