Training under HRD in Automobile Sector

-Submitted By: Sumit Kumar Mandal (2012MB0027) Shoubhik Dhara (2012MB0029) Swapnil Singh (2012B0030) Rumpa Dutta (2012MB0032)

Automobile Industry in India

The Automobile industry in India is one of the largest markets in the world. Stands sixth in the world, with an annual production of more than 3.9 million units in 2011. In 2010, India beat Thailand to become Asia's third largest exporter of passenger cars. The majority of India's car manufacturing industry is based around three clusters in the South, West and North. Cluster-wise revenue Share of automobile sector: Southern Cluster 35% Western Cluster 33% Northern Cluster 32%

Training Under HRD in Various Automobile Companies

Toyota Motor Corporation

It conducts systematic company-wide and divisional training and assignments for training purposes with an emphasis on On-The-Job training (OJT) . In October 2002, Toyota created the booklet "Toyota Developing People" and distributed it to all associates to create a common understanding that "the source of Toyota's competitiveness is human resources development" and to promote the creation of workplaces. In April 2001 Toyota adopted the Toyota Way 2001, an expression of the values and conduct guidelines. Toyota's tradition, were codified. Based on the dual pillars of "Respect for People (Respect & Team Work)" and "Continuous Improvement(Challenge, Improvement & Genchi Genbutsu). In January 2002, the Toyota Institute was established as an internal human-resource development organization that aims to reinforce the organic integration of global Toyota companies by way of sharing the Toyota Way as well as to promote self-sufficiency.

Key Principal of the TOYOTA Way

Tata Motors
This is the era of cut-throat competition and with this changing scenario of business; the role of HR professionals in training has been widened. HRD role now is: 1. Active involvement in employee education. 2.Rewards for improvement in performance. 3.Rewards to be associated with self esteem and self worth. 4. Providing pre-employment market oriented skill. development education and post employment support for advanced education and training. 5.Flexible access i.e. anytime, anywhere training.

Maruti Suzuki

The Company provides tremendous learning and development opportunities to its employees starting from induction. To have a well rounded development of employees, the calendar comprises of behavioral training, functional training and safety training. In FY2012-13, total of 52,908 man-days of training was conducted for employees across all the levels. This translates to 6.14 days of training per employee. The training programmes vary according to the need of the employees at various levels and are designed after doing a detailed training need identification process. Functional and technical trainings are imparted both by in-house subject matter experts as well as by external trainers. Some of the functional trainings imparted internally are 3G, 3K, 5S, PFMEA, QC tools. Functional trainings done by external trainers finance for non-finance, six sigma, project management, inventory and warehouse management, Autocad and MS Excel. A series of leadership training interventions have been carried out to further enhance and develop middle, senior and top management levels.

TVS Motor Company

Conduct Bullet Proof Managers Program for 3 batches of 30 senior managers.

Conduct of experiential training program cum Development Centre for 20 middle level managers.
Personally facilitated Team building workshops using the Belbin Team roles assessment tool with a 360 degree approach for more than 60 managers & executives across more than two departments . Developed a program on Rigour in Execution using the Instructional Design Methodology & the Leadership competency framework of the organization. To build a high quality workforce, OPM developed and published regulations related to training evaluation under 5 CFR Part 410 and 5 CFR Part 250. These regulations were developed to enhance the impact of training on mission accomplishment. The regulations generally relate to training planning, execution and demonstration of value. They conduct several training industry standard principles, techniques and models, including the Context Like Input, Process, Product (CIPP) Model; Training Validation System (TVS) Approach; Input, Process,

Bajaj Auto
Krav Maga Mortal Kombat System is popular with Corporate as part of their Human Resource Development Activity to conduct training on: Team building Interpersonal Relationship Improving Communication ability Stress Management Confidence Building Fitness Adventure activity Self Defense Executive Protection

BMW
There are a number of ways in which BMW appears to have taken a conscious decision to be an active participant in the emerging national skills development system. These include: involvement in the SETA system; provision of learnerships; and involvement in the Investors in People initiative.

The Skills Development Act of 1998 set up a series of 25 Sector Education and Training Authorities (SETAs) as a core tool of the new national skills system.
These SETAs, comprising employer, employee and, in some cases, government and community representatives, were given the responsibility for identifying immediate and future skills needs for their sectors and for developing strategies to respond to these needs.

Audi
It has developed a training and development programme designed for technicians at the company. Technicians are appraised by their line managers to identify their personal training and development needs. Work with professional consultants on development training activities as well as attending relevant courses either at the Audi training centre or on external courses. The technicians of the Audi use a multimedia based Training Needs Analysis tool that enables them to produce a Personal Development Plan automatically.

Mercedes-Benz
The training for the organization is performed in accordance with the organization training program. There is a well-defined apprenticeship program (e.g., a structured and formal on-the-job training program) Individuals in the engineering functions and other related groups receive training on the organization's process activities and their roles in those activities. There is a documented certification program (e.g., ASQC, QAI) for those individuals performing quality functions as defined by ISO 9001 All employees are trained in the use of basic quality tools such as fishbone diagrams, and Pareto analysis. Audi enhances its training effectiveness by conducting Functional Training, Project Training & Product Training.

Mahindra & Mahindra

Training and engagement programs were organised programs were organised across locations for developing personal, interpersonal and technical skills of the companys workmen. Training programs covered a wide range of topics which included positive attitude, stress management, creativity, team effectiveness, safety and environment , quality tools, TPM, dexterity and technical training. The workmen participated wholeheartedly in the training programmers', in many cases on holidays or after working hours.

Force Motors
Different types of training activities conducted by HRD of Force Motors: Operative personnel training. Induction Training. Orientation training. Perspective Training. On the job training. Technology update training. Management Training & Development Appropriate stress.

Comparative Analysis
National automobile companies focuses more on off-job training and emphasizes on knowledge of a person, whereas international companies emphasizes more on practical knowledge, skill and competencies. National companies gives training to persons in a group basis who are in the same job level irrespective of their knowledge and skills, whereas international companies gives emphasizes to individual needs and skills. National companies emphasize more on theoretical training, whereas international companies focus more on technical skills. Training procedures are planned systematically in international companies, but national companies give training to their employees as and when needed.

 In Toyota the Keywords of training objectives are-Challenge, Kaizen (improvement), Genchi Genbutsu (go and see), Respect, and Teamwork. Whereas in TATA Motors .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. Toyota and TATA Motors established training institutes as an internal human-resource development organization. Whereas in BMW ,80 per cent of the training is practical. The contemporary mixture of methods applied includes classic on-site events as well as blended learning incl. e-learning, virtual classrooms and "game based learning".

In Maruti Suzuki, trainings are imparted both in-house and as well as external experts whereas in Audi it is mostly internal