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A Project Report on
TRAINING AND DEVELOPMENT PROGRAMME
Declaration
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Sagar (M.P.)
Batch of 2014-16
I hereby declare that the project report titled Summer Internship Training and Development
Programme from 15th May to 30th June 2015, under the guidance of Miss Apra Gour , HR
Executive TATA Motors Indore (M.P.).
To the best of my knowledge this report does not contain any work which has been submitted for
the award of any degree anywhere.
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Namrata Deewan
(Y14282014-3)
MBA 3rd Semester
Preface
The project report on Summer Internship Training and Development Programme was allotted to
me by Miss Apra Gour , HR Executive TATA Motors Indore (M.P.).. I am highly obliged for
guiding me in various aspects of this project.
The main aim of this project is to know the Tranining Programe of Empoloyees in TATA Motors
Indore (M.P.).
The idea behind this project is to give practical knowledge and to make me face real life
situation. I tried my best to explore the truth and facts in my survey report and reality regarding
the survey and understanding practical experience of the survey. This project survey is not only
with my own efforts but also that of others.
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Namrata Deewan
(Y14282014-3)
MBA 3rd Semester
Acknowledgement
I would like to whole heartily thank and express my sincere gratitude to Miss Apra Gour , HR
Executive TATA Motors Indore (M.P.) for suggesting me this problem and for giving an insight
in dealing with the subject.
I express my heartfelt indebtedness and deep sense of gratitude to my teacher and my Faculty
guide Dr. Anil Kumar Kashyap, Assistant Professor, Dr. Hari Singh GourVishwavidyalaya,
Indore , Madhya Pradesh and to my Corporate guide Miss Apra Gour , HR Executive TATA
Motors Indore (M.P.), Madhya Pradesh for their sincere guidance and inspiration in completing
this project.
Lastly, I must express my gratitude to all the elders of the family and citizens of the city who
blessed me in course of discussion. I also extend my sincere thanks to my family and my friends
for their encouragement and support.
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Namrata Deewan
(Y14282014-3)
MBA 3rd Semester
Executive Summary
A PROJECT REPORT ON TRAINING AND DEVELOPMENT PROGRAMME
NAMRATA DEEWAN
30 JUNE 2015
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company undertook to set up a joint venture with Asian Glass Co. Ltd., Japan to manufacture
would have a stake of 16.33%. Tata Cummins Ltd., Mercedes-Benz (India) Ltd., Tata Holset
Ltd., Tata Precision Industries, Singapore and Nita Company Ltd., are the joint Ventures of the
Company
Taking advantage of the broad banding policy announced by the Government of India, the
Company entered into a collaboration agreement with Honda Motor Co. Ltd., Japan, for the
manufacture of their `ACCORD' model of cars in India. On 22nd April, an agreement was
entered into between Daimler-Benz AG and Mercedes Benz AG, Germany to setup a joint
venture company Mercedez-Benz India to manufacture `E' class paneyer cans and engines in
India.
During the year 1995 a new double pick-up and Army Version of various Telco Vehicles were
developed. A new petro engine and turbo diesel engine, an up-graded 709 LCV, new sports utility
vehicle Safari expected to be launched shortly. A 25 tonne 6 X 2 truck and a bus with cummins
engine were launched.
Tata Engineering and Locomotive Company (TELCO), has acquired a second hand paint shop,
machine line and cylinders from the Australian unit of the Japanese auto giant, Nissan. TELCO is
believed to have picked up the unit for Rs. 70 crore. The total cost of import duty would be Rs
100 crore. During the year a machine tool division was expanded so as to double its machine
building capacity and significantly reduce production times.
The Company has launched "TATA SAFARI" in its Multi utility vehicle segment. Tata Holset's
turbo charger plant inaugurated on November 25, 1996.
In 1997, the Tata Engineering and Locomotive Company Ltd. (TELCO) have emerged as
numerous uno in the Review 200 survey conducted by the Far Eastern Economic Review in
association with Citi Bank. The Company introduced a 9-tonne vehicle which was well received
in the market. A 40 tonne tractor trailer powered by a Tata Cummins Engineering was
introduced. The Company developed a low floor bus chassis to meet the specific needs of urban
versions of existing range of excavators.
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transport. The Company signed a new agreement with Hitachi for manufacture of upgraded
The year 1998- Tata Engineering and Locomotive Company Ltd (Telco) announced a tie-up with
Tata Finance Ltd and ANZ Grindlays Banks as the official financiers for its small car "Indica" to
be launched in December. Tata Engineering Locomotive Company Ltd (Telco) sold its
construction equipment business into a new subsidiary company, Telco Construction Equipment
Company Ltd. The Company in its small car segment has launched "Tata Indica" which evoked
an overwhelming response in the Indian market. A new range of cummins engine powered
vehicle which include a 35 tonne and a 40 tonne articulated truck and two variants of buses.
To make substantial improvement in the quality of bus bodies available with TATA vehicles, the
Company encouraged collaboration between Fuji Heavy Industries of Japan and the Automobile
Corporation of Goa. The new project undertakes production of bodies on TATA chassis,
conforming to the most exacting international standards. Concorde Motors Ltd., a Joint Venture
between Tata Engineering and Jardine International Motors (Mauritius) Ltd. was appointed as
dealer for the Company's passenger cars in several cities across the country, in Feb 1998.
The year 1999-Telco became the first Indian manufacturer to offer commercial vehicles meeting
euro-I emission norms, a year before they are due to be introduced in the country. It is proposed
to make TCECL a one-stop shop for construction equipment and earthmoving machinery. In Oct
1999, the Company won the National award for R&D Efforts in Development of Indigenous
Technology in the Mechanical Engineering Industries Sector instituted by Department of
Scientific and Industrial Research, Ministry of Science and Technology for the year 1999. SKF
Bearings India Ltd has signed an agreement with Telco to supply hub bearings for its latest
model
Declaration
Preface
Acknowledgement
Letter of Transmittal
Executive Summary
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Table of Contents
Sr.
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Title
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Established in 1945, Tata Motors' presence indeed cuts across the length and breadth of India.
Over 4 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. The
company's manufacturing base in India is spread across Jamshedpur (Jharkhand), Pune
(Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand) and Dharwad (Karnataka).
Following a strategic alliance with Fiat in 2005, it has set up an industrial joint venture with
Fiat Group Automobiles at Ranjangaon (Maharashtra) to produce both Fiat and Tata cars and
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The company's 24,000 employees are guided by the vision to be "best in the manner in which
we operate best in the prod--ucts we deliver and best in our value system and ethics."
Fiat powertrains. The company is establishing a new plant at Sanand (Gujarat). The company's
dealership, sales, services and spare parts network comprises over 3500 touch points; Tata
Motors also distributes and markets Fiat branded cars in India.
Tata Motors, the first company from India's engineering sector to be listed in the New York
Stock Exchange (September 2004), has also emerged as an international automobile company.
Through subsidiaries and associate companies, Tata Motors has operations in the UK, South
Korea, Thailand and Spain. Among them is Jaguar Land Rover, a business comprising the two
iconic British brands that was acquired in 2008. In 2004, it acquired the Daewoo Commercial
Vehicles Company, South Korea's second largest truck maker. The rechristened Tata Daewoo
Commercial Vehicles Company has launched several new products in the Korean market, while
also exporting these products to several international markets. Today two-thirds of heavy
commercial vehicle exports out of South Korea are from Tata Daewoo. In 2005, Tata Motors
acquired a 21% stake in Hispano Carrocera, a reputed Spanish bus and coach manufacturer, and
subsequently the remaining stake in 2009. Hispano's presence is being expanded in other
markets. In 2006, Tata Motors formed a joint venture with the Brazil-based Marcopolo, a global
leader in body-building for buses and coaches to manufacture fully-built buses and coaches for
India and select international markets. In 2006, Tata Motors entered into joint venture with
Thonburi Automotive Assembly Plant Company of Thailand to manufacture and market the
company's pickup vehicles in Thailand. The new plant of Tata Motors (Thailand) has begun
production of the Xenon pickup truck, with the Xenon having been launched in Thailand in
2008.
Tata Motors is also expanding its international footprint, established through exports since
1961. The company's commercial and passenger vehicles are already being marketed in several
countries in Europe, Africa, the Middle East, South East Asia, South Asia and South America.
It has franchisee/joint venture assembly operations in Kenya, Bangladesh, Ukraine, Russia,
Senegal and South Africa.
The foundation of the company's growth over the last 50 years is a deep understanding of
economic stimuli and customer needs, and the ability to translate them into customer-desired
offerings through leading edge R&D. With over 3,000 engineers and scientists, the company's
Engineering Research Centre, established in 1966, has enabled pioneering technologies and
products. The company today has R&D centers in Pune, Jamshedpur, Lucknow, Dharwad in
India, and in South Korea, Spain, and the UK. It was Tata Motors, which developed the first
indigenously developed Light Commercial Vehicle, India's first Sports Utility Vehicle and, in
1998, the Tata Indica, India's first fully indigenous passenger car. Within two years of launch,
Tata Indica became India's largest selling car in its segment. In 2005, Tata Motors created a new
segment by launching the Tata Ace, India's first indigenously developed mini-truck.
Designed with a family in mind, it has a roomy passenger compartment with generous leg
space and head room. It can comfortably seat four persons. Its mono-volume design will set a
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In January 2008, Tata Motors unveiled its People's Car, the Tata Nano, which India and the
world have been looking forward to. The Tata Nano has been subsequently launched, as
planned, in India in March 2009. A development, which signifies a first for the global
automobile industry, the Nano brings the comfort and safety of a car within the reach of
thousands of families. The standard version has been priced at Rs.100, 000 (excluding VAT and
transportation cost).
new benchmark among small cars. Its safety performance exceeds regulatory requirements in
India. Its tailpipe emission performance too exceeds regulatory requirements. In terms of
overall pollutants, it has a lower pollution level than two-wheelers being manufactured in India
today. The lean design strategy has helped minimize weight, which helps maximize
performance per unit of energy consumed and delivers high fuel efficiency. The high fuel
efficiency also ensures that the car has low carbon dioxide emissions, thereby providing the
twin benefits of an affordable transportation solution with a low carbon footprint.
In May 2009, Tata Motors introduced ushered in a new era in the Indian automobile industry, in
keeping with its pioneering tradition, by unveiling its new range of world standard trucks called
Prima. In their power, speed, carrying capacity, operating economy and trims, they will
introduce new benchmarks in India and match the best in the world in performance at a lower
life-cycle cost.
Tata Motors is equally focused on environment-friendly technologies in emissions and
alternative fuels. . It has developed electric and hybrid vehicles both for personal and public
transportation. It has also been implementing several environment-friendly technologies in
manufacturing processes, significantly enhancing resource conservation
Through its subsidiaries, the company is engaged in engineering and automotive solutions,
construction equipment manufacturing, automotive vehicle components manufacturing and
supply chain activities, machine tools and factory automation solutions, high-precision tooling
and plastic and electronic components for automotive and computer applications, and
automotive retailing and service operations.
Tata Motors is committed to improving the quality of life of communities by working on four
thrust areas employability, education, health and environment. The activities touch the lives
of more than a million citizens. The company's support on education and employability is
focused on youth and women. They range from schools to technical education institutes to
actual facilitation of income generation. In health, our intervention is in both preventive and
curative health care. The goal of environment protection is achieved through tree plantation,
conserving water and creating new water bodies and, last but not the least, by introducing
appropriate technologies in our vehicles and operations for constantly enhancing environment
care.
With the foundation of its rich heritage, Tata Motors today is etching a refulgent future.
PRODUCTS
The companys main product lines are:
Passenger Cars: the compact car, Indica, launched in 1998, the mid size Indigo, launched in
2002, and the Indigo Marina, launched in 2004 in both petrol and diesel versions.
Utility Vehicles: the Tata Sumo launched in 1994, the Tata Safari launched in 1998 and their
variants
Tata Ace, Indias first indigenously developed mini-truck.
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Small Commercial Vehicles: the company created a new segment in 2005 by launching the
Light Commercial Vehicles: which include pickups, trucks and buses ranging from 2T GVW
to 7.5T GVW
Medium and Heavy Commercial Vehicles : which include trucks, buses, dumpers and multiaxled vehicles from 9T GVW to 40T GVW. Through Tata Daewoo Commercial Vehicle
Company Limited. It now offers a range of high horsepower trucks ranging from 220 HP to 400
HP in dump truck, tractor-trailers, mixers and cargo applications.
Adopting the principle of Kaizen or continuous learning, the company is constantly improving its
standards. The versatile yet simple 5S approach to process improvement - sort, straighten,
simplify and standardize in a self-disciplined manneris a way of life at Tata Motors. These
principles help optimize various operations of the company and conserve precious resources. By
working closely with vendors and partners, at the design and manufacturing stages, the company
ensures that they too follow the same principles.
INTERNATIONAL BUSINESS
Tata Motors, the first company from Indias engineering sector to be listed in the New York
Stock Exchange (September 2004), has also emerged as an international automotive company.
While currently about 18% of its revenues are from international business, the companys
objective is to expand its international business, both through organic and inorganic growth
routes. Over the years, the company has received more than 50 awards from the Company of
India for its exports initiatives. In 2004, it acquired the Daewoo Commercial Vehicle Company,
Koreas second largest truck maker. The rechristened Tata Daewoo Commercial Vehicle
Company has already begun to launch new products. In 2005, Tata Motors acquired a 21% stake
in Hispano Carrocera, a reputed Spanish bus and coach manufacturer, with an option to acquire
the remaining stake as well. Hispanos presence is being expanded in other markets.
These acquisitions will further extend Tata Motors international footprint, established through
exports since 1961. The companys commercial and passenger vehicles are already being
marketed in several countries in Europe, Africa, the Middle East, South East Asia, South Asia
and Australia. It has assembly operations in Malaysia, Kenya, Bangladesh, Ukraine, Russia,
Spain and Senegal.
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SUBSIDIARIES
Through its subsidiaries, the company is engaged in engineering and automotive solutions,
construction equipment manufacturing, automotive vehicle components manufacturing and
supply chain activities, machine tools and factory automation solutions, high-precision tooling
and plastic and electronic components for automotive and computer applications, and automotive
retailing and service operations.
ACQUISITION
In 2004 Tata Motors acquired Daewoo's truck manufacturing unit, now known as Tata
Daewoo Commercial Vehicle, in South Korea
In 2007, Formed a joint venture with Marcopolo of Brazil and introduced low-floor
buses in the Indian Market.
In 2008, Tata Motors acquired British Jaguar Land Rover (JLR), which includes the
Daimler and Lanchester brand names.
In 2010, Tata Motors acquired 80% stake in Italy-based design and engineering company
Trilix for a consideration of 1.85 million. The acquisition is in line with the companys
objective to enhance its styling/design capabilities to global standards.
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alternative fuels. The ERC has enabled pioneering technologies and products. It was Tata
car. Within two years of launch, Tata Indica became Indias largest selling car in its segment. The
pace of new product development has quickened through an organization-wide structured New
Product Introduction (NPI) process. The process with its formal structure for introducing new
vehicles in the market, brings in greater discipline in project execution. For example, the NPI
process helped Tata Motors create a new segment by launching the Tata Ace, Indias first minitruck. The years to come will see the introduction of several other innovative vehicles, all rooted
in emerging customer needs. The ERC in Pune, among whose facilities are Indias only certified
crash-test facility and hemi-anechoic chamber for testing of noise and vibration has received
several Awards from the Company of India. Some of the more prominent amongst them are the
National Award for Research and Development Efforts in Industry in the Mechanical
Engineering Industries sector in 1999, the National Award for Successful Commercialization of
Indigenous Technology by an Industrial Concern in 2000, and the CSIR Diamond Jubilee
Technology Award in 2004.
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that its products are environmentally sound by reducing hazardous materials in vehicle
components, developing extended life lubricants, fluids and using ozone-friendly refrigerants
COMPANY PROFILE
BRANCH INDORE
Sanghi Brothers Indore Pvt Ltd headoffic
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6, A B Road, New Palasia, Indore - 452001, Near Petrol Pump, Lasudia Mori ,
Manoramaganj (Map)
+(91)-731-2490361 4006061...more
+(91)-9669201175
Car Dealers-Tata, Second Hand Car Dealers ...more
09:30 am to 06:00 pm
Contact Name
Mr. Sharad Shanghi
Address 6, Manoramaganj, A.B. Road
Indore
Email: sanghibros@rediffmail.com
Products Automobile Dealers - Indian & Imported
Tata Indigo SW
Tata Sierra
Tata Estate
Tata Sumo/ Spacio
Tata Safari
Tata Indica
Tata Indigo
Tata Indigo Marina
Tata Winger
Tata Xenon XT
Tata Xover (2009)
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Tata Nano
Tata Cliffrider
2000 Aria Roadster
2001 Aria Coupe
2002 Tata Indica
2002 Tata Indiva
2004 Tata Indigo Advent
2005 Tata Xover
2006 Tata Cliffrider
2007 Tata Elegante
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BRT
Tata Star Bus in Nagpur, Maharashtra. Tata Low Floor Buses are also used by
administrations in Delhi, Mumbai, Pune, Udaipur and Indore
Tata Ace
Tata TL/ Telcoline /207 DI Pickup Truck
Tata 407 Ex and Ex2
Tata 709 Ex
Tata 809 Ex and Ex2
Tata 909 Ex and Ex2
Tata 1109 (Intermediate truck)
Tata 1510/1512 (Medium bus)
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The third largest passenger car manufacturer in India and one of the largest exporters of
vehicles.Has established in India as one of its manufacturing bases in the world.
Has vision of capturing 10 % share of the Indian passenger car market by 2010
One of the leading players in the Indian premium cars segment. GM entered the small car
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Personal Interview with the employees as well as HR Executive Miss Apra Gour that is having
the information of overall ownership experience of the vehicle & their suggestions.The
operations are performed in & around Indore city.
For every research work the study may have geographical conceptual scope. As subject to
the products limited to the study to the Indore district. The survey conducted will give the details
about the customer satisfaction level responding product and services with helping in vehicle
insurance and understanding the procedure of financing the Vehicle.
The study of level of satisfaction is also helpful to the management and marketing head
to decide new policies for well established brand and as well as new product range. The level of
satisfaction for the TATA Motors user can be measured in terms of look, speeds, mileage,
maintenance, safety, price and services and post sales services.
The benefit of this study to the company and dealer is that they can understand the level
of customer's satisfaction and can make new policies to satisfy all the new and current users.
With the help of the conclusion from this study the company can able for the range selling, if the
INDUSTRY ANALYSIS
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Customers are very much satisfied with the cars and the services provided by them.
In the year 1769, a French engineer by the name of Nicolas J. Cugnot invented the first
automobile to run on roads. This automobile, in fact, was a self-powered, threewheeled, military tractor that made the use of a steam engine. The range of the
automobile, however, was very brief and at the most, it could only run at a stretch for
fifteen minutes. In addition, these automobiles were not fit for the roads as the steam
engines made them very heavy and large, and required ample starting time. Oliver
Evans was the first to design a steam engine driven automobile in the U.S.
A Scotsman, Robert Anderson, was the first to invent an electric carriage between 1832
and 1839. However, Thomas Davenport of the U.S.A. and Scotsman Robert Davidson
were amongst the first to invent more applicable automobiles, making use of nonrechargeable electric batteries in 1842. Development of roads made travelling
comfortable and as a result, the short ranged, electric battery driven automobiles were
no more the best option for travelling over longer distances.
The Automobile Industry finally came of age with Henry Ford in 1914 for the bulk
production of cars. This lead to the development of the industry and it first begun in the
assembly lines of his car factory. The several methods adopted by Ford, made the new
invention (that is, the car) popular amongst the rich as well as the masses.
According the History of Automobile Industry US, dominated the automobile markets
around the globe with no notable competitors. However, after the end of the Second
World War in 1945, the Automobile Industry of other technologically advanced nations
such as Japan and certain European nations gained momentum and within a very
short period, beginning in the early 1980s, the U.S Automobile Industry was flooded with
foreign automobile companies, especially those of Japan and Germany.
The current trends of the Global Automobile Industry reveal that in the developed
countries the Automobile Industries are stagnating as a result of the drooping car
markets, whereas the Automobile Industry in the developing nations, such as, India and
Brazil, have been consistently registering higher growth rates every passing year for
flourishing
domestic
automobile
markets.
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their
Those who are interested in gathering more information about the Automobile
Industry, may browse through the following links
special
emphasis
on
BRIC
(Brazil,
Russia,
India,
and
China).
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keeping with
the
Automobile
automobile
manufacturers are turning to the Asian markets that appear set to grow immensely over
the next decade. The automobile markets in the U.S., Europe and the Japan have
almost matured as a result of saturation and appear set to decline through the next
decade. In contrast, the automobile markets spread over the entire Asian continent (with
the exception of Japan), are constantly increasing in size and will be the destination for
most of the globally leading automobile manufacturers.
The Automobile Industry Trends reveal that the emerging markets of the developing
nations of Asia especially China, and India are backed by their huge population growth
rate, to add to the growing national economy of these two nations.
The rapid growth of the national economy of the BRIC countries (including Brazil,
Russia, India, and China) have enabled a growing section of the population of these
countries to purchase automobiles. Global surveys conducted recently reveal that within
the next ten years, these emerging automobile markets will account for nearly a
whooping 90 percent of the global automobile sales growth. As a result of this, leading
Automobile manufacturers of the world are setting up factories in the emerging markets,
in order to serve the potential consumers better as well as reduce manufacturing and
shipping costs. In addition, these arrangements are enabling the leading global
automobile manufacturers to compete with the local automobile manufacturers, that
were
flourishing
in
the
absence
of
quality
competition.
INDORE
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SWOT Analysis
1. One of the most established company in automobile sector
2. Wide & extensive distribution and service network
3. Good market penetration in the taxi & rental segment
4. Expert service professionals available
5. Many associations like Jaguar Land Rover, Hispanso, Macropolo etc which
increases international presence
6. Dedicated engineering and R&D department
7. More than 60,000 employees
Strength
Weakness
Opportunity
Threats
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Tata Motor's Group considers its human capital as a critical factor to its success. Under
the aegis of Tata Sons and the Tata Sons promoted entities, the Company has drawn up
a comprehensive human resource strategy (the "Human Resource" strategy) which
addresses key aspects of human resource development such as:
Creation of a common pool of talented managers across Tata Sons and the Tata
Sons promoted entities with a view to increasing their mobility through interCompany job rotation.
In line with the Human Resource strategy, the Company, in turn, has implemented
various initiatives in order to build organizational capability that will enable the Company
to sustain competitiveness in the global market place. The focus is to attract talent,
retain the better and advance the best. Some of the initiatives to meet this objective
include:
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Introduction of performance rating based salary review and quality linked variable
payment for supervisory category of employees.
Restructuring the top level organization and creation of new verticals for greater
functional focus and moving towards creating a matrix organization.
Driving cultural transformation - The Company has reframed the mission, vision,
values and culture of the organization and introduced the concept of ACES Accountability, Customer & Product focus, Excellence and Speed.
JLR launched a new "Team Talk Online" portal to its production workers, which
provides them with business updates alongside information on employee
benefits, training and development.
We employed approximately 66,593 and 62,716 (includes Tata Motor Group) permanent
employees as of March 31, 2014 and 2013 respectively. The average number of
temporary employees for the FY 2013-14, was approximately 33,422.
The following table set forth a breakdown of persons employed by our business
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(Late) Mr Karl Slym, Managing Director of the Company had an untimely and tragic
demise in Bangkok in January 2014, which has created a void in the management. As
an interim measure, oversight on Company's operations which was provided by the
Executive Committee of the Company (ExCom), chaired by the Managing Director, is
now undertaken by a Corporate Steering Committee (CSC) chaired by Mr Cyrus P
Mistry, who devotes greater focus and attention to the management of operations of the
Company.
Training and Development:
Tata Motors is committed to the training & development of its employees. There is a
focused approach to address all capability gaps and prepare employees for changes in
the external environment, such that it enables meeting the organization's strategic
objectives.
The training & development system addresses development needs of various segments
of workforce through the Tata Motors Academy (TMA). Well defined Centres of
Excellence (CoE) like Manufacturing Excellence & Innovation, Commercial, Corporate,
Management Development and Global Leadership are a part of TMA. These CoEs
address the diverse needs of different categories of employees and functions through
mediums like classroom interventions, external programs as well as an in-house
interventions at each level of an employee's transition in the organization beginning with
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learning management system (LMS) based online platform. TMA offers learning
his/her joining. High potential employees at senior levels are also selected for the
Fulbright fellowships for leadership in management.
As a means of ensuring business relevance and value of learning offered, efforts are
taken to closely align learning & development with business needs and priorities
through a learning governance body called as Learning Advisory Council (LAC). The
Company has a multitiered LAC structure which involves senior leaders in different
parts of the organization as its members. LACs play a threefold role namely
designing, implementing and reviewing the learning agenda.
Within the Technical Training set up an innovative Fundamental Skills Training
intervention has been launched across the organization. This aims at addressing
through training of the front line team members on the correct skill required to perform
the job. The Company is now migrating from a trade based training approach to a
process based training approach wherein it's more important for the team member to
know skills related to his actual work in addition to the general trade based skills which
he learns at the Training institutes (ITI's). These skills are very specific and not currently
taught at the ITI's.
Union Wage Settlements: All employees in India belonging to the operative grades are
members of labour unions except at Sanand & Dharwad plants. The Company has
generally enjoyed cordial relations with its employees at its factories and offices.
Employee wages are paid in accordance with wage agreements that have varying terms
(typically three years) at different locations. The expiration dates of the wage
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A cordial industrial relations environment has been maintained in all the Company's
manufacturing units.
The variability in wage settlements was built in by introducing vehicles and profit linked
payment scheme++++ based on the index of various parameters such as quality,
productivity, operating profit and individual's performance and attendance.
Operatives and Union support in implementation of programmes towards quality, cost
and productivity improvements across all locations is commendable.
RESEARCH AND DEVELOPMENT:
Over the years, the Company has devoted significant resources towards our research
and development activities. The Company's research and development activities focus
on product development, environmental technologies and vehicle safety. The
Company's Engineering Research Centre, or ERC, established in 1966, is one of the
few in-house automotive research and development centers in India recognized by the
Government. ERC is integrated with all of the Tata Motors Global Automotive Product
Design and Development Centers in South Korea, Italy and the United Kingdom. In
addition to this, the Company leverages key competencies through various engineering
service suppliers and design teams of its suppliers.
The Company has a state of the art crash test facility for passive safety development
towards meeting regulatory and consumer group test requirements and evaluating
occupant safety. The Company has a full vehicle level crash test facility, sled test facility
for simulating the crash environment on subsystems, a pedestrian safety testing facility,
a pendulum impact test facility for goods carrier vehicles and other equipment &
facilities to develop products that comply with various safety norms. This facility is also
supported with CAE Infrastructure to simulate tests in digital environment. The
Company has Transient Dynamometer test beds, Mileage Accumulation chassis
dynamometer and Emission labs are available for futuristic engine development, State
of the art Engine Noise Test Cell facility & Transmission Control Units are being installed
for better Powertrain deployment. The Companyalso has a hemi-anechoic chamber
testing facility for developing vehicles with lower noise and vibration levels and an
engine emission and performance development facilities, to develop products meeting
vehicle structural durability validation of M&HCV. Other key facilities include a full
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international standards. The Company also has an eight poster road load simulator for
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Initiatives in the area of vehicle electronics for meeting ever increasing regulatory
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premium technologies, power train designs and vehicle architecture. The ERC in India
Kingdom, have identified areas to leverage the facilities and resources to enhance the
product development process and achieve economies of scale.
JLR's vehicles are designed and developed by award-winning design teams, and it is
committed to a programme of regular enhancements in product design. JLR's two
design and development centres are equipped with computer-aided design,
manufacturing and engineering tools, and are configured for competitive product
development cycle time and efficient data management. In recent years, JLR has
refreshed the entire Jaguar range under a unified concept and design language and
continued to enhance the design of Land Rover's range of all-terrain vehicles. JLR's
R&D operations look for synergies through sharing premium technologies, powertrain
designs and vehicle architecture. All of JLR's products are designed and engineered
primarily in the United Kingdom. JLR endeavours to implement the best technologies
into its product range to meet the requirements of a globally competitive market. JLR is
currently developing vehicles which will run on alternative fuels and hybrids and is also
investing in other programmes for the development of technologies to improve the
environmental performance of its vehicles including the reduction of CO 2 emissions.
INTELLECTUAL PROPERTY
The Company creates, owns, and maintains a wide array of intellectual property assets
that are among its most valuable assets throughout the world. The Company's
intellectual property assets include patents, trademarks, copyrights designs, trade
secrets and other intellectual property rights. Patents relate to innovations and products;
trademarks secured relate to brands and products; copyrights are secured for creative
content; and designs are secured for aesthetic features of products/components. The
Company proactively and aggressively seeks to protect its intellectual property in India
and other countries.
The Company owns a number of patents and has applied for new patents which are
pending for grant in India as well as in other countries. It has also filed a number of
patent applications outside India under the Patent Cooperation Treaty, which will be
effective in different countries going forward. The Company obtains new patents as part
of its ongoing research and development activities.
applications for registration of these in India as well as other countries. The registrations
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The Company own registrations for number of trade-marks and have pending
mainly include trademarks for its vehicle models and other promotional initiatives. The
Company uses the "Tata" brand, which has been licensed to the Company by Tata Sons
Limited. The Company's believes that establishment of the "Tata" word mark and logo
mark in India and world over, is material to its operations. As part of acquisition of
TDCV, the Company has the rights to the perpetual and exclusive use of the "Daewoo"
brand and trademarks in Korea and overseas markets for the product range of TDCV.
As part of the acquisition of Jaguar Land Rover business, ownership (or co-ownership,
as applicable) of core intellectual property associated with JLR were transferred to the
Company. Additionally, perpetual royalty free licenses to use other essential intellectual
properties have been granted to the Company for use in Jaguar and Land Rover
vehicles. Jaguar and Land Rover own registered designs, to protect the design of their
vehicles in several countries.
In varying degrees, all its intellectual property is important to the Company. In particular,
the Tata brand is integral to the conduct of the Company's business, a loss of which
could lead to dilution of our brand image and have a material adverse effect on the
business.
TRAINING METHODS
Training Methods
In this lesson, we will study several training methods managers use to teach an
employee a new job or task in the organization. The training methods include on-the-job
training, job rotation and job mentoring. Each method has advantages and
disadvantages.
Let's look at how Cookie, a training manager at Sweets Candy Factory, uses the training
methods to train new and current employees.
On-the-Job Training
Cookie hired a new candy wrapper named Patti. Patti had no experience working in a
candy factory. In fact, Patti had no experience working on an assembly line either.
Cookie used unstructured on-the-job training to teach Patti how to do her job. This
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method works well for the job of candy wrapping. As the candies move along the
assembly line, Patti learned how to wrap each candy while working alongside a more
experienced candy wrapper. The more experienced candy wrapper showed Patti exactly
how to wrap candies, how to time the assembly line and how to detect irregularly
shaped candies. If Patti made a mistake, the trainer would be able to correct it
immediately.
The advantages of this method are:
Off-the-job Methods
Off-the-job training is conducted in a location specifically designated for training. It may
be near the workplace or away from work, at a special training center or a resort
Conducting the training away from the workplace minimize distractions and allows
trainees to devote their full attention to the material being taught- However, off-the-job
training programs may not provide as much transfer of training to the actual job as do
on-the-job programs.
Many people equate off-the-job training with the lecture method, but in fact a very wide
variety of methods can be used.
Definitions:
Employee training at a site away from the actual work environment. It often utilizes
lectures, case studies, role playing, simulation, etc. See also on the job training.
www.businessdictionary.com
1. Classroom Lectures: under the off the job methods of training, classroom method or
lecture method is well-known to train white collar or managerial level employees in the
organisation. under this method employees are called to the room like that of classroom
to give training by trainer in the form of lectures. This method is effectively used for the
purpose of teaching administrative aspects or on management subject to make aware
of procedures and to give instructions on particular topic.
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Advantage It can be used for large groups. Cost per trainee is low.
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Equipped with a Driving track that has all real time driving terrain
features.
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Benefits:
Learning Centers
Training is also given to our Senior Executives, Field Staff, Trainees and
Apprentices for upgrading & enhancing their technical knowledge, soft skills
& skills for existing as well as future products to ensure total customer
satisfaction.
The Training centers also conduct training programs for various other
divisions (Sales, Quality, Legal, Production, etc.) as per their specific need &
requirement.
Training is also given to private garages to ensure our products are well
supported in remote areas.
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Fitter
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Auto Electrician
Up-gradation of Infrastructure.
E-Learning.
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RESEARCH METHODOLOGY
Research is an art of scientific investigation through search for new facts in any branch of
knowledge. It is a moment from known to unknown. In this research the research method used
was the Descriptive research.
Research design
Exploratory research design
These data were collected by personal interview with Employee and the AGM of the Sanghi
Brothers Tata Motors Pvt. Ltd. Indore Indore region.
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Primary data
Secondary data
These data were collected from various sources of the internet, magazines and newspapers.
Sampling method
Convenience sampling
Sample size
One Automobile Company Sanghi Brothers Tata Motors Pvt. Ltd. Indore , Indore region
Research tools
Interview Schedule
Research area
Indore
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LIMITATIONS
During my training period although the management and plant personnel were
very co-operative & extended their full support, yet there were following
limitations associates with my study which I would like to mention:
Due to the busy schedule of an organization I was unable to grasp the precious
words of the HRD Manager.
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SUGGESTIONS
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CONCLUSION
This study was a learning experience for me and I came to know the training and development
programs in lumax Industries Ltd Sidcul, Rudrapur was positive in response but still more
training and development is needed in Lumax so that the employees are motivated time by time
and they should know their strength & weakness so that they can work on it & improve their
knowledge & skills for the betterment of their organization.
In the last but not the least I conclude that all the training and development programs of company
are highly effective & beneficial to the employees in giving their best contribution to their
personal growth & development as well to meet the organizational objective.
WEBSITES
www.tatamotors.com
www.tata.co.in
www.google.com
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