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A Project Report On Summer Training undertaken at

National Engineering Industries Ltd. (NBC Bearings)

TRAINING EFFECTIVENESS
Submitted in the Partial fulfillment for the Award of degree of Master of Business administration

Submitted By:RACHANA KUMARI MBA III SEM

Submitted To:Mrs. MEENAL SUKHLECHA Assistant Professor

2012-2014 Subodh Institute of Management & Career Studies Jaipur (Raj.)


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DECLARATION

I hereby declare that the Summer Training project report titled TRAINING EFFECTIVENESS. This work is based on original piece of work done by me for the fulfillment of the award of degree of Masters of Business Administration. And whatever information has been taken from any sources had been duly acknowledge. I further declare that the personal data & information received from any respondent during analysis has not been shared with any one and is used for academic purpose only.

RACHANA KUMARI Date:

Preface
The Manufacturing industry has evolved into the production and manufacturing of blocks, National Engineering Industries Ltd. (NBC Bearings) was established in 1946 by C.K. BIRLA Group which manufactures a wide range of bearings for the automotive, industrial and railways markets under the NBC brand. Since then they have enjoyed exponential growth and export to many markets worldwide. While doing financial analysis of the company I collected the last two years financial statements of the company, understand the various financial statements, understood the various tools and techniques available for analysis, made notes of various financial data required for doing analysis, analyzed the data collected and made interpretations. I collected data from Internet and magazines. I got guidance from faculty as well as corporate guide.

ACKNOWLEDGEMENT

I would like to express my sincere gratitude to Shree Cements Ltd for giving me the opportunity to work on this project, and thereby familiarizing me with the practical applications of my knowledge in the industry besides theoretical teachings in the classroom. I wish to express my sincere thanks to my project guide Mr. GOPAL TRIPATHI for providing me this opportunity. I sincerely acknowledge him for extending their valuable guidance, support for literature, critical reviews of project and the report and above all the moral support he had provided to me with all stages of this project. I would also like to thank the supporting staff of human resource Department, for their help and cooperation throughout our project.

Place : Jaipur Date:

RACHANA KUMARI

EXECUTIVE SUMMARY
NBC Bearings Limited, a member company of C.K. BIRLA group of Companies - is a leading player in the Indian Bearing industry. The company manufactures a very wide range of bearings conforming to the stringent international quality standards.

NBC manufacturing plants, located at Gunsi (Newai) Rajasthan, Manesar Haryana & Jaipur - was incorporated in the year 1946. Its feature the most advanced manufacturing technology. The company is certified to ISO/TS 16949, ISO 9001, and ISO 14001 standards.

NBC India is a leading OEM supplier to the automotive industry, mechanical and electrical engineering industry, besides the Railways. Bearings produced at the EOU plant have gained ready acceptance and recognition of customers located in India & Indian Sub Continent, Europe & Africa. NBCs main competitors in bearing are SKF, TIMKEN, NRB, FAG and other local brands.

TABLE OF CONTENTS

S. NO. 1. 2.

Chapter Introduction to the industry Introduction to the organization & project

Page no. 1-8 9-57

3.

Research Methodology 3.1Title of the Study 3.2Duration of the Project 3.3Objective of the Study 3.4Types of Research 3.5 Scope of Study 3.6Limitation of Study

58-62

4. 5. 6.

Facts and Findings Data Analysis and Interpretation

63 64-79 80

Conclusion
7. 8. 9. SUGGESTIONS AND RECOMMENDATIONS Appendix Bibliography 81 82 83-84

DEFINITION OF INDUSTRY:
Industry can be defined as: Any type of Economic Activity producing GOODs or SERVICES It is part of a chain from raw materials to finished product, finished product to service sector, and service sector to research and development. It includes AGRICULTURE, MANUFACTURING and SERVICES Industry varies over time and between different countries

INDUSTRIAL LINKAGE:
When one Industry depends on the output of another This can cause problems if one industry has production problems or closes down The CAR INDUSTRY is a good example each component (engine parts, lights, body etc.) may be produced by a different company before it goes to the ASSEMBLY PLANT.
____________________________________________________________________________________

INTRODUCTION OF BEARING INDUSTRY

Although the development of India's ball and roller bearing industry is not quite enviable, it can be said without contradiction that India has relatively strong base for the manufacture of bearings. There are about 12 large and medium units which together turn out over 100 million bearings every year. Almost all the units have foreign collaboration. The Indian Bearing industry makes around 500 types of bearings as against over 30,000 types of bearings being used by the Indian industry. Bulks of these are only of standard types and are used mostly in low-technology areas like fans, electric motors, water pumps, and by the automotive sector. The current Indian bearings industry is worth Rs.3500 crore. In this, automotive segment accounts for 45 percent of the revenues, which amount to Rs 1,350 crores and the remaining 55 percent of revenues, are being contributed by industrial demand. In the automotive bearings market, the organized segment manufactures cater to 50 percent of the demand. About 15 percent of the production is by the unorganised 7

segment in India, and the remaining 35 percent of demand is fulfilled through imports. Out of the total revenues in the automotive segment, 60 percent of the revenues are contributed by the OEMs and the remaining 40 percent is by the demand from the aftermarket. There has been a growth of 15 percent in the aftermarket segment and OE demand has increased by more than 25 percent from the financial year 2005-06. Though the demand from the aftermarket segment is increasing, the growth rate is declining compared to the year 2005 - 06. In the aftermarket, 6 percent demand is from the engineering applications segment, 5 percent from LCV segment, 4 percent from MUV segment, 8 percent from car segment, 11 percent from tractor segment, and the remaining 15 percent from automotive ancillary segment. Rest of the 50 percent demand is from the Railway sector.

Global Scenario
The World Market of quality Bearing is very vast. The Big player of bearing sector is present in U.S.A, Russia, Japan, China and eastern Europe. Some of leading bearing manufacturer are : -

- NSK Japan - NTN Japan - KOYA Seiko Japan - FAG Germany - SKF Sweden - NRB France - Timken USA

There are few of leading bearing manufacturer present in India. Most of the big player are having either technical or financial Collaboration with leading Auto Manufacturer. International Collaboration gives Access to best technology in the world. 8

Global Collaboration

COMPANY FAG Bearing India SKF India NRB ABC Bearing Ltd. TIMKEN India BIMETAL Bearing Ltd. GABRIEL India

COLLABORATION FAG Germany SKF Sweden Nadella, France NSK Japan TIMKEN USA Clevite Corporation USA Suspension Italy

Indian Bearing Industry


The Indian Bearing Industry is estimated at Rs. 30 Billion approximately. The Industry has established a highly diversified product range of around 1000 type of Bearing, having High Volume Demand. As much as 70% of the total Demand for common varieties and size of bearing is met by the domestic Industry, and the remaining demand of 30% is Imported essentially for Industrial Application and special purpose. The Indian bearing Industry can be divided in to the organized sector and un-organized sector. The organized sector primarily caters to the Original Equipment Manufacturer (OEM) Segment, which predominantly comprises automotive railway and other Industrial users. The replacement market is dominated by unorganized Sector.

ORGANISED SECTOR

The organized Sector comprises about 12 big Manufacturer, who contribute to more than 50% of total turnover. Most of the big players are having either technical or financial with International Manufacturer. International Collaboration gives access to best technology in the world. SKF Bearing is the major player in the Indian market with the largest market share followed by National Engineering Industry () and FAG Bearing India the two other major players.

UNORGANISED SECTOR

The Unorganized Sector Include the Small Scale Manufacturer and Manufacturer of Spurious Bearing. The unorganized Sector Contribute to almost 15% of Total Industry turnover. The Unorganized Sector players have a strong regional presence and mainly cater to the needs of the replacement market.

The direct employment provided by the above sectors is more than 12000 people. Indirect employment for Transportation, Tools, Containers, and Packaging etc. further helps in providing employment.

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INDUSTRY STRUCTURE

30% Domestic Organized Domestic Unorganized 55% 15% Imports

USER SEGMENTS

6% 21% 45%

Automobile General Engineering Heavy Industries Including Railways

28%

Electical Equipment & Others

DISTRIBUTION OF PRODUCTION
6% 7% 3% Ball Bearing Taper Roller Cylindrical Roller Needle Roller 54% 30% Spherical Roller

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MARKET DYNAMICS

40% OEM Market Replacement Market 60%

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Threats & Limitations to Indian Market:Increasing Competition in Domestic market. Very Low Volume of Direct Export. Weak Marketing Linkages. Raw Material Bank is not present. Low level of technology used by most of manufacturing Units. Quality of Bearing Manufactured in the Small Scale Industry (SSI) Sector does not meet the International Quality Standard. No Recent upgradation in Design, Technology, Process of Manufacturing and Quality Control. Non existence of highly skilled Man Power. Stiff Competition from China made Bearing. Increase in Illegal Imports.. Government Rules & Regulations - According to estimate an entrepreneur need to interact with 14 Govt. departments to get permission for manufacturing & exporting. Most of their time is spend in filling up forms and submitting paper as per their requirement. Therefore Govt. rules and regulation have to be liberalized & the role of Govt. Department should be a facilitator rather than regulator.

BEARING INDUSTRY INDIAN SCENERIO:The Indian Bearing Industry is estimated at Rs. 30 Billion Approximately. The Industry has established a highly diversified product range of around 1000 type of Bearing having High Volume Demand. As much as 70% of the total Demand for common varieties and size of bearing is met by the domestic Industry, and the remaining demand to the tune of 30% is imported essentially for Industrial Application and special purpose. The Indian bearing Industry can be divided in to the organized sector and un-organized sector. The organized sector primarily caters to the original equipment Manufacturer (OEM) Segment, which predominantly comprises automotive industries and other mechanical Industrial users. The replacement market is dominated by unorganized Sector 13

COMPANY PROFILE:

NATIONAL ENGINEERING INDUSTRIES LTD., the renowned industrialist, late Shri B.M. Birla, under the name of National Bearing Company Limited, founded in the year 1946 as a pioneer industry in the field of bearing manufacture. The first bearing was manufactured in 1950 with a modest start of 30,000 bearings in 19 sizes. The company is now manufacturing nearly 3.8 million bearings per month in over 500 different sizes ranging from 6 mm bore to 1300 mm outer diameter and has the capacity to manufacture bearings up to 2000 mm outer diameter. At NEI, the development of bearings is a never-ending job. With ever increasing activities and grant of industrial licenses for other vital industries and manufacturing of Roller Bearing Axle Boxes for Railway Rolling Stock, Steel Balls, Tapered Roller Bearings, Spindle Inserts etc., the name of the company was changed in 1958 to "National Engineering Industries Ltd." retaining its original trade mark . The industry is spread over 118 acres of land in and 56 acres in Gunsi (Newai). This is the only unit in the country manufacturing wide variety and range of bearings such as Ball Bearings, Steel Balls, Tapered Roller Bearings, and Cylindrical Roller Bearings & Axle Boxes for Railway Rolling Stock including Spherical Roller Bearings, Cartridge Tapered Roller Bearings and Large Diaz special Bearings in separate fully equipped factories. The development of National Engineering Industries Ltd. was pioneered with a theme "Indigenisation and Self-reliance". Bearings are widely used by 2 and 3 Wheelers, Cars, Trucks, Tractors, Electric Motors, Railway wagon, Coach & Locomotive manufacturers as Original Equipment and Steel Mills, Heavy Engineering Plants, Bulldozers, Shovels, Tillers and Thermal Power Plants all across the country. The development of NEI ltd. was pioneered with a theme Indigenisation and self reliance.

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INTRODUCTION TO THE ORGANIZATION

NATIONAL ENGINEERING INDUSTRIES LTD., the renowned industrialist, late Shri B.M. Birla, under the name of National Bearing Company Limited, founded in the year 1946 as a pioneer industry in the field of bearing manufacture. The first bearing was manufactured in 1950 with a modest start of 30,000 bearings in 19 sizes. The company is now manufacturing nearly 3.8 million bearings per month in over 500 different sizes ranging from 6 mm bore to 1300 mm outer diameter and has the capacity to manufacture bearings up to 2000 mm outer diameter. At NEI, the development of bearings is a never-ending job. With ever increasing activities and grant of industrial licenses for other vital industries and manufacturing of Roller Bearing Axle Boxes for Railway Rolling Stock, Steel Balls, Tapered Roller Bearings, Spindle Inserts etc., the name of the company was changed in 1958 to "National Engineering Industries Ltd.

PLANTS OF NBC
PLANT AT : (i) Ball Bearing: Precision Ball Bearings from 6 mm bore to 75 mm bore diameter are manufactured on state of the art manufacturing facilities with in-process and post-process gauging in grinding and centrally air conditioned assembly lines with auto gauging and testing equipments. The latest advanced techniques for manufacturing and Quality Assurance are implemented to meet the rapid increase in demand for Quality, diversity of specifications and new types of bearings. This Division is spread over a covered area of 14,694 Sq. Meters.

(ii) Steel Ball: Precision Steel Balls up to 25 mm diameters for Bearings are manufactured on precision grinding and lapping machines to achieve super finished surface, accuracy and roundness as per ISO standards. This Division is spread over a covered area of 4,700 Sq. Meters.

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PLANT AT MANESAR: NEI has set up its third Ball Bearing manufacturing plant in the fastest growing industrial town of Manesar in Haryana. The plant is having a covered area of 5200 sq. meters. With the most advanced and sophisticated machines imported from reputed manufacturers from Europe and Japan. This plant is equipped with state of the art fully automated grinding lines, assembly lines and inspection equipments.

RESEARCH & DEVELOPMENT AT :


(Design & Development: a Complete in-house facility for design development of all types of bearings and tooling )is available. The design of all types of bearings is done on ProEngineer 3D Modeling & Analysis Software. Complete engineering and research facility is available to solve intricate problems with expert advice on design, development, manufacturing, installation and maintenance of bearings. With the signing of the technical collaboration agreement with NTN Corporation, Japan & BRENCO Inc of USA, the capability to offer finest engineering services in the bearing industry has enhanced. Services of team of experienced engineers are available for selection of bearing as per application. (Machine Building: b NEI has the capability of machine building to design, )develop and manufacture special purpose CNC Grinding Lines, HT Lines, Material Handling Equipments and other special purpose machines which have been made for its captive use to keep pace with latest technology. A well-equipped electronic design, development laboratory with all testing facilities supports the Machine Building Division. MachineBuilding has the capability and supports the Manufacturing Divisions by overhauling and retrofitting of the existing equipments, resulting in upgraded quality and improved productivity. R&D Division is spread over a covered area of 2,007 Sq. Meters.

SAP - ERP: In order to reengineer and integrate the Business processes for sales, production, materials and finance, NEI has successfully implemented SAP- ERP. By use of this Package, our processes now conform to international standard. (iv)Railway Bearing: 16

(a) Roller Bearing in Axle Box: With the production of Roller Bearings and Axle Boxes since 1952, the company has fully met the requirements of the Indian Railways (one of the largest systems of the world) by designing and developing Axle Boxes and bearings for fitment to Locomotives manufactured by Diesel Locomotive Works, Chittaranjan Locomotive Works, various wagon builders, the ICF broad and meter gauge coaches. Over a million bearings and boxes are in service with the Indian Railways. The development of completely indigenised Axle Boxes and bearings for the high speed Rajdhani Locomotive, the Yugoslavian and Egyptian Railway wagons are the highlights of the design capabilities at NEI. On date more than 100 types of Axle Boxes & Bearings have been manufactured. (b) Spherical Roller Bearing: The manufacturing of Spherical Roller Bearings was started in the year 1975-76 for fitment to broad gauge and meter gauge passenger coaches with designs, technology, machines and equipment procured from the collaborators. (c) Cartridge Tapered Roller Bearing: For fitment to the new BOX-IN Uprated Wagons designed by the RDSO, NEI is the only manufacturer in the country to indigenise these bearings to a high percentage under collaboration with the largest manufacturer of these bearings in the world. Production of these bearings commenced in the year 1984. These bearings are grease packed and require no field lubrication for a period of 7 years. This Division is spread over a covered area of 4,855 Sq. Meters. (v)Large Diameter Bearing: Self-sufficiency in steel is the call of the day, so is the importance of bearings in Steel Mills Equipment. NEI has the distinction of being one of the ten manufacturers of these bearings in the world, who can manufacture large diameter bearings up to 2000 mm diameter.

Mr. G.P. Birla released the largest bearing manufactured by NEI for fitment to the Plate Mill of Rourkela Steel Plant in September 1985. This 4-Row Tapered Roller Bearing measures 1300 mm diameter and weigh 4.39 tons. The large diameter bearings are mainly manufactured out of case carburising steel, heat treated on special equipment and furnaces developed by NEI. Precision grinding is done to close tolerances on CNC Twin Spindle Programmable Berthiez Machine for bearings ranging from 500 to 2000 mm diameter with electronic sizing and numerical display. 17

Production of these bearings started in 1975 and to date over 100 different types of special large diameter bearings have been manufactured and successfully used, saving considerable foreign exchange for the country. The Large Diameter Bearings Division is spread over a covered area of 2,508 Sq. Meters.

QUALITY:

At NEI, They have embarked upon system improvement and implemented modern concepts of Total Quality Management. The company has been accredited with a number of certifications like ISO/TS 16949:2002 and ISO 9001:2000 by BVQI for the design, development, manufacture & supply of Ball Bearing, Tapered Roller Bearing and Cylindrical Roller Bearings, Spherical Roller Bearings, Cartridge Tapered Roller Bearings, Railway Rolling Stock and Spares in addition to the ISO 14001:1996 certification for ensuring a clean and pollution free environment. Association of American Rail Roads has approved NEI and granted AAR Approval for design, manufacture and supply Cartridge Tapered Roller Bearings for Freight Wagons. We are the leading suppliers of Cartridge Tapered Roller Bearings to Indian Railways since last twenty years.

PRODUCTS RANGE OF BEARINGS MANUFACTURED AND EXPORTED UNDER THE TRADE MARK OF INCLUDES:

Ball Bearings Tapered Roller Bearings Cylindrical Roller Bearings Axle Boxes Spherical Roller Bearings Cartridge Tapered Roller Bearings Large Diameter Special Bearings

Bearings are widely used by two and three Wheelers, Cars, Trucks, Tractors, Electric Motors, Railway Wagons, Coaches & Locomotives and also in Steel Mills, Heavy 18

Engineering Plants, Bulldozers, Shovels, Tillers and Thermal Power Plants all across the country and overseas. BALL BEARING:

TYPE OF BALL BEARINGS: Radial Ball Bearing Angular Contact Bearing Self-Aligning Two-Row Ball Bearing Belt Tensioned NO. OF SIZES: - 257, including derivatives. The initial technology was from Hoffman Manufacturing Company Ltd., U.K. a collaboration, which continued for 20 years. They offer a wide range of both metric and inch series deep groove ball bearings, angular contact ball bearings, self-aligning ball bearings etc. With their tie up with the world's leading bearing manufacturing company NTN Corporation, JAPAN, They have gained access to the most advanced ball bearing technology i.e. thermo mechanical bearings (TMB) and tensioner bearings available today and our wide range of ball bearings is increasing under this collaboration. Precision ball bearing from 6mm bore to 160mm OD is manufactured with latest advance techniques. The unit has advanced assembly line with auto gauging and testing equipment. NEI has 22 automatic Grinding lines from M/s. NTN & Izumi, Japan. All machines with in process & post process gauges to ensure grinding accuracy. Use of High Quality coolants for consistent grinding quality and surface finish. Complete automation by flex-link conveyor system. NEI has automatic plant for Track Grinding, Bore Grinding and Honing, New Automatic Grinding and Assembly Line has been purchased for Manufacturing of DRAC bearings.

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TAPERED ROLLER BEARINGS:

TYPE OF TAPERED ROLLER BEARINGS: Single Row Tapered Roller Bearing Double Row Tapered Roller Bearing

NO. OF SIZES: 76.

Manufactured at an ultra modern plant, with technology obtained from our earlier collaborators, Federal Mogul Corporation, USA and now with NTN Corporation, JAPAN, these bearings are used by all major automobiles, truck and tractor manufacturers in the country as original equipment. The above bearings are manufacture in inch & metric series form 15.857mm bore to 95.25mm bore. For TRB NEI has Automatic Grinding Lines with in-process & post process gauges. Complete automation by Flex link conveyor. Crowning provision on Inner (Cone) & Outer (Cup). Complete Automatic Line for Roll Grinding, Super finishing, Inspection and Sorting imported from NTN, Japan automatic checking & prevention of inverted roller & roller missing. Automatic checking of stand height, noise and run outs. For TRB, NEI has technical collaboration with NTN Corporation JAPAN, all major automobile manufacturers as OEM original equipment uses the above bearings. NEI has purchased new state of the art Automatic Grinding line consisting of 4 nos. Grinding machines from M/s Linkoping, Sweden and 2 Nos. Super finishing machines from M/s Supfina. SPHERICAL ROLLER BEARING: 20

The above bearing is fitment to broad & meter gauge passenger coaches, for manufacturing SPHERICAL ROLLER BEARING design, technology, and equipments is procured from NEI collaborator (NTN JAPAN).

Originally developed in collaboration with Swiss leaders FAG-SRO. Vital for broad gauge and meter gauge coaches manufactured by ICF, Chennai and RCF, Kapoorthala for the Indian Railways. Now new sizes are being developed with the help of NTN Corporation, JAPAN

(Railway Bearing) NO. OF SIZES: 5

CYLINDRICAL ROLLER BEARINGS & AXLE BOX ASSEMBLY: -

NO. OF SIZES: 58 Developed by for the Indian Railways for use in rolling stocks. Excellent performance even in the high speed Rajdhani locomotives, the Yugoslavian and Egyptian Railway wagons.

A total of 34 different types of the axle boxes are turned out at the NEI plant in . Designs for high-speed railway application are being developed together with NTN. More than one million axle boxes and roller bearings are in operation with Indian 21

Railways. We have the privilege of being the single largest source of bearings to Indian Railways, which is one of the largest networks of its kind in the world. The most of the production of this type of bearing for Indian Railways, Production of the bearing started in 1952, on date plant is producing 100 different types of Axle Box bearing, over a million NEI bearings and boxes are in service with the Indian railways. New Automatic Grinding and Assembly Line has been purchased for manufacturing of Axle Unit Bearings (DRAC bearings) from M/s Izumi Kinzoku. CARTRIDGE TAPER ROLLER BEARING

Successful Track record in the Railways for the past 30 years, these require no field lubrication. Developed in collaboration with BRENCO Inc. USA, these bearings are being used in all broad gauge wagons of Indian Railways. This is new box in for upgraded wagons design by RDSO, NEI only manufacturer with the collaboration with largest manufacturer of the world. Production of this bearing started from 1989. These bearing are grease packed and require no filed lubrication for period 7years exporting Cartridge Tapered Roller Bearings for wagon application to M/s Brenco USA since 2004.

CARTRIDGE TAPERED ROLLER BEARINGS: (Railway Bearing) NO. OF SIZES: 1

NEI has Automatic Grinding Lines with in process gauges to ensure high accuracy and surface finish. Complete automation by Flex link conveyor. Facility for crowning on inner race and outer race LARGE DIA METER BEARING

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LARGE DIA SPECIAL BEARINGS: Single Row & Double Row Ball, Cylindrical and Four Row Tapered Roller Bearing NO. OF SIZES: 132 NEI is one of the top 10 manufacturers of LDA bearing & its plant can produced up to 2000mm Dia meter bearing also, The largest bearing produced by the plant was 4 row tapered roller bearing with 1300mm Dia and weight 4.39 tons. NEI has Single &Double Spindle Internal and External Grinding. To Capable of Grinding 1000 mm Dia. to 2000 mm Dia.

LONG TERM OBJECTIVE 2008-2014


TO ACHIEVE BY THE YEAR 2013-14: 1. A TURN OVER OF RS. 10000 Million 2. EXPORT SALES AS 20% OF TURNOVER &DEVELOP OE CUSTOMERS FOR EXPORT SALES 3. CONTRIBUTION FROM NEW PRODUCT DEVELOPED IN LASTFIVE YEARS AT 15% OF SALES TURNOVER 4. INCOME FROM SERVICES TO RS 300 Million 5. INCOME FROM ALLIED ENGINEERING PRODUCTS TO RS 50 Million 6. ROI Pre Tax 24.4% Post tax 17.1% AND BECOME A DEBT FREE COMPANYCUSTOMER SATISFACTION INDEX OF 95%

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ANNUAL OPERATING PLAN 2008-09 TO ACHIEVE: 1. TURN OVER OF Rs. 6005.50 Million. 2. EXPORT SALES AS 6.40% OF TURNOVER 3. CONTRIBUTION FROM NEW PRODUCT DEVELOPED IN LAST FIVE YEARS AT 10% OF SALES TURNOVER 4. INCOME FROM SERVICES TO Rs. 155 Million ROI - PRE TAX > 20.9%

MILESTONES:

1946

Company Established as National Bearing Company () Under Technical Collaboration with Hoffman, UK .

1950 1951 1957 1967

Ball Bearing Production Started. Railway Bearing Production Started. Company name changed to National Engineering Industries ltd. (Retained as Trade Mark). Tapered Roller Bearings Production Started Under Technical Collaboration with Federal Mogul Corporation, USA.

1971 1971 1975 1976

Established Research and Development Division. Established Machine Building Division. Large Diameter Special Bearings Production Started. Spherical Roller Bearings Production started with Technical Know How from FAG-SRO. Separate Factory for Ball Bearing at Gunsi (Newai). Cartridge Tapered Roller Bearings Production Started in Technical Collaborations with BRENCO Incorporated, USA.

1981 1982

1985

Largest Bearing with outer diameter 1.3 meter and weight 4.39 tons 24

(4390 Kgs) Produced. 1985 Technical Collaboration with NTN Corporation of Japan for Ball, Cylindrical and Spherical Roller Bearings. 1990-95 1995 1996 1997 Modernization in Three Phases. ISO 9001 Certificate. Technical Collaboration with m/s Izumi Kinzoku Kogyo Co. ltd Japan for Machine Retrofitting/Remanufacturing and Overhauling o Grinding and --Super finishing Machines for Bearing Race. Technical Collaboration with NTN Corporation of Japan for Taper Roller Bearing and Hub Bearings. 1998 1999 2000 2003 2005 2006 IV Phase Modernization Started. Implemented 1st Phase of SAP ERP Solutions. QS 9000 and ISO -14001Certification. TS 16949Certification. AAR Certification M 1003 for Cartridge Tapered Roller Bearing. New Manufacturing Facility at IMT Manesar (Haryana).

2007 Our "Engineering & Design Center" was recognized by "The Ministry of Science & Technology, Govt. of India." 2008 NRB established a 100 % subsidiary - 'NRB Bearings Thailand Ltd.' at Rayong, Thailand. Inaugurated its new plant at Pantnagar in Uttarakhand. 2012 Industrial bearing undertaking of the company was demerged.

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Departments at NEI Ltd,

Personnel Division Taper Division Research & Development Division Machine Building Large Diameter Bearing Division Railway Division Bearing Division Ball Department Ring Rolling Division Quality Assurance

Metallurgy Division

Sales Department Budget Department Accounts Department ERP/EDP

SISTER CONCERN:
Hindustan Motors ltd. Car plant (lancer), Chennai Power Product Division, Hosur Power Unit Plant (ISUZU engines) India Automobile Division, Uttarpare 26

GMMCO ltd, Chennai Hukumchand Jute and Industries ltd, Amlai Orient Fans, Kolkata Orient Paper Mills, Amlai Orient Paper and Industries ltd, Kolkata Orient Cement, Devapur (A.P.) Hyderabad Industries Limited, Hyderabad Birlasoft, Noida.

OVERSEAS COMPANIES:

Panafrican Paper Mills (EA) Nairobi Nigeria Engg. Works (NEW) Nigeria Rivers Vegetable Oil Company ltd, Nigeria.

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PLANTS AREA:

COLLABORATIONS:
BRENCO Incorporated, USA
Since 1982, for Cartridge Tapered Roller Bearings for Railway wagons and locomotives

NTN Corporation, Japan


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Since 1985, for Ball Bearings, Cylindrical and Spherical Roller Bearings, Clutch Release Gen- 1, Gen- 2 Wheel Bearings. Since 1997, for Tapered Roller Bearings.

Izumi Kinzoku Co. ltd, Japan


Since 1996, for re- manufacturing, retrofitting and overhauling of grinding and super- finishing machines for bearing races

Bearings are used by all major auto OE Customers in India Like:-

BAJAJ AUTO YAMAHA MOTORS LIMITED KINETIC ENGINEERING HERO HONDA MOTORS ROYAL ENFIELDINDIA TVS MOTOR INDIA (P) LTD HMSIL MAJESTIC AUTO LIMITED

BAJAJ AUTO FORCE MOTORS


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SCOOTERS INDIA LIMITED MAHINDRA & MAHINDRA LTD. ATUL AUTO LIMITED

MARUTI UDYOG LIMITED

HINDUSTAN MOTORS

FORCE MOTORS

MAHINDRA & MAHINDRA LTD.

ASHOK LEYLAND FORCE MOTORS EICHER MOTORS HINDUSTAN MOTORS

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MAHINDRA & MAHINDRA LTD. TATA MOTORS LTD

ESCORTS FORCE MOTORS MAHINDRA & MAHINDRA LTD. PUNJAB TRACTORS

TAFE NEW HOLLAND VST TILLERS HMT TRACTORS SONALIKA

OTHER MAIN CUSTOMER

INDIAN RAILWAY

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CROMPTON GREAVES

KIRLOSKAR

GE ELECTRICALS

MICO

TEXMACO

Bearings Exports in following Countries

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USA Japan Italy Sri lanka Indonesia Bangladesh Singapore Nepal Peru Pakistan Brazil

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Awards & Recognition


has been the recipient of several awards and accolades. became the only bearings manufacturing company in India to win the coveted Deming Application Prize in 2010. The company won the ACMA (Automotive Component Manufacturers Association) awards in 2012 for excellence in technology and manufacturing, among other significant recognitions. 2012

ACMA Awards for Excellence in Technology & Manufacturing Excellence

September 5th, 2012 Manufacturing Excellence Bronze Excellence In Technology Bronze

Quality Award from Bajaj Gold Category

August 1st, 2012

Award from TMTL for Cost Quality and Capacity Ramp-up

February 17th, 2012

Award from Spicer for Best Emerging Supplier

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Award from Honda for Cost Competiveness

TS 16949 | ISO 9001 | ISO 14001

September 4th, 2012

2011

For achieving the Quality and Delivery targets 2010-11 HMSIL

March 28th, 2011

Mahindra Best Quality Performance 2010-11

MSIL System Audit Rating 2010-11


May 4th, 2011

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Award from Hero Honda for Green Vendor Development Program


June 5th, 2011

2010

Deming Prize 2010


November 10th, 2010

In the year 2010, became the only bearings manufacturing company in India to win the Deming Application Award for Total Quality Management awarded by the Union of Japanese Scientists and Engineers (JUSE), for achieving distinctive improvement through the application of TQM.

Performance Awards From HMSIL (HONDA)

January 8th, 2010

2009

Performance Awards From Maruti Suzuki July 18, 2009

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TPM Excellence Award March 12th, 2009

2008

TPM Excellence Award

TPM Excellence Award Newai

January 29th, 2008

Maruti Performance Award

2007

TPM Excellence Award

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2006

Maruti Performance Award

2005
Direct On Line (DOL) Award by Hero Honda Motors Ltd.

2004
Challenge India Support (Engine GP) Award by Honda Motorcycles & Scooters India Ltd.

2003
Challenge India Support (Engine GP) Award by Honda Motorcycles & Scooters India Ltd. ISO / TS169 49:2009 was awarded TS 16949: 2002 in the year 2003, the mark of excellence in Quality Management Systems by Bureau Veritas for design, development, manufacture and supply. TS16949:2009: TS Quality Management System is based on ISO 9001:2000 in which many supplementary and additional requirements of automobile industries have been incorporated. Customer requirements are identified, processes are critically studied, defined and error-free efficiencies ensured. ISO 9001:2008 s Large Diameter Bearing division and Railway Bearing division were awarded ISO 9001: 2000 in 2003 by Bureau Veritas.

2000
ISO 14001:2004 In its concern for a cleaner, pollution-free environment has adopted an Environmental Management System, and it was awarded ISO 14001 Certificate by Bureau Veritas in the month of March, 2000. has made great effort towards resource conservation, recycling and thick plantation, all of which have saved precious natural resources like water, oil and power.

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CERTIFICATIONS OF :-

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NEI NETWORK IN INDIA

BRAN CH OFFICE HEAD OFFICE DELHI MUMBAI PUNE CHENNAI

WORKS REGISTERED OFFICE


MANESAR NEWAI 42 KOLKATA

CONCEPT OF TRAINING:
Training is the process of increasing the knowledge and skills for doing a particular job. It is an organized procedure by which people learn knowledge and skill for a definite purpose. The purpose of training is basically to bridge the gap between job requirements and present competence of an employee. Training is aimed at improving the behaviour and performance of a person. It is a never ending or a continuous process. Training is closely related with education and development but needs to be differentiated from these erms.

OBJECTIVES OF TRAINING:
The main objective of training is to bridge the gap between the existing performance ability and desired performance. The training objectives are designed in accordance with the company goals and objectives. The general objectives of any training programme are, To inculcate the basic knowledge and skill to the new entrants and to enable them to perform their jobs well. To enable the employee to meet the changing requirements of the job and the organization. To demonstrate the employees the new techniques and ways of performing the job or operations.

TYPICAL TOPICS OF EMPLOYEE TRAINING:


Communications: The increasing diversity of today's workforce brings a wide variety of languages and customs.

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Computer skills: Computer skills are becoming a necessity for conducting administrative and office tasks. Customer service: Increased competition in today's global marketplace makes it critical that employees understand and meet the needs of customers. Diversity: Diversity training usually includes explanation about how people have different perspectives and views, and includes techniques to value diversity Ethics: Today's society has increasing expectations about corporate social responsibility. Also, today's diverse workforce brings a wide variety of values and morals to the workplace. Human relations: The increased stresses of today's workplace can include misunderstandings and conflict. Training can people to get along in the workplace. Quality initiatives: Initiatives such as Total Quality Management, Quality Circles, benchmarking, etc., require basic training about quality concepts, guidelines and standards for quality, etc. Safety: Safety training is critical where working with heavy equipment , hazardous chemicals, repetitive activities, etc., but can also be useful with practical advice for avoiding assaults, etc.

METHODS OF TRAINING:
Generally, the training methods can be classified into two types: a) On-the-job methods b) Off-the-job methods a) On-the-job methods: These methods are briefly discussed below: 1. On-the job Training In this training an employee will be placed in a new job and is told how it is to be performed. It aims at developing skills and habits consistent with the existing practices of an organization and by orienting him to his immediate problems. 44

2. Vestibule Training or Training-Centre Training This is otherwise known as classroom training, which is imparted with the help of equipment and machines identical to those in use at the place of work. 3. Simulation It is more or less like vestibule training. The trainee works in closely duplicated real job conditions. This is essential in cases in which actual on-the-job practice is expensive, might result in serious injury, a costly error or the destruction of valuable material or resources, e.g., in aeronautical industry. 4. Demonstration Under this method, there will be a description and demonstration of how to do a job. He performs the activity himself, going through a step-by-step explanation of the why, how and what of what he is doing. 5. Apprenticeship Under this method, each apprentice or trainee will be given a programme of assignments according to a predetermined schedule, which provides for efficient training in trade skills 6. Job Instruction Training The JIT Method is a four step instructional process involving preparation, presentation, performance try out and follow up. 7. Coaching and Mentoring Coaching establishes one-on-one relationship between trainees and

supervisors, which offer workers, continued guidance and feedback on how well they are handling their tasks. 8. Job Rotation It means the movement of trainee from one job to another. This helps him to understand how the job functions. 45

c) Off-the-Job Methods:

Under this method, training will be given in company classroom, an outside place owned by the organization, an education institution, or association, which is not the part of the company. The following are the methods. 1. Lectures These are classroom lectures given by an instructor on specific topics, formally. This method is useful when philosophy, concepts, attitudes, theories and problem solving have to be discussed. 2. Conferences Normally a conference will be held in accordance with an organized plan. Different topics with their problems relating to training of personnel are discussed. 3. Seminars or Team Discussion A group will constitute a team for discussion. The group learns through discussion of a subject on a selected subject. 4. Case Discussion Testing of a real problem will be undertaken under this method. In other words, a real business problem or situation demanding solution is presented to the group and members are trained to identify the problems present, they must suggest various methods for tackling them, analyze each one of these, find out their comparative suitability, and decide for themselves the best solution. 5. Role Playing This method is also called role reversal, socio drama or psycho drama. Here trainees act out a given role as they would in a given play. Two or more trainees are assigned roles in a given situation, which is explained to the group.

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6. Programmed Instruction Under this method, there will be two essential elements, (a) a step-by-step series of bits of knowledge, each building upon what has gone before, and (b) a mechanism for presenting the series and checking on the trainees knowledge. Questions are asked in proper sequence and indication given promptly whether the answers are correct.

VARIOUS TRAINING PROGRAMMES OF NBC


IN-PLANT TRAINING OUT-PLANT TRAINING ABROAD TRAINING COMMON INDUCTION TRAINING FOR EXECUTIVES/ENGINEERS COMMON INDUCTION TRAINING FOR SUPERVISORS COMMON INDUCTION TRAINING FOR D/R ARTISION CUSTOMER TRAINING VENDORS/SUPPLIERS TRAINING TRADE APPRENTICE TRAINING TECNICIAN APPRENTICE TRAINING VOCATIONAL TRAINING

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PROCEDURE IN-PLANT TRAINING & OUT-PLANT TRAINING

IN-PLANT TRAINING INTRODUCTIONAll training programs that are conducted in HRD department of JAIPUR come under the preview of in plant training. The kind of training cover programs of all levels of personnel viz executive, supervisors, and lab hours decided in advance according to availability of both the faculty and trainee. Trainees calendar is intimated to all people concerned so that the program conducted smoothly and successfully.

PURPOSEThe Primary purpose of in-plant training is to provide expertise and technical/practical/managerial knowledge to employees of the organization with campus. The Secondary purposes are to control the expenditure on training and, The Third purpose is to develop the employees of company. The aim is achieved because in-plant training the faculty is made from the internal sources, since the classroom training and on the job training is conducted inside the premises of the organization, transportation, lodging and boarding cost are incurred. Hence the In-Plant Training programs are beneficial to the organization from the financial view point, moreover it get chance tap the untapped manpower resource, which has developed by internal faculty. Another benefits lies in the real of behavioral science. Since the trainers and trainees

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both are employees of the intrinsic problems of the organization, so they design their training program accordingly session as per the corporate norms. The trainees are also exposed to the visual media during their training programs. There are video cassettes in HRD department, which cover different functional areas. Some of them have been specified below.

OUT-PLANT TRAINING

INTRODUCTION
As the name suggests, out plant training included all the training and development programs which are held outside the factory premises. In this type of training, employees of the unit are sent to other sister unit of NBC Jhansi, other institute and abroad from acquiring specific skill & knowledge, which cannot be imparted in the unit itself. After the training needs of the employees of the unit is identified a details. The personnel department decides upon training calendar of in-plant training. But sometimes, few of employees have to be sent outside the unit to fulfill their training needs due to the some reasons stipulated below: Non availability of faculty. Absence of infra-structure faculty The training program requiring an extra ordinary professional touch.

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Through out-plant training program is expensive in comparison to in-plant training program, the unit has to be optional for it. If any of the above mentioned reasons are relevant to the problem in the hand.

PURPOSE
The main purpose of the out-plant training is the development of an employees through a program which cannot be conducted in the unit itself handicapped to meet the training of its employees. It is in this circumstance that the unit sends its employees for out-plant training program. Alternative, if the unit wants to its employees to some management institute like IIMS or it sends to employees to sister unit of NBC, where similar program is being conducted or is likely to be conducted.

CONTENT
In case of out-plant training programs, only the HRD department plans the budget for the training fees. The expenses towards TA/DA etc are born by the individual department. The 120 general management programs were organized by the HRDI New Delhi from 15 MAY-3 JUNE at New Delhi. The program was residential in nature and was meant for Sr. manager and above who had not yet attended HRDs general management program that had more than two years to superannuate. The program was supposed to cover economic and industrial scenario, business policy and strategy, marketing strategy, finance and control, organization and people and individual and group development. 50

Apart from this, the artisans of different grades are sent from time to time to WRI (Welding Research Institute), Tiruchirapali. This institute belongs to NBC. Recently 3 artisans of grade were sent to institute to attend a program on welding and inspection, welding inspectors course and ultrasonic testing. Out-plant training also includes workers education program. The regional directorate of lab our education, Kanpur is responsible for the education and training of workers/lab hours for the past three decades. Out-plant training program also includes foreign training in its gamut. One executive of NBC Jhansi was send to attend MBA program. The program was eleventh month duration and was scheduled from 26December 94. It was designed for middle level executives having the following requisites: Possess a bachelors Minimum five year of work experience Maximum age limit 43 years Should have proficiency in English language Should not have gone on any foreign training for a period not more than 15 days in last five years. The expenses to be incurred during the program was born by international organization the fellowship included the costs for tuition, boarding, lodging and expenses such as initial setup, study material, text books insurance and local/international traveling costs.

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PROCEDURE FOR CONDUCTING OUT-PLANT TRAINING:This procedure covers deputation of all regular employees a NBC Jhansi for attending training courses, seminars, conferences etc outside NBC Jhansi, i.e. organized by the HRI, other sister units or reputed institution in India. The various department after identifying the training needs, submit the proposal to HRD giving details regarding the training programs, e.g. subject, name of organization institute, place date of programs fees per participant, whether residential or non residential. HRDC processes the proposal of approval of competent authority.

After obtaining the approval, HRDC conformation regarding the allotment of required number of seats. After getting the conformation the participants are informed by HRDC through the part II office order. The specimen of part II office order is enclosed in the annexure. Annexure ( HRD/W-0005 01) The employees are paid TA/DA attending the programs/courses as per the rules the training fees, if any is send by HRDC to the respective institutes. The budget for such courses is controlled by HRDC. At the end of the year, an annual report on training activities is generated by the HRDC and submitted to HRDC, New Delhi.

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PROCEDURE FOR EVALUATING EFFECTIVENESS

The effectiveness of program is measured with regards to conduction of program and with regards to on the job effectiveness of the program. The procedure for measuring effectiveness of conduction of program is as follows

At the end of each program, a brief feedback valediction session is conducted to get the views of the participants, so as to improve the future programs. For short duration program (less than two says), the feedback is taken orally and for long duration programs (more than two days) . For all output training programs, the feedback is obtained from the participants on their return in the prescribed format. Future programs are suitable modified based on feedback of earlier program of the same subject. Procedure for measuring on the job effectiveness of the program is as follows: This evaluation is measure the job effectiveness of the participants who have attended program. The evaluation is conducted in the feedback in the prescribed format from to four months from the date of completion of the programmed. During this period, the controller officer observes that how much the program is affective in the performance of trainees job.

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ENGINEERS TRAINING PROGRAM

INTRODUCTION
The purpose of the training program is to acquaint the new engineers with the practices & process of the organization. They have the theoretical knowledge and the training provides the practical know how. Besides, the programs include job rotation. This enables the young engineers to visualize whole prospective of the job involved. Apart from technical aspects, the engineer trainees are also exposed to management development programs. This helps them to acquire managerial skills as after a few years of services, administration and management from a part of the engineer trainees.

CONTENTS
Last year like in 1994 the batch of engineer had undergone a training program at trichy unit. After that, engineer trainees were posted for their specialization training at various unit of NBC organization. The trainees were directed to report to the concerned training in charge at the respective place. The trainee was to report at the next place of training immediately after the release from the present place of the training after available minimum traveling time and following the shortest route.

The Trainees were also directed to submit their training report to the training in charge in each place s before leaving the place for next place for training.

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All training in charge were requested to conduct test and interviews on the last day of each groups stay and send marks or perform detailed to the HRDI, new Delhi immediately after completion of training along with marks of training reports.

In the Jaipur unit, apart from general training programme the engineer trainees are also sent to management orientation programme. This is conducted by Sr. Manger HRDC, NBC and Bhopal every year for engineer trainees.

TRADE APPRENTICE TRAINING INTRODUCTION


Trade apprentice are those people who have done their ITI and later join NBC for on e year training programme. It is mandatory for NBC to provide one year training to the student who has done ITI courses. The training programme provides the requisites practical to the ITI student and these skills equip them to strive NBC to provides training to the ITI student it is bound finally induct them all in the organization. Each unit of NBC provide training to such number of ITI student who may be trained effectively, keeping in view the various constraints a unit faces in terms of infrastructural facilities. Availability of faculty, financial resources etc.

PURPOSES:
The primary purpose of trade apprentice training programs is to provide practical knowledge to the ITI student. The ITI student has theoretical knowledge after 55

completion of various courses but they lack practical exposure. It is the training program which provides them the required exposure, in terms of practical skills, procedure and practices. The secondary purpose is to fulfill social obligation. An organization interacts with the society, which is an important component of the external environment. The organization has certain duties towards the society as a whole. By providing practical training to ITI student. NBC renders invaluable services to the society and strives for the betterment of those students who have done technical course.

CONTENTS:
The Training is provided to the ITI student by conducting related instruction class for them. An All India trade test apprentices are conducted by Regional Directorate of Apprenticeship Training. This Directorate comes under the Jurisdiction of Ministry of Labor Government of India.

TECHNICIAN APPRENTICE TRAINING INTRODUCTION


This program is concerned with the training of technician apprentices. Technician apprentices are those students who have done their diploma in various fields of engineering. This training program is only one aspect while the trade apprentices are exposed to related instruction classes, the technical apprentices are not. They in turn have more exposure as far as the practical experience is concerned.

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PURPOSE:
The purpose of the training program is to follow the guidelines of the apprentices Act 1961. The government of India desires that all the major public sector units should import practical training to the diploma holders. In order to fulfill the social obligation, NBC conducts training program for the technician apprentice every year.

CONTENT:
Every year, NBC Jhansi unit recruited technician apprentices who have undergone their one year apprenticeship training in the unit. They join the unit; they are posted in the respective departments for on the job training inputs and have been given to them. It is proposed later on that they may be exposed to the various functions in the unit by giving rotation of about 2 weeks in different departments and organize classroom lectures for about six days in the HRD department company information, product knowledge, various function of unit, general management concept etc. before they are relived.

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COMMON INDUCTION TRAINING PROGRAMME

The Human Resources Development Department, NBC conducts various training programmes throughout the year for development and growth of its employees. Common Induction Training programme is one of them. this programme is conducted in order to introduce the newly recruit executives and engineers with the organization, its policies, its product, working environment etc. in concise we can say it is aimed at making the newly executives familiar with the job they are supposed to do in future. Hence in order to fulfill the above said objective CIT programme is conducted for 45 days. The whole programme is divided into following modules and the days allotted for the various modules are given below: Common induction training programme basic human process laboratory organizational effectiveness functional management orientation strategic management HRM HRD finance e management duration: 45 days 6 days 6 days 33 days 2 days 3 days 1 day 3 days 4 days 1 day 4 days 3 days

project management industrial Health safety environment quality, TQM & business processes work study and productivity

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commercial management production management material management information technology

4 days 3 days 3 days 2 days

1). CATEGORY COMPUTERS


Introduction to computers duration (30 minutes). Database & data management system duration (60 Minutes).

Training in Company Policy and Procedure:-

This is the part of the induction of new employee the objective is to oriented new employees with the set of rules procedure, management, organization structure , environment and products his which the firm has and /or deals with. Orientation is a continuous process aimed at the adjustment of all employee to new and changing situations. It aim to impart the fact of company rules and policies, to create attitude of confidence in the company, pride in its products, respect for company personnel, and to provide information about needs of skills, development, quality of production and work organization

At no time does it allow for questioning or change of change of system it. Therefore in, no way contributes to individual growth, nor does it enhanced an employees ability to contribute to the organizations growth. Induction programmes are also used for in company promoters, who have to be oriented to the demands of their requirements. 59

Induction programmes are based on the

philosophy that the process of initial unless it is facilitates by

adjustment and entry to organization is a difficult process a

conductive and supported atmosphere, it would leave the new the entrant with

several uncertainty in his mind and make his assimilation in organization life more complex and difficult, many organizational are conscious of considerable effective. Induction training consist first of going this and devote

around the various the nature

service departments, including the personnel department, to understanding of

the service provided, and also to understand to the individuals terms and

condition of employment. The other phase consists of spending sometime in various operating departments for a complete understanding of the nature of their activity. Such an elaborate programmes may not be planned for the lower-level categories of employees Such as worker but is generally planned for managerial personnel. Induction training consist first of going around the various service departments, the service

including the personnel department, to understanding

the nature of

provided, and also to understand to the individuals terms and condition of employment. The other phase consists of spending sometime in various operating departments for a complete understanding of the nature of their activity. Such an elaborate programmes may not be planned for the lower-level categories of employees Such as worker but is generally planned for managerial personnel.

Procedure
The aim of the present study was to check effectiveness of the training programme. In order to evaluate the effectiveness of training programmes out of all the programmes

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conducted during the year, 5 programmes were randomly selected. 88 people were found to have received training under these programmes. This number was ascertained by checking their attendance record, which was maintained by HRD.

The questionnaire was then designed and made available to the HRD for its consent. After making the questionnaire, the controlling officers of all the participants of these 5 training programmes were personally approached. The design and purpose of the study was explained to them and the responses were taken on the questionnaire.

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TRANINING DIMENSION

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TRAINING PROGRAMME

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RESEARCH METHODOLOGY

FROM THE JOURNALS AND ARTICLES:


O.Jeff Harris, Jr. Obseeves states that Training of any kind should have as its objective the redirection or improvement of behavior so that the performance of the trainee becomes more useful and productive for himself and for the organization of which he is part/ training normally concentrates on the improvements of either operative skills, interpersonal skills, decision making skills, or a combination of these.

EDWIN B.FLIPPO states that Training is the act of increasing the knowledge and skill of an employee for doing a particular job. Written by CARTER McNAMARA,MBA,PhD, Authenticity Consulting,LLC As a brief review of terms, training involves an expert working with learners to transfer to them certain areas of knowledge or skills to improve in their current jobs.

PENN STATE HARRISBURG defines:


The Training and Development profession focuses on analyzing and improving employee learning and performance. It encompasses such activities as performance analysis, training, career development, organization development, and program evaluation.

MACTEC states that A company is only as good as its people, and MACTECs goal is to have the best. We focus on recruiting and retaining exceptional people, but we dont stop there: we are committed to the ongoing training and development of our staff. Ongoing 64

development benefits not only our employees, but also our clients because it keeps us at the leading edge of changing technologies and regulatory issues.

3.1 Title of the study:- Training effectiveness

3.2 Duration of the study:- From 15th may 2013 till 30th june 2013

3.3 Objective of the Study

To study the effectiveness of Training Programme of NBC Peripherals. To know the employees awareness of Training Programme. To know the impact of Training Programme on trainees. To identify the employees opinion regarding the Training Programme of the company.

3.4 Types of Research:


Research methodology is a science of collecting, identifying and presenting facts in such a way that it leads to unearthing some truths (or) angles of reality. Research in common parlance refers to search for knowledge. In fact, research is an art of scientific investigation. Research methodology is the science of collecting, identifying and presenting facts in such a way that it leads to unearthing some truths or angles of reality.

Geographical area: The study has been conducted at NBC PERIPHERALS, KATIPURA ROAD

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Period of coverage: The study has been undertaken for a period of 45 DAYS. In the month of may to june

Type of research: In this study, descriptive research is used. Descriptive research is carried out for the purpose of collecting descriptive information like employees opinion, benefits, personal details, awareness, etc.

Sampling procedure: Simple Random Sampling (probability sampling) Data collection method: Following techniques were used for collecting data, namely A) Primary data collection technique B) Secondary data collection technique

A) Primary data:
Primary data are collected afresh and for the first time. It is the data originated by the researcher specifically to address the research problem. In this study, Primary data was collected with a well Structured Questionnaire.

B) Secondary data:

In this study Secondary data, are those which have already been collected by someone else and which have already been passed through the statistical process.

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Secondary Data was collected from the publications, internets, journals, books and company records.

3.5 Collection Method and Sample Size


Data is collected by questionnaire, the questionnaire consists of a list of questions, which are relevant in getting the facts. Questionnaires are likely any scientific experiment. One does not collect data and then see if they are found something interesting. One forms a hypothesis and an experiment that will help prove or disprove the hypothesis. The questionnaire has been constructed on the basis of two types, they are multiple choices and close ended questions. Sampling design: A sample design is a definite plan for obtaining a sample from a given population. It refers to a technique or the procedure the researcher would adopt in select ing items for the sample. Population/universe: The universe of the current study comprises of 250 employees.

Sample size: The sample size taken for the current study is 80.

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3.6 SCOPE OF THE STUDY:


This study could compare NBC Peripherals training programmes with its peers in the same industry group. Through the comparison, one can establish how well the company trains its employees when compared to its competition. This study could be conducted to understand the relationship between the money spent on training an employee and the money saved on through an increase in employees efficiency. This could throw light on whether training programmes are good for the company. This study could be conducted on training programmes at different levels of the employee hierarchy. It would be interesting to note if the company pay the same level of focus in developing low-level employees as it does in developing uppermanagement.

3.7 LIMITATIONS OF THE STUDY


1. The answers received from the respondents sometimes were unable to meet the enumerated expectations. 2. Any evaluation should be done on the basis of various parameters. But in this project, due to lack of time only 5 parameters are selected for study. So the scope of study is comparatively small. 3. Due to lack of communication there where no proper solution given to the employees. 4. It does work in the large organization. 68

5. It has limited working in some areas only. 6. It does not give the fully satisfied solution due to small group. 7. Peoples dont show their interest. 8. Employees are not fully skilled so they are unable to perform their task properly. 9. The time was the major limiting factor.

FINDINGS OF STUDY
The data collected were analysed carefully and the following findings were drawn.

From the study it is inferred that all the respondents are educated and 96% of the employees are aware of the Training Programme and have attended the training programme conducted at their organization. 72% of the employees find the Training Programme related to their work.78% of the employees agree that attending Training Programme has helped them to pick up new Technical skills and soft skills. Most of the employees find the quality of the training programme to be excellent. 72% of the employees feel that attending training programme leads them to perform better at work. 88% of the employees find the topics relevant to the training programme and they also find the topics covered during the Training Programme are easy to understand. 88% of the respondents accept that the topics taken for the training programme are covered within the right time It is also inferred that the quality of the topics covered reflects high level of satisfaction among the employees at the organization According to the study majority of the employees who are aware of the Training Programme conducted in their organization have shown their willingness to attend the Training Programme in future 69

DATA ANALYSIS AND INTERPRETATION

(1)AGE OF RESPONDENTS

OPINION 18-25 25-30 30-35 >35 Total

NO.OFRESPONDENTS 14 16 14 6 50

PERCENTAGE (%) 28.0 32.0 28.0 12.0 100.0

INFERENCE The above table shows that 28% of the respondents are at the age group from 1825years, 32% respondents are from 25-30years of age, 28% of the respondents are from 30-35 years of age and 12% of the respondents are above 35 years of age.

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(2)EDUCATIONAL QUALIFICATION OF RESPONDENTS

OPINION Secondary Diploma Ug Pg Total INFERENCE

NO.OFRESPONDENTS 14 13 18 5 50

PERCENTAGE (%) 28.0 26.0 36.0 10.0 100.0

The above table shows that 28% of the respondents completed secondary. 26% of the respondents completed Diploma. 36% of the respondents completed UG and remaining 10% of the of the respondents completed PG.

EDUCATIONAL QUALIFICATION
20

NO. OF RESPONDENTS

15

10

0 secondary diploma ug pg

EDUCATIONAL QUALIFICATION

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(3)GENDER

OPINION Male Female Total

NO.OFRESPONDENTS 31 19 50

PERCENTAGE (%) 62.0 38.0 100.0

INFERENCE The above table shows that 62% of the respondents are male and 38% of the respondents are female.

GENDER NO.OF RESPONDENTS

30

20

10

0 male female

GENDER

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(4)AWARENESS OF TRAINING PROGRAMME

OPINION Yes No Total

NO.OFRESPONDENTS 48 2 50

PERCENTAGE (%) 96.0 4.0 100.0

INFERENCE
The above table shows that 96% of the employess are aware of the training programme and 4% of the employees are not aware.

AWARENESS OF TRAINING PROGRAMME


NO OF RESPONDENTS
50

40

30

20

10

0 yes no

AWARENESS OF TRAINING PROGRAMME


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(5) ATTENDED TRAINING PROGRAMME

OPINION Yes No Total

NO.OFRESPONDENTS 48 2 50

PERCENTAGE (%) 96.0 4.0 100.0

INFERENCE
The above table shows that 96% of the employees have attended training programme and 4% of the employees have not attended.

ATTENDED TRAINING PROGRAMME


NO OF RESPONDENTS
50

40

30

20

10

0 yes no

ATTENDED TRAINING PROGRAMME

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(6)NATURE OF TRAINING PROGRAMME OPINION


mostly related to work General not related to work Total NO.OFRESPONDENTS 36 13 1 50 PERCENTAGE (%) 72.0 26.0 2.0 100.0

INFERENCE The above table shows that 72% of the employees find the training programme mostly related to their work.26% of employees find it in general and 2% find it not related to work.

NATURE OF TRAINING PROGRAMME


NO OF RESPONDENTS
40

30

20

10

0 mostly related to work general not related to work

NATURE OF TRAINING PROGRAMME

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(7)UNDERTAKE TRAINING PROGRAMMES IN FUTURE


OPINION
Yes No Total NO.OFRESPONDENTS 43 7 50 PERCENTAGE (%) 86.0 14.0 100.0

INFERENCE The above table shows that 86% of the employees are willing to undertake training programme in future and 14% of the employees are not willing to undertake.

UNDERTAKE TRAINING PROGRAMMES IN FUTURE


NO OF RESPONDENTS
50

40

30

20

10

0 yes no

UNDERTAKE TRAINING PROGRAMMES IN FUTURE TABLE 5.9

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(8)QUALITY OF TRAINING PROGRAMME

OPINION
Excellent Good Total

NO.OFRESPONDENTS 20 30 50

PERCENTAGE (%) 40.0 60.0 100.0

INFERENCE The above table shows that 40% of the respondents find the quality of the training programme to be excellent and 60% of the respondents find it good.

QUALITY OF TRAINING PROGRAMME


NO OF RESPONDENTS
30 25 20 15 10 5 0 excellent good

QUALITY OF TRAINING PROGRAMME

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(9)LEADERSHIP SKILLS

OPINION
Agree neither agree nor disagree Disagree Total

NO.OFRESPONDENTS 35 12 3 50

PERCENTAGE (%) 70.0 24.0 6.0 100.0

INFERENCE The above table shows that 70% of the respondents agree that attending training programme helps them to pick up leadership skills, 24% of the respondents neither

agree n1s2sor disagree and 6% of the respondents disagree.

(10)SOFT SKILLS
OPINION
Agree neither agree nor disagree Disagree Total NO.OFRESPONDENTS 39 8 3 50 PERCENTAGE (%) 78.0 16.0 6.0 100.0

INFERENCE The above table shows that 78% of the respondents agree that attending training programme helps them to pick up soft skills, 16% of the

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respondents neither agree nor disagree and 6% of the respondents disagree.

SOFT SKILLS
NO OF RESPONDENTS
40

30

20

10

0 agree neither agree nor disagree disagree

SOFT SKILLS

(11)BETTER PERFORMANCE

OPINION
Agree neither agree nor disagree Disagree Total

NO.OFRESPONDENTS 36 11 3 50

PERCENTAGE (%) 72.0 22.0 6.0 100.0

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INFERENCE
The above table shows that 72% of the employees feel that attending training programme leads them to perform better at work.22% of the employees neither agree nor disagree and 6% of the employees disagree.

BETTER PERFORMANCE
NO OF RESPONDENTS
40

30

20

10

0 agree neither agree nor disagree disagree

BETTER PERFORMANCE

(12)CUSTOMER SERVICE SKILLS


OPINION
Agree neither agree nor disagree Disagree Total NO.OFRESPONDENTS 28 17 5 50 PERCENTAGE (%) 56.0 34.0 10.0 100.0

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INFERENCE

The above table shows that 56% of the respondents agree that attending training programme helps them to pick up customer service skills, 34% of the respondents neither agree nor disagree and 10% of the respondents disagree.

CUSTOMER SERVICE SKILLS


NO OF RESPONDENTS
30 25 20 15 10 5 0 agree neither agree nor disagree disagree

CUSTOMER SERVICE SKILLS

(13)CHANCES OF PROMOTION
OPINION
Agree neither agree nor disagree Disagree NO.OFRESPONDENTS 31 12 7 PERCENTAGE (%) 62.0 24.0 14.0

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Total

50

100.0

INFERENCE

The above table shows that 62% of employees agree that attending training programme leads them to the chances of promotion.24% of the employees neither agree nor disagree and 14% of the employees disagree with it.

CHANCES OF PROMOTION
NO OF RESPONDENTS

30

20

10

0 agree neither agree nor disagree disagree

CHANCES OF PROMOTION

(14)RELEVANCE OF TOPICS IN TRAINING PROGRAMME


OPINION
Yes No Total NO.OFRESPONDENTS 44 6 50 PERCENTAGE (%) 88.0 12.0 100.0

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INFERENCE

The above table shows that 88% of the employees find the topics relevant to the training programme and 12% of the employees dont find it releva

(15)TOPICS COVERED WITHIN RIGHT TIME


OPINION
Yes No Total NO.OFRESPONDENTS 44 6 50 PERCENTAGE (%) 88.0 12.0 100.0

INFERENCE The above table shows that 88% of the respondents accept that the topics taken for the training programme are covered within the right time and 12% of the respondents dont accept with it.

(16)TOPICS COVERED EASY TO UNDERSTAND

OPINION
Yes No Total

NO.OFRESPONDENTS 44 6 50

PERCENTAGE (%) 88.0 12.0 100.0

INFERENCE
The above table shows that 88% accept that the topics covered in training programme are easy to understand and 12% of the respondents dont accept with it. 83

(17)SATISFACTORY LEVEL OF TRAINING


OPINION
very satisfied Satisfied neither satisfied nor unsatisfied Total NO.OFRESPONDENTS 20 21 9 50 PERCENTAGE (%) 40.0 42.0 18.0 100.0

INFERENCE The above table shows that 40% of the employees are very satisfied with training programme.42% of the employees are satisfied and 18% of the employees are neither satisfied nor dissatisfied.

SATISFACTORY LEVEL
NO OF RESPONDENTS
25

20

15

10

0 very satisfied satisfied neither satisfied nor unsatisfied

SATISFACTORY LEVEL
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(18)SUGGESTIONS ON IMPROVEMENTS
OPINION no improvements needed make the content more relevant shorten the training programme lengthen the training programme Total
NO.OFRESPONDENTS PERCENTAGE (%)

28

56.0

6.0

13

26.0

6 50

12.0 100.0

INFERENCE The above table shows the suggestions on improvement where 56% of the employees feel no improvement is needed.6% of the employees suggest on making the content more relevan.26% of the employees suggest to shorten the period of training programme and 12% of the employees suggest to lengthen the period of training programme.

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CONCLUSION

Training programmes main objective is to improve the productivity of the companys employees which in turn will improve the companys profitability. Through training programmes, the employees skill levels are upgraded which will make the employees more productive.

Training programme is also set up to help employees get used with new roles and responsibilities usually after promotion. When an employee gets promoted from one level to next level, the skills required to do his/her job changes and training programmes are essential in equipping the employee with the new skills.

Training programme is also a way for the company to showcase to its employees that it cares for employees self development. This plays a big role in increasing the loyalty that an employee feels towards its organization

Employees feedback on the training programme is essential to understand the effectiveness of training programme. Most times, employees better understand the kind of training programme that would help them. It is important to get employees opinion before the creation of new training programmes.

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SUGGESTIONS AND RECOMMENDATIONS

Individual attention may be provided to the trainees in order to encourage their participation and make them perform better at their job.

Employees feedback should be regularly obtained in order to understand the effectiveness of the training programme. In this study, 18% of the employees are not satisfied with the training programme. It is important to understand why these employees are not satisfied with the training programme and what can be done to satisfy these employees.

Training programme should also focus on improving the customer servicing skills of the employees. In this study, 34% of the people did not feel that their customer servicing skills have improved after attending the training programme. In todays service oriented society, it is important for employees to have a strong customer servicing skills.

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ANNEXURE-I
I. General Questions:
1. age: a)18-25 b)25-30 c)30-35 2. educational qualification: a)secondary b)diploma c)UG d)PG: 3. gender: a) male b) female 4. Awareness of training programme : a) yes b) no 5. Attendant of training programme : a) yes b) no 6. Nature of training programme : a) Mostly related to work Related to work 7. Undertake training programme in Future: a) yes b) no 8. Quality of training programme : a) Exellent b) Good 9. Leadership Skill of training programme : a) Agree Disagree c) Disagree c) Disagree b) Neither Agree Nor b) General c) Not

10. Soft skill : a) Agree b) Neither Agree Nor Disagree

11. Better Performance : a) Agree b) Neither Agree Nor Disagree c) Disagree 12. Customer Service Skill : a) Agree b) Neither Agree Nor Disagree c) Disagree 13. Chance of Promotion : a) Agree b) Neither Agree Nor Disagree 14. Relevance of Topics in Training Programme : a) yes b) no 15. Topics covered within right time : a) yes b) no 16. Topics covered easy to understand : a) yes b) no 17. Satisfactory Level of Training : a) Very Satisfied b) Satisfied satisfied nor unsatisfied c) Neither c) Disagree

18.
needed

Suggestion Improvement : a) no improvements b) make the content more relevant c) shorten the training

programme d) lengthen the training programme

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BIBLIOGRAPHY
BOOKS:

1.KOTHARI,C.R RESEARCH METHODOLY,PUBLISHED BY TATA MC.GRAW-HILL PUBLISHING COMPANY LTD.,13TH EDITION,1982.

2. GUPTA,S.P.,AND GUPTA M.P,BUSINESS STATISTICS,PUBLISHED BY SULTAN CHAND & SONS, THIRTY FOURTH EDITIONS,2005.

WEBSITES:

1. www.managementhelp.org 2. http://www.hbg.psu.edu 3. http://www.mactec.com 4. http://www.hrcouncil.com

5. Wilter, Henry (2009). "Should I take online or on-site training?," http://www.easysafetyschool.com/courses/oshaoutreach

6.http://www.astd.org/ASTD/aboutus/AwardsandBestPractices/

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7.(traininganddevelopment.http://www.naukrihub.com

8.(human resources)http://www.businessballs.com

9.www.eurojournals.com/ejsr_24_3_01.pdf

10.www.istddiploma.org

11.(leadership & training) http://www.byrdbaggett.com

12.www.bdu.ac.in/syallbi/affcol/pg/hummgt.pdf

13.(certification Services)http:// www.ptadc.com

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