HR microfinish

Table of contents :

S.No Title Page no1 Chapter 1

Rationale for the study

2-4

2 Chapter 2

Objectives of the study

Title of the project


Scope of the study

5-7

3 Chapter 3

Profile of the company

8-35

4 Chapter 4

Theoretical perceptive

36-62

5 Chapter 5

Research methodology

Research design

Data collection methods/ source

Data analysis (tools) Sample plan

63-65

6 Chapter 6

Data analysis and interpretation

66-85

7 Chapter 7

findings

87

8 Chapter 8

Expected contribution from the study

Suggestion and conclusion

Annexure

Bibliography

88-92

HET’S Institute of Management Studies, Hubli 1


Rationale for the study

This is an attempt to present a progressive detailed discussion on the “A study training

effectiveness of Flowserve microfinish valves pvt ltd Hubli”. Training is the act of

increasing the knowledge & skill of an employee for doing a particular job. In other

words, training improves & moulds the employee’s knowledge, skill, behavior, &

aptitude & attitude towards the requirements of the job & organization for a definite

purpose. I have, over here, tried to make almost a research work on the company’s

training system.

Organization & individual for their survival & attainment of mutual goals should

develop & progress simultaneously; this can be done mainly through training technique.

Because training is the most important technique & it is value addition to the organization

through Human Resource Development for the development of the employee. The

employee she/he been selected, placed & introduced in an organization should be

provided with training facilities in order to adjust & make them suitable for the jobs, as

no organization can get a candidate who exactly matches with the job & organizational

requirements. The trained employees are the valuable assets to any organization. Training

in the organization mainly Vega the difference between the job requirements &

employees present specifications. So employee training is the most important sub-system,

specialized & one of the fundamental operative functions of Human Resource

Development. Organizational efficiency, productivity, progress & development, also

organization viability, stability & growth to greater extent depend on training. If the

required training is not provided it leads to the failure of the performance failure of the

employees. Training enhances the competence, commitment, creativity & contribution for

the organization.

The main objective of this study is to understand the method of training being used by the

company and analyze how the system has enabled the organization to become what it is


today. The entire study has been carried out from the point of both employees and

employers perspective.

This report represents the importance of efficiency of training system adopted by

Flowserve Microfinish valves pvt ltd, and its effects on employee’s performance.

On the base of responses got through the questionnaires data was classified, tabulated,

analyzed and interpreted. Finally conclusion were drawn and recommendations given to

the organization for improving the effectiveness of training.

After observing the results, I interpreted into a conclusion, which further directed me to

find out the loopholes and backlogs. Accordingly, with the meager knowledge and some

kind of intelligence that I carry, I have tried to give necessary suggestions to the

corporate body as to how to overcome its weakness in this system and build up their

strengths. No matter, how ordinary they might be, according to me, they were the actual

recommendations that I could suggest to Flowserve microfinish valves pvt ltd.

This study revealed that the training is very important in informing employees about the

objectives of the organization. The top management is providing proper guidance,

counseling and direction for better performance of employees in the training in

organization



Title of the project

“A study on training effectiveness of Flowserve microfinish valves pvt ltd Hubli”.

How well the employees are performing the job and establish a plan of improvement

plays very important role in determining the success of any industry. Training is the act

of increasing the knowledge & skill of an employee for doing a particular job. In other

words, training improves & moulds the employee’s knowledge, skill, behavior, &

aptitude & attitude towards the requirements of the job & organization for a definite

purpose. It is important to note that organizations have different methods of training to

train their employees.


The objectives of this project are –

To understand training techniques at Flowserve microfinish valves.

To know how the new and the existing employees perceive the training and

development program

To determine the major factors influencing the effectiveness of training program

To investigate the effectiveness current training and development program by

analyzing each factor contributing to its effectiveness HET’S Institute of Management Studies, Hubli 6

To find out the problems involved in measuring the training effectiveness and

making suggestions to improve it.

To find out the satisfaction level of the employees towards the training

To understand the assessment of training needs to the employees and suggesting

ways to improve them.

Scope of the study

The purpose of the study is to get practical knowledge and to get experience and

also to know the various challenges that are faced in the corporate world.

Study the training methods of Flowserve microfinish valves..

To find out the problems in existing training systems.

To know the employees attitude towards the existing training.

To know the effectiveness of the training.



About the company:

Flowserve microfinish group of companies having two units namely Flowserve

microfinish valves pvt ltd. And Flowserve microfinish pumps pvt ltd was established in

1997 to manufacture industrial valves viz. ball valves and plug valves and industrial

pumps viz. ISO pumps and ANSI pumps. The group of companies are located in

industrial area Hubli, which is one of the biggest industrial center in the state of

Karnataka, India Hubli is situated midway between Pune and Bangalore on the NH4

highway and is well connected by road and retail valves and pumps manufacturing units

have a 15,000sq feet and 10,000sq feet of built up area to house the facilities respectively.

Both divisions have an open space of 10,000sq feet and 15,000sq feet respectively for

further expansion.

The two units have excellent machine testing facilities, consisting of CNC’s center lathes,

milling, drilling, and grinding machines, SPMS etc. supported by adequate gauging

measuring instruments. Dedicated staff & workers strive & ensure that quality objectives

are achieved


The units are catering to the needs of major industries in the field of petrochemicals,

Refiners, fertilizers, fire chemicals, Pharmaceuticals, food and beverages and other

general chemical industries.

Flowserve microfinish valves pvt ltd, & flowserve microfinish pumps pvt ltd, have a

documented quality system to meet the requirements of ISO 9001:2000 requirements to

ensure that its orders are processed, products are manufactured to meet the requirements

of the customer. Flowserve microfinish valves pvt, ltd in addition meets requirements of

PED 97/23/EC

Microfinish was set up in the year 1978. The microfinish is manufacturing a industrial

pumps and valves. Microfinish is known for its quality product and has got certificate

from ISO 9002.

In 1998 Flowserve pvt ltd of USA came to India by entering into a joint venture with a

microfinish of Hubli as microfinish is known for its quality products world wide.

The Flowserve Corporation made a technical collaboration with microfinish valves.

Flowserve pvt ltd came to India and gave technical and management training to the

employees of microfinish in the year 1996 and commercialized its business in the year

1998. The training they give was high standard than later microfinish of Hubli was able

to produce spare parts of high quality. When Flowserve pvt ltd inspected the spare parts

which came out to be more than their execution. Later microfinish started its separate

100% exporting unit and came to be known as a flowserve microfinish pvt ltd, Hubli.

Now the Flowserve microfinish pvt ltd exports to more than 15 countries to name few.

1. USA 7. Belgium

2. UK 8. Mexico

3. Germany 9. Hongkong

4. Brazil 10. Korea


5. South Africa 11. Australia

6. Taiwan 12. Singapore

Export oriented unit (EOU) status

As regards with gaining 100% EOU status, it required various formalities such as

preparing a feasible project report and submitting it for approval to the Cochin special

economic zone. The (SE) gives approval only if the report has essential criteria met such

as their export obligations, likely exports and imports etc.

When (SE)gave its approval Flowserve microfinish entered in to an agreement with the

(SE) as the case of Flowserve microfinish, they entered into an agreement with the

execution of the B17 bond (a10 year bond ) the establishment of the factory and the

performance of the unit is evaluated from the 1st year the development officer then

issues the green card to Flowserve microfinish stating that it is a unit under 100%

“export oriented unit “ scheme the green card can be said as a card which gives the 100%

EOU a priority over the other normal units and has a validity of 3 years

As soon as the company gains the status of100% EOU, It is a liable for exemptions

prescribed in the scheme

Income tax 10 years U/S 10(b)

Customs and excise duty

VAT

CST

Share holding pattern


Share holders % of holding Number of equity shares Equity capital

Flowserve(Mauritius)

Corporation, USA

76% 265200 256524000

Microfinish valves

ltd Hubli

24% 837600 8376000

Total 100% 3490000 34900000

Vision of Flowserve microfinish valves pvt ltd:

Vision is to manufacture quality valve products for the process industry world wide. We

embrace the concepts of total quality and people involvement to enhance “TOTAL

QUALITY SATISFACTION” and commit to maintain this standard of excellent through

continual improve and use of quality management system.

Mission of Flowserve microfinish valves pvt ltd:

Mission is to manufacture quality valve products for the process industry world wide. We

embrace the concept of total quality and people involvement to enhance “total customer

satisfaction” and commit to maintain this standard of excellence through continual

improvement and use of quality management system.


Flowserve microfinish group of companies pvt ltd , At Glance

Name & Address of the company Flowserve microfinish group of companies pvt ltd 568/1,

industrial area, Gokul road Hubli-580030

Status of organization Private limited (100% EOU)

Date of registration 19th April 1996

Date of commencement 1st June 1998

Availability of communication Telephone, fax, internet, printer , hard copy ,PO

Cost of project (initial investment) 3 Crores

Exporting capacity 20,000 valves

Turn over per year 20 crores

Applicable act 1. Factory act

2. Provident fund

3. ESI (Employee State Insurance)

4. Bonus Act

5. Payment of gratuity

6. Product processing orders


Bank 1. Canara bank

2. Bank of India

Email [email protected]

[email protected]

Factory area 3/2 acres, built up are 15000 sq.ft

Branches Pumps pvt ltd and valves pvt ltd

Agencies Foreign system pvt –Germany panel kena south ,

Africa united uniworld logistics, US

Export priegn –Singapore

Tele phone & fax no 2233202, 2332301/fax 0836- 2333205

Owner ship pattern

Board of directors

Flowserve Microfinish pvt ltd managed by 5 directors

Mr. Tilak K. vikamshi

Mr. Deepak K. vikamshi

Mr . S. Gopinath

Mr. Michel D. olsen

Mr . jhon m.Nanos

Basic functions of valves:

Starting and stopping flow

Regulating flow volume (frequently called throttling)

Preventing reserve flow

Changing flow direction

Limiting fluid pressure

Competitors to the company:


mailto:[email protected]

mailto:[email protected]

The major competitors to the company are namely

1. BDK valves pvt ltd

2. A.K industrial valves

Achievements of the company:

The company has achieved an ISO 9000-2001 reorganization

The company is also certified for CE – marketing

As per the safety related audit conducted by Flowserve US, the company is

certified as the “safest entity” scoring 99% beating even the Bangalore and

Singapore units

It has also bagged the “best garden award ensuring to get even the ‘best flower’

award”

SWOT analysis of the company:

Strengths:

The company has excellent network, which provide good quality product with

minimum time

ISO standard helps to marketing in international level

The good HR system is their like motivation training to new employees etc.

Feedback, information provided to all employees

Benefits provided by government to 100% EOU unit

The company has unity of teamwork good salary towards to workers

Regular medical checkup and help to employees

They are exempted from tax for the 10 year

No borrowing of money from bank

Weaknesses:

It is not having a separate marketing department

No direct exporting

No international reorganization by its own name

Opportunities:

Potential market for spare parts is growing high


Export order receipt is greater than what they are ask procedure, opportunity to

increase production capacity which ready market is available

Whatever product is exported

Opportunity to enter plug valve market

International customer shows more interest to buy Flowserve microfinish

products

Company has an out of bound logistic management and documentation

Threats

No threats in the sense, no competitor for it because it is not a independent firm but has

got joint venture with Flowserve USA.

Organization chart


B.O.D

Managing director

Manufacturing manager

Purchase & planning in charge

Administration &

Account in charge

Personnel officer

Management representative

Quality assurance in chargeProduction &

assembling in charge

Assistant accountant

Sales & shipping officer

Planning purchase assistant

S.O.1 S.O.2 Local purchaser

Maintenance in charge

Assembly supervisor

Shift 2 in charge

Shift 1 in charge

WORK FLOW MODUEL:


Receiving quality eng

Inspection quality eng

Final product eng

Draught man

PURCHASE ORDER

PLAN AND PURCHASE DEPARTMENT

WORK ORDER FILE

PRODUCTION AND ASSEMBLY

REQUISTION AND STORE

PRODUCTION WIP WORK ORDER

STORES FINISHED

WORK ORDER ASSEMBLY

FINAL INSPECTION

FINAL DESIGN

Planning Department

Plan is drawn to approximate 90% of capacity & 10% capacity is reserved to meet the

“URGENT” amendments. These percentages are indicating and may vary depending

various factors prevailing at the time of plan finalization (above percentage may vary)

Tentative monthly manufacturing planning a particular month is drawn 5 weeks earlier

considering the following elements that is not limited to

1. Delivery date of work order and pending orders

2. Availability of material

3. Feed back from P& A department

Tentative plan is modified / amended if required on basis of feed back information from

other department. Final plan is issued one week earlier to the particular month Final plan

is amended if required on basis the bass of feed back from production and assembly

department. Valves which are planned to be manufactured in a particular month but could

not manufacture are re planned in consultation with the production assembly department

Causes of not meeting the plan are discussed with the production

Reference


ARE I FORM

CUSTOMS PACKING

CUSTOMS INVOICE

RBI- GR FORM OR SDF FORM

FORMA

SHIPPERS INSTRUCTION

ANNEXTURES

1. Work order(pending order statement)

2. Inputs from production and assembly department

3. Monthly manufacturing plan(tentative and final)

Responsibility

Planning and purchase in charge responsible for drawing tentative and final “monthly

manufacturing plan through planning officer. Production and assembly in charge is

responsible for modifying the plan to meet urgent customer requirements Supplier will

send the bio-data and resume of that product before ordering.

Microfinish sends the sample to that companies purchase dept is concerned to the

importer wants whether the customer is having good laboratory or not. Rajkot is No.1 for

machinery and raw material. The supplier has to send the raw material according to the

drawing of company requirements. The suppliers will give the raw material in the form of

dice.

Purchase department

Objective

To ensure that al purchase or processed items and services meet the specified

requirements

Responsibility

Planning and purchase in charge is responsible for approval of suppliers vendor rating

Planning and purchase in charge is responsible for controlling procurement and utilizing

qualified suppliers

Planning assistant is coordinating with quality assurance department for evolution of

suppliers and submitting the report to planning and purchase in charge for revival and

approval


Procedure

1. Evolution of suppliers

The potential suppliers are identifying based on their introduce

2. Type of control exercised on approved suppliers

3. Purchasing data

4. Verification of purchased processed products

Quality department

Quality: quality refers to the degree of perfection as perceived by user of the product.

The main objective of the quality assurance department is to maintain a consistent

appraisal of quality of the product at all stages of manufacturing till the product is

dispatched.

Testing of ball valves

Objective: to ensure pressure containing capability of the valves as to ensure through

valves

Scope

Hydrostatic shell test of body and tail peace

Break away to test (under pressure) of assembled valve

Break way torque test (No load after 4 shares) of assembled valves

Responsibility

Final pneumatic seat test of assembled valve


PDT engineer / testing personnel are responsible to carry out the test

Testing of plug valves

Objective

To ensure pressure containing capability of the valve as well as to ensure torque valves.

Scope

Hydrostatic shell test of plug valve body

Pneumatic seat test of assembled valve

Break away torque test of assembled valves

Responsibility

PDT engineer/testing personnel are responsible to carry out the tests

Corrective/ preventive actions relating to defective items

Objective

To ensure that the corrective and preventive actions relating to the defective items are

mentioned through P&P scope.

Scope This procedure is applicable to the potential causes of defects in consisting bought

out items and sub contracted items identifies at any stage of inspection and testing

needing correction action.

Responsibility

QA personnel are responsible for identifying the potential caused of defects in the casting

and till the casting and till the casting defects reports back the P&P department and to

inspect , test , rectify castings or identify whichever the defect per usual in rectified

castings. Concerned section quality engineer are responsible for maintaining the casting

defect report


Quality responsibility

Maintenance of quality policy

Ensuring the quality of product are verified with standard or customers

requirement

Taking corrective & preventive actions for system none

Conformities & customers complicate related to the department

Assisting purchase & planning department head in sub contract rating & vendor

evaluation.

Implementing & maintenance of quality systems

Holding the N C products & review of the same qualifying the special process & for

maintaining qualification records

Quality assurance

Planned & systematic actions necessary to provide adequate that a product or service will

satisfy given requirement for quality

Quality assurance serves s a managements serves as a management tool in contractual

situations. QA also serves to provide confidence in the supplier

Functions of quality assurance department

Incoming material inspection.

In process inspection.

Final inspection.

Incoming material inspection


All materials are coming from out side such as casting bars and bought items, nuts, bolds

and picking and subcontract items are inspected as per the drawings or according to the

applicable work instruction.

Receiving quality engineer is responsible to ensure that the quality of incoming

components / raw materials or products is in accordance with the established methods

and the quality of all accepted items is conforming to the specified requirements.

Receiving quality engineer is also responsible for identifications of items. Receiving non-

conforming produces competition sub-contractor rating and test the sample material as

per the work instructions.

In process inspection

Components taken for further process are also inspected. Materials that are used in the

manufacturing process are also inspected periodically.

In process quality engineer is responsible to ensure that the in process components / raw

materials / products in accordance with the established methods and the quality of all

accepted items are conforming to the specified requirements.

In process quality engineer is also responsible for identifications of items receiving non

conforming products/components and for maintaining quality records and maintain

quality records and testing and maintaining hydro shell testing reports of casing and

cover.

In process quality engineer is also responsible for ensuring that the special process are in

accordance with the established methods. special process carried out by in process quality

engineer is as follows.

a) Welding.


In process quality engineer is responsible for continuously monitoring the welding

process so as to ensure that it is in compliance with documented procedure. All

the welding process parameters are listed in welding process specification and are

carried out by a qualified welder.

b) Painting.

Painting is carried out as for work instruction of painting specialization and the

painter have been qualified based on the past experience.

Final inspection

This inspection is mainly to check if any of the lapses that may have occurred in the

above stages.

Final product engineer is responsible for ensure that the products are in accordance with

the established methods and the quality of all accepted items is conforming to the

specified requirements.

Final product engineer is also responsible for identification of items receiving non

conforming products/components and for maintaining quality records and to ensure that

all assembled products/components are identified with regard to inspection and test

results.

Final product engineer is also responsible for issuing test certificates, material certificates

compliance and warranty certificates as against requirement of work order for closing all

positive recall loops.


Final product engineer is also responsible for inspection of painted product / components

as per specification. Final product engineer is also responsible for to ensure that all out

going components/products are subjected to dispatch inspection. He verifies the

components/products materials of construction, site, and class. Special requirements and

materials etc with W.O and ensure that the sample tested valves are packed with

identified box and note down the box identification and then the inspection and testing

results is note down in the dispatch inspection report.

Inspection color codes used by the QA department

Green: conforming.

Black: accepted on deviation.

Yellow: rework.

Red: reject.

Dark Blue: hold.

Sales department

Objective

To achieve maximum customer satisfaction, to treat all department as immediate

customer & work towards common goal of “total customer satisfaction”

Scope

This procedure is applicable for sales coordination & service department personnel.

Procedure

The responsibility of HOD is set by the top management or the managing director.

Changing the responsibilities assigning new responsibility & changing the scope of

existing responsibility are in the scope of same function setting the responsibility of all

the personnel in the department lies with the HOD

Responsibility

Department personnel HOD: resource requirement order acceptance, documents approval

prices, activities related to the managed review, ensuring corrective & preventive action, HET’S Institute of Management Studies, Hubli 25

solving customer complaints, identification of training needs, maintenance of quality

records.

Sales engineer(tender reviews TR): Tender/ enquiry review price estimation &follow up

amendments review (TED/ENQ) work order & amended work order approval, sales

drawing correspondence (TED/ENQ), customer supplied product follow up, inspection

call correspondence updating of Ted/enquiry list preparation of cancellation note,

maintenance of concerned quality records attending the customers during their visit .

Sales engineer (order review OR): order review, amendment review(order) preparation &

issue of work, orders & amended work orders, sales drawing correspondence (orders),

review & correspondence of customer property order acceptance review, maintenance of

concerned quality records control of system documents.

Customer service engineer: attending the customer complaints preparation & submission

of summary of complaints product cost estimation, submission of summary of cancelled

orders, cost of attending complaints attending the rectifications on chargeable basis

maintenance of concerned quality records control of system documents.

Dispatch officer: Handling, storage, packing, & delivery status, allocation of stock

shipping & final documents correspondence, sales returns maintenance of concerned

records attending the customers during their visit.

Handling, packing, cleaning, storage, & delivery

Objective

The main objective of this department is to ensure that value product/ components are

property handled cleaned, stored, to prevent damage to ensure proper packing and

delivery

Scope

This work instruction is applicable for handling and cleaning of valves during storage

packing and delivery

Storage of the stock valve which are generated due to following


a. Change in specification

b. Cancellation of order

c. Sales return

d. Reduction in ordered

e. Packing and delivery of valves produces components released for dispatch

Responsibility

Sales engineer (order review) is responsible to review for special packing special storages

and delivery requirements in coordination with the concerned department. Dispatch

officer is responsible to ensure proper handling, cleaning, storage, preservation, packing

and delivery. Dispatch officer is responsible to ensure issue and receipt of all stock valves

Procedure

Handling

All valves are property handled and necessary care is taken while handling and

precautions are taken to prevent damages or deterioration

Cranes and suitable equipment are used for handling or higher site valve which

suitable care as per IOM manual

Cleaning

Whenever special cleaning is required like for oxygen service it will be conveyed to

concerned department storage.

Storage

Designed storage areas are identified for all stock valves for the proper storage

Reallocation of valves will be done as per sales returns work instructions

All stock valves are tested before dispatch scope of testing


Valves kept in stock for mare than 6 months and less than year from the date of

manufacture processed for performance list.

Valves kept in stock for more than one year from the date of manufacture

Valves will be properly stored to avoid damages

All finished non corrosion resistant valves will be primed or painted before

dispatch.

Before shipment parts & equipment will have exposed bare metallic surfaces

protected with a rust preventative. Exposed sealing surfaces will be protected

from mechanical dames for shipping.

Dispatch officer will ensure the issue and receipt of all stock valves

Packing

Upon the receipt of information about completion of final inspection accepted

valves are packed as per customer requirements or as explained below

The invoice and delivery challan is prepared as per work instruction preparation

of invoice and delivery challan the valve products are checked against packing

slip before packing.

Dispatch officer will study the packing slip through and will collect the valve

numbers from availability assurance department against packing slip valves will

be segregated as per packing ship and dispatch officer will ensure that all valves

are undergone final inspection before packing for spare before packing dispatch

officer will ensure that there are properly identified will respect to purchase order

Following detail are taken by care by dispatch officer while checking i.e packing

box marketing for exports, destination address, name of client or banker name ,


name of transporter, identification and number (invoice number), supplier and

number of boxes

Delivery

After the receipt of information about dispatch inspection accepted valves are dispatched

as per customer requirements if damage is in packing dispatch officer will allocate for

repacking after ensuring that there is no damage on product and dispatch officer will

evaluate the cause and take the corrective and preventive action to avoid such type of

damage

Customer satisfaction survey

Objective

The primary objective of this department is to monitor customer satisfaction

Scope

This is applicable to all customers

Responsibility

HOD through customer service engineer is responsible for customer satisfaction survey.

Procedure

To monitor customer satisfaction or dissatisfaction, a questioner is prepared which

includes various points like, communication, quality, delivery and stock etc and send to

the customer for review and comments. Based on the points obtained customer


satisfaction index is calculated, in terms of customer satisfaction index =points scored

/total points.

If the obtained % is less than the benchmark the areas where customer is dissatisfied or

identified and verified concerned personal shall be informed so the corrective actions are

incited suggestion for improvement solicited from customer which are implemented

wherever feasible.

Records

Customer satisfaction survey

Customer complaints

Objective

Primary objective is to ensure that customer complaints are solved and attended to the

customer satisfaction

Scope

This work instruction is applicable for the customer complaints involving rectification or

replacement.

Responsibility

The sales engineer is responsible to attend the customer complaints

Procedure HET’S Institute of Management Studies, Hubli 30

After studying the nature of customer complaints requisition will be forwarded to the

concern department accordingly same will be followed until the complaints is solved

For the customer complaints where re-execution is involved due to wrong supply , short

supply or damage of valve or components requisition will be issued purchase production

and assembly quality assurance department

For customer complaints very rectification of valves or its components is involved and

which is to be carried out at our end. Requisition will be issued to purchase production

and assembly quality assurance department.

Reference

Complaints received from customer

Purchase order or work and its amendments if any.

Records

Customer complaints

requisition

Shipping and documentation

Objective

The main objective of this department is to ensure that all the shipping documents are

processed as per customer specification

Scope

This procedure applicable to all the orders

Responsibility


Dispatch officer is responsible to get all shipping and final documents for proper

execution with concerned department

Procedure

Documents consists of but not limited to following are prepared by dispatch officer in

coordination with concerned department personnel number of sets will be prepared as per

requirement & sent to the customer one set of document are property filed in the

concerned file property filed in the concerned file.

Invoice

Packing ship/ delivery challan

Test certificate

Guarantee certificate

L.R/ R.R/ C.R/ R.P.F/ V.PP/acknowledgement

Reference

Purchase order

Amendments to the PO.

Work instruction for preparation of invoice & delivery challan

Production & assembly department

Production

It is one of the vital activities of every firm. It is which ensures the production process is

identified planned and carried out under controlled conditions in accordance with the

monthly manufacturing plan. The objective of this department is to improve the

productivity to reduce the cost of production without any compromise on quality and to

manufacture non defective products by training their workers


Objective

Productivity improvement

To reduce cost manufacturing with out compromising quality

Manufacture non defective product by training people

Process of production

Receipt work order

Preparation of monthly plan

Cross refer with BOM (bill of materials)

Collection of material

Preparation of daily production plan and job cards process drawing

Processing and stage wise inspection

1st piece inspection report & run charts

Assembly

Painting

Corrective /preventive actions monitoring and measurement

Servicing

Objective

The objective of this department is to ensure that rectification valve or lts components on

chargeable basis are attended to the customer satisfaction

Scope

This work instruction is applicable for all valves or its components received for

rectification on chargeable basis


Responsibility

The customer service engineer is responsible for estimation preparation and

submission charges of rectification or replacement.

Sales engineers (order review) is responsible for the preparation of own order

after the receipt of purchase order from client

Sales engineer (tender reviews) is responsible to verify approve the work order

Procedure

After receipt of information from client if rectification/replacement is to be carried out at

site a prescribed format of “request to arrange for materials for rectification at site will be

issued to planning and purchase quality assurance and production & assembly department

to the materials for rectification at site are technician or service engineer will be deputed

with necessary materials . After completion of job at site debit note for a greed service

charge will be sent ff the client and invoice will be raised for the spares replaced after

receipt of purchase order for the same.

If the replacement / rectification is to be carried out at our end rectification charges will

be estimated & informed to the client. After the receipt of purchase order from client

“work instruction preparation of work order amendment “will be followed.

Reference

All correspondence will client

Purchase order /LOI/ TOI/ POI/specification sheet

Amendments (if any)

Work order

Cancellation note

Administration & accounts department


Objective

This procedure establishes the responsibilities and authorities for various activities of

administration and accounts function.

Scope

This procedure is applicable for administration and accounts function personnel

Procedure

The responsibilities of the administration department & account in charge are set by the

managing director / chief operations officer. Changing responsibilities and changing the

scope of existing responsibilities are scope of the same function setting the

responsibilities of all the personnel in the function lies with the administration and

accounts in charge.

Finance

Handling Inventory management, working capital management, selective control of

inventory i.e. ABC analysis.

Department personnel and their responsibilities

1. Account assistant

Preparation of out standing debtors and creditors list on regular basis

Issue if bank guarantees, in dimity bond and follow up to expired bank

guarantees for cancellation

Maintenance of account books , inventory and tally

Writing of cheques

Handling of cash payments

Issue of ‘C’ forms

2. Personnel officer HET’S Institute of Management Studies, Hubli 35

Responsible for preparation and filling of statutory returns like PF, ESI ,

gratuity, PT etc.

Salary computation

Renewal of factory licenses and filling of statutory returns

Providing training to the employees at all levels of organization

Coordinating training activities with all department heads

Arranging for the recruitments

Assisting the manufacturing manager on safety manager on safety matters

in the organization

Maintaining personnel records

Coordinating 5s activities

Functions

Requirement

Objective: This procedure list responsibility and authorities to recruit the personnel as

and when required

Training

Objective: The objective this procedure is to provide is to provide the adequate training

to the personnel of all department performing activities affecting quality.

Safety

Objective: To ensure safe and healthy environment for personnel.

Documents and data control

Inventory information


Objective: to ensure control of inventory of documents and data is being used in the

department and data being used in the department in electronic media.

Accounting information

Objective: to ensure control of accounting information and data is being used in the

department

ISO system documents

Objective: to ensure control of ISO system documents and data is being used in the

concerned departments

Excel & word files

Objective: to ensure control of data in excel & word files being used in the concerned

departments

Calibration

Objective: to ensure control of calibration data being used in the concerned departments

CNC program

Objective: to ensure control of CNC program data being used in the departments


Introduction about training:

Organization & individual for their survival & attainment of mutual goals should develop

& progress simultaneously; this can be done mainly through training technique. Because

training is the most important technique & it is value addition to the organization through

Human Resource Development for the development of the employee.

The employee she/he been selected, placed & introduced in an organization should be

provided with training facilities in order to adjust & make them suitable for the jobs, as no

organization can get a candidate who exactly matches with the job & organizational

requirements.


The trained employees are the valuable assets to any organization. Training in the

organization mainly Vega the difference between the job requirements & employees present

specifications. So employee training is the most important sub-system, specialized & one

of the fundamental operative functions of Human Resource Development. Organizational

efficiency, productivity, progress & development, also organization viability, stability &

growth to greater extent depend on training. If the required training is not provided it leads

to the failure of the performance failure of the employees. Training enhances the

competence, commitment, creativity & contribution for the organization.

Training is the act of increasing the knowledge & skill of an employee for doing a

particular job. In other words, training improves change & moulds the employee’s

knowledge, skill, behavior, & aptitude & attitude towards the requirements of the job &

organization for a definite purpose.

Need for training:

i. To match the employee specifications with the job requirements & organizational

needs. Training is needed to fill these gaps by developing & molding the

employee’s skill, knowledge, attitude, behavior etc to tune the organization needs

& job requirements.

ii. For the organizational viability & transformation process so the organization has

to train its employees to impart specific skills & knowledge in order to contribute

to organizational efficiency & to cope with the changing environment


iii. Every organization in order to survive & to be effective should adopt the latest

technology i.e. mechanization, computerization & automation. So to adopt these

technologies the organization should train the employee to operate them & enrich

them in the areas of changing technical skills & knowledge from time to time.

iv. For the organizational complexity it occurs because of the increased

mechanization & automation manufacturing the products & by-products or

dealing in services of diversified lines extension of operations to various regions

& overseas countries. This creates a complex problem, & this situation calls for

training in the skills of coordination, integration, & adaptability to the

requirement of growth, diversification & expansion.

v. Training is necessary when existing employee is promoted to higher level in the

organization or when there is some new job due to transfer. It is also necessary to

equip the old employee with the new techniques or technology & advanced

disciplines.

vi. It is necessary for maintaining human relation besides maintaining sound

industrial relations & also to deal with the human problems.

The Training needs also arise to:

Increase productivity

Improve the quality of the product/service

Improve organizational climate.

Effect personal growth

Help a company to fulfill its future personnel needs.

Prevent obsolescence

Minimize the resistance to change


Objectives of training:

To prepare both the old & new employee to meet the present as well

as changing requirements of the job & the organization.

To prevent obsolescence.

To prepare employee for the higher-level tasks.

To ensure smooth & efficient working of the department.

To ensure economical output of the required quality.

To impart knowledge & skills for new entrants for an intelligent

How to make training effective:

Determine the training needs through job description, performance appraisal,

potential appraisal and discussion with employees.

Prepare a training calendar in discussion with the managers concerned.

Define the training objectives specifically.

Select the efficient faculty

Training Process:

Steps:

1) Design the training needs

2) Job and organizational analysis

3) Evaluate the trainee


4) Prepare cost budget and foresee budget

5) Design training content, teaching methods and media

6) Prepare the instructions

7) Get ready to teach

8) Implement the training program

9) Present the operations

10) Gain the acceptance of the program

11) Try out the trainees performance

12) Evaluate the results

13) Update the program

How training benefits to the organization

Lead to improve profitability and improves the job knowledge and skills at all level of

the organization

Improve the moral of the work force

Helps create better corporate image

Improves relation between boss and employee

Helps prepare guidelines for work

Provides information for future needs in all areas of the organization

Helps keep costs down in many areas, e. g. production, personal, administration, etc

Develops sense of responsibility to the organization for being competent and

knowledge

Improve labour-management relation

Reduces outside consulting costs by utilizing competent internal consultation


Creates an appropriate climate for growth, communication

Improves organizational communication

Helps employees adjust to change

Organization gets more effective decision-making and problem-solving skill

Benefits to the individual:

Helps the individual in marketing better decisions and effective problem solving

Encouraging and achieving self-development and self-confidence

Helps a person handle stress tension, frustration and conflict

Provides information for improving leadership, knowledge, communication skills and

attitudes

Increases job satisfaction and recognition

Methods and techniques of training:

There are mainly two methods adopted by every industry and organization to train

their employees

On The Job Training

Off The Job Training

On The Job Training:

Orientation training

Job instruction training

Apprentice training


Internships & assistantship

Job rotation

Coaching

Off The Job Methods:

Vestibule

Lecture

Special study

Films

Television

Conference or discussion

Case study

Role playing

Simulation

Programmed instruction

Laboratory training

Audio-visual

Techniques Description

Ice Breaker Games to get team members know each other

Leading Games Exercise to each different style of leadership

Skill Games Test to develop analytical skills


Communication Games Exercise to build bias free listening and talking

Strategic planners Games to test ability to plan ahead

Team building games Exercise requiring collaborative effort

Role reversal Exercise to teach plurality of view

Doubling Bring out the ideas that are not often expressed

Techniques of Training:

Methods of Training Evaluation:

Immediate assessment of trainee’s reaction to the program.

Knowing trainees expectations before the training program and collecting their views

regarding the attainment of the expectations after training.

Seeking opinion of the trainee’s superior regarding his / her job performance and

behavior before and after training.

Evaluation of trainee’s skill level before and after training program.

Measurement of improvement in trainees on the job.

Cost – benefit analysis of the training program

Seeking opinion of trainees colleagues regarding his / her job performance and

behavior

Measurement of levels in absenteeism, turnover, wastage / scrap, accidents, breakage

of the machinery during pre and post period of the training program.

Training Program Evaluation

Training and learning evaluation, feedback forms, action plans and follow-up.

There have been many surveys on the use of evaluation in training and development.

While surveys might initially appear heartening, suggesting that many


trainers/organizations use training evaluation extensively, when more specific and

penetrating questions are asked, it is often the case that many professional trainers and

training departments are found to use only 'reactionaries' (general vague feedback forms),

including the invidious 'Happy Sheet' relying on questions such as 'How good did you

feel the trainer was?', and 'How enjoyable was the training course?'. As Kirkpatrick,

among others, teach us, even well-produced reactionaries do not constitute proper

validation or evaluation of training.

For effective training and learning evaluation, the principal significant questions

should be:

To what extent were the identified training needs objectives achieved by the

programme?

To what extent were the learners' objectives achieved?

What specifically did the learners learn or be usefully reminded of?

What commitment have the learners made about the learning they are going to

implement on their return to work?

How successful were the trainees in implementing their action plans?

To what extent were they supported in this by their line managers?

To what extent has the action listed above achieved a Return on Investment (ROI)

for the organization, either in terms of identified objectives satisfaction or, where

possible, a monetary assessment.

Organizations commonly fail to perform these evaluation processes, especially

where:

The HR department and trainers, do not have sufficient time to do so, and/or


http://www.businessballs.com/trainingprogramevaluation.htm#training%20roi%23training%20roi

The HR department does not have sufficient resources - people and money - to do

so.

Obviously the evaluation cloth must be cut according to available resources (and the

culture atmosphere), which tend to vary substantially from one organization to another.

The fact remains that good methodical evaluation produces a good reliable data;

conversely, where little evaluation is performed, little is ever known about the

effectiveness of the training.

Evaluation of Training

There are the two principal factors which need to be resolved:

Who is responsible for the validation and evaluation processes?

What resources of time, people and money are available for validation/evaluation

purposes? (Within this, consider the effect of variation to these, for instance an

unexpected cut in budget or manpower. In other words anticipate and plan

contingency to deal with variation.)

Responsibility for the Evaluation of Training

Traditionally, any evaluation or other assessment has been left to the trainers "because

that is their job..." The contention is that a 'Training Evaluation Quintet' should exist,

each member of the Quintet having roles and responsibilities in the process Considerable

lip service appears to be paid to this, but the actual practice tends to be a lot less.

The 'Training Evaluation advocated consists of:

senior management

The trainer HET’S Institute of Management Studies, Hubli 47

line management

the training manager

the trainee

Each has their own responsibilities, which are detailed below.

Senior Management - Training Evaluation Responsibilities

Awareness of the need and value of training to the organization.

The necessity of involving the Training Manager (or equivalent) in senior

management meetings where decisions are made about future changes when

training will be essential.

Knowledge of and support of training plans.

Active participation in events.

Requirement for evaluation to be performed and require regular summary report.

Policy and strategic decisions based on results and ROI data.

The Trainer - Training Evaluation Responsibilities

Provision of any necessary pre-programme work etc and programme planning.

Identification at the start of the programme of the knowledge and skills level of the

trainees/learners.

Provision of training and learning resources to enable the learners to learn within the

objectives of the programme and the learners' own objectives.

Monitoring the learning as the programme progresses.

At the end of the programme, assessment of and receipt of reports from the learners

of the learning levels achieved.

Ensuring the production by the learners of an action plan to reinforce, practice and

implement learning.

The Line Manager - Training Evaluation Responsibilities

Work-needs and people identification.

Involvement in training programme and evaluation development.

Support of pre-event preparation and holding briefing meetings with the learner. HET’S Institute of Management Studies, Hubli 48


Giving ongoing, and practical, support to the training programme.

Holding a debriefing meeting with the learner on their return to work to discuss, agree

or help to modify and agree action for their action plan.

Reviewing the progress of learning implementation.

Final review of implementation success and assessment, where possible, of the ROI.

The Training Manager - Training Evaluation Responsibilities

Management of the training department and agreeing the training needs and the

programme application

Maintenance of interest and support in the planning and implementation of the

programs, including a practical involvement where required

The introduction and maintenance of evaluation systems, and production of regular

reports for senior management

Frequent, relevant contact with senior management

Liaison with the learners' line managers and arrangement of learning implementation

responsibility learning programs for the managers

Liaison with line managers, where necessary, in the assessment of the training ROI.

The Trainee or Learner - Training Evaluation Responsibilities

Involvement in the planning and design of the training programme where possible

Involvement in the planning and design of the evaluation process where possible

Obviously, to take interest and an active part in the training programme or activity.

To complete a personal action plan during and at the end of the training for

implementation on return to work, and to put this into practice, with support from the

line manager.

Take interest and support the evaluation processes.

Although the principal role of the trainee in the programme is to learn, the learner must

be involved in the evaluation process. This is essential, since without their comments

much of the evaluation could not occur. Neither would the new knowledge and skills be




implemented. For trainees to neglect either responsibility the business wastes its

investment in training. Trainees will assist more readily if the process avoids the look and

feel of a paper-chase or number-crunching exercise. Instead, make sure trainees

understand the importance of their input - exactly what and why they are being asked to

do.

Training Evaluation and Validation Options

As suggested earlier what you are able to do, rather than what you would like to do or

what should be done, will depend on the various resources and culture support available.

The following summarizes a spectrum of possibilities within these dependencies.

1 - Do nothing

Doing nothing to measure the effectiveness and result of any business activity is never a

good option, but it is perhaps justifiable in the training area under the following

circumstances:

If the organization, even when promoted, displays no interest in the evaluation

and validation of the training and learning - from the line manager up to the board

of directors.

If you, as the trainer, have a solid process for planning training to meet

organizational and people-development needs.

If you have a reasonable level of assurance or evidence that the training being

delivered is fit for purpose, gets results, and that the organization (notably the line

managers and the board, the potential source of criticism and complaint) is happy

with the training provision.

You have far better things to do than carry out training evaluation, particularly if

evaluation is difficult and cooperation is sparse.

However, even in these circumstances, there may come a time when having kept a basic

system of evaluation will prove to be helpful, for example:


You receive have a sudden unexpected demand for a justification of a part or all

of the training activity. (These demands can spring up, for example with a change

in management, or policy, or a new initiative).

You see the opportunity or need to produce your own justification (for example to

increase training resource, staffing or budgets, new premises or equipment).

You seek to change job and need evidence of the effectiveness of your past

training activities.

Doing nothing is always the least desirable option. At any time somebody more senior to

you might be moved to ask "Can you prove what you are saying about How successful

you are?" Without evaluation records you are likely to be at a loss for words of proof.

2 - Minimal action

The absolutely basic action for a start of some form of evaluation is as follows:

At the end of every training programme, give the learners sufficient time and support in

the form of programme information, and have the learners complete an action plan based

on what they have learned on the programme and what they intend to implement on their

return to work. This action plan should not only include a description of the action

intended but comments on how they intend to implement it, a timescale for starting and

completing it, and any resources required, etc. A fully detailed action plan always helps

the learners to consolidate their thoughts. The action plan will have a secondary use in

demonstrating to the trainers, and anyone else interested, the types and levels of learning

that have been achieved.

The learners should also be encouraged to show and discuss their action plans with their

line managers on return to work, whether or not this type of follow-up has been initiated

by the manager.


3 - Minimal desirable action leading to evaluation

When returning to work to implement the action plan the learner should ideally be

supported by their line manager, rather than have the onus for implementation rest

entirely on the learner. The line manager should hold a debriefing meeting with the

learner soon after their return to work, covering a number of questions, basically

discussing and agreeing the action plan and arranging support for the learner in its

implementation. As described earlier, this is a clear responsibility of the line manager,

which demonstrates to senior

Management, the training department and, certainly not least, the learner, that a positive

attitude is being taken to the training. Contrast this with, as often happens, a member of

staff being sent on a training course, after which all thoughts of management follow-up

are forgotten.

The initial line manager debriefing meeting is not the end of the learning relationship

between the learner and the line manager. At the initial meeting, objectives and support

must be agreed, then arrangements made for interim reviews of implementation progress.

After this when appropriate, a final review meeting needs to consider future action.

This process requires minimal action by the line manager - it involves no more than the

sort of observations being made as would be normal for a line manager monitoring the

actions of his or her staff. This process of review meetings requires little extra effort and

time from the manager, but does much to demonstrate at the very least to the staff that

their manager takes training seriously.

4 - Training program basic validation approach

The action plan and implementation approach described in (3) above is placed as a

responsibility on the learners and their line managers, and, apart from the provision of

advice and time, do not require any resource involvement from the trainer. There are two


further parts of an approach which also require only the provision of time for the learners

to describe their feelings and information. The first is the reactionnaire which seeks.

The views, opinions, feelings, etc., of the learners about the program. This is not at a

'happy sheet' level, nor a simple tick-list - but one which allows realistic feelings to be

stated.

This sort of reactionaries is described in the book ('Assessing the Value of Your

Training', Leslie Rae, Gower, 2002). This evaluation seeks a score for each question

against a 6-point range of Good to Bad, and also the learners' own reasons for the scores,

which is especially important if the score is low.

Reactionaries should not be automatic events on every course or programme. This sort of

evaluation can be reserved for new programs (for example, the first three events) or when

there are indications that something is going wrong with the programme.

The next evaluation instrument, like the action plan, should be used at the end of every

course if possible. This is the Learning Questionnaire (LQ), which can be a relatively

simple instrument asking the learners what they have learned on the programme, what

they have been usefully reminded of, and what was not included that they expected to be

included, or would have liked to have been included. Scoring ranges can be included, but

these are minimal and are subordinate to the text comments made by the learners. There

is an alternative to the LQ called the Key Objectives LQ (KOLQ) which seeks the

amount of learning achieved by posing the relevant questions against the list of Key

Objectives produced for the programme. When a reactionnaire and LQ/KOLQ are used,

they must not be filed away and forgotten at the end of the programme, as is the common

tendency, but used to produce a training evaluation and validation summary.

A factually-based evaluation summary is necessary to support claims that a programme is

good/effective/satisfies the objectives set'. Evaluation summaries can also be helpful for

publicity for the training programme, etc.


Example Learning Questionnaires and Key Objectives Learning Questionnaires are

included in the set of free evaluation tools.

5 - Total Evaluation Process

If it becomes necessary the processes described in (3) and (4) can be combined and

supplemented by other methods to produce a full evaluation process that covers all

eventualities. Few occasions or environments allow this full process to be applied,

particularly when there is no Quintet support, but it is the ultimate aim. The process is

summarized below:

Training needs identification and setting of objectives by the organization

Planning, design and preparation of the training programs against the objectives

Pre-course identification of people with needs and completion of the preparation

required by the training programme

Provision of the agreed training programs

Pre-course briefing meeting between learner and line manager

Pre-course or start of programme identification of learners' existing knowledge,

skills and attitudes, ('3-Test' before-and-after training example tool and manual

version and working file version)

Interim validation as programme proceeds

Assessment of terminal knowledge, skills, etc., and completion of

perceptions/change assessment ('3-Test' example tool and manual version and

working file version)

Completion of end-of-programme reactionary

Completion of end-of-programme Learning Questionnaire or Key Objectives

Learning Questionnaire

Completion of Action Plan

Post-course debriefing meeting between learner and line manager

Line manager observation of implementation progress

Review meetings to discuss progress of implementation

Final implementation review meeting HET’S Institute of Management Studies, Hubli 54

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Assessment of ROI

The Trainer's Overall Responsibilities - Aside From Training

Evaluation

Over the years the trainer's roles have changed, but the basic raison-d'être for the trainer

is to provide efficient and effective training programmes. The following suggests the

elements of the basic role of the trainer, but it must be borne in mind that different

circumstances will require modifications of these activities.

1. The basic role of a trainer (or however they may be designated) is to offer and provide

efficient and effective training programmes aimed at enabling the participants to learn the

knowledge, skills and attitudes required of them.

2. A trainer plans and designs the training programmes, or otherwise obtains them (for

example, distance learning or e-technology programmes on the Internet or on CD/DVD),

in accordance with the requirements identified from the results of a TNIA (Training

Needs Identification and Analysis) for the relevant staff of an organizations or

organizations.

3. The training programmes cited at (1) and (2) must be completely based on the TNIA

which has been: (a) completed by the trainer on behalf of and at the request of the

relevant organization (b) determined in some other way by the organization.

4. Following discussion with or direction by the organization management who will have

taken into account costs and values (eg ROI - Return on Investment in the training), the

trainer will agree with the organization management the most appropriate form and

methods for the training.

5. If the appropriate form for satisfying the training need is a direct training course or

workshop, or an Intranet provided programme, the trainer will design this programme

using the most effective approaches, techniques and methods, integrating face-to-face

practices with various forms of e-technology wherever this is possible or desirable.



6. If the appropriate form for satisfying the training need is some form of open learning

programme or e-technology programme, the trainer, with the support of the organization

management obtain, plan the utilization and be prepared to support the learner in the use

of the relevant materials.

7. The trainer, following contact with the potential learners, preferably through their line

managers, to seek some pre-programme activity and/or initial evaluation activities,

should provide the appropriate training programme(s) to the learners provided by their

organization(s). During and at the end of the programme, the trainer should ensure that:

(a) an effective form of training/learning validation is followed (b) the learners complete

an action plan for implementation of their learning when they return to work.

8. Provide, as necessary, having reviewed the validation results, an analysis of the

changes in the knowledge, skills and attitudes of the learners to the organization

management with any recommendations deemed necessary. The review would include

consideration of the effectiveness of the content of the programme and the effectiveness

of the methods used to enable learning, that is whether the programme satisfied the

objectives of the programme and those of the learners.

9. Continue to provide effective learning opportunities as required by the organization.

10. Enable their own CPD (Continuing Professional Development) by all possible

developmental means - training programmes and self-development methods.

11. Arrange and run educative workshops for line managers on the subject of their

fulfillment of their training and evaluation responsibilities.

Dependent on the circumstances and the decisions of the organization management,

trainers do not, under normal circumstances:

1. Make organizational training decisions without the full agreement of the organizational

management.


2. Take part in the post-programme learning implementation or evaluation unless the

learners' line managers cannot or will not fulfil their training and evaluation

responsibilities.

As a final reminder, unless circumstances force them to behave otherwise, the trainer's

role is to provide effective training programmes and the role of the learners' line

managers is to continue the evaluation process after the training programme, counsel and

support the learner in the implementation of their learning, and assess the cost-value

effectiveness or (where feasible) the ROI of the training. Naturally, if action will help the

trainers to become more effective in their training, they can take part in but not run any

pre- and post-programme actions as described, always remembering that these are the

responsibilities of the line manager.

A Note about ROI (Return on Investment) In Training

Attempting financial ROI assessment of training is a controversial issue. It's a difficult

task to do in absolute terms due to the many aspects to be taken into account, some of

which are very difficult to quantify at all, let alone to define in precise financial terms.

Investment - the cost - in training may be easier to identify, but the benefits - the return -

are notoriously tricky to pin down. What value do you place on improved morale?

Reduced stress levels? Longer careers? Better qualified staff? Improved time

management? All of these can be benefits - returns - on training investment. Attaching a

value and relating this to a single cause, ie, training, is often impossible. At best

therefore, many training ROI assessments are necessarily 'best estimates'.

If ROI-type measures are required in areas where reliable financial assessment is not

possible, it's advisable to agree a 'best possible' approach, or a 'notional indicator' and

then ensure this is used consistently from occasion to occasion, year on year, course to

course, allowing at least a comparison of like with like to be made, and trends to be

spotted, even if financial data is not absolutely accurate.


In the absence of absolutely quantifiable data, find something that will provide a useful if

notional indication. For example, after training sales people, the increased number and

value of new sales made is an indicator of sorts. After motivational or team-building

training, reduced absentee rates would be an expected output. After an extensive

management development programme, the increase in internal management promotions

would be a measurable return. Find something to measure, rather than say it can't be done

at all, but be pragmatic and limit the time and resource spent according to the accuracy

and reliability of the input and output data. Also, refer to the very original Training Needs

Analysis that prompted the training itself - what were the business performance factors

that the training sought to improve?

Use these original drivers to measure and relate to organizational return achieved. The

problems in assessing ROI are more challenging in public and non-profit-making

organizations - government departments, charities, voluntary bodies, etc.

ROI assessment in these environments can be so difficult as to be insurmountable, so that

the organization remains satisfied with general approximations or vague comparisons, or

accepts wider forms of justification for the training without invoking detailed costing.

None of this is to say that cost- and value-effectiveness assessment should not be

attempted. At the very least, direct costs must be controlled within agreed budgets, and if

it is possible, attempts at more detailed returns should be made.

It may be of some consolation to know that Jack Philips, an American ROI 'guru',

recently commented about training ROI: "Organizations should be considering

implementing ROI impact studies very selectively on only 5 to 10 per cent of their

training programme, otherwise it becomes incredibly expensive and resource intensive."

Flowserve microfinish valves Training process:

Meaning: training is the act of increasing the knowledge and skill of employee for doing

a particular job. It is concerned with importing specific job related skills to the employee

training department has a border connection its aim being to improve the overall

personality of an individual.


Objective: the objective of this procedure is to provide adequate training to the personnel

departments performing activities of teaching quality.

Scope: planning and arranging training as regarding the training need of personnel of the

organization and orientation in case of fresher

Procedure:

1. All departments in charge review performance of their personnel and identify the

training needs including topics or scope by March every year

2. Training officers in consultation with department in charge finalize the topic and

scope

3. Training officer in consultation with top management select suitable trainers both

internal and external

4. Based on the above data training plan for the year is prepared

5. Individual trainers are informed about training which they need to undergo

6. Fresh appointees are given orientation and training and ISO system awareness

training

7. Effectiveness of training is monitored and measured after every class room

training by conducting written test to evaluate the trainees who have scored less

than 60% retrained

8. On job training is monitored by concerned department in charge

9. The performance of trainers is evaluated by obtaining feedback from trainees

10. The record of training activity performed is maintained and the concerned

departments in charge are informed of training undergone by their department

personnel after completion of training plan along with performance of trainees

11. If the average of attendance is below 80% then training program will be

rescheduled

Training need:

All the training needs to achieve necessary competence are identified by functional in

charges for their function. For in charges of function training needs are identified through


self appraisal training needs are identified for new recruitment during introduction of new

system/ procedure annual training appraisal skill/competence matrix and competence

level are compared for identifying training needs. Training needs are identified for QMS

and skills required for the job being performed functional in charge. Organize on job

training for the personnel performing the work affecting quality regarding the

consequences to the customer of non conformity.

All these training needs are communicated to personnel officer through inter department

note based upon training needs personnel officer prepares the annual training plan.

According to training program personnel officer communicates the training plan through

inter department note after providing training personnel officer updates “training

programme information sheet and attendance status of trainee”. Accordingly individual

training records are updated the effectiveness of the training programme is monitored

through “ questionnaire for class room training” and for on job training feedback from

concerned functional head on quarterly basis should there be gaps ever after training

other suitable actions are taken to necessary competence

Training responsibility:

Administration and accounts in charge through personnel officers is overall responsible

to ensure that the training of personnel of all the departments are fulfilled

Personnel officer is responsible for identifying the appropriate trainer is consultation with

the top management for arranging the training.

In charge of respective departments are responsible to appraise and forward the

training requirements of their department personnel to personnel officer

Training given for employees ones or twice in a month depending on the need in

training the following aspects are covered.


Product application, basic computer knowledge, instrument knowledge, industrial safety

aid, statistical quality control, ISO awareness (9001:2000), leadership quality, manpower

handling, commercial acumen, communication skills, identification and traceability,

material handling.

Infrastructure and work environment:

All the resource related infrastructure maintaining working environment are identified by

the respective functional in charges and communicated to top management with proper

justification top management reviews the requirement in relation to the benefits derived

safety requirements, regulatory requirements and depending upon the merits suitable

infrastructure is provided. All machinery and processing equipments are maintained as

per maintenance process module. Concerned functional heads are responsible for

monitoring the performance of the facilities being provided. Accounts and administration

ensure that proper communication takes place within the organization. All functions are

well connected with intercom facility.

All the products are transferred from our end to our suppliers and or vice a versa through

approved sources. 5s audits are conducts quarterly for monitoring cleanliness and

orderliness as per checklist. Safety precaution will be taken as per work instruction

“safety practices”. Statutory and regulatory requirements will be identified by the

concerned department in charge and are coordinated by the accounts and administration

departments who have primary responsibility. Minimum qualification, experience and

competency requirements are as per work instruction.

Monitoring and measurements:

Parameter Method Frequency Unit of measurement


No. of training

classes conducted

Training record Training plan Achieved/planned

Marks scored by

each department

House keeping audit

record

Quarterly Marks scored

No. of accidents _ Monthly Nos

Effectiveness of

training

Questionnaire As per training

plans

%

Principals of learning:

1. Knowledge of result:

Every employee in a learning situation wants to know what is excepted of him

and how well he is doing knowledge of results affects learning in two ways.

It provides the trainee the basis for correcting the error

It provides motivational effects on trainee

2. Motivation: A motivated workers learn better than a unmotivated one. Until the

worker has become convinced of the need of the training and of the worth while

ness of the returns the level of motivation will be low and learning will be

perfunctory and slow

3. Reinforcement: in order for behavior to be acquired, modified and sustained, it

must be rewarded but reward should be distributed continuously (discreetly,

praising an inefficient and poor learner may disappoint good trainees). Principle

of reinforcement also states that punishment is less effective in learning then

reward

4. Supporting climate and practice: In order that the trainee may not revert back to

the back to the old behavior it is essential that he practice the new learning daily.

The internal environment of many organizations is hostile to this too often the

trainee is not able to implement in the workplace what he has learned during the

training session.

5. plant vs. whole learning: this controversial issue is concerned with whether it is

more efficient to practice a whole task all at once whether sub tasks/ component


tasks should be mastered first before integrating them in to the whole task

performance

A vital aspect of any sort of evaluation is its effect on the person being evaluated.

Feedback is essential for people to know how they are progressing, and also, evaluation is

crucial to the learner's confidence too.

And since people's commitment to learning relies so heavily on confidence and a belief

that the learning is achievable, the way that tests and assessments are designed and

managed, and results presented back to the learners, is a very important part of the

learning and development process.

People can be switched off the whole idea of learning and development very quickly

if they receive only negative critical test results and feedback. Always look for

positives in negative results. Encourage and support - don't criticize without adding some

positives, and certainly never focus on failure, or that's just what you'll produce.

This is a much overlooked factor in all sorts of evaluation and testing, and since this

element is not typically included within evaluation and assessment tools the point is

emphasized point loud and clears here.

Evaluation is not just for the trainer or teacher or organization or policy-makers -

evaluation is absolutely vital for the learner too, which is perhaps the most important

reason of all for evaluating people properly, fairly, and with as much encouragement as

the situation allows.

Most of the specific content and tools below for workplace training evaluation is based

on the work of Leslie Rae, an expert and author on the evaluation of learning and training

programmes, and this contribution is greatly appreciated. W Leslie Rae has written over

30 books on training and the evaluation of learning - he is an expert in his field. His guide

to the effective evaluation of training and learning, training courses and learning

programmes, is a useful set of rules and techniques for all trainers and HR professionals HET’S Institute of Management Studies, Hubli 63

http://www.businessballs.com/trainingprogramevaluation.htm#workplace_training_evaluation%23workplace_training_evaluation

In measuring improvement, using self-assessment, between before and after training it is

useful first to revise our pre-trained assessment, because before training usually our

assessment of ability is over-optimistic, which can suggest (falsely) an apparent small

improvement or even regression (because we thought we were more skilled than we

actually now realize that we were).

Learning and training enables positive change and improvement - for people and

employers - when people's work is aligned with people's lives - their strengths, personal

potential, goals and dreams - outside work as well as at work.

Evaluation of training can only effective if the training itself is effective and appropriate.

Testing the wrong things in the wrong way will give you unhelpful data, and could be

even more unhelpful for learners.

Consider people's learning styles when evaluating personal development. Learning styles

are essentially a perspective of people's preferred working, thinking and communicating

styles. Written tests do not enable all types of people to demonstrate their competence.

Evaluating retention of knowledge only is a very limited form of assessment. It will not

indicate how well people apply their learning and development in practice.



Design of the study:

The study is organized in the following section:

1) Methods used

2) Data analysis

3) Over view of the study

4) Opinion of the study

5) Findings, Suggestion and Conclusion

Methodology

Size of the sample: 100 respondents

Sampling design:

Non probability Judgmental sampling

Sampling unit: Employees of Flowserve microfinish valves pvt ltd

Sample method: questionnaire method

Source of data

Primary data collected from interaction with employees & questionnaire. Secondary data

was collected from text materials, organization report & internet.

Geographical area of the study:

Flowserve microfinish valves pvt ltd Hubli


Data collection:

Primary Data:

The primary data is collected with the help questionnaires by handling out the

questionnaires to the employees, and personal interaction. The sample size is of 100

respondents. The sampling methodology being adopted is non probability convenient

sampling method.

Secondary Data:

The major source of secondary or supporting data is from

Internet

Text books

Organization report

Data Analysis tools:

The data and information obtained from the respondents are put into Spss form. Then the

data is been organized in such a way that they would yield specific results to the objective

of the study. The data is organized in the tally marks and various charts, graphs & pie

charts that will help to have overview of the fact and figures. All the work is done under

the data, which is collected, form the employees. From the process data the research

loudly speaks of its findings and implications that aid in arriving at a conclusion



Training program undergone

Frequency Percent Valid Percent

Cumulative

Percent

Valid team building method 24 24.0 24.0 24.0

on job training 76 76.0 76.0 100.0

Total 100 100.0 100.0

Findings: out of 100 respondents 76 respondents undergone on job training, 24 respondents under gone team building method.


Analysis: most of the respondents under gone on job training, in the company they are giving induction training to the newly joined employee, to tell about the organization objectives, rules. Team building method is to maintain the good relationship between the employees in the company.

Employee contribution towards achieving organization goal has increased

after training


Cumulative

Percent

Valid Lowest 5 5.0 5.0 5.0

no opinion 5 5.0 5.0 10.0

Average 25 25.0 25.0 35.0

Highest 34 34.0 34.0 69.0

very highest 31 31.0 31.0 100.0

Total 100 100.0 100.0

Findings: out of 100 respondents 90 respondents said employee contribution towards achieving organization goal has increased, 10 respondents said employee contribution towards achieving organization goal has not increased.


Analysis: most of the respondents said employee contribution towards achieving organization goal has increased. By this we can say that after giving training employee contribution towards achieving organization goal has increased

Training program was well planned


Cumulative

Percent

Valid average 31 31.0 31.0 31.0

highest 41 41.0 41.0 72.0

very highest 28 28.0 28.0 100.0

Total 100 100.0 100.0


Findings: all respondents said that training program was well planned

Analysis: all respondents said that training program was conducted by the company is well planned.

Training program provided excellent opportunity to learn comprehensively about

the organization


Cumulative

Percent

Valid Lowest 6 6.0 6.0 6.0

no opinion 5 5.0 5.0 11.0

average 34 34.0 34.0 45.0

highest 30 30.0 30.0 75.0

very highest 25 25.0 25.0 100.0

Total 100 100.0 100.0

Findings: out of 100 respondents 89 respondents said training program provided excellent opportunity to learn comprehensively about the organization, 11 respondents


said training program was not provided excellent opportunity to learn comprehensively about the organization

Analysis: most of the respondents said training program provided excellent opportunity to learn comprehensively about the organization. By this we can say that training helps them to learn about the organization

Training enhances personality and it brings enthusiasm at work place


Cumulative

Percent

Valid strongly agree 36 36.0 36.0 36.0

Agree 54 54.0 54.0 90.0

Neutral 3 3.0 3.0 93.0

Disagree 4 4.0 4.0 97.0

strongly disagree 3 3.0 3.0 100.0

Total 100 100.0 100.0


Findings: out of 100 respondents 90 respondents said training enhances personality and it brings enthusiasm at work, 10 respondents said training is not enhances personality and it not brings enthusiasm at work place

Analysis: most of the respondents said training enhances personality and it brings enthusiasm at work place. By this we can say that training enhances personality and it brings enthusiasm at work place.

Employee level of knowledge and skill on the topic before completing

training


Cumulative

Percent

Valid none 32 32.0 32.0 32.0

basic 50 50.0 50.0 82.0

good 11 11.0 11.0 93.0

excellent 7 7.0 7.0 100.0

Total 100 100.0 100.0


Findings: out of 100 respondents 32 employees said their level of knowledge and skill on the topic before completing training was none. 50 employees said their level of knowledge and skill on the topic before completing training was basic and 11 respondents said good and 7 employees said excellent

Analysis: most of the respondents said their level of knowledge and skill on the topic before completing training was none and basic. By this we can say that training is important to increase the skills and knowledge about the work.

Employee level of knowledge and skill on the topic after completing the

training


Cumulative

Percent

Valid basic 12 12.0 12.0 12.0

good 48 48.0 48.0 60.0

excellent 40 40.0 40.0 100.0

Total 100 100.0 100.0


Findings: out of 100 respondents 48employees said their level of knowledge and skill on the topic after completing training is good. 40 employees said their level of knowledge and skill on the topic after completing training is excellent and 12 respondents said basic.

Analysis: most of the respondents said their level of knowledge and skill on the topic after completing training is good and excellent. By this we can say that training is helpful to increase the skills and knowledge about the work.

Training program was for sufficient duration


Cumulative

Percent


Agree 46 46.0 46.0 79.0

Neutral 8 8.0 8.0 87.0

Disagree 6 6.0 6.0 93.0


Total 100 100.0 100.0


Findings: out of 100 respondents 79 employees said training provided by the company was sufficient duration 21 employees said training duration was not sufficient. Analysis: most of respondents said that training program provided by the company was sufficient duration.


Training improves the skill, knowledge and sense of responsibility of an employee


Cumulative

Percent


Agree 49 49.0 49.0 85.0

Neutral 5 5.0 5.0 90.0

Disagree 5 5.0 5.0 95.0


Total 100 100.0 100.0

Findings: out of 100 respondents 85 employees said training improves the skill, knowledge and sense of responsibility of an employee. 15 employees said training dose not improves the skill, knowledge and sense of responsibility of an employee

Analysis: most respondents said training improves the skill, knowledge and sense of responsibility of an employee. By this we can say that training is helpful to improve the skills, responsibility and knowledge


Training program objectives usually have a link with the organization objectives


Cumulative

Percent


agree 52 52.0 52.0 82.0

neutral 8 8.0 8.0 90.0

disagree 5 5.0 5.0 95.0


Total 100 100.0 100.0

Findings: out of 100 respondents 82 employees said training program objectives usually have a link with the organization objectives. 18 employees said training program objectives are not having a link with the organization objectives

Analysis: most respondents said training program objectives usually have a link with the organization objectives. By improving employees skills and Knowledge Company will achieve organization goal. So the training program objectives are having a link with organization objectives


You feel training program should be taken more seriously


Cumulative

Percent


Agree 43 43.0 43.0 84.0

Neutral 9 9.0 9.0 93.0

disagree 3 3.0 3.0 96.0


Total 100 100.0 100.0

Findings: out of 100 respondents 84 employees feel training program should be taken more seriously. 16 employees feel training program should not taken more seriously

Analysis: most respondents feel training program should be taken more seriously for the organization and individual improvement.


Training programs are planned and conducted to help achieve specific

organizational goal


Cumulative

Percent


Agree 54 54.0 54.0 88.0

neutral 4 4.0 4.0 92.0

disagree 6 6.0 6.0 98.0


Total 100 100.0 100.0

Findings: out of 100 respondents 88 employees said that training programs are planned and conducted to help achieve specific organizational goal. 16 employees are not agree with this.

Analysis: most of the respondents said that training programs are planned and conducted to help achieve specific organizational goal.


Training has an important role in increasing the productivity


Cumulative

Percent


Agree 40 40.0 40.0 80.0

neutral 5 5.0 5.0 85.0

disagree 11 11.0 11.0 96.0


Total 100 100.0 100.0

Findings: out of 100 respondents 80 employees said that training has an important role in increasing the productivity. 20 employees are not agree with this.

Analysis: most of the respondents said that training has an important role in increasing the productivity. Training helps to improve the productivity.


Training will help bridge the gap between the standards of performance needed and

the actual performance


Cumulative

Percent


Agree 49 49.0 49.0 83.0

neutral 7 7.0 7.0 90.0

disagree 7 7.0 7.0 97.0


Total 100 100.0 100.0

Findings: out of 100 respondents 83 employees said that training will help bridge the gap between the standards of performance needed and the actual performance. 17 employees are not agreed to this statement.

Analysis: most of the respondents said that training will help bridge the gap between the standards of performance needed and the actual performance. Training help to improve thee performance of the employee


A sufficient amount of both theoretical and practical content is including in

training programs


Cumulative

Percent


agree 50 50.0 50.0 100.0

Total 100 100.0 100.0

Findings: all the respondents said that a sufficient amount of both theoretical and practical content is including in training programs

Analysis: all the respondents said that sufficient amount of both theoretical and practical content is including in training program.


Feedback from trainees is captured before, during, and after training


Cumulative

Percent


agree 47 47.0 47.0 86.0

neutral 4 4.0 4.0 90.0

disagree 6 6.0 6.0 96.0


Total 100 100.0 100.0

Findings: out of 100 respondents 86 respondents said that feedback from trainees is captured before, during, and after training. And 14 respondents are not agreed this.

Analysis: most of the respondents said that feedback from trainees is captured before, during, and after training.


The content of training programs is prepared according to trainees job profile


Cumulative

Percent


agree 1 1.0 1.0 2.0

neutral 33 33.0 33.0 35.0

disagree 52 52.0 52.0 87.0


Total 100 100.0 100.0

Findings: out of 100 respondents 98 respondents said that the content of training programs is not prepared according to trainee’s job profile


Trainees knowledge level is measured before and after training


Cumulative

Percent


agree 52 52.0 52.0 91.0

neutral 3 3.0 3.0 94.0

disagree 6 6.0 6.0 100.0

Total 100 100.0 100.0

Findings: out of 100 respondents 91 respondents said that trainees’ knowledge level is measured before and after training. And 9 respondents are not agreed this.

Analysis: most of the respondents said that trainees’ knowledge level is measured before and after training


Training helps in bridging the gap between superiors and subordinates


Cumulative

Percent


agree 51 51.0 51.0 100.0

Total 100 100.0 100.0

Findings: all respondents said that training helps in bridging the gap between superiors and subordinates trainees’



Findings:

• From the findings and interpretation of the graphs we can infer that the training is

very important to improve behavioral skills regarding the team work and inter

personal relations have been gradually improved.

• Maximum no of the trainees had opinion that they have highly learnt about the

responsibility of his/ her work and their personal learning objectives to high

extent.

• The study revealed that the trainees have highly developed the confidence of

communicating with team and they have been highly efficient in resolving

conflicts.

• From this study we can infer that modules of training have received positive

response by the respondents in the “Reaction stage” and same response is

expected in the further stages of research and evaluation.

Maximum number of respondents referred that training sessions has inferred great

change in their behavioral objectives and enhanced capability of employees to

perform the assigned tasks in team. And it brings enthusiasm at work place



Expected contribution of the study:

From this study I come to know the training importance, training need, training

effectiveness to the company. How this training is helpful to maintain the relationship

between the employees and the employer.

This project is also helpful to the company; we studied the training process of the

company and took employees opinion by asking question and felling the questionnaire.

By this we can find the problems in training which the company is giving. From our

company get suggestion to improve the training program in the next time

Suggestions

There is a great need for a particular exposure

Training sessions must be increased for two to three hours so that it will be

helpful to take the quick decision towards the organization for example

“Practice Makes Man Perfect “

Trainer must be very friendly towards the employee so that employee can

share all the problems

Their should be regular check towards the employees once the training

finished

Conclusion

From the overall study we can conclude that the training provided to staff regarding team

building skills and behavioral objects have received a positive response from the

respondents and the training is going to benefit them in the long run and can surely

contribute to the change in their skills in the organization and in life time. And The one

satisfaction what I had with my project was that it gave me a good foundation for

evaluating training programs for company and also helped me to get in depth knowledge

about it. HET’S Institute of Management Studies, Hubli 92

BIBLIOGRAPHY

Gary Dessler (2003), Human Resource & Personnel Management, Eastern

Economy Edition.

P. Subba Rao, (2004) Personnel and Human Resource Management,

Himalaya Publishing House.

Luis R. Gomez-Mejia; David B Balkin; Robert L Cardy.(2006)

“Managing Human Resources”.

K Ashwathappa (2000) “Human Resource and Personnel

Management”, Tata Mc Graw Hill Publications.

Dr B Ratan Reddy (2008), Effective Human Resource Training And

Development Strategy, Himalaya Publishing House

WEBSITES REFERRED

www.microfinish.com

www.google.com

www.humanresource.com

www.workforce.com


http://www.workforce.com/

http://www.humanresource.com/

http://www.google.com/

“A Study on Training Effectiveness Of Flowserve Microfinish Valves pvt ltd”

NAME *…………………..

AGE *…………………….

SEX * Male Female

CONTACT NO*…………………

TRAINING PROGRAMME UNDERGONE * Case study method Team building method on job training off job training

Questionnaire

"Please read each statement given and use the following key to respond"

Choose 1 for the lowest, Choose 5 for the highest

1. My contribution towards achieving organization's goal has increased after training.

1 2 3 4 5

2. The training program was well-planned.

1 2 3 4 5

3. The training program provided excellent opportunity to learn comprehensively about the organization. *

1 2 3 4 5

4. Training enhances personality and it brings enthusiasm at work place. *

1 2 3 4 5

5: My level of knowledge and skill on the topic before completing the training was:Please tick only one of the following

None Basic Good Excellent


6: My level of knowledge and skill on the topic after completing the training wasPlease tick only one of the following:

None Basic Good Excellent

Please tic any one answer for following each question that comes closest to reflecting your opinion about the questions.

SA- Strongly agree, DA – Disagree, SDA – Strongly disagree

S. no FactorsS. A Agree Neutral D. A S.D.A

7 The training program was for sufficient duration

8 Training enhances personality and it brings enthusiasm at work place

9 Training improves the skill, knowledge, & sense of Responsibility of an employee.

10 Training program objectives usually have a tight link with the organization objectives

11 You feel training programs should be taken more seriously

12 Training programs are planned and conducted to help achieve specific organizational goals

13 Training has an important role in increasing the productivity

14 Training will help bridge the gap between the standards of performance needed and the actual performance

.15 A sufficient amount of both theoretical and practical content is included in training programs

.16 Feedback from trainees is captured before, during, and after training

.17 The content of training programs is prepared according to trainees' job profiles

18 Trainee’s knowledge level is measured before and after Training

19 You feel training helps in bridging the gap between superiors and subordinates

20. Suggestions if any: ……………………………………………….. …………………………………………………………………..
