A Study On Employee Skill Matrix

A STUDY ON EMPLOYEE SKILL MATRIX AT INFASTECH FASTENING TECHNOLOGIES INDIA PVT LTD A PROJECT REPORT
Submitted by SUGANTHI.D (30310631050) Under the Guidance of

Ms. M. Lakshmi Shree, MBA., (Ph.D) FACULTY OF MANAGEMENT STUDIES
In partial fulfillment for the requirements For the award of the degree of
MASTER OF BUSINESS ADMINISTRATION in Department of Management Studies Anand Institute of Higher Technology Kazhipattur 603103 ANNA UNIVERSITY Chennai 600025 July 2012
ANAND INSTITUTE OF HIGHER TECHNOLOGY

[Affiliated to ANNA UNIVERSITY] KAZHIPATTUR, CHENNAI 603 103
BONAFIDE CERTIFICATE Certified that this project report title A STUDY ON EMPLYEE SKILL MATRIX IN INFASTECH FASTENING TECHNOLOGIES INDIA PVT LTD is the bonafide work of SUGANTHI.D (REG.NO:30310631050) who carried out research under my supervision. Certified for the that to the best of my knowledge the work reported here in does not form part of any other project report or dissertation on the bases of which a degree or award was conferred on an earlier occasion on this or any other candidate.
Ms. M. Lakshmi Shree, MBA., (Ph.D) INTERNAL GUIDE
Prof. Dr. T.SIVAKUMAR HEAD OF THE DEPARTMENT
Viva- voce exam for this project was held on __________
INTERNAL EXAMINER
EXTERNAL EXAMINER
SUGANTHI.D (30310631050) II MBA Anand Institute of Higher Technology Kazhipattur 603103.
DECLARATION
I hereby declare that the project entitled in partial fulfillment of the requirements of Anna University for the award of the degree in Master of Business Administration is my original work and that it has not formed the basis for the award of any degree, associate ship, fellowship, diploma or any other similar title.
Signature of the Student (SUGANTHI.D)
ACKNOWLEDGEMENT
I would like to thank KALVIVALLAL Thiru T.KALASALINGAM, B.Com the Founder and Chairman of Anand Institute of Higher Technology, Chennai for allowing me to do this project. I express my deep gratitude to the principal, Dr. T.A.RAGHAVENDIRAN, Ph.D., for giving me an opportunity to study the practical aspects of the corporate world. I would like to thank Prof. Dr. T.SIVAKUMAR, Head of the Department of Management studies in Anand Institute of Higher Technology, Chennai for giving me an opportunity to do this project in a reputed company. I would like to thank my internal guide, Miss M. Lakshmi Shree, MBA., (Ph.D) Lecturer of Management studies in Anand Institute of Higher Technology, Chennai for his effective guidance. I would like to thank Mr. R.SIVASUBRAMANIYAN, Human Resource Manager, Ms. SHYAMALA DEVI, Human Resource Executive, for giving an opportunity to do well my project work during the period. I would like to thank all the staff members, Department of Management studies for their valuable suggestions and guidance in the successful completion of this research studies. Finally, I would like to record my thanks to each and everyone who have helped me to complete this project.
ABSTRACT
The project report titled A Study on employee Skill Matrix at Infastech Fastening Technologies India Pvt. Ltd is intended to assess the employees skill level and employees attitude towards the performance. To achieve this defined objective questionnaire is prepared. The prepared questionnaire is used to get the direct responses from the employees of Infastech Fastening Technologies India Pvt. Ltd. This report covers these areas which involve Heading, Threading, Sorting, Heat Treatment, Tool Room, Quality Assurance and Maintenance department. The responses given by the employees at Infastech Fastening Technologies India Pvt. Ltd. was analyzed and interpreted using the different type of statistical tools like correlation, Weighted Average Method, F-Test, Quadrant Chart. The exercise covered all employees and provided the organization with a tool to plan their training programmes. In this competitive scenario, giving the right kind of training to the right employees does not only improve the efficiency of the organization but also cuts down cost considerably.
TABLE OF CONTENT
CHAPTER
BONAFIDE CERTIFICATE DECLARATION
CONTENT
PAGE NO.
i ii iii iv v viii x
ACKNOWLEDGEMENT ABSTRACT LIST OF TABLES LIST OF CHARTS CHAPTER 1 INTRODUCTION 1.1 INTRODUCTION 1.2 INDUSTRY PROFILE 1.3 COMPANY PROFILE 1.4 PRODUCT PROFILE 1.5 NEED FOR STUDY 1.6 OBJECTIVES 1.7 SCOPE OF THE STUDY 1.8 LIMITATIONS OF THE STUDY CHAPTER 2 LITERATURE SURVEY OF LITERATURE
1 8 14 27 29 30 31 32
33
CHAPTER 3
METHODOLOGIES 3.1 RESEARCH 35 35 3.3 RESEARCH METHODS 3.4 SAMPLING TECHNIQUE 3.5 TOOLS FOR ANALYSIS 35 36 37
CHAPTER 4
ANALYSIS AND INTERPRETATION 4.1 PERCENTAGE ANALYSIS 4.2 QUADRANT CHART 4.2 KARL PEARSONS CORRELATION COEFFICIENT -TEST 4.4 WEIGHED AVERAGE METHOD 38 52 59 61 63
CHAPTER 5
CONCLUSIONS 5.1 FINDINGS 71 72 5.3 CONCLUSIONS BIBLIOGRAPHY APPENDIX QUESTIONNAIRE 73
LIST OF TABLES
TABLE NO. 4.1.1
TABLE NAME
PAGE NO
TABLE SHOWS DISTRIBUTION OF THEIR RESPONDENT BY AGE
38
4.1.2
TABLE SHOWS DISTRIBUTION OF THEIR RESPONDENT BY GENDER
39
4.1.3
TABLE SHOWS DISTRIBUTION OF THEIR RESPONDENT BY EDUCATION QUALIFICATION
40
4.1.4
TABLE SHOWS DISTRIBUTION OF THEIR RESPONDENT BY EXPERIENCE
41
4.1.5
TABLE SHOWS RESPONSE FOR WORKING LEVEL OF THE EMPLOYEES
42
4.1.6
TABLE SHOWS RESPONSE FOR GOAL-FOCUSED LEVEL OF THE RESPONDENTS
43
4.1.7
TABLE SHOWS RESPONSE FOR EMPLOYEES REQUIREMENT OFTECHNICAL KNOWLEDGE FOR THEIR JOB
44
4.1.8
TABLE SHOWS RESPONSE FOR EMPLOYEE SUGGESTION MADE AT WORK WAS IMPLEMENTED
45
4.1.9
TABLE SHOWS RESPONSE FOR KNOWLEDGE OF GENERAL RAW MATERIAL DEFECT OF THE RESPONDENTS
46
4.1.10
TABLE SHOWS RESPONSE FOR TIME MANAGEMENT OF THE EMPLOYEES
47
4.1.11 TABLE SHOWS RESPONSE FOR ABILITY OF EMPLOYEES TO WORK WITH LIMITED SUPERVISION 4.1.12 TABLE SHOWS RESPONSE FOR EMPLOYEES AWARENESS ON EMERGENCY SITUATION 4.1.13 TABLE SHOWS RESPONSE FOR EMPLOYEES ATTITUDE TO LEARN NEW THINGS 4.1.14 TABLE SHOWS RESPONSE FOR SKILL LEVEL OF EMPLOYEES TO TROUBLESHOOT MACHINE IN ABSENCE OF SUPPORT 4.2 CORRELATION COEFFICIENT RELATIONSHIP BETWEEN THE WAGES INCREASES AND INDIVIDUAL RECOGNITION IN
48
49
50
51
59
ORGANIZATION FOR EMPLOYEES 4.4 WEIGHTED AVERAGE TABLE SHOWS THE RANK OF DIFFERENT DEPARTMENT AND SKILL LEVELS OF EMPLOYEES WHICH ARE LISTED BELOW ACCORDING TO THE OPINION OF RESPONDENTS 63
LIST OF CHARTS
TABLE NO. 4.1.1
CHART NAME
PAGE NO
CHART SHOWS DISTRIBUTION OF THEIR RESPONDENT BY AGE
38
4.1.2
CHART SHOWS DISTRIBUTION OF THEIR RESPONDENT BY GENDER
39
4.1.3
CHART SHOWS DISTRIBUTION OF THEIR RESPONDENT BY EDUCATION QUALIFICATION
40
4.1.4
CHART SHOWS DISTRIBUTION OF THEIR RESPONDENT BY EXPERIENCE
41
4.1.5
CHART SHOWS RESPONSE FOR WORKING LEVEL OF THE EMPLOYEES
42
4.1.6
CHART SHOWS RESPONSE FOR GOAL-FOCUSED LEVEL OF THE RESPONDENTS
43
4.1.7
CHART SHOWS RESPONSE FOR EMPLOYEES REQUIREMENT OFTECHNICAL KNOWLEDGE FOR THEIR JOB
44
4.1.8
CHART SHOWS RESPONSE FOR EMPLOYEE SUGGESTION MADE AT WORK WAS IMPLEMENTED
45
4.1.9
CHART SHOWS RESPONSE FOR KNOWLEDGE OF GENERAL RAW MATERIAL DEFECT OF THE RESPONDENTS
46
4.1.10
CHART SHOWS RESPONSE FOR TIME MANAGEMENT OF
47
THE EMPLOYEES 4.1.11 CHART SHOWS RESPONSE FOR ABILITY OF EMPLOYEES TO WORK WITH LIMITED SUPERVISION 4.1.12 CHART SHOWS RESPONSE FOR EMPLOYEES AWARENESS ON EMERGENCY SITUATION 4.1.13 CHART SHOWS RESPONSE FOR EMPLOYEES ATTITUDE TO LEARN NEW THINGS 4.1.14 CHART SHOWS RESPONSE FOR SKILL LEVEL OF EMPLOYEES TO TROUBLESHOOT MACHINE IN ABSENCE OF SUPPORT 4.2 QUADRANT CHART OF EMPLOYEES 52 51 50 49 48
1.1 INTRODUCTION Organization in recent years has been experiencing significant changes. There is a steady shift from the hierarchy based organization to team based organization. The multitier organizational flutter ones are replacing structure. All these changes would be effective only when employees understand the values of their organization places in them. This requires clarity on the part of the employee about the contribution expected from him. Identifying the contribution to be made by the employee requires detailed understanding of the knowledge and the skill necessary to make the contribution. A skill matrix gives an outline of various skills necessary and the level of skills possessed by each employee. This is the first step in the skill assessment process, which aids in developing worldclass employees for world-class organization. Assessing the individual competencies is an important process in the development and retention of employees. This assures employees about the value placed in them. The skill matrix is a simple tool that allows assessment of skill required ranging from entire organization to each and every individual. Skill matrix is the practice of understanding, developing and deploying people and their skills. Well-implemented skills management should identify the skills that Job roles require the skill of individual employees, and any gap between the two. Skill is the practiced application of a topic, technique or concept. The skills involved can be defined by the organization concerned, or by third party institution. To be most useful, skills management needs to be conducted as an ongoing process, with individuals assessing and updating their recorded skill sets regularly. These updates should occur at least as frequently as employees' regular line manager reviews, and certainly when their skill sets have changed. They are usually defined in terms of a skills framework, also known as a skills matrix. This consists of a list of skills, and a grading system, with a definition of what it means to be at particular level for a given skill. Peter Drucker (1993) argued that a skill could not be explained in words, it could only be demonstrated. In order to perform the function of management and to assume multiple roles, managers must be skilled. Robert Katz identified three managerial skills that are essential to successful management: Technical, Human and conceptual. Technical skills involve a process or technique knowledge and proficiency. Manager use the process, Technique and tools of a specific area. Human skills involve the ability to interact effectively with people. Managers interact and cooperate with employees. Conceptual skill involves the formulation of ideas. relationships, develop ideas, and solve problems creativity. Thus, Managers understand abstract
Technical skill deals with things, human skill concern people, and conceptual skill has to do with ideas. A managers level in the organization determines the relative important of possessing technical, human and conceptual skill. Top level manager need conceptual skills are used in planning and dealing with ideas and abstractions. Supervisors need technical skills to manage their area of specialty. All levels of management need human skills in order to interact and communicate with other people successfully. As the pace of change accelerates and diverse technologies converge, new global industries are being created (for example, telecommunications). Technological change alters the fundamental structure of firms and calls for new organizational approaches and management skills. 1.1.2 SKILL MATRIX: Skill matrix is a tool to assess training needs. It is a table that shows skills of individuals in a team and any gaps between the skills of employees and the job roles they have. It is also known as a competency framework. If behind the maximum level, retrain and evaluate. Skill matrix is nothing but the competencies you want to rate your employees. They include like communication, leadership, job knowledge, organizational culture, self development, critical thinking, decision making, initiations etc. we have to provide ratings for each competency starting from 1 to 10 (low to high).This competency helps the organization to understand the areas of improvement for the employee and also identifies the training needs required for the employee. This helps and encourages employee to improve along with team spirit. This skill matrix is one of the tools to understand whether employee is able to think out of box or not. Skill matrix is a simple and visual tool to show who has training and experience in what skill. Here is an employee of a skill matrix that is used in office, and here is a skill matrix template. The skill matrix is a tool for determining a lot of skill related aspects of the organization and its employees. The skill matrix can be used to identify the following: The skills required for working in any particular team or position. Identify the Skill Inventory of the Organization The level of skills (Ratings) The Required/ Preferred level of skills
The combination of skills that could be formed (Competencies) The points where skill improvement is required The people who could impart training on certain specific skills (Experts) 1.1.3 EMPLOYEES WO BENEFIT: Skills management provides a structured approach to developing individual and collective skills, and gives a common vocabulary for discussing skills. As well as this general benefit, three group of employees receives specific benefits from skills management. 1.1.3.1 INDIVIDUAL EMPLOYEES As a result of skills management, employees should be aware of the skills their job requires, and any skill gaps that they have. Depending on their employer, it may also result in a personal development plan (PDP) of training to bridge some or all of those skills gaps over a given period. 1.1.3.2 LINE MANAGERS Skills management enables managers to know the skill strengths and weakness of employees reporting to them. It can also enable them to search for employees with particular skill sets (e.g. to fill a role on a particular project). 1.1.3.3 ORGANIZATION EXECUTIVES: A rolled-up view of skills and skills gaps across an organization can enable its executives to see areas of skill strength and weakness. This enables them to plan for the future against the current and future abilities of staff, as well as to priorities areas for skills development. The skill matrix is the heart of a career portfolio. It consists of many cells. Each cell contains the expected grade level of the skill with which the job has to be performed along with the description corresponding to that grade. It can be formed in different ways. Skill matrix can be done on four levels says for the industry, for the organization or for specific roles. Skill matrix actually depends on the job to be done in the case of skill matrix for specific role. It is a chart based on the job requirements. We can develop it by discussing with the concerned managers. The simple skills table will have skill in the columns and posts in the rows. For example if you have an operator of an automatic controlled production E.g. header machine= he should have machine programming skills, drawing reading skills and also about
selecting the proper tools depending on the work piece to be machined. This is one skill set for that job. The same job will require work planning skills, communication skills, etc depending on the nature of the job. 1.1.4 DEVELOPING THE SKILL MATRIX Step: 1 To view the organization structure and this would give an idea about the hierarchy and flow of responsibility. Step: 2 To analyze the job description of each position. A detailed study of the job description will give idea about various tasks to be performed by the employee. Step 3: To identify the corresponding skills. Identifying the various tasks will help in identifying various Skills required for accomplishing the task. A more accurate list of skills required can be obtained by discussing the job content of the employee with the head of his department. Essential skill: This refers to a skill that is a must to be possessed by an individual to accomplish the job. It means that the failure to possess this skill will hinder the employee from carrying out the task. No compromises can be made about the possession of these skills. Preferred skill: This belongs to the second grade with slightly reduced importance. Though it is not a must For the employees to possess these skills, it is desirable to have them. These skills help the employee to accomplish the task easily with better standard. Thus the possession of these skills is an added advantage. Tertiary Skill: This is the lowest order skill. These are given less importance while calculating the value of the employee. However nowadays the concept of tertiary skill is vanishing and all a skills other than essential skills are considered just to be added advantage.
Step 4: To classify the skills. Skill can be divided based on their importance like essential skill preferred Skill and tertiary skill. Considering the level of the skill it is divided into five types like Very high, High, Average, Low, Very low. Step: 5 To attach weights to the skills based on their importance and the level and finally getting the Employees and superiors ratings using the questionnaire. Then the skill matrix is obtained after analysis and interpretation. 1.1.5 CONCEPTUAL FRAMEWORK: Identifying the roles of the employees collection of job task of the identified role skill identification mapping of skills gap analysis Matrix formation.
Identifying the role of employees Collection of job task of identified role Skill Identification
Mapping of Skill
Gap Analysis
Matrix Formation Figure 1.1.5.1
1.1.6 QUADRANT CHART OF SKILL MATRIX:
No. of Quadrants to be Filled
Symbol
Definition
Has been given basic training on the subject.
Has the working knowledge of the subject and can work under supervision.
Has adequate knowledge of the subject and can work independently on the job.
Is an expert of subject and can give training to others.
1.1.7 STATEMENT OF THE PROBLEM: More than half of todays businesses find it more difficult than five years ago to recruit employees with the skills they need, according to the result of a new survey. Communicating the job responsibilities, skills and the exact nature of the job, what it involves, the good as well as mundane part of the job, is very critical for an employer to ensure right candidate is being selected for his company. If these things are not communicated clearly at the outset, there is a high chance of the mismatch happening. Indeed, communicating the employers level of expectation from an employee with regard to the possession of the skill with which he has to perform his job seems to be the biggest factor in setting up the performance level for an employee. Skill matrix can solve this problem by giving an exact idea to the employee of the employers requirement and will ensure increased performance.
1.1.8 ADVANTAGES OF SKILL MATRIX: The following are advantages of preparing a skill matrix: Improves employee selection Reduced overtime and turnover Advanced selection procedures Increased employee morale Identification of training needs of the employees Increased productivity Help in identifying the strengths, Weakness of the employees and thereby helps in the
formation of the competency mapping. Reengineering of jobs can be done easily.
1.2 INDUSTRY PROFILE:

A fastener is a hardware device that mechanically joins or affixes two or more objects together. Fasteners can also be used to close a container such as a bag, a box, or an envelope; or they may involve keeping together the sides of an opening of flexible material, attaching a lid to a container, etc. There are also special-purpose closing devices, e.g. a bread clip. Fasteners used in these manners are often temporary, in that they may be fastened and unfastened repeatedly.
Importance of Fasteners:
Fasteners literally hold industry together. Fasteners are very important as each component or machinery or vehicle needs these to hold it together. Like a chain is said to be as strong as its weakest link, a missing fastener may not be missed at once but is quite capable of leading to disastrous consequences. This is especially true in the age of modular systems and assembly operations where a product is put together by components manufactured at hundreds of different locations. Fasteners come in thousands of varieties, each with specific purpose, made in different metals, ferrous and non-ferrous, and now even of engineering plastics. Screws, nuts, bolts, rivets, retaining rings, pipe plugs, pins, panel fasteners, clinch studs, bolts, bits and anchors are some of the common fasteners used in industry. But new and innovative fasteners are designed continuously in the quest for better and effective solution. Snap fasteners or smart fasteners are among the examples of new generation fasteners. The purpose of a fastener is the most important factor in determining the usefulness of the same. An industry needs different types of fasteners compared to a residential building. An airplane's requirement for fasteners is different from fasteners used in automobiles or marine craft. Fasteners can also be classified according to the material that is used for manufacturing them. Titanium fasteners are used where corrosion is a detrimental factor and is unavoidable. Fasteners can be broadly classified into high tensile and mild steel fasteners based on their tensile strength. While mild steel fasteners are produced by the unorganized sector and used in general applications, high-tensile fasteners require a relatively superior technology and hence are chiefly manufactured by the organized sector. The automobile industry accounts for 75 per cent of the total demand for fasteners followed by consumer durables and railways. Today, fastener manufacturers are facing a lot of challenges. While the brief is always simple, to make a good fastener which lasts long and can be fixed/removed easily, the development process is not so. Add to that the stringent specifications and restrictions on use of certain materials in the manufacturing and finishing processes and that gives some idea of the challenges they face. The common man is not as
aware about the different kinds of nuts and bolts and screws and washers available as fasteners. For him, they are only metal objects used for joining things together. The matter is often complicated by the lack of standardization across user industries. The Indian fastener industry has a low level of standardization since most auto manufacturers, given their distinct foreign collaborations, have different design specifications for their assemblies. A fastener producer, then, has to maintain a large inventory to cater to various clients.
Protective Coatings for Fasteners

Coatings on fasteners are done to protect them from corrosion and also improve their appearance. Cars, for example, run on different terrain and in various weather conditions, so the fasteners have to withstand the exposure to the elements. Those used in the vicinity of the engine should have the ability to bear the high temperatures. Fasteners used at the underside should be able withstand the abrasion from sand and gravel thrown by the wheels. Coatings also impart special properties to the fastener in order to control the amount of torque, which is required to tighten a threaded fastener. Fluor polymer coating far outperforms standard products in fastener protection. This means a lower coefficient of friction for quick, easy application, and reliable removal with ordinary wrenches even under extreme exposure to salt water or corrosive chemicals. A unique three-step coating process insures both consistent coating and excellent adhesion, even on the difficult-to-coat inside of threaded parts. Surface preparation of the fastener, prior to coating, is a very important step. Mumbai-based Blixen Filter Coat Pvt Ltd has perfected the Fluoro-polymer/Fluorocarbon fastener coating process. The company makes use of the latest industry accepted methods to thoroughly clean all the contaminants from the fasteners. Superior corrosion resistance is created by the application of a series of coatings. A metallic base coat is applied first, followed by an adhesion coat. The adhesion coat creates a chemical bond between the base coat and the top coat. The top coat, a heat cured Fluor polymer coating containing PTFE, is used to seal the two under coatings and give easy on/easy off characteristics. Fluor polymer coatings are extremely durable and do not come off easily removed during normal usage. During assembly of fasteners in the field, the coating can sometimes be damaged. With most other Fluor polymer coatings, this results in exposed bare metal that quickly begins to show corrosion and causes the coating to fail. Pune based Uma Precision has built an environment-friendly facility under technical license from Doerken MKS-System GmbH & Co KG, Germany for micron layer non-electrolytically applied coatings
for cathodic corrosion protection for fasteners and sheet metal components that require corrosion protection. It is a process through which a micron layer is coated by dip spinning, dip draining or spraying depending on the shape and size of the component and is available in different colours unlike other coatings that are available in only certain colours. The fact that fasteners can be coated in different colours makes it easy to code the components.
Industrial Fasteners Market in India 2011

Industrial fastener market India is linked to the performance of the Indian auto industry. As the auto industry is moving from strength to strength, auto component industry including the industrial fastener industry is in an upswing. Support from the government within the framework of SSI sector and encouragement to engineering goods export can further boost this market. The report begins with a market overview section which shows the potential for industrial fastener market and the estimated growth of the market. Furthermore, it provides information regarding the production of nuts and bolts over the past few years. This section looks to explain the industrial fastener sector with the help of Porters five forces model. It illustrates the various forces in the sector and the impact each of the forces has in the industrial fastener market. The EXIM section shows the imports and export which have taken place in last few years. It also highlights which countries were the major importers and exporters in last two years. The major driver identified is domestic growth of automobiles. Due to the phenomenal growth, the auto component industry has seen tremendous growth coupled with heavy investments. Since the auto sector accounts for highest sales for the fasteners market it is expected to boost the market going forward. Another driver identified is the robust growth in other engineering sectors. The engineering sector includes companies from construction and other allied sectors. It has also been found that exports have been increasing as Indian vehicles are more acceptable in global markets. This has given a push to the demand for industrial fasteners. Another driver which can play a very important role is the introduction of GST which is likely to bring about transparency in the tax system. The challenges identified are rising input costs and threat from EU. Rising input costs of steel and power is expected to eat into the profit margins of the manufacturers creating cost pressures. On the other hand, if the European Union has very strict anti dumping laws, they are likely to impose import tariff or ban industrial fasteners from India if they feel extra subsidies or a standardized process hasnt been followed in the manufacture of these products. The government initiative section covers the various subsidies given for industrial fastener industry. It
comes under the category of small scale industries. Within this scheme, various policy, fiscal and infrastructural support is provided. It is also subject to 100 per cent FDI under the automatic route The competition section includes brief profiles of the major players in the market which provides a highlight of their business along with their financials towards offering an insight into the operations of players in the space. Strategic recommendations for this market have also been provided in the report.
European Directives for Fasteners

Recent European Directives have put new emphasis on the importance of fasteners, especially for designers of vehicles and electrical/electronic equipment. The three most important directives are the End of Life Vehicle (ELV) Directive, the Waste Electrical and Electronic Equipment (WEEE) Directive, and the Restriction of the use of certain Hazardous Substances in electrical and electronic equipment (RoHS) Directive. The ELV directive is aimed at reducing the amount of waste arising from vehicles when they are finally scrapped. For automotive manufacturers and their suppliers, this has resulted in the restricted use of certain hazardous materials and has encouraged vehicles and components to be designed for ease of dismantling. As a result, both automotive and electrical/electronic product manufacturers have to make certain changes in the type of fasteners they use and the applications. One of the methods is redesigning assemblies so they are single components, using moulded snap-fits instead of separate fasteners, and redesigning assemblies so that fewer fasteners hold more parts together. Even as there are cost-effective solutions like adhesive bonding, welding, heat-staking and similar processes instead of fasteners, they usually make disassembly and recycling more difficult, hence the reliance on fasteners.
National Industrial Fastener Expo, October 10 -12, 2012

The National Industrial Fastener & Mill Supply Expo is the largest event of its kind in North America. It is the #1 place for manufacturers to market and sell their products and services to thousands of interested buyers from throughout the USA and around the world; and the best place for industrial distributors, importers, sales reps and others to see, touch and buy the latest product offerings as well as find solutions to unique and complex applications. The Expo features industrial fasteners; fastener machinery and tooling; inspection, testing and packaging equipment; abrasives; cutting tools; drills; hand tools; plant and safety supplies; and hundreds of others industrial products and services.
Industry Forecast for 2012& 2017:

Global demand to grow 4.8% yearly through 2012 Global demand for industrial fasteners is projected to increase 4.8 per cent annually to US$ 66 billion in 2012. Fastener demand, which reached US$ 52 billion in 2007, grew nearly 9 per cent annually since 2002. Although part of this growth is inflationary in nature, especially since 2005, real gains in demand have been fuelled by increases in world economic growth, increased fixed investment activity and greater manufacturing production. Although future market gains will be somewhat constrained by the use of new materials and manufacturing methods that reduce the numbers of fasteners required, global gains in motor vehicle production and greater demand for aerospace grade fasteners required for aircraft will contribute to growth. Asia/Pacific, Western Europe are Net Exporters Although many countries engage in the production of fasteners, few are net exporters. For example, the US is a major global supplier of high end fastener products, but is a net importer of fasteners overall. Countries in the Asia/Pacific region are the largest net exporters of fasteners to the rest of the world, followed by Western Europe. Taiwan, Japan and China lead the Asia/Pacific region and the world in net fastener exports. Germany (whose net export position matched China's in 2007), Italy and Switzerland contribute the most to Western Europe's position as a net exporter. China will soon overtake Japan as the world's second-largest net exporting country, after Taiwan. Emerging Economies to Outpace Developed World Growing manufacturing economies and increases in fixed investment among the world's emerging economies will bring more rapid growth in fastener demand in these regions relative to the world's more mature, industrialised nations. Consequently, fastener demand growth in the Asia/Pacific, Africa/Middle East, Eastern Europe and Latin America will outpace demand growth in the US, Japan and Western Europe. China is expected to show the greatest gains in fastener demand of any other country, and is expected to become the world's second largest market for fasteners, after the US, before 2012. Market growth will also be strong in India, Thailand, Taiwan and Russia. Sales growth will be stimulated by favourable economic conditions and higher income levels leading to a rise in manufacturing activity and consumer expenditures for durable goods. Although countries with emerging economies will be the fastest growing markets for fasteners, the more developed economies - such as the US, Canada, Japan and
most of Western Europe - will remain the most intensive users of fastening products, reflecting the advanced industrial and technological nature of their economies. Motor Vehicles Still Most Important End-use Sector Consumption of industrial fasteners by the world's original equipment manufacturers (OEMs) represented 84 per cent of total global fastener demand, with maintenance, repair and overhaul (MRO) applications accounting for the balance. Among OEMs, motor vehicle manufacturers consume the most fasteners, accounting for 35 per cent of global demand in 2007. Electrical & electronic equipment and industrial machinery are also important OEM markets. Additionally, demand for aerospace-grade fasteners is expected to grow at a healthy pace, approaching US$ 5 billion in 2012.
1.3 COMPANY PROFILE:
Infastech is one of the worlds largest producers of engineered mechanical fasteners with revenues exceeding USD500 million and an industry heritage built around its lead brands of Avdel, ELCO and iForm dating back as far as 1922. Infastech corporate headquarters are located in Hong Kong with global operations managed from Singapore.
As an industry leader Infastech offers innovative fastening technologies to a diverse customer and market base including electronics, automotive, construction, industrial & commercial and aerospace segments. Infastech has Operations, Sales, Distribution and Engineering capabilities in Australia, China, Hong Kong, India, Japan, Malaysia, North & South America, Singapore, South Korea, Taiwan, Thailand, United Kingdom and throughout Europe with 2,200 employees serving customers in more than 150 countries.
Infastech is owned jointly by CVC Asia Pacific (CVC) and Standard Chartered Private Equity Limited (SCPEL). CVC & SCPEL manage a diverse global portfolio of companies with total combined revenues of USD40 billion. All manufacturing plants certified to ISO 9001, TS 16949, ISO 14001 & OHSAS 18001. 59 patents plus 104 trademarks and 5 new patents in progress Global Access to Fastener Engineering capabilities: 200+Technical personnel across Asia Pacific, Europe and Americas. Global Distribution capabilities: 75 years servicing customers in more than 150 countries. Global Sales coverage: 300 Sales and customer support personnel located in 44 countries. Global Manufacturing footprint: 7 fully owned manufacturing facilities across Asia, Europe and America. A Multi-industry total solution provider: established relationships with market leaders. Certified EHS & Quality management systems coupled with strong business ethics.
Vision:
Recognized as the supply partner of choice, delivering innovative engineered fastening solutions to customers globally.
Strategy:
Provide customers the best value through focused efforts to align business models and product/service innovations to drive profitable growth.
Values:
Winning Recognitions Accountability Analytical Decisive Change management Team work Employee Development Purist of Excellence Value innovation Customer Focus Integrity Continuous learning
Quality Policy:
Infastech is committed to the provision of superior customer value with quality products and service through aligned efforts focus on:
Continual improvement for enhanced customer satisfaction; Adapting to meet changing customer and market requirements; Driving value growth through a strong customer focus, efficient resource and innovation management efforts,
Implementing effective performance measurement, management and continual process efforts.
Infastech employs 2200 people globally:

Committed to workforce development: Training covers above 75% of the workforce each year. 30 to 50 training hours per employee clocked. Diversity: Infastech top 50 executives comprise more than 13 nationalities and connect through an
integrated network structure across Asia Pacific, Europe and USA
Brands:
Elco supplies fastening solutions that improve building integrity and ensure strength and performance to withstand the most demanding conditions. Elco products are found in some of the most remarkable structure in the world- many of which are built in seismic zone or face hurricane force wind- and the company offers the widest range of support services in the construction industry. Elco construction products, based in Decorah, IA are key brand within the infastech group.
The Avdel brand name is derived from Avlation Developments Avdel founder Mr. Stanley T. Johnson, the companys original name when it was founded in 1936 to manufacture a unique range of speed fasteners for the burgeoning aviation industry. Avdel is headquartered in the modern sales, Marketing & R&D facility in Welwyn garden city, UK with manufacturing based in Warrington, UK, and stand field, USA. The manufacturing sites are complimented with an extended distribution centre network in North America and Europe.
IForm is the newest brand in the infastech family and continues over 40 years since 1969 of creative threaded fastener application engineering, assembly innovation, product design and manufacturing skills delivered globally.
iForm brands signifies the wide scope of threaded fastener technology a more versatile approach to fastener engineering and assembly problem solutions and a commitment to our customers that delivers infastech to be the partner of choice. iForm threaded products join Elco construction and Avdel blind products as the three lead brands from infastech supporting our customers globally in all market segments. Infastech iForm replaces Acument Camcar.
Locations:
7 Manufacturing locations covering Asia, Europe & America 5 Technology Labs in Singapore, Taiwan, China, North America & UK
Global sales & distribution with a total of more than 100 technical personnel in 27 Distribution Sites.
SERVICES: Engineering Services:

Product Engineering Services at Work
1.Fastener Selection Technical input on:

fastener quality standards conversion to metric standards selection of finishes strength requirements, including material and heat treat selection
2.Product Teardowns Disassembly and analysis of an entire product to evaluate each component and joint design.

conducted from a manufacturing, service, and end-user point of view utilizes DFM/DFA principles identifies possible cost savings from fastener consolidation or replacement, improved assembly methods and reduction of scrapped rejects
includes report and formal presentation at your facility
Infastech has performed over 30 teardowns in the last 3 years, from computer hard drives to full-sized cars. 3. Joint Analysis

evaluation of prototype design improve integrity of existing designs troubleshoot in-service problems engineering software to aid design, including FASTCALC II and Joint Works
4. Model Shop Our model shop and technical centre are dedicated to stretching the limits of our design and manufacturing capabilities. Our dedicated model shop provides support for major programs where research and product/process development is crucial to bring various concepts to reality. We can quickly produce prototypes and small lot samples for customer testing to ensure these Parts meet your exact requirements before production begins. Equipment capabilities:

Heading size range (diameter x length) #2x1.50 to 3/4 x 4.00 to M20 x 100mm Roll thread size range #2/M2 up 1-3/8/M36
5. Fastener Consolidation Services Review and analysis of parts list, product design and assembly in order to reduce costs and maximize joint performance

streamline inventory by eliminating part numbers simplify assembly improve service level
6. Testing Our state-of-the-art testing facility can analyze everything from your fasteners to your entire assembly, including testing for:

tensile/compression/shear torque/tension with angle analysis pull-out/push-out joint durability fastener fatigue clamp retention using thermal soak and cyclic tests hydrogen-assisted failure from stress corrosion and hydrogen embrittlement fastener drive system, including engagement, wear, fatigue, and ultimate strength joint pressure distribution and leak prevention molding and optimization of plastic boss designs
Fastener sizes M0.8 to M25 can be tested. Portable equipment is available for use on your assembly line. 7. Fastener Training Seminars Technical training on a number of fastening issues, presented at your facility. Subjects include:

bolted joint behavior torque/tension relationship tightening strategy seating torque development fatigue considerations plating and finishing manufacturing processes fastening into plastics fastening into metals metric standards stress corrosion and hydrogen embrittlement custom presentations to meet your specific needs
8. On-site Assembly Evaluations Organized review of an assembly line and proposal of ideas to reduce overall costs, and:

improve product quality streamline assembly methods reduce labor usage minimize component costs reduce scrap rates
Value Analysis/Value Engineering (VA/VE)

7 Programs for Maximizing Product Features at the Lowest Cost Infastechs VA/VE is a cross-functional, highly creative, systematic approach in which crossdisciplined Infastech engineers interact directly with your team to help you eliminate or prevent unnecessary costs. However, Infastech VA/VE means much more than cost reduction.
Infastech offers seven distinct VA/VE programs to help you realize the highest value for your product. VA/VE = Function Cost
1. Product Assembly Map
The Infastech Product Assembly Map program engages a cross-functional, crossdisciplined team to review your finished product through disassembly and breakdown of individual sub-components to help us determine our capacity to supply you with the best fastening solutions. 2. Product Teardown The Infastech product teardowns/disassemblies are conducted to help you reduce your overall costs through product disassemblies. The teardowns target design changes that reduce overall product cost or improve product quality, while increasing process efficiency. 3. Line Review The Infastech VA/VE team conducts a thorough review of your assembly line with the objective of increasing value by reducing assembly costs through part or process changes and at the same time increasing your product quality. 4. Line Touch An Infastech engineer focuses on a single application or station on your assembly line to solve a single problem with a limited scope. 5. Cost Reduction An Infastech engineer focuses on optimizing part design and reducing the manufacturing cost of a part to help you meet your price reduction targets. 6. Benchmarking An Infastech team reviews similar products from multiple companies to determine our ability to supply you with the best solutions. 7. Fastener Consolidation Program The Infastech team reviews and filters all of your fasteners for commonization and
Consolidation into like products. This program simplifies your bill structure and part management costs and reduces your total purchased cost.
Supply Chain Solutions

Infastech can design a custom program to meet your global needs. Infastech offers a full range of global supply chain and logistics programs to keep your assembly line running with an assured line of supply at considerable bottom-line savings. Infastech currently provides programs to several major automotive, non-automotive, transportation and electronics manufacturers with locations around the world.

High Return Supply Chain Global vendor-managed inventory programs Global warehousing and distribution programs Global supply capabilities JIT and Kan Ban programs Custom packaging
1. Fastener Application Component Design-To Design Your Optimal Fastener Solution Infastech will use its broad manufacturing capabilities and extensive engineering experience to design the optimal fastener solution if your existing fastener and component styles do not meet your needs.
Performance and envelope requirements are defined in order to find the optimal joining solution for your application, from fasteners to components to engineered assemblies. Adherence to global standards. Proposal drawings and prototypes available.
2. Assembly Process Design-Ideas to Simplify
A systematic review of the product assembly process that combines customer components and
Infastech fasteners with installation tooling to ensure maximum efficiency on the production line.
Assembly process design yields lower costs and improved quality.
3. Fastener Design

Fastener selection Global standards Finishes Manufacturing questions Strength requirements Material selection Heat treatment selection Proposal drawing
4. Prototype Samples
From application opportunity to idea generation through concept development, Infastech's disciplined prototype sample program can help you solve your challenging fastening problems. Samples from tooling followed by testing and value analysis complete the review and approval process.
5. Fastener Consolidation
Infastech's fastener consolidation program allows you to identify, then combine similar fasteners, and then delete fasteners that are obsolete or not required.
A preferred parts list and reduced Bill of Materials are created resulting in manufacturing cost savings 6. Application Testing Application testing is a leading technical resource for evaluating fastener and joint behaviour. Infastech is a worldwide leader in fastener testing, mechanical testing, and performance testing. Benefits: Prototype joint research and validations

Assembly method recommendations Field failure analysis Equipment/test method recommendation
7. Fastener Seminars

Bolted joint behavior Torque/tension Tightening strategy Hydrogen-assisted cracking Fatigue considerations Plantings and finishes Head strength rations Manufacturing processes Fastening into plastics Fastening into metals
8. Product Teardowns
A product teardown is an organized method of disassembling a product to evaluate joint designs and assembly cost drivers.
A Product Teardown's focus is on total cost! Product Teardowns utilize the principles of Design for Assembly and Design for Manufacturing.
The outputs of a Product Teardown include a written report and formal presentation at the customer's facility.
For situations where existing technology will not meet customer needs
9. Online Assembly An online assembly evaluation is an organized method of physically scrutinizing an assembly line to evaluate joint designs and assembly methods. Online assembly evaluations are often initiated in conjunction with a product teardown. Online assembly evaluations are helpful in identifying and analyzing areas such as:

Awkward assembly High labor content High scrap rate
Supply services:
1. Logistics and Supply Full-Service Provider Programs Logistics and supply services include a full range of supply services focused on optimization of the supply chain.

Vendor Managed Inventory (VMI) Strategic outsourcing including supplier development and management. Material planning Inventory management Plant Provider programs Full-Service Provider programs Vendor Managed Inventory (VMI) & Plant Provider Programs
2. Plant Sourcing and Materials Management
Infastech's VMI and Plant Provider Programs allow Infastech to take responsibility for the customer's plant sourcing and materials management.
The customer obtains access to Infastech Operations & Global Class "C: supply network. Infastech manages the customer's fastener suppliers, distributing from a central consolidation point aligned to the customer demand sequence. VMI and Plant Provider Programs deliver lower place costs for fasteners.
3.Full Service Provider Programs Integrates a customer's objectives with the full range of Infastech products and services.

One supplier from initial design to assembly line Product in sourcing and outsourcing Engineering services and quality management Supplier development and management Material planning and inventory control
Partners to global leader:
Automotive
Construction
Electronics
Industrial & Commercial
1.4 PRODUCT PROFILE:

Threaded, Blind, Engineering components & Installation systems 1. Installation System
Hand Tools nGenesis Autoload Automated assembly systems
2. Internally Threaded Nuts

Hexert
Clinch Nuts High strength
Versa Nut Rivtex
3. Blind Fasteners
Speed Fastening Breakstem Rivets Lockbolts Avseal II Sealing plugs Riverscrew Avbolt
4. Micro Fasteners
Optia Class 100 clean room NACRO Camtronic
5. Externally Threaded
TOREX PLUS TORX Mag- Forum Struk Hangermate
6. Engineering Components
Assemblies Cold-formed specials Threaded ballstuds
7.Logistics and others
Full- service Value -added logistics Application engineering
1.5 NEED OF THE STUDY:
The study can enable to know the employers level of expectation from an employee. It also identifies the necessary skills that are needed for some important positions in recruitment. The study can develop a training plan for all employees. It helps the company to access where the Operators are lacking. It also identify the training needs within their organization and to maintain a record
1.6 OBJECTIVES OF THE STUDY: PRIMARY OBJECTIVE To study the design of skill matrix for employee in Infastech Fastening Technologies India Pvt. Ltd. SECONDARY OBJECTIVE 1. To find out task involved and skill essential in executing the job. 2. To improve the evaluating skill matrix format for the employee. 3. To prepare the quadrant chart (skill matrix) for every employee working in operation section. 4. To find out existing skill level of each employees. 5. To find out relationship between experience and skill levels.
1.7 SCOPE OF THE STUDY: Skill matrix is a tool to assess the analysis the performance level of each employees and training needs. It helps the company to access where the Operators are lacking. It is a table that shows skills of individuals in a team and any gaps between the skills of employees and the job roles they have. It is also known as a competency framework. If behind the maximum level, retrain and evaluate. Critical skills are those minimum skills required to successfully accomplish the assigned work/job. If skill of worker or employees lies below the critical skill, then the productivity of workers is hampered and the organizational output will be affected. During the study the researcher was directly in contact with the Operators and Supervisors and has got a remarkable practical experience.
1.8 LIMITATIONS OF THE STUDY:
This study is limited to the company Infastech Fastening Technologies India Pvt Ltd in Chennai.
All data collected are generally limited by the method adopted. The method of data collection being a questionnaire, data is limited to the extent of data generation available through the method.
The busy schedule of Operators and supervisors is also a limitation.
2. LITERATURE SURVEY
2.1 REVIEW OF LITERATURE: states this report summarizes the results of the IRIS Project: an eleven-week
research exercise undertaken as part of the Arcadia Fellowship Program. The IRIS Project aimed to map both the provision of library inductions and training for students at the University, and the information skills amongst undergraduate students.
states that, the paper discusses about the Mapping Australias longer term requirements for professional skills will provide the data and research necessary to better managing the supply and demand for professional skills. It will also ensure we are maximizing the outcomes from investment in professional skills accumulation, and facilitate a shift from the current ad hoc arrangements to a more coordinated national approach to professional workforce planning and policy development.
is prepared for the Business, Industry and Higher Education Collaboration council. The paper discuss the following things: a) How universities currently develop and integrate employability skills into their Programs of study b) How universities teach employability skills c) How universities currently assess students employability skills d) How graduate employability skills might be assessed and reported upon.
states that, the main aim of the Project was to produce demonstration versions of online skills development maps for a range of different approaches to skills development The Project collaborated with Janet A. Hale of curriculummapping101.com and Rubicon International to use Rubicon's Atlas online curriculum mapping software to host the skills development maps (as well as demonstrating such software to a British audience.
---------------------------------------------1 A Study on Information Skills Provision: Mapping the information skills of Cambridge undergraduates and induction/training provision across the university prepared by Lizz Edwards Waller2 A Study on skill mapping: Assessing Australias Longer Term Requirement for Professional Skills by A Discussion paper prepared by professions Australias Education committee 2 3 A Study conducted on Graduate Employability skills by Precision Consultancy (August 2007) 4 A Study conducted on UKAN Skills by Paul Mayes, University of Teesside
states the Critical skill mapping of employees of operation of G Blast Furnace. The paper deals in Preparation of quadrant chart for every employee working in operation section and also the Analysis of quadrant chart. states that ICRA Management Consulting Services Limited (IMaCS) was mandated by the Department of Labour & Employment of the State Government of Rajasthan, to assist it in mapping the Human Resources and skills of Rajasthan. This report projects the human resource requirements of Rajasthans high-growth and emerging sectors till 2015, maps the human resource skills available currently in the State to meet such requirements, identifies the skill gaps with respect to these requirements, and suggests measures to bridge the gaps. States the life skills refers to individuals ability (Knowledge, Values, Attitude, and Skills) to perform life functions and to fully participate in daily life. (Faculty member in Economics, Assistant professor, Ohio University) states that the impact of Globalization on society and Economy is encapsulated in its effects on the labour market. It has accentuated the skill components in labour. In order to evaluate the impact on globalization the search for social specifies is imperative. There is a need for an analysis of the labour market at a disaggregated level with a focus on: a) the skill training infrastructure available in each locality, and its effectiveness in nurturing employability, b) The importance of partnership between training institutions with other social actors. In this regard paper attempts to examine the case of Cuttack District in Orissa.
------------------------------------------------------5 A Study conducted on critical skill mapping of operators at Tata steel, Jamshedpur by Devika 6 A Study on Mapping of Human Resources and Skills of Rajasthan-2015 prepared by ICRA Management Consulting Services Limited 7 A Study conducted on Life skill mapping in Vietnam by National Institute for Education Strategies and curriculum and supported by UNESCO 8 A Study conducted on skills Mapping and Skill Development for employability: The Case of Cuttack by Annop.K. Satpathy, jimuta.P. Mishra, Nishith Prakash
3. RESEARCH METHODOLOGY:
Research methodology is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. The scope of research methodology is wider than that of research methods. 3.1 RESEARCH DESIGN A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. Research Design is the plan, structure and strategy of investigation conceived so as to obtain answer to research question and to control variance. 3.1.1 DESCRIPTIVE RESEARCH: Descriptive research, also known as statistical research, describes data and characteristics about the population or phenomenon being studied. Descriptive research answers the question who, what, where, when and how.
In short descriptive research deals with everything that can be counted and studied. But there are always restrictions to that. Your research must have an impact to the lives of the people around you.
3.2 METHODS OF RESEARCH DESGIN: 3.2.1. PRIMARY DATA: Primary data are in the form of raw material to which statistical methods are applied for the purpose of analysis and interpretations. The primary sources are discussion with employees, datas collected through questionnaire. 3.2.2. SECONDARY DATA: Secondary datas are in the form of finished products as they have already been treated statistically in some form or other. The secondary data mainly consists of data and information Collected from records, company websites and also discussion with the management of the organization. Secondary data was also collected from journals, magazines and books.
3.3 CENSUS SURVEY: The complete set or collection of a datas that are the subject to an enquiry or study is called the population or the universe. The population or universe cans be finite or infinite. The individual members of the population or the universe are referred to as units. A list of units is called the frame or respondent units (or respondents /informants) of the enquiry because these provide the required information to the investigators employed for the enquiry. A complete enumeration or collection of details from, or about, in the universe including the collection of related demographic information. 3.4 SAMPLING TECHNIQUE: 3.4.1. PROBABILITY TECHNIQUE:
A probability sampling scheme is one in which every unit in the population has a chance (greater than zero) of being selected in the sample, and this probability can be accurately determined. The combination of these traits makes it possible to produce unbiased estimates of population totals, by weighting sampled units according to their probability of selection.
3.4.2. NON-PROBABILITY TECHNIQUE: Non-probability sampling is any sampling method where some elements of the population have no chance of selection (these are sometimes referred to as 'out of coverage'/'under covered'), or where the probability of selection can't be accurately determined. It involves the selection of elements based on assumptions regarding the population of interest, which forms the criteria for selection. 3.4.2.1 CONVENIENCE SAMPLING: A convenience sample is a sample of study subjects taken from a group which is conveniently accessible to a researcher. The advantage of a convenience sample is that it is easy to access, requiring little effort on the part of the researcher. 3.5 TOOLS USED FOR ANALYSIS:
-Test
3. 5. 1 Correlation Coefficient: Correlation Coefficient (r), a measure of the strength of the linear relationship between two variables that is defined in terms of the (sample) covariance of the variables divided by their (sample) standard deviations. It is expressed as,
r
3.5.2 F-Test:
An F-test is any statistical test in which the test statistic has an F-distribution under the null hypothesis. It is most often used when comparing statistical models that have been fit to a data set, in order to identify the model that best fits the population from which the data were sampled. Exact F-tests mainly arise when the models have been fit to the data using least squares.
F=
3.5.3 Weighted Average Analysis:
Weighted average is any average that has multiplying factors to give different weights to data at different positions in the sample window. Weighted averages are used extensively in descriptive statistical analysis such as index numbers. It is also called as weighted mean.
4. DATA ANLYSIS AND INTERPRETATION:

The data collected from the responses to the questionnaire was tabulated and appropriate statistically methods were applied to it. Frequency distribution of various responses for each question was analyzed using chart. Analysis was done by Percentage analysis, Quadrant Chart, F-test, correlation and weighted average analysis. 4.1 Percentage analysis: TABLE 1 SHOWS AGE OF THE RESPONDENTS
Particulars Below 20 years 21years to 25 years 26 years to 30years Above 30 years TOTAL
No. of Respondents 0 23 32 5 60
Percentage (%) 0 38 54 8 100
CHART 1 SHOWS AGE OF THE RESPONDENTS
AGE OF THE RESPONDENT

8% 0%
38%
Below 20 years 21years to 25 years 26 years to 30years Above 30 years
54%
INTERPRETATION: From the above table disclosed that 54% of the respondents are of age between 26 years to 30 years and none of the respondent belongs to age group of below 20 years.
TABLE 2 SHOWS GENDERS OF THE RESPONDENTS
Gender
No. of Respondents 60 0 60
Percentage (%) 100 0 100
MALE FEMALE TOTAL
CHART 2 SHOWS GENDERS OF THE RESPONDENTS
GENDER OF THE RESPONDENTS

0%
MALE FEMALE
100%
INTREPRETATION: From the above table disclosed that 100% of the respondents are male and none of the respondents are female.
TABLE 3 SHOWS QUALIFICATION OF THE RESPONDENTS
Particulars ITI Diploma Graduate Others TOTAL
Percentage (%) 43 50 7 0 100
CHART 3 SHOWS QUALIFICATION OF THE RESPONDENTS
QUALIFICATION OF THE RESPONDENT

7% 0%
43%
ITI Diploma Graduate Others
50%
INTERPRETATION:
From the above table disclosed that 50% of the respondents have a qualification of Diploma and none of the respondent belongs to others categories.
TABLE 4 SHOWS EXPERIENCE OF THE RESPONDENTS
Particulars
6 to 12 Months 12 Months to 2 Years 2 Years to 4 Years 4 years and above
Percentage (%) 13 23 34 30 100
TOTAL
CHART 4 SHOWS EXPERIENCE OF THE RESPONDENTS
EXPERIENCE OF THE RESPONDENTS

13% 30%
6 to 12 Months 23% 12 Months to 2 Years 2 Years to 4 Years 4 years and above
34%
INTERPRETATION: From the above table disclosed that 34% of the respondents have experience of 2 to 4 years and 13% of the respondent has experience of 6 to 12 months. TABLE 5 SHOWS WORKING LEVELOF THE EMPLOYEES
Particulars
Alone Part of a Team TOTAL
CHART 5 SHOWS WORKING LEVEL OF THE EMPLOYEES
WORKING LEVEL OF THE EMPLOYEES

53% 52% 52% 51% PERCENTAGE 50% 49% 48% 48% 47% 46% Alone PARTICULARS Part of a Team WORKING LEVEL OF THE EMPLOYEES
INTERPRETATION: From the above table disclosed that 52% of the employees have a skill to work alone and remaining 48% of the employees can work as a part of team.
TABLE 6 SHOWS GOAL-FOCUSED LEVEL OF THE RESPONDENTS
Particulars
Yes No TOTAL
CHART 6 SHOWS GOAL-FOCUSED LEVEL OF THE RESPONDENTS
GOAL-FOCUSED INDIVIDUAL
120% 100% 100% 80% PERCENTAGE 60% 40% 20% 0% 0% Yes PARTICULARS No GOAL-FOCUSED INDIVIDUAL
INTERPRETATION: From the above table disclosed that 100% of the employees are goal-focused individual.
TABLE 7 SHOWS EMPLOYEES REQUIREMENT OF TECHNICAL KNOWLEDGE FOR THEIR JOB
Particulars
Yes No TOTAL
CHART 7 SHOWS EMPLOYEES REQUIREMENT OF TECHNICAL KNOWLEDGE FOR THEIR JOB
REQUIREMENT OF TECHNICAL KNOWLEDGE

120% 100% 100% PERCENTAGE 80% 60% 40% 20% 0% 0% Yes PARTICULARS No REQUIREMENT OF TECHNICAL KNOWLEDGE
INTERPRETATION: From the above table disclosed 100% of the employees say yes that they require high degree of technical knowledge for their job.
TABLE 8 SHOWS EMPLOYEE SUGGESTION MADE AT WORK WAS IMPLEMENTED
Particulars
Yes No TOTAL
CHART 8 SHOWS OF EMPLOYEE SUGGESTION MADE AT WORK WAS IMPLEMENTED
SUGGESTIONS MADE AT WORK

100% 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Yes PARTICULARS
PERCENTAGE
SUGGESTIONS MADE AT WORK
0% No
INTERPRETATION: From the above table disclosed 100% of the employees say yes that their suggestions made at work were implemented.
TABLE 9 SHOWS KNOWLEDGE OF GENERAL RAW MATERIAL DEFECT OF THE RESPONDENTS
Particulars
No. of Respondents
Percentage (%)
Yes No TOTAL
60 0 60
100 0 100
CHART 9 SHOWS KNOWLEDGE OF GENERAL RAW MATERIAL DEFECT OF THE RESPONDENTS
KNOWLEDGE OF RAW MATERIAL DEFECT

120% 100% PERCENTAGE 80% 60% 40% 20% 0% Yes PARTICULARS No 0% KNOWLEDGE OF RAW MATERIAL DEFECT 100%
INTERPRETATION:
From the above table disclosed 100% of the employees say yes as they have knowledge on general raw material defect.
TABLE 10 SHOWS TIME MANAGEMENT OF THE EMPLOYEES
Particulars Strongly Agree Agree Neutral Disagree Strongly Disagree Total
No. of Respondents 51 9 0 0 0 60
Percentage (%) 85 15 0 0 0 100
CHART 10 SHOWS TIME MANAGEMENT OF THE EMPLOYEES TIME MANAGEMENT OF EMPLOYEES

90% 80% 70% PERCENTAGE 60% 50% 40% 30% 20% 10% 0% Strongly Agree Agree Neutral PARTICULARS Disagree Strongly Disagree 15% 0% 0% 0% TIME MANAGEMENT OF EMPLOYEES 85%
INTERPRETATION:
From the above table disclosed 85% of the employees strongly agree that they can completed the work as scheduled and 15 % of the employees agree that they can completed the work as schedule.
TABLE 11 SHOWS ABILITY OF EMPLOYEES TO WORK WITH LIMITED SUPERVISION
Particulars Strongly Agree Agree Disagree Strongly Disagree Total
Percentage (%) 60 35 15 0 100
CHART 11 SHOWS ABILITY OF EMPLOYEES TO WORK WITH LIMITED SUPERVISION
ABILITY TO WORK WITH LIMITED SUPERVISION

70% 60% 60% 50% PERCENTAGE 40% 30% 20% 10% 0% 0% Strongly Agree Agree Disagree Strongly Disagree 15% 35% ABILITY TO WORK WITH LIMITED SUPERVISION
PARTICULARS
INTERPRETATION: From the above table disclosed 60% of the employees strongly agree that they can able to work with limited supervision and 15 % of the employees neither agree nor disagree that they can able to work with limited supervision.
TABLE 12 SHOWS EMPLOYEES AWARENESS ON EMERGENCY SITUATION
Particulars
Yes No TOTAL
CHART 12 SHOWS EMPLOYEES AWARENESS ON EMERGENCY SITUATION
EMPLOYEES AWARENESS ON EMERGENCY SITUATION

120% 100% 100%
80%
PERCENTAGE
60% EMPLOYEES AWARENESS ON EMERGENCY SITUATION 40%
20% 0% 0% Yes PARTICULARS No
INTERPRETATION:
From the above table disclosed 100% of the employees say yes as they can make action if any emergency situation arises.
TABLE 13 SHOWS EMPLOYEES ATTITUDE TO LEARN NEW THINGS
Percentage (%) 92 8 0 0 0 100
CHART 13 SHOWS EMPLOYEES ATTITUDE TO LEARN NEW THINGS
ATTITUDE TO LEARN NEW THINGS

100% 90% 80% 70% PERCENTAGE 60% 50% 40% 30% 20% 10% 0% Strongly Agree Agree Neutral PARTICULARS Disagree Strongly Disagree 8% 0% 0% 0% ATTITUDE TO LEARN NEW 92%
INTERPRETATION:
From the above table disclosed that 92% of the employees strongly agree that they work with an attitude to learn new things and 8% of the employees agree that they work with an attitude to learn new things.
TABLE 14 SHOWS SKILL LEVEL OF EMPLOYEES TO TROUBLESHOOT MACHINE IN ABSENCE OF SUPPORT
Percentage (%) 60 38 2 0 0 100
CHART 14 SHOWS SKILL LEVEL OF EMPLOYEES TO TROUBLESHOOT MACHINE IN ABSENCE OF SUPPORT
TROUBLESHOOT THE MACHINE IN ABSENCE OF SUPPORT

70% 60% 60% PERCENTAGE 50% 40% 30% 20% 10% 0% Strongly Agree Agree Neutral Disagree PARTICULARS Strongly Disagree 2% 0% 0% 38% TROUBLESHOOT THE MACHINE IN ABSENCE OF SUPPORT
INTERPRETATION: From the above table disclosed that 60% of the employees strongly agree that they can trouble shoot the machine in absence of support and 2% of the employees can neither agree nor disagree that they can trouble shoot the machine in absence of support.
4.2 QUADRANT CHART:

AIM: To prepare a quadrant chart for skill level of each employees working at operation section. HEADING/THREADING/SORTING DEPARTMENT
S.NO
NAME
SKILL LEVEL
1.
Nagarajan.K
2.
Vedapuri.M
3.
Krishna Kumar.L
4.
Velmurgan.S
5.
Vinoth.S
6.
Rajesh.S
7.
Yogarajan.G
8.
Magesh.C
9.
Thulasingam.A
10.
Palani.R
11.
Vijay Kumar.S
12.
Balamurgan.G
13.
Selavam.R
14.
Balaji.M
15.
Puvi chandran.K
16.
Swamynathan.L
17.
Ragavendran.G
18.
Kumar.A
19.
Palani.V
20.
Venkat.S
21.
Ellumalai.R
22.
Rajini.K
23.
Karan.L
24.
Ram.Y
25.
Jagan.J
26.
Babu.V
27.
Senthil Kumar.R
28.
Anbu.M
29.
Saravanan.P
30.
Vasu.R
HEAT TREAMENT DEPARTMENT
S.NO
NAME
SKILL LEVEL
1.
Arun.M
2.
Naveen.S
3.
Prabhakaran.K
4.
Lingam.G
5.
Durai.V
6.
Venugopal.S
7.
Arumugam.L
8.
Karthik.K
QUALITY ASSURANCE DEPARTMENT
S.NO
NAME
SKILL LEVEL
1.
Raja.M
2.
Arual.H
3.
Ramesh.S
4.
Karthick.S
5.
Harish.S
6.
Satish kumar.I
7.
Kannan.K
TOOL ROOM DEPARTMENT
S.NO
NAME
SKILL LEVEL
1.
Ramesh.D
2.
Venu.G
3.
Murali.S
4.
Venkatesh.C
5.
Rajesh.R
6.
Kumaresh.S
7.
Balaji.R
8.
Ganesan.N
9.
Deenadhayala.R
10.
Vishva.G
MAINTENANCE DEPARTMENT
S.NO
NAME
SKILL LEVEL
1.
Vimal.K
2.
Shankar.D
3.
Jai.S
4.
Gopi.R
5.
Praveen.M
STATISTICAL TOOLS USED FOR ANALYSIS
4.3 CORRELATION AIM: To test the relationship between the experience and skill level of the employees.
Factor
6 to 12 Months
12 Months 2 Years to 4 to 2 Years

14
4 Years and Above

18
Years
20
Experience (X)
Factor
Strongly Agree
Agree
Disagree
Strongly Disagree
Able to work with limited supervision(Y) 36 21 3 0
Correlation coefficient table 4.3 shows relationship between the experience and skill level of each employees in the organization. X 8 14 2 18 X=60 Y 36 21 3 0 Y=60 64 196 400 324 =984 1296 441 9 0 =1446 XY 288 294 60 0 XY=642
r=
r=
r=
r=
r = 0.5143
INFERENCE: The correlation is highly positive and there is a relationship between the experience and skill level for the employees.
4.4 F-TEST
AIM: To test the relationship between experience and skill level of each employee.
NULL HYPOTHESIS (
):
: There is the relationship between the experience and skill level of the employees.
ALTERNATIVE HYPOTHESIS (
):
: There is no relationship between the experience and skill level of the employees.
Strongly Factor
Work with attitude to learn new things (X)
Can trouble shoot machine in absence of support (Y)
Agree
55
Agree
5
Neutral
0
Disagree
0
Strongly Disagree
0
36
23
FORMULA:
F=
=
Using F-Test,
= {1849+49+144+144+144} = 582.5 =
{ + }
= {576+121+100+144+144} = 271.25
F-test; F
= = 2.14
F=
METHOD: Tabulated for (1,1) degree of freedom at 5% level of Significance is 161
The calculated value > or < tabulated value i.e. 2.14< 161
INFERENCE Since the calculated value is lesser than the tabulated value, Null hypothesis ( there is a relation between the experience & skill level. ) is accepted. Therefore,
4.5 ANALYSIS USING WEIGHTED AVERAGE METHOD
AIM:
To find the ranks of different skill level-1 of various departments (Heading, Threading, Sorting, Heat treatment, Tool room, Maintenance, Quality Assurance) which are listed below according to the opinion of respondents.
SKILL LEVEL-1:
Factors
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Heading, Threading, 21 Sorting Heat treatment Quality Assurance Maintenance Tool room 5 5 3 3 0 0 2 2 0 0 0 0 0 0 0 0 0 0 0 0 7 1 0 0
Weighted average table 4.5.1 shows the rank of Skill level-1 employees of different departments which are listed below according to the opinion of respondents.
POINT WEIGHTAGE
TOTAL
AVG
RANK
Factors
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Heading, Threading, Sorting
105
28
136
27.2
Heat treatment
25
25
Quality Assurance
25
25
Maintenance
15
23
4.6
Tool room
15
23
4.6
INFERENCE: The above table shows that the employees skill level-1 of weightage first to the Heading, Threading, Sorting department, second to the Heat treatment and Quality Assurance department, third to the Maintenance and Tool room department.
AIM:
To find the ranks of different skill level- 2 of various departments (Heading, Threading, Sorting, Heat treatment, Tool room, Maintenance, Quality Assurance) which are listed below according to the opinion of respondents.
SKILL LEVEL-2:
Factors
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
POINT WEIGHTAGE
TOTAL
AVG
RANK
Factors
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
235
36
271
54.2
Heat treatment
30
16
66
13.2
Quality Assurance
15
23
4.6
Maintenance Tool room
25 40
0 8
0 0
0 0
0 0
25 48
5 9.6
4 3
INFERENCE: The above table shows that the employees skill level-2 of weightage first to the Heading, Threading, Sorting department, second to the Heat treatment department, third to the Tool room department, fourth to the Maintenance department and fifth to the Quality Assurance department.
AIM:
SKILL LEVEL-3:
Factors
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
POINT WEIGHTAGE
TOTAL
AVG
RANK
Factors
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
270
28
298
59.6
Heat treatment
65
73
14.6
Quality Assurance
80
16
96
19.2
20 45
4 4
0 0
0 0
0 0
24 49
4.8 9.8
5 4
INFERENCE: The above table shows that the employees skill level-3 of weightage first to the Heading, Threading, Sorting department, second to the Heat treatment department, third to the Quality Assurance department, fourth to the Tool room department and fifth to the Maintenance department.
AIM:
SKILL LEVEL-4:
Factors
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
POINT WEIGHTAGE
TOTAL
AVG
RANK
Factors
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
280
280
56
Heat treatment
50
50
10
Quality Assurance
75
75
15
50 75
0 0
0 0
0 0
0 0
50 75
10 15
3 2
INFERENCE: The above table shows that the employees skill level-4 of weightage first to the Heading, Threading, Sorting department, second to the Tool room and Quality Assurance department, third to the Heat treatment and Maintenance department.
5.1 FINDINGS:
Majority of the respondent, about 54% belongs to the category of 26 years to 30 year. It is found that 100% of the respondents are male. It is found that 34% of the respondents have been of 2 to 4 years experience. 50% of the respondents have completed Diploma. 52% of the respondents have a skill to work alone. 100% of the respondents are goal-focused individual. 100% of the respondents say yes that they require high degree of technical knowledge for their job. 100% of the respondents say yes that their suggestions made at work were implemented. 100% of the respondents say yes as they have knowledge on general raw material defect. 85% of the respondents strongly agreeing that they can complete the work as scheduled. 60% of the respondents strongly agreeing that they can able to work with limited supervision. 100% of the respondents say yes as they can make action if any. 92% of the respondents strongly agreeing that they work with an attitude to learn new things. 60% of the respondent strongly agreeing that they can trouble shoots the machine in absence of support.
5.2 RECOMMENDATIONS:
After skill mapping of the employees of operation section of the Infastech Fastening Technologies India Pvt. Ltd. Production department, the following are our recommendations to this department:
The exercise should be carried out in 360 degrees as it would strengthen the authenticity of the ratings and would give a clearer picture as to the exact skill of the employees. Use of occasional skill tests within the department could help the employees keep a track of where exactly they stand and thus would help them put more authentic ratings when asked to. The mapping is done by the supervisors of the department. Thus it should be shared with all the operators so that they come to know about their skill level and try to improve it. The critical skill mapping study reveals the various skills of workers in which they are expert or they are lacking. Special training program should be arranged for those employees who are lacking in their respective modules. The experts in the ratings marked green should be further investigated in detail and if found satisfactory should be made use of as in house trainers. This would cut the trainer costs for the company. More emphasis on ON-THE-JOB training should be given. It must have equal proportion of technical and managerial inputs. Program can be made more interesting during the theoretical sessions by discussions of actual case study.
So this would improve the cross education, helping and cohesiveness among the employees. This would further help in the strengthening of the bonds between the employees, thus strengthening the manpower asset of the organization as a whole.
5.3 CONCLUSION
The skill matrix were successfully developed and analyzed for all the teams of Infastech Fastening Technologies India Pvt. Ltd. The data provided can be used by the organization for forecasting the employees skill level and planning its training and development programmes. The project was carried out in a good manner and has met the expectations of the Organization. Critical Skill mapping helps to indicate the image of management in the mind of employees as well as their capabilities and attitudes. It has been found out from the survey and its analysis that the training program in this department is effective. The future of an organization largely depends upon its productivity; productivity depends upon its employees. Thus employees should be trained in best possible way to increase the productivity. For this purpose Infastech Fastening Technologies India Pvt Ltd. possesses an effective training centre that takes the responsibility of training the employees. One of the reasons for this project was to discover the skills possessed by the operators. The evaluation of these data would help the company to critically analyze the skills in their employees and recognize the need of training. Research into all these factors which tends to improve the quality of work.
BIBLIOGRAPHY
BOOKS FOR REFERENCE:
Research Methodology - C.R. Kothari Research methodology - UmaSekaran Human resource for management - David A.Decenzo Stephen P.Robbins Interviewing skills-Tim Hindle Contemporary's Essential Skills for the Workplace: Level Two : Building Workplace Competencies- Lori Strumpf, Kristine Mains, Cathy Niemet.
WEBSITE REFERRED:
www.google.co.in www.infastech.com www.projectparadise.com www.citehr.edu http://hrlink.in/ www.scribd.com http://hr.blr.com/
APPENDIX
QUESTIONNAIRE
A Study on evaluating the skill matrix of employees and improving the existing skill matrix in Infastech Fastening Technologies India Pvt. Ltd.
Name: Function: Qualification: Experience: A) 6 to 12 Months B) 12 Months to 2 Years Date: Designation: Age: Gender: Male/Female
C) 2 Years to 4 Years D) 4 years and above
The questionnaire is sent to you as a part of my MBA project I am undertaking in this organization on the topic Skill matrix from Human Resource perspective. This questionnaire is meant for the study of skill matrix on employee performance. Please indicate your extent of agreement for following factors. 1. How do you work? A) Alone B) Part of a team
2. Are you a goal-focused individual? A) Yes B) No
3. Do you require high degree of technical knowledge for your job? A) Yes B) No
4. Have your suggestion made at work was implemented? A) Yes B) No
5. Knows general raw material defect A) Yes B) No
6. Timely plan the works and complete them as scheduled. A) Strongly Agree B) Agree C) Neutral D) Disagree E) Strongly Disagree
7. Able to work with limited supervision. A) Strongly Agree B) Agree C) Neutral D) Disagree E) Strongly Disagree
8. Can make action if any emergency situation arises. A) Yes B) No
9. Works with an attitude to learn new things. A) Strongly Agree B) Agree C) Neutral D) Disagree E) Strongly Disagree
10. Can troubleshoot machine in the absence of support. A) Strongly Agree B) Agree C) Neutral D) Disagree E) Strongly Disagree
TECHNICAL SKILLS (HEADING, THREADING, SORTING):

STRONGLY (5) AGREE (4) (3) DISAGREE ( 2) STRONGLY DISAGREE (1)
can operate, not set can build good parts with reference to specification data Knows to read drawing cleans machine & area on completion but needs assistance when returning tooling to storage S5. understands all process hazards S6. can complete the operation in standard time S7. Awareness on ISO 9001/ISO 14001/OHSAS 18001 requirements Date: Employee Name: Evaluator: Recommendation: S.NO SKILL LEVEL 2 S1. S2. S3. S4. S5. S6. S7. Date: can set with direct assistance can build good parts with occasional reference to specification data can do without reference to work instructions able to return tooling to correct location understands hazards associated with routine maintenance can complete the operation a controller manner Awareness on ISO 9001 requirements Employee Name: Recommendation: SKILL LEVEL 3 can set with occasional assistance can build good parts without reference to specification data completes the operation in quicker can make minimum mess during operation understands hazards associated with setting & preventative maintenance Able to inspect/Assess the tooling requirements Awareness on ISO 14001/OHSAS 18001 Employee Name: Recommendation: SKILL LEVEL 4 can perform improvements that reduce set up time (JIT) can train others in the use of specification data and can identify related specification errors Attend minor breakdowns in machine can provide safety training during process operation maintenance & setting Knows and practice methodologies like TPM,5S,KAIZEN Can communicate and lead Team members Knows Statistical Process Chart Employee Name: Recommendation:
S1. S2. S3. S4.
Observation Observation Written Test Practical Demonstration Written Test Practical Demonstration Written Test Employee Sign:
EVALUATION METHOD
AGREE
S.NO
SKILL LEVEL 1
EVALUATION METHOD
NEUTRAL
3 2
Observation Observation Observation Observation Written Test Practical Demonstration Written Test Employee Sign:
Evaluator: S.NO S1. S2. S3. S4. S5. S6. S7. Date:
EVALUATION METHOD
3 2
Observation Practical Demonstration Practical Demonstration Observation Written Test Observation Written Test Employee Sign:
Evaluator: S.NO S1. S2. S3. S4. S5. S6. S7.
EVALUATION METHOD
3 2
Practical Demonstration Observation Practical Demonstration Practical Demonstration Observation Observation Written Test Employee Sign:
Date: Evaluator:
HEAT TREATMENT:
( 2) (5) (4) (3) (1) STRONGLY DISAGREE
STRONGLY AGREE
METHOD S1. S2. S3. S4. S5. Can able to operate the furnace and accessories with guidance Basic knowledge about the Metal Heat Treatment Basic knowledge about the gas properties Knows the safety and emergency switches on the machine Awareness on IMS(ISO 9001/ISO 14001/OHSAS 18001) Employee Name: Recommendation: SKILL LEVEL 2 Practical demonstration Observation Written Test Written Test Written Test
Date: Evaluator: S.NO S1. S2. S3. S4. S5.
Employee Sign:
EVALUATION METHOD
AGREE
S.NO
SKILL LEVEL 1
EVALUTION
DISAGREE
NEUTRAL
Can able to perform metal heat treatment with limited supervision Knows about the drive system Knows trouble shooting operation Understands the pneumatic application and operation Knows the application of ISO 9001 Employee Name: Recommendation: SKILL LEVEL 3
Practical demonstration Written Test Written Test Observation Written Test Employee Sign:
EVALUATION METHOD
Date: Evaluator: S.NO S1. S2. S3. S4. S5. Date: Evaluator: S.NO S1. S2. S3. Can teach each others
Can able to understand and work individually with HMI Can able to understand and perform the trouble shooting operation Can able to perform Pneumatic operation Can able to reduce stress level induced Knows the application of ISO 14001 and OHSAS 18001 Employee Name: Recommendation: SKILL LEVEL 4
Practical demonstration Practical demonstration Practical demonstration Observation Written Test Employee Sign:
EVALUATION METHOD
Observation Observation Practical demonstration
Can able to act fast and take decision in the emergency situation Can perform Routine inspection and monitoring of furnace water cooling system
S4. S5. Date:
Replacement of furnace water cooling hoses Knows the application of ISO 9001/14001 and OHSAS 18001 Employee Name: Recommendation:
Observation Written Test Employee Sign:
Evaluator:
QUALITY ASSURANCE:
(5) (4) ( 2) DISAGREE (3) (1) STRONGLY DISAGREE
STRONGLY AGREE
METHOD
S1. S2. S3. S4. S5.
understands quality standard required can work with all measuring instruments with guidance Able to read the sketch Basic knowledge to identify material grades Awareness on IMS (ISO 9001/ISO 14001/OHSAS 18001) Employee Name: Recommendation: SKILL LEVEL 2
Observation Practical Demonstration Observation Written Test Written Test
Date: Evaluator: S.NO

S1. S2. S3. S4. S5.
Employee Sign:
EVALUATION METHOD
AGREE
S.NO
SKILL LEVEL 1
EVALUATION
NEUTRAL
can achieve required standard & run SPC where required can independently do inspection for in-process/sub-con and outgoing FG Knowledge on product standard and specification Knowledge on product testing knows the application of ISO 9001 Employee Name: Recommendation: SKILL LEVEL 3
Practical Demonstration Practical Demonstration Observation Written Test Written Test

S1. S2. S3. S4.
Employee Sign:
EVALUATION METHOD
can attain the standards, understand acceptable deviations, perform soon can carry out salt spray test/hardness test/torque test Knowledge of inspection sampling for given items knowledge about understanding the tolerance allowed in sketch and the company standard
Observation Practical Demonstration Written Test Written Test
S5.
knows the application of ISO 14001 and OHSAS18001 Employee Name: Recommendation: SKILL LEVEL 4 can train others in how to achieve the quality standard can take corrective quality actions can teach each others Checks the material dimensions against sketch speedly Knows the application of ISO 9001/14001/OHSAS 18001 Employee Name: Recommendation:
Written Test

S1. S2. S3. S4. S5.
Employee Sign:
EVALUATION METHOD
Observation Observation Observation Practical Demonstration Written Test
Date: Evaluator:
Employee Sign:
MAINTENANCE:
(5) (4) (3) ( 2) DISAGREE 2 2 2 1 1 1 (1) STRONGLY DISAGREE
S1. S2. S3. S4.
Can perform start up & safety checks Can attend minor breakdowns without guidance Knows housekeeping of plant/machinery Work orders are always completed with all relevant actual information, to allow analysis for recurring problems
Observation Practical Demonstration Written Test Observation
S5. Date:
Awareness on IMS (ISO 9001/ISO 14001/OHSAS 18001) Employee Name: Recommendation: SKILL LEVEL 2 Can perform routine maintenance activities Can independently attend breakdowns without guidance Knows of spare parts stocking decisions and stocking levels are in place Equipment downtime is tracked and reviewed periodically Knows the application of ISO 9001 Employee Name: Recommendation: SKILL LEVEL 3 Can perform preventative maintenance activities Can Independently handle shift with exposure to all equipments like compressor, DG, FHP WWTP ETP.
Written Test Employee Sign:
Evaluator: S.NO S1. S2. S3. S4. S5. Date: Evaluator: S.NO S1. S2.
EVALUATING METHOD Practical Demonstration Practical Demonstration Written Test Observation Written Test Employee Sign:
EVALUATING METHOD Practical Demonstration Practical Demonstration
S3. S4. S5. Date:
Knowledge of cleaning, Inspection and tightening the machine Identifying and report abnormalities on the machine Knows the application of ISO 14001 and OHSAS 18001 Employee Name: Recommendation: SKILL LEVEL 4 Can train others in maintenance activities an diagnose faults & perform basic repairs Can teach each others Attending equipment breakdown Knows the application of ISO 9001/14001 and OHSAS 18001 Employee Name: Recommendation:
Written Test Observation Written Test Employee Sign:
Evaluator: S.NO S1. S2. S3. S4. S5. Date: Evaluator:
EVALUATING METHOD Observation Practical Demonstration Observation Practical Demonstration Written Test Employee Sign:
NEUTRAL 3 3 3
S.NO
SKILL LEVEL 1
EVALUATING METHOD
STRONGLY AGREE
AGREE
TOOL ROOM:
(5) (4) (3) ( 2) DISAGREE (1) STRONGLY DISAGREE
S1. S2. S3. S4. S5.
Knows to read drawing Basic knowledge of identifying tools grade Basic knowledge of trouble shooting can complete the rework/repair operation in standard time Awareness on ISO 9001/ISO 14001/OHSAS 18001 requirements Employee Name: Recommendation: SKILL LEVEL 2
Written Test Observation Practical Demonstration Observation Written Test Employee Sign:
EVALUATION METHOD
Date: Evaluator: S.NO S1. S2. S3. S4. S5.
NEUTRAL
S.NO
SKILL LEVEL 1
EVALUATION METHOD
STRONGLY AGREE
AGREE
Knows to assemble tools under supervision Basic Knowledge of tools used for assembling Knows about the operation of tools can complete the rework/repair operation a controller manner Awareness on ISO 9001 requirements Employee Name: Recommendation: SKILL LEVEL 3
Practical Demonstration Written Test Written Test Observation Written Test Employee Sign:
EVALUATION METHOD
Date: Evaluator: S.NO S1.
Can assemble and rework/repair the tools with limited supervision
Practical Demonstration
S2. S3. S4. S5.
Knowledge of tools and tool change frequency of machine Detailed knowledge of tools used for assembling completes the operation in quicker Awareness on ISO 14001/OHSAS 18001 Employee Name: Recommendation: SKILL LEVEL 4
Written Test Written Test Observation Written Test Employee Sign:

EVALUATION METHOD
Date: Evaluator: S.NO S1. S2. S3. S4. S5. Can teach others
Observation Practical Demonstration Observation Observation Written Test Employee Sign:
Can assemble and rework/repair the tools accurately Can train and improve others in use of work instruction Can communicate and lead Team members Knows the application of ISO 9001/14001 and OHSAS 18001 Employee Name: Recommendation:
Date: Evaluator:

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A STUDY ON EMPLOYEE SKILL MATRIX AT INFASTECH FASTENING TECHNOLOGIES INDIA PVT LTD A PROJECT REPORT

Submitted by SUGANTHI.D (30310631050) Under the Guidance of

ANAND INSTITUTE OF HIGHER TECHNOLOGY

Ms. M. Lakshmi Shree, MBA., (Ph.D) INTERNAL GUIDE

Prof. Dr. T.SIVAKUMAR HEAD OF THE DEPARTMENT

Viva- voce exam for this project was held on __________

SUGANTHI.D (30310631050) II MBA Anand Institute of Higher Technology Kazhipattur 603103.

Signature of the Student (SUGANTHI.D)

CONCLUSIONS 5.1 FINDINGS 71 72 5.3 CONCLUSIONS BIBLIOGRAPHY APPENDIX QUESTIONNAIRE 73

TABLE NO. 4.1.1

TABLE SHOWS DISTRIBUTION OF THEIR RESPONDENT BY AGE

TABLE SHOWS DISTRIBUTION OF THEIR RESPONDENT BY GENDER

TABLE SHOWS DISTRIBUTION OF THEIR RESPONDENT BY EDUCATION QUALIFICATION

TABLE SHOWS DISTRIBUTION OF THEIR RESPONDENT BY EXPERIENCE

TABLE SHOWS RESPONSE FOR WORKING LEVEL OF THE EMPLOYEES

TABLE SHOWS RESPONSE FOR GOAL-FOCUSED LEVEL OF THE RESPONDENTS

TABLE SHOWS RESPONSE FOR TIME MANAGEMENT OF THE EMPLOYEES

TABLE NO. 4.1.1

CHART SHOWS DISTRIBUTION OF THEIR RESPONDENT BY AGE

CHART SHOWS DISTRIBUTION OF THEIR RESPONDENT BY GENDER

CHART SHOWS DISTRIBUTION OF THEIR RESPONDENT BY EDUCATION QUALIFICATION

CHART SHOWS DISTRIBUTION OF THEIR RESPONDENT BY EXPERIENCE

CHART SHOWS RESPONSE FOR WORKING LEVEL OF THE EMPLOYEES

CHART SHOWS RESPONSE FOR GOAL-FOCUSED LEVEL OF THE RESPONDENTS

CHART SHOWS RESPONSE FOR TIME MANAGEMENT OF

Matrix Formation Figure 1.1.5.1

1.1.6 QUADRANT CHART OF SKILL MATRIX:

No. of Quadrants to be Filled

Has been given basic training on the subject.

Is an expert of subject and can give training to others.

formation of the competency mapping. Reengineering of jobs can be done easily.

1.2 INDUSTRY PROFILE:

Protective Coatings for Fasteners

Industrial Fasteners Market in India 2011

European Directives for Fasteners

National Industrial Fastener Expo, October 10 -12, 2012

Industry Forecast for 2012& 2017:

1.3 COMPANY PROFILE:

Implementing effective performance measurement, management and continual process efforts.

Infastech employs 2200 people globally:

integrated network structure across Asia Pacific, Europe and USA

SERVICES: Engineering Services:

1.Fastener Selection Technical input on:

includes report and formal presentation at your facility

Value Analysis/Value Engineering (VA/VE)

Supply Chain Solutions

2. Assembly Process Design-Ideas to Simplify

Assembly process design yields lower costs and improved quality.

Assembly method recommendations Field failure analysis Equipment/test method recommendation

Awkward assembly High labor content High scrap rate

2. Plant Sourcing and Materials Management

Partners to global leader:

Industrial & Commercial

1.4 PRODUCT PROFILE:

Hand Tools nGenesis Autoload Automated assembly systems

2. Internally Threaded Nuts

Clinch Nuts High strength

Versa Nut Rivtex

Optia Class 100 clean room NACRO Camtronic

TOREX PLUS TORX Mag- Forum Struk Hangermate

Assemblies Cold-formed specials Threaded ballstuds

7.Logistics and others

Full- service Value -added logistics Application engineering