Introduction:

In the modern industrial world today everyone needs to excel in order to achieve excellence in manufacturing. This is only possible if at all the entire workforce will work cohesively and ensure to produce the best quality and value added product at lowest cost. While observing all safety norms, at the same time helping to maintain the surrounding environment. Since this is a very difficult task to achieve, the whole industrial work force needs very specific tools and rules to follow in a very strict and disciplined manner. Employee training tries to improve skills, or add to the existing level of knowledge so that employee is better equipped to do his present job, or to prepare him for a higher position with increased responsibilities. However individual growth is not and ends in itself. Organizational growth need to be measured along with individual growth. Training refers to the teaching /learning activities done for the primary purpose of helping members of an organization to acquire and apply the knowledge skills, abilities, and attitude needed by that organization to acquire and apply the same. Broadly speaking training is the act of increasing the knowledge and skill of an employee for doing a particular job. In todays scenario change is the order of the day and the only way to deal with it is to learn and grow. Employees have become central to success or failure of an organization they are the cornucopia of ideas. So it high time the organization realize that train and retain is the mantra of new millennium.

SCOPE OF THE STUDY

The scope of the study covers in depth, the various training practices, modules, formats being followed and is limited to the company Jindal Steels and its employees. The different training programmers incorporated/facilitated in Jindal Steels through its faculties, outside agencies or professional groups. It also judges the enhancement of the knowledge & skills of employees and feedback on its effectiveness.

OBJECTIVE OF THE STUDY

The broad objective of the study of training policies in Jindal Steels is to study the impact of training on the overall skill development of workers. The specific objectives of the study are: 1. To examine the effectiveness of training in overall development of skills of workforce. 2. To examine the impact of training on the workers. 3. To study the changes in behavioral pattern due to training. 4. To measure the differential change in output due to training 5. To compare the cost effectiveness in implanting training programmes.

TRAINING NEED
It is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format.

TRADITIONAL AND MODERN APPROACH OF TRAINING NEED

Traditional Approach Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing. The modern approach of training and development is that Indian Organizations have

realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results.

TRAINING DEFINED It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviours to enhance the performance of employees.

Training is activity leading to skilled behavior Its not what you want in life, but its knowing how to reach it Its not where you want to go, but its knowing how to get there Its not how high you want to rise, but its knowing how to take off It may not be quite the outcome you were aiming for, but it will be an outcome Its not what you dream of doing, but its having the knowledge to do it It's not a set of goals, but its more like a vision Training is about knowing where you stand (no matter how good or bad the current situation looks) at present, and where you will be after some point of time. Training is about the acquisition of knowledge, skills, and abilities (KSA) through professional development.

Importance of Training Need

Optimum Utilization of Human Resources Training helps in Optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. Team spirit Training helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees Organization Culture Training helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture Organization Climate Training helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers. Quality Training helps in improving upon the quality of work and work-life. Healthy work-environment Training helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal. Health and Safety Training helps in improving the health and safety of the organization thus preventing obsolescence. Morale Training helps in improving the morale of the work force. Image Training helps in creating a better corporate image. Profitability Training leads to improved profitability and more positive attitudes towards profit orientation. Training aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organizational policies. Training helps in developing leadership skills, motivation, loyalty,

better attitudes, and other aspects The following most essential tools are available to achieve excellence in manufacturing: Total Productive Maintenance (T P M). Systems. Six Sigma.

1. Total Productive Maintenance ( T P M ) Tools such as TPM cannot be developed over night. It is philosophy and methodology. TPM is a philosophical tool for industrial work force to help achieve specified goals in industrial manufacturing. The industrial work force has to follow certain proven philosophies. TPM is one of the philosophies used world over to achieve best manufacturing business. All the industries that are involved in producing some kind of products, whether in engineering or a process industry, are expected to excel in the following four categories of industrial work requirement. These are described as below: Production. Maintenance of plant and m/c involved in accessories. Support products. Quality assessment.

Looking into these large areas in which a very large number of management personnel as well as personnel of plant and m/c are involved, it is important to have the best managing tools available in an industry. TPM philosophy is one of them and based on eight basic TPM pillars. These are described as below: 1. JISU HOZEN (Autonomous Maintenance). 2. KOBETSU KAIZEN (focused Improvement).
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3. Planned Maintenance. 4. Quality Maintenance. 5. Development Management. 6. Education and Training. 7. Safety, Health and Environment.
8. Office TPM.

Education and Training

This is the most important pillar of TPM philosophy without which essence of philosophy could not be percolated down to the lowest levels. An Education and Training Committee is formed in order to run the activities of the 6th pillar, i.e., education and training. It is essential to form Education and Training Committee whose responsibility is to establish training policies for different areas and disciplines of the company. The Education and Training Committee has to coordinate with JISU HOZEN Committee, KOBETSU KAIZEN Committee, Planned Maintenance Committee and Quality Maintenance Committee to establish training need analysis initially. The shop floor people are involved to assess the theoretical and practical knowledge of the operators and maintenance staff. They are supposed to fill a format (attach as annexure) for a particular duty post. This actually can provide a clear-cut picture of the training requirement of the workers, of the operators and of maintenance workers regarding their training requirements. In any engineering set up there are certain basic technical knowledge requirements. These are covered under 8 basic elements and are described as follows: Eight Basic Elements 1. Hydraulics.

2. 3. 4. 5. 6. 7.
8.

Pneumatics. Electrical Basics. Fasteners. Mechanical drives. Lubricants. Computer Basics. Industrial Safety.

2. Systems
The following systems are being followed at the JSL, Hisar as tools to achieve excellence in manufacturing as well as to conform to the norms of the international standard: a) (b) (c) (d) ISO 9002 (Quality Management System) ISO 14001 (Environmental Management System). OHSAS 18001 (Occupational Health & Safety Management System). Q-SHE Policy. (Quality Management Systems)

ISO 9002

The company is registered to the BSI and to the ISO 9002: 1994 & ISO 14001:1996 for its quality assurance of international standards. ISO 14001 (Environmental Management Systems)

ISO 14001 is an environmental management system (EMS). Applied to JSL Hisar, its main objective is continual improvement in environmental performances of JSL activities. It has the following main activities: -

Environment Related
Taking care of surroundings in which the organization Operates including air, water, land, natural resources, fauna & flora, and humans & their interrelation. It has got two aspects. Firstly, the environmental aspect which is part of activity which has an effect on environment. Secondly, environmental impact, i.e., any change to the environment wholly or partial resulting from any activity.

Features
The other features of Environmental Management System (ISO 14001) include the following: -

DEPTL SHE MEETING. ACCIDENT / NEAR MISS ANALYSIS. CONTINUOUS TRAINING ON SAFETY & HEALTH. HEALTH MONITORING. STANDARDISATION OF SAFE WORK CONDITION / PRACTICES. PERFORMANCE IMPROVEMENT PROJECTS. PPC/ PPE COMPLIANCE / TOOL INSPECTION HOUSE KEEPING.

OHSAS 18001 INITIATIVES AT JSL OHSAS 18001 is an international standard norm which stands for the following: OH-OCCUPATIONAL HEALTH. S - SAFETY. A - ASSESSMENTS S - SERIES

Q-SHE POLICY (QUALITY, SAFETY, HEALTH & ENVIRONMENT)

The Q-SHE policy has been evolved by the JSL and is being implemented in both internal and external environment of the organization. The JSL being the largest manufacturer & supplier of international Quality hot rolled and cold rolled stainless steel flat products is committed to establish, maintain & continually improve the processes of Quality, Safety and Health & Environment Management Systems. The focus has been largely on the following areas:-

1. Enhancement of Customer Satisfaction through Quality leadership and Value creation for all stakeholders. 2. Transparent, efficient, innovative, learning, adaptive, changing & responsive organization to compete globally. 3. Compliance to relevant legislation, regulations and other applicable requirements. 4. Safe, clean & healthy environment by preventing pollution & accidents.

5. Efficient utilization of all resources and relentlessly pursuing for elimination of all types of wastages & non value adding activities through involvement of all employees.

Q-SHE OBJECTIVES

The Q-SHE philosophy as evolved by the JSL has the following objectives: Improvement in safe working conditions To Ensure sound health & conducive work environment for employees Resolution of safety issues / concerns through regular deptl / central SHE Committee meetings. Enhancement of safety performance / awareness through training. To control emissions in the Environment. Standardization of safe work practices. To have at least 5 running safety management programmes for reduction of risk level.

Ensuring employees participation in continual improvement of safety & environment.

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METHODOLOGY

1. RISK ASSESSMENT. 2. IDENTIFICATION OF TASKS. 3. RISK EVALUATION (LEVEL 1 to 4). 4. SIGNIFICANT RISK LEVEL (3 &4). 5. CONTROL OF SIGNIFICANT RISKS. 6. OH & S MANAGEMENT PROGRAMMES OR PERFORMANCE. 7. IMPROVEMENT PROJECTS. 8. WORK INSTRUCTIONS. 9. TRAINING & AWARENESS. 10. TOOLS INSPECTION 11. PPE COMPLIANCE CHECK LIST 12. HOUSE KEEPING CHECK LIST 13. PLANNED PERSONNEL CONTACTS 14. TASK OBSERVATIONS 15. INTERNAL AUDIT 16. DEPTL SHE MEETINGS

Serve as forum for depth employees to report, dissemination information about requirements & discuss safety issues systematically, The agenda includes:-

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ACCIDENT, INCIDENT, FIRE CASES & ACTION PLAN. UNSAFE WORK PLACES / PRACTICES. PLUS ABOVE MATTERS. LEGAL COMPLIANCE. WORK PERMIT SYSTEM. EMERGENCY PREPAREDNESS & RESPONSE EMERGENCY PLAN. MOCK DRILLS.

SKILL ENHANCEMENT PROGRAMMES The following Skill enhancement Programmers are run at JSL Training Centre:-

1. Training Strategies. 2. Training Target Setting and Planning. Training Strategies: Training strategies are divided into the following two categories:(a) Workers Training. (b) Supervisors Training.

a)Workers Training Workers training is covered under following heads:12

 8 Basic Element Training for Operators.

Equipment Based Training for Operators.

Maintenance Based Training for Maintenance Fitters. Basic Electronic & Maintenance for Electricians. Digital Electronics & Maintenance for Electricians. b) Supervisors Training The supervisory staff is imparted training in the following areas: Regular training for Basic Elements. Maintenance Based Training for Supervisors. Basic & Digital Electronics and Maintenance for Supervisors. Basics of PLC and Maintenance for Supervisors. Basics of Instrumentation & Control. Communication Skills for Supervisors.
TPM Related Training Programmed (Kobetsu Kaizen, 16 Major Losses).

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REVIEW OF LITERATURE What is Training?

Training is a process of learning, a sequence of programming behaviour and an application of knowledge. It gives people awareness of the rules and procedures in order to guide their behavioural aspects. It attempts to improve their performance on their current job or prepare them for the proposed or identified job.

Why training is required?

The guiding factors for the need for training are as follows: Employment of inexperienced labour requires detailed instruction for their

effective performance on job. People to work effectively with minimum supervision, minimum cost of

production, with reduced waste and spoilage and produce goods and services of quality. Personnel are required to be trained on new methods on adoption of modern

techniques in production and other operations. The employees need to be kept abreast of the improved techniques and use of

sophisticated tools/equipment. Training is also essential when an employee is moved from one job to another job

on transfer or promotion or demotion.

A programme of training becomes essential for purposes of meeting the specific problems encountered by an organization arising out of introduction of new line of

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production, changes in process of design, demands of market condition and the economy, the quality of the materials processed, volume of business and on hand development of the personnel in the organization.

Importance of Training
Training is the corner stone of sound management, since it makes the employees more effective and productive. It is intimately connected with all personnel/ managerial activities in an organization. It is also an integral part of the whole management programme.

Training is a vital necessity; because, apart from the advantages discussed above, it enables them to develop themselves and grow within the organization, improve upon their 'worth', earning capacity, and job security. It helps the employees to understand the management correctly, and develop a sense of involvement in the organizational affairs. The management is benefited in the sense that higher standards of quality are achieved, satisfactory organizational structure is built up, authority delegated down the line and the employees are motivated. Further, employees' morale is boosted and sustained and grievances are contained

TRAINING PROCESS

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TRAINING CONCEPTS AND METHODOLOGIES

TRAINING CONCEPTS Training is the most essential aspect for the growth and development of any organization. It is still more relevant for organizations that are involved in manufacturing and processing of goods in these modern times. With the advent of new technologies emerging at a very fast pace, it becomes essential to upgrade the knowledge and skill of staff and personnel of technical organizations.

The very concept of training involves improvement of knowledge and skill of the people who are at grass root level. The entire plant operation and maintenance of machinery is practically in the hands of workers. They run the plant and machinery in order to produce a product. If they are not having a high proficiency level in the field of operation as well as maintenance, the product will be neither be a good quality product nor it will be produced t a competitive cost.

Any manufacturing or processing industry consists of basically hardware and software. Hardware is directly related to all kinds of plants & machinery and software is how to operate them in terms of Standard Operating Procedures (SOPs), how to maintain them in terms of Standard Maintenance Procedures (SMPs).

Break Down Maintenance

In earlier days there were no hard & fast rules to observe the health of plant & machinery and to take corrective actions. Technical staff only believed in adopting a method of Breakdown Maintenance. This method later on, proved to be quite expensive especially in the Process Industry, because it caused long duration down time and expensive man-hours were wasted.

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Time Based Maintenance

Later on, man evolved another method known as Time Based Maintenance which propagates that every machine which works for a specific period of time, requires cleaning, tightening and change of parts in order to keep it in restoration and increased reliability state.

Predictive Maintenance
Further to the development in this field was indicated to be called Predictive Maintenance (PM). This technique required monitoring of equipments and specially trained staff. This technique is very powerful and can help industry keep the plant and machinery in restoration and running condition for a long period of time before a shut down is requested.

TRANSFER OF KNOWLEDGE THROUGH TRAINING:

Transfer of knowledge through training can be achieved by adopting the following measures: maximizing the similarities between the training situation and work situation. providing adequate experience with task during training. providing for a variety of examples during training sessions. Identifying and declaring important features of the task. making sure that the trainee understands basic principles of the subject/skill

Understudy.

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Learning Principles
The following principles must be adopted for effective training programmes in an organisation

Knowledge of results.
Every employee in a learning situation wants to know what is expected of him and what is his performance level. He therefore, seeks information and guidance about his progress. He feels very uneasy by the possibilities that he may be committing certain errors by not knowing or having skill for a particular job. Knowledge of results affects learning in two ways: -

(a)

It providers the trainer the basis for correcting the error .in certain task as that of a crane operator, knowledge of results is mandatory for learning.

(b)

It produces the motivational effect on the trainee. Once he knows what is right, his tendency is to repeat it to strengthen his knowledge and skill.

Motivation
A motivated worker learns better than a non-motivated one. Until the worker who learns gets convinced of the need and requirement of training for him, the level of motivation will be low and the effect of training will be counter productive.

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Reinforcement
For the behavior to be acquired, modified and sustained, it must be rewarded (reinforced), the reward should be distributed directly and continuously. Praising an inefficient or poor learner may disappoint the good and hard working trainees.

Supporting climate and practices

In order that the trainee may not revert back to the old behavior / habits, it is essential that he practices the new learning continuously after the new training programmed. The internal environment of many organizations is hostile to this kind of activity. Often the trainee is not able to implement at his work place what he has learnt during his training.

Part versus whole learning:

Given a task of training in a relatively a highly profile organization it has been observed that after the completion of some part of training, trainees are withdrawn due to certain constraints due on shop floor, this causes half learning inculcating dissatisfaction among the trainees as well as the trainer.

Transfer of learning:
The transfer of learning from training situation from job situation will depend upon the extent to which there are identical elements in the two situations. Thus, it is very essential on the part of the trainer to design the training programmed so that it is directly relevant to the work situation

Responsibility of Training and Development

Normally the personnel dept of any organization is entrusted with the training function. But the existence of this dept does not ensure that they will be able to evolve training methods for the development of the personnel, as they are involved in many other activities of the organizations.

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This clearly shows that a separate arrangement such as company's internal training centre is to be established exclusively for design, development and running of the training programmers for different sections of the organizations.

TRAINING METHODS
A very wide spectrum of training methods and techniques are available for various types of training programmers conducted world over by training organizations. These training centers different use training methods to provide effective training to the target participants, few of the methods are explained here:

Lecture Based Training:

Using this method a trainer can provide theoretical information as well as practical tips to the learner. This is a widely used method all over the world but it has limitations in the sense that it cannot provide hands on practical training to the learner.

Audio-Visual Based Training:

Using this method the trainer can take help of over head projector, computer multi-media projector and video projector, by this method trainer can provide some part of practical understanding by showing the components of machinery on the screen. Using computers can also show the blow-ups and special effects. This method has become quite popular in the recent years and can provide effectiveness in conducting training programmes.

Laboratory Based Training:

This training method is quite popular in the modern days as classrooms and labs are combined together. The instructor / trainer is provided a white board and trainees are
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provided with a training kit. While instructor is explaining a particular aspect of the training area, trainees can actually verify it by using the training kit.

Case Study Method:

In certain technical areas it becomes essential to learn out of actual history cases. The trainer uses well-prepared case studies to explain how and why certain steps are necessary in order to get accurate results. This is also a very good method of providing effective training to the trainees and prepares them to handle actual situations on the shop floor in a particular industry. Computer Based Training: With the advent of powerful computers and their connectivity with large screens, it has become very handy to use them as effective training tools. This method has become very popular in the modern industries which are having highly qualified professionals. These can be used in a very sophisticated and clean environment without the hassles of black board, white board and other accessories. This method also provides a good atmosphere to the trainer and the trainees and they can concentrate and focus their mind on the specifics of a particular subject.

Seminar Based Training:

This method has also become quite popular in the industries where a very specific training is required for special components and units of plants and machinery. Manufacturers generally use this method when they want to explain the technical aspects and also the operational aspects of their product to the shop floor personnel. Normally when spare parts are ordered they are supplied by particular manufacturing companies and handling and specific used are not fully known to the people those who are going to use them so seminar is a very specific method to provide training.

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Conference Based Training:

This method is also a gift of modern technologies and advancement in computer sciences. Using this method trainer is providing training session from his office to the target Participants sitting in different cities through the medium of video-conferencing involving internet facilities. This method has also become very popular these days and it can help save time and money but at the same time can provide very effective training to the learner, but this method has its own limitations. This method can only be used for qualified and computer savvy participants.

Workshop Based Training

This training method is useful for providing effective training to the shop floor people who require specific understanding about the equipment manufactured by the different companies. By using this method technical team from manufacturing team provide training to specifically lower and middle levels technical people. The technical team comes equipped with actual product and its technical information; they conduct the workshop with theoretical explanation and practical demonstration. This method provides hands on practice and complete understanding to the participants using actual hardware.

Role Playing Methods:

This method uses modeling and role-playing techniques for providing best of understanding of certain industrial philosophies to the target participants. This method can very effectively be used for providing industrial safety and fire fighting training to the industrial workers.

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Equipment Based Training:

This particular method of training is specifically used in process industry where each equipment is a part of a huge plant and requires very specific and accurate operating methods and procedures. By using this method target participants are given the explanation of the equipment using the actual equipment on the shop floor. The engineer or the supervisor who have attained complete expertise on that equipment provides the instructions to the workers and operators. This training method very useful and effective for providing technical training to the operators on the shop floor.

TRAINING NEED ASSESSMENT

What Is Needs Assessment? A needs assessment is the process of collecting information about an expressed or implied organizational need that could be met by conducting training. The need can be a desire to improve current performance or to correct a deficiency. A deficiency is a performance that does not meet the current standard. It means that there is a prescribed or best way of doing a task and that variance from it is creating a problem. The needs assessment process helps the trainer and the person requesting training to specify the training need or performance deficiency .Assessments can be formal (using survey and interview techniques) or informal(asking some questions of those involved).The term needs assessment is a general term for a three-phase process to collect information, analyze it, and create a training plan

Why Conduct a Needs Assessment?

The purpose of a needs assessment is to answer some familiar questions: why ,who , how, what, and when. Following the definitions of each type of need assessment is the common needs analysis term.
1. Why conduct the training: to tie the performance deficiency to a business need

and be sure the benefits of conducting the training are greater than the problems
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being caused by the performance deficiency. Conduct two types of analysis to answer this question: (1) needs versus wants analysis and (2) feasibility analysis.
2. Who is involved in the training: involve appropriate parties to solve the

deficiency. Conduct a target population analysis to learn as much as possible about those involved in the deficiency and how to customize a training program to capture their interest.
3. How can the performance deficiency be fixed: training can fix the performance

deficiency or suggest other remediation if training is not appropriate .Conduct a performance analysis to identify what skill deficiency is to be fixed by a training remedy.
4. What is the best way to perform: there is a better or preferred way to do a task to

get the best results. Are job performance standards set by the organization ,such as standard operating procedures (SOPs)? Are there governmental regulations to consider when completing the task in a required manner? Conduct a task analysis to identify the best way to perform.
5. When will training take place: the best timing to deliver training because

attendance at training can be impacted by business cycles, holidays, and so forth. Conduct a contextual analysis to answer logistics questions .Not all five questions must be answered as part of a needs assessment process .If trainers already know the answers to these five questions, then they know whether or not training would be appropriate. Why Are Needs Assessments Valuable to an Organization? Conducting a needs assessment protects the assets of an organization and assures that resources set aside to address training issues are conserved and used only for that purpose. A need assessment can help determine whether training is the appropriate solution to a performance deficiency. If increasing an employees knowledge and skills will not help resolve a deficiency, then training is not appropriate. Conducting training without assuring there is a training need is a waste of time and resources.

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How Are Training Needs Assessments Done ?

A training needs assessment is a three-phase process. Decide how to complete each type of analysis using these three phases.

1.

Gather information:
Any analysis involves gathering information to help make appropriate decisions. Gathering information can be the process of collecting existing information or developing new information. The process can be formal or informal and involves one or more of the six types of needs analysis listed later in this chapter.

2.Analyze information:
After gathering information, analyze it, interpret it and draw conclusions from the information. It is rarely appropriate or helpful if the trainer who gathers needs analysis information independently analyzes and interprets information and suggests conclusions. This phase of the needs assessment is most effective as a collaborative process that includes all stakeholders.

3.Create a training plan:

After analyzing and interpreting information and offering conclusions, the information becomes the basis for a training plan which proposes how to resolve the performance deficiency. What Is Involved in the Process of Conducting a Needs Assessment? The process of conducting a needs assessment begins with an agreement with the client (or person requesting the training) to define the deficiency. What type of assessment information will be developed? Next, how formal or informal will the assessment process be, and who will be involved?
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For example, if the deficiency involves customer complaints, agree on from whom and how customer information will be gathered.

Will existing customer complaints be reviewed or will a new sampling of customers be surveyed to identify the extent of the deficiency? Which employees will be interviewed or surveyed? What types of questions will be asked to develop appropriate information about the complaints or performance deficiency? What experts will be consulted to learn the best way to perform a job or task? When is the best time to conduct the training? When will assessment information be reported back to the client in a training plan or at a feedback meeting?

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What Is Needs Assessment?

NEED ANALYSIS CHART

Who Decides Which People Are Involved and What Measures Are Assessed?
The trainer who conducts the needs assessment may suggest or identify stakeholders to involve in the assessment and what measures to assess. It is usually the client who makes the decision proposed by the trainer. However, this is only one model for decision making. Different organizations have different decision making processes. When union employees are involved, a union employee representative is also involved. Some organizations prefer a cross-functional task force to make decisions about the three phases of a needs assessment. To avoid raising additional issues or barriers, be sensitive to who makes decisions and to how decisions are made in your organization.

Needs-Assessment Process
The needs-assessment process can be as detailed and involved as needed or desired. Many factors must be taken into consideration, including time, money, number of people involved, resources available, and so forth.

Whom to Assess
The people assessed depend on the goal and the required depth of the assessment. Consider the following categories of people and then decide which groups to target as data sources.

Senior Management:

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To get a clear picture of the problem and its business impact, start with senior management. Ask more strategic questions that address the direction of the organization as well as anticipated industry changes. In other words, start with an organizational context. If you are an internal consultant, you should already have a good idea of the issues driving the need for training. If you are external, you will probably need to do some research first and then ask specific questions to gain better insight into the organizational issues that can be addressed through training. Here are some questions that will help you gain a better understanding of the organizations business needs:

What is the vision of the organization? What is the mission of the organization? What are the primary goals and objectives, both short-term and long-term? What organization or industry issues are driving the need for training? What is your most critical concern right now? Target Population. It is also important to identify the target population, those who will receive the training. Often they are overlooked. They should be contacted to find out both their perceived and real training needs. If they are not consulted, it is unlikely they will have a sense of ownership or buy-in, and they will most likely approach the training experience with resistance and resentment.

Target Populations Managers:

Those who manage members of the target population are a critical source of data, since the purpose of the training is to help the line manager solve a business problem or meet a business need. These business needs may include improved productivity, decreased errors, fewer accidents, increased business, decreased turnover or absenteeism, or fewer customer complaints. Direct Reports. When the target population consists of managers or supervisors, good sources of data are those who report to these people. Direct reports can

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often provide valuable insight into the skills that managers and supervisors need to improve.

Co-Workers or Peers:
More and more organizations are using 360-degree feedback as part of their assessment process, providing employees with performance feedback from multiple sources. Talking with or surveying the target populations co-workers or peers, for example, can provide valuable insight into the skills necessary for a successful team environment. The more organizations that use cross functional teams, the more critical the need becomes to involve other team members in the assessment process.

Human Resource Personnel:

The human resources (HR) department is probably the best source of records and documents. They, of course, will have data on turnover, grievances, safety violations, and so forth, as well as performance appraisals and the like. The HR professionals can also provide interesting insight into the organizations culture.

Vendors:
Vendors are a good source of qualitative data. They can share their perceptions of the organization or specific departments with which they interact, plus give some valuable insights into industry standards and practices.

Customers (Internal and External):

Customer surveys provide quantitative data that can help pinpoint specific deficiencies, that is, gaps between desired and actual behavior. Survey data will provide information on the level of satisfaction relative to customer-service practices, the quality of the product or service, and delivery systems. For example, an organization may survey external customers to determine customer satisfaction regarding a call centers activity, such as response time in answering the telephone, friendliness of the service representative, ability to solve the customers problem, and turnaround time for a request. An internal customer satisfaction survey will include similar items but would be targeted
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to a specific department. The systems or information technology (IT) department, for example, may choose to send a survey to all the other internal departments it supports to identify how well IT is meeting the needs and expectations of its internal customers.

Competitors:
Published competitor data such as sales results, market share, stock prices, and financial reports help to identify the organizations position in relation to its competitors and helps to pinpoint areas for improvement. Gather these data from an organizations annual report or from trade publications Industry Experts or Observers: Industry experts have their thumbs on the pulse of the business in which your organization is engaged. They identify trends and industry standards against which your organization can measure itself. Experts may be identified through trade publications, where they may have written about the industry or may have been cited by others as experts in the field. One can also learn about and from experts by attending their sessions at professional conferences and surfing the Internet for appropriate websites. Training Strategies: Training strategies are divided into the following two categories:(c) Workers Training. (d) Supervisors Training.

a)Workers Training Workers training is covered under following heads:-

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 8 Basic Element Training for Operators.

Equipment Based Training for Operators.

Maintenance Based Training for Maintenance Fitters. Basic Electronic & Maintenance for Electricians. Digital Electronics & Maintenance for Electricians.

b) Supervisors Training The supervisory staff is imparted training in the following areas: Regular training for Basic Elements. Maintenance Based Training for Supervisors. Basic & Digital Electronics and Maintenance for Supervisors. Basics of PLC and Maintenance for Supervisors. Basics of Instrumentation & Control. Communication Skills for Supervisors.
TPM Related Training Programmed (Kobetsu Kaizen, 16 Major Losses).

Training Target Setting & Planning The planning for the training for the workers and the supervisors is done in the following manner: a) Workers Programmed Identification of target participants in each department.

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 Segregating them according to Qualification and Experience. Segregating target participants for enhancing qualification to ITI level. Identifying Proficiency Level of m/c Operators, Maintenance Fitters, Electricians and Hydraulic Fitters. Organize comprehensive Training Programme for each group. Link their Acquired Proficiency Level to Yearly Appraisal. b) Supervisors Programmed Identification of target participants in each department. Segregating them according to Qualification and Experience. Identifying Proficiency Level of Mechanical, Electrical, and Instrumentation Supervisors. Organize comprehensive Training Programme for each group. Link their Acquired Proficiency Level to Yearly Appraisal. Skill Oriented Trades and Their Training The actual force driving any industry towards excellence in manufacturing is the work force comprising of all kinds of plant & m/c operators. These are skill oriented trades and have to be imparted continuous training in their own areas to keep producing quality product and handling the m/c effectively. The following are the types of skill oriented trades, basic elements of training imparted to them and the methodology adopted to impart the training:Skill Oriented Trades ITI level Fitter

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Machinist Welder Electrician Electronic Technician Machine Drawing Reading Instrumentation Mechanic Hydraulic/Pneumatic Fitters Basic Elements of Training Industrial Pumps. Blowers. Bearings. Gears and Gear Boxes. Couplings and Pulleys. Fasteners. Alignment & Balancing. Industrial Hydraulic. Industrial Pneumatics. Basic & Digital Electronics. Safety at work place.

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TRAINING PROCESS

SELECTING THE EMPLOYEES TO BE ASSESSSED

DEFINING THE TASKS TO BE DONE BY EACH EMPLOYEE

IDENTIFYING THE SKILLS REQUIRED TO DO THESE TASKS

DEFINING THE LEVEL AT WHICH THESE SKILLS ARE REQUIRED

RECORDING THE EXIXTING LEVEL OF THE SKILLS POSSESSED BY THE EMPLOYEES

COMPARING THE EXISTING SKILL LEVEL WITH THE REQUIRED SKILL LEVEL AND DETERMINING DEFICIENCIES,IF ANY

USING THE RESULTS IN THE PREVIOUS STEP IN DECIDING THE TYPE AND TIME OF TRAINING, its METHOD, ETC.

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STEP 1: SELECTING THE EMPLOYEES TO BE ASSESSED In the first step, the employees whose training needs are to be assessed are identified. To identify the needs, the gap between existing skill level and the required skill level is measured. This project begins in the month of June every year and it covers all the employees .This year,it was first carried for the supervisors, and later for the workmen. STEP 2: DEFINING THE TASKS TO BE DONE BY EACH EMPLOYEE In this step the work to be done by each employee is broken down into a set of tasks. The broad categories are the core tasks and the ancillary tasks .this provides a clearer and expanded version of the responsibilities of each employee. STEP 3: IDENTIFYING THE SKILLS REQUIRED TO CARRY THESE TASKS Here the skills which the employee must possess to carry the tasks effectively are identified. Again, these skills are categorised as core and ancillary.

STEP 4: DECIDING THE LEVEL AT WHICH THESE SKILLS ARE REQUIRED Different skills might be required at different proficiency levels. So it is important to identify this level so that the level of training may as well be decided. STEP5: RECORDING THE ORIGINAL LEVEL OF SKILLS POSSESSED BY THE EMPLOYEES In this step the actual skill level of the employees at the given point of time is recorded so that comparisons be made. For the workers, it is the supervisor who rates the employees and for the supervisors, managers rate them. STEP6: COMPARING THE EXISTING SKILL LEVEL WITH THE REQUIRED ONE AND NOTING DEFICIENCIES, IF ANY

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To identify the deficiency area, the required level is compared with the existing level of skill so that the training area may be decided. STEP7: BY USING THE RESULTS OBTAINED IN THE PREVIOUS STEP, DECIDING THE AREA, METHOD,TIMING, ETC FOR TRAINING Here, important questions like who will be the trainee, who will be the trainer, where will be training held, etc. are answered using the results obtained in the previous step. Training calendar is prepared which is quarter wise and batches of trainees are prepared using the data already available by now. Behaviour/Results vs. Personality/Attitude When you look at performance, you can look at a number of things, such as the following: Observable behaviour Observable results Quantifiable contributions Personality Attitudes

How to Conduct a Needs Assessment

Step One: Identify Problem or Need

A good place to start is to take a look at the organizations statements of vision, mission values, and goals. Because the purpose of training is to help solve organizational problems, you must have a clear understanding of what the business problems are.

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The first step is to identify the problem or need .Find out what the problem is costing the organization in errors, turnover, lost business, or additional help. Remember that the desired outcome minus the current outcome identifies the need. After the need has been determined, define the specific objective the training program should meet. The objective must state the desired performance or behavior and be measurable, observable, realistic, and fixable. Working with line managers, determine what to measure and how to tie it to organizational goals. Outcomes relate to the specific need. For example, the goal or outcome of safety training is to reduce accidents by a particular percentage. Customer service training should result in fewer customer complaints. While examining possible causes, it is important to ask, Is the problem due to a lack of knowledge or skill or is it operational? For example, improper telephone use may have been identified as the problem. Incoming calls are being disconnected when the person who answers the call tries to transfer his or her calls. At first glance, it might appear that the people handling inbound calls need telephone skills training. However, if the telephone system is not set up to handle multiple functions, then training will not solve the problem.

Step Two: Determine Needs-Assessment Design

To determine the true causes, not just the symptoms, of the problem or need, employ several investigative tools and techniques, including interviews, surveys,questionnaires, observation, document examination. Choose investigative or data-collection methods on the basis of their appropriateness to the problem. The choice of methods will depend on various criteria such as time, cost, or available resources.

Step Three: Collect Data

Many methods are available for conducting a needs assessment.

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Data-Collection Methods and Tools

Interviews Questionnaires Attitude surveys Observation Tests of proficiency Organizational statements and plans Turnover records Performance appraisals Procedures, handbooks, or audits Training evaluations Exit interviews Samples of work Job descriptions Complaints, error rates, and rejects Call reports, incident reports, and grievances Trade, government, and business publication

Step Four: Analyze Data Data analysis can be simple or quite complex, depending on the methods chosen .For qualitative data, such as individual or group interviews, as well as open-ended questionnaires and observation, do a content analysis, sorting information into
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categories(for example, positive and negative reactions) and identifying common themes. The goal of the content analysis is to categorize and quantify the data as much as possible with minimal interpretation .For quantitative data (survey instruments and close-ended questionnaires), do a statistical analysis. Keep it as simple as possible. Look at the data in terms of mean (the average, calculated by adding all the values and dividing by the number in the group), mode (the number that occurs most frequently), and median (the middle number in a numeric callisting.If your research indicates that training is appropriate, specify the type of training called for. Should it be workshop training, onthe-job, self-study, computer are based, or what? Training must address the problem specifically, and the systems must be in place to support the training outcomes. For example, you may identify customer-service training program as the solution to customer complaints and lost business. Participants in the training will learn how to handle customer complaints tactfully and respond to customer inquiries politely and efficiently .Yet the program will fail if slow delivery makes it hard for the customer to buy the product.

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THE COMPANY PROFILE

JINDAL STEEL LIMITED Character cannot be developed in ease and quiet. Only through experience can the soul be strengthened, ambition inspired, and success achieved, Late O P Jindal was one of those few people. A great visionary, a statesman, and an entrepreneur par excellence, he envisioned success not only for himself, but also for those who shared his vision and had the faith to see his dreams transform into India's shining example of corporate excellence.

Prime Minister of India, Sh.Manmohan Singh, hailed Late OP Jindal as an extraordinary son of India who dreamt big to become the captain of Industry and a prominent leader committed to the cause of Swadeshi. Shri OP Jindal fondly called 'Bauji' by one and all has left a memory in the minds of all who have met him. A remarkable human being who began life as a village boy, born on 7th August 1930 to a farmer Late Netram Jindal of village Nalwa of district Hisar in Haryana, and went on to build a multi-billion dollar industrial empire. A seemingly impossible dream was the foundation on which OP Jindal built his US $12 billion conglomerate with. He was fired with nationalistic pride and fervors to create an indigenous product that would equal or excel that of its international counterpart. In an era when India scarcely had any industrial infrastructure to speak of & imports was the

40

order of the day, Mr. Jindal, at the young age of 22, designed and set up a unit to manufacture steel pipes, bends and sockets. A man of foresight and vision as well as courage, Mr. Jindal, during the 50s and 60s, sought out business opportunities and expanded his empire to make his mark as a respected entrepreneur. In 2004, he was conferred a Lifetime Achievement Award at an International Steel conference hosted by Bengal Chamber of Commerce.

A simple and warm human being, Mr. Jindal's main concern had always been the betterment of mankind. Under his care and guidance, the Group has initiated and implemented many corporate social responsibility projects in the field if education, healthcare, skill development as well as other philanthropic activities. Tough on the outside but tender at heart, he presented and voiced many concerns of the people, especially the weaker sections of society, in his capacity as a Member of State Assembly and Parliament, during the latter part of his life.

About Jindal Group

Jindal Organization, set up in 1970 by the steel visionary Mr. O.P. Jindal, has grown from an indigenous single-unit steel plant in Hisar, Haryana to the present multi-billion, multinational and multi-product steel conglomerate. The organization is still expanding, integrating, amalgamating and growing. The group places its commitment to sustainable development, of its people and the communities in which it operates, at the heart of its strategy and aspires to be a benchmark for players in the industry the world over. The Jindal Organization today is a global player. It's relentless quest for excellence has reaped

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rich benefits and it is today one of the worlds most admired and respected groups within the steel fraternity.

Jindal Stainless Limited (JSL) is India's largest and only integrated Stainless Steel manufacturer. With a turnover of Rs. 5700 cr. it captures 35% of the domestic market share and has a strong global presence in 40 countries worldwide. Its manufacturing plants are located in Hisar (Haryana), Kalinganagar (Orissa), Vizag and Indonesia for manufacture of stainless steel flat products in Austenitic, Ferrite and Maternity grades as well as high value added precision strips. JSL ranks among the four global specialty steel producers and is also the world leader in producing 200 series Cr-Mn Stainless grade. JSL is in many ways very much like the material it produces. Like stainless steel the company is versatile in its thought process, strong and unrelenting in its operations, environment friendly in its manufacturing process, bright, shining and beautiful in its community support activities. The list of the properties of stainless steel is endless, just as our values are all encompassing.
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JSL Limited has always been committed to innovation and progression, research and development. Our innovations are admired beyond the geographical boundaries of our country. No wonder we are the strategic partners of global leaders by choice. Our achievements narrate a story of our determination to succeed and our passion to win. We will continue to leverage our opportunities in creating excellence that the world cannot even think about. Today we are the largest integrated stainless steel producer in India, tomorrow we will rule the world. JSL is a ISO: 9001 & ISO: 14001 company is the flagship company of the Jindal Organization. The company today has come a long way from a single factory establishment, started in 1970. As the numerous Uno it has taken on the task of making stainless steel a part of everybody's life by taking a 360 degrees approach from production of raw materials to supply of architecture and lifestyle related products.

Milestones

1952: After independence a young man with fiery ambitions to start life afresh left his Village for Calcutta in 1950 only to return to his native soil to start an Industrial Group. His only asset then was a deep understanding of pipe manufacturing & an innovative mind. Om Prakash Jindal, in 1952 started his first unit to manufacture steel pipes, bends and sockets at Liluah in Calcutta. 1960: Jindal Industries sets up Pipe Mill at Hisar. Today, even after four decades it is a brand leader in the market.

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1970: Birth of Jindal organization, A mini steel plant established as Jindal Strips Ltd. At Hisar. This plant was one of its kinds in the country. It manufactured hot rolled steel coils, plates, slabs & blooms through the electric arc furnace route to use cost effective raw materials and bring down the production cost. 1977: Hisar plant started manufacturing stainless steel based on in-house R&D. Hence, the beginning of a 28 year period in which Jindal Strips forged ahead as one of the largest stainless steel producer in India. 1979: Om Prakash Jindals efforts heralded first indigenously manufactured Stainless Steel at the Hisar Plant. This year marked the installation of Indias first Argon-Oxygen Decarburization (AOD) convertor at the factory a major breakthrough in stainless steel technology.

1987: Suppliers of ferro chrome, the important ingredient for stainless steel, were still dependent on vagaries of external factors. This coupled with erratic price escalation of Ferro-chrome affected production at Hisar Plant. Thus, setting up of the Ferro Alloys Division at Kothavalasa, Vishakhapatnam.

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1991: Manufacturing of blade Stainless steel started at Hisar. The company stepped on the road of becoming an exclusive producer of stainless steel for making Razor and surgical Blades in India. With an all-time high Nickel prices, Jindal stainless develop chrome-manganese Stainless Steel, a cost effective alternative to 18/8 type (304) grade for certain applications. 2002: Restructuring of Jindal strips and the manufacturing operations spun off to be called Jindal Stainless. Art dinox launches designer Stainless Steel lifestyle products in the retail market. 2003: Arc, the Architecture Division launches pioneering products with innovated use of Stainless Steel in Architecture, Building and Construction segments. 2007& Beyond: Ratan Jindal at the helm of affairs. Sets the ball rolling for the setting up of a 1.6 millions tone integrated Stainless Steel project at Kalinga Nagar Industrial Complex In Jaipur District of Raj. The company acquires Maspion Stainless Steel Plant in Indonesia.

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VISION of JSL LTD.

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MISSION

The focused mission of a company helps an organization to link its activities to the need of the society and legitimate its experience. The mission of Jindal Industries Ltd. Is to MAINTAIN THE STANDARD OF QUALITY company never compromises on quality even under the most adverse market conditions. Company maintains a continuous interaction with customers to ascertain their quality expectation and product mix. Training and development of employ is a regular practice to inculate the quality in the company by using the latest technology and equipments. The strength - PLANTS OF JSL

HISAR PLANT ( HARYANA )

At Hisar, Jindal Stainless has India's only composite stainless steel plant for the manufacture of Stainless Steel Slabs, Blooms, Hot rolled and Cold Rolled Coils, 60% of which are exported worldwide. As a part of Hisar expansion the steel melting shop and the steckel mill capacity is enhanced. So that after expansion, the capacity of steel melting shop will increase to 720,000 tons from 650,000 tons per annum. The cold rolling division of Hisar was awarded 1st prize for ENERGY CONSERVATION in ReRoller Category in November 2007 by Ministry of Power.

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The Cold Rolling Division at Hisar Hisar

A view of the Hot Rolling Division at

SPD,HISAR The special product division at Hisar, is the only unit in INDIA to produce Stainless Steel for Razor Blades and Precision Strips in the country VIZAG PLANT (ANDHRA PRADESH) The Ferro Alloys plant is situated at Jindal Nagar, Kothavasala, Distt. Vizianagaram, Andhra Pradesh. The installed capacity is 40,000 metric tons per annum of high Carbon Ferro Chrome. Besides supplying to the domestic market, the company also exports Ferro Chrome to various developed countries. The plant is also equipped with an ultra modern testing laboratory to ensure world-class quality standards. GREENFIELD PROJECT AT ORISSA Jindal Stainless is setting up a Greenfield integrated Stainless Steel project in the state of Orissa which would involve mining of Iron, Manganese & chrome ore for production of ferroalloys and Stainless Steel in the melt shop and rolling mills. To meet the full requirement of power, Jindal Stainless will also be setting up a 500 MW captive power plant. This stainless steel plant will ultimately have a capacity of 1.6 million tons per annum. The operation of XX 60 MVA Ferro-chrome furnace has already started and the production has stabilized. JSL expects to start the xx125 MW power plants soon followed up by setting up of other Ferro alloys units of Ferro-manganese and silico- manganese.

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India's largest fully integrated Green field Stainless Steel plant, Kalinganagar, Orissa

PT JINDAL STAINLESS INDONESIA: This acquisition of a Stainless Steel cold rolling plant from Maspion Stainless Steel has further enhanced our presence in the South East Asian region. It has increased our cold rolling capacity and expanded our presence in the global markets. ART DINOX: The Lifestyle Products Division was set up with the objective of creating exclusive Stainless Steel lifestyle products. The product range encompasses tableware, serving ware, gifts, home accessories and office accessories. ARC: The Architecture Division has taken an initiative to promote Stainless Steel products and technology solutions to cater to emerging markets of Stainless Steel for Architecture, Building and Construction (ABC) in India. Art dinox is the exciting new form of ultimate style. The name translates to the art of Stainless Steel. And thats precisely what it is: Works of art in Stainless Steel. Art dinoxhas been set up with the objective of creating exclusive Stainless Steel lifestyle products, which are synonymous with quality, beauty and functionality. The professionally qualified in-house design team is dedicated to exploring the frontiers of

49

design and the product range is a celebration of both form and function. The range encompasses tableware, serving ware, gifts, and home and office accessories JINDAL STAINLESS STEEL WAY LIMITED: A joint initiative with Steel way i.e. of Italy, this service center is another step forward to keep ourselves ahead in the ever changing market dynamics. This venture provides customized products and distribution services in Stainless Steel to meet specific requirements of customers on just-in-time basis.

JSL ADVANTAGE
Jsl is an ISO 9001 certified company it has been certified as an company by CVI and our standards of design, development, procurement, manufacturing, testing and product support meet the most stringent international norms.

QUALITY WE ARE IN BUSINESS ONLY BECAUSE OF OUR VALUED CUSTOMERS WHOSE POINT OF VIEW IS THE ONLY WY FOR US TO SEE THINGS. WE DEDICATE ALL OUR RESOURCES TO DELIGHT OUR CUSTOMERS BY PROVIDING THEM QUALITY PRODUCTS & SERVICES Jsl products have the best quality and the best possible aggregates and each and every equipment goes through numerous quality checks to provide optimum performance of the equipment. Repeat orders from almost all our clients is a testimony to this fact.

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Major Equipment:
The state-of-the-art Melt & Casting Shops have an installed capacity of 720,000 MT per annum. These facilities comprise of: Ultra High Power Electric Arc Furnaces Argon Oxygen Decarburization Converters VOD (Vacuum Oxygen Decarburization) and Continuous Slab and Bloom casters

Hot Rolling: Hot Rolling comprises of Hot Steckel Mill and Tandem Strip Mill with a total capacity of 720,000 metric tons per annum. Hot Steckel Mill consists of Walking Beam Slab Reheating Furnace. The Tandem Strip Mill comprises of reheating furnace, roughing stand, five finishing stands and down coiler. Cold Rolling: Cold Rolling Division of Jindal Stainless has a capacity to produce 275,000 metric tons per annum of cold rolled Stainless Steel flat products in the Hissar Plant. It also has a capacity to produce 25,000 metric tons of Razor Blade, Precision Strips and other Ferritic/ Martensitic grade cold rolled strips. The complex is equipped with three 20-Hi Sendzimir mills, two Continuous Annealing and Electrolytic Pickle lines, five Slitting lines, two Coil Preparation lines, one Strip Grinding line, one Skin Pass mill, one Bright Annealing line, one Precision Leveling line and associated facilities. Precision Strips: The equipment in this complex comprises of Bell Annealing furnaces, Shot Blasting machine, 4-Hi and 20-Hi Mills, Continuous Bright Annealing furnace and Slitting machines. This complex processes mainly martens tic Stainless Steel for razor

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blade operations. The razor blade cold rolled strips of up to 0.07 mm thickness are produced in this division and supplied to leading Indian and international razor blade manufacturers. In addition to razor blade steel, other grades in 200, 300 and 400 series are also processed in this division. These are also rolled up to 0.07 mm thickness and up to 350 mm width. These precision strips are supplied to the Indian industries (petrochemicals, optical fibres etc.) and exported as well. Coin Blanks: Jindal Stainless has been supplying Stainless Steel coins and blanks to the Indian Government Mint and Foreign Mints for making coins. The company has a capability of producing ferritic Stainless Steel and cupro-nickel coin blanks. The present installed capacity for coin blanking is 10,000 metric tons per annum. Partners in progress - SUBSIDIARY COMPANIES JSL has following subsidiaries 1. PT Jindal Stainless, Indonesia 2. Jindal Stainless Steelway Limited ( JSSL ) 3. Austenitic Creations Private Limited ( ACPL ) 4. Jindal Architecture Limited ( JAL ) 5. Green Delhi BQS Limited 6. Parivartan City Infrastructure Limited 7. Jindal Stainless MadencilikSanayiVeTicaret A.S., Turkey 8. Jindal Stainless UK Limited 9. Jindal Stainless Italy s.r.l 10. Jindal Stainless FZE, Dubai

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R&D A Way at jsl JSL is keen on developing new products, as well as it believes in continuous product development. To attain this, it has a full- fledged research & development centre at Hisar division which promotes new product development, quality improvement of existing products and cost reduction by process improvement and optimization. R & D centre interacts with the marketing and operations personnel on continuous basis for their feedbacks on the existing products to explore the possibility of developing new grades of stainless steel.

It real time connection JSL gives priority to the importance of use of information system in wake of todays competitive environment. It uses SAP to record data for accounting and management information purposes, which ensures real time availability of information at various locations and also ensure effective IT security and systems in place.

QUALITY AND ISO CERTIFICATION

JSL is an ISO 9001:2000, ISO 14001:2004 and OHSAS 18001:1999 certified organization. It is committed to continuous quality improvement of all of its products, processes and services. It uses a stringent quality management system (ISO 9001: 2000) to meet customers requirements and expectations. Also it is ISO 14001:2004 and OHSAS 18001:1999 certified, which means it is duly concerned with the health and safety of its employees. These systems not only ensure world class products but also environment friendly and risk free processes, providing a conducive work environment. JSL has also implemented Six Sigma initiatives in various production processes with a focus on cost reduction and better customer services. Companywide Six Sigma projects have been taken up and a number of employees have also been certified as Six Sigma
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black belt holders. There have been some Total Quality Maintenance (TQM) initiatives to meet commitments and raise the level of compliance further.

BOARD OF DIRECTORS

Chairperson Vice Chairman & Managing Director Managing Director & Chief Executive Officer Director - Corporate Affairs Directors

Ms. Savitri Devi Jindal Mr. Ratan Jindal Mr. R.G. Garg Mr.N.C. Mathur Mr. Naveen Jindal Mr. SumanJyotiKhaitan Mr. Lokesh Kumar Singhal Mr. T.R. Sridharan Mr. B.D. Gupta

Executive Director Executive Director Sr. Vice President

Mr. RajinderParkash Mr. N.P. Jayaswal Mr. A.P. Garg

Products Continuous cast products

Slabs: Cast in single strand slab caster of steel melt shop I. Liquid steel is produced through electric arc furnace-AOD Convertor/VOD-Ladle refining furnace route.

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Blooms: Cast from twin stand bloom caster at Steel Melt Shop II. Liquid steel is produced through electric arc furnace-AOD convertor- ladle refining furnance route.

Size: 160 mm sq. 200 mm sq. Hot rolled products HR coils: As cast/ ground slabs are first heated and soaked in reheating furnace, rolled in roughing mill to intermediate thickness and then to the final thickness in the steckel mill. HRAP Coils: Hot rolled annealed pickled coils are produced after continuous annealing and pickling. HRAP Plates: No1 finish plates are produced after annealing and pickling or by cutting hot rolled annealed pickled coils to desired lengths. Cold rolled products Cold rolled coils and sheets are produced after being processed in the 20 Hi Mill, continuous anneal & pickle line, skin pass mill slitting line and cut to length lines. Absolute flat sheets are produced after being put through the Voss leveller. Sheets & cold rolled coils are available in different finishes 2D, 2B, No3, No4 and BA Blade steel The company is the exclusive producer of stainless steel strips for making razor blades and surgical blades in India. The plant has a capacity to produce 10,000 metric tonnes per annum. Customised products Jindal Stainless Has developed the capability to supply customized products for critical applications. This has helped customers in their indigenization efforts. Nuclear applications Special stainless steel was developed for critical components in nuclear applications (304
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L, 321 etc.) having very low inclusion content, high corrosion resistance (<10 MPY), ultrasonically sound (w.r.t. angular & straight beam probe testing), high temper tensile strength and impact strength. Tailor made products Niobium stabilized special grade austenitic stainless steel was developed for critical components to be used in steam and gas turbines and other engine components. This steel was required to have specified chemical compositions with mechanical and impact properties. Duplex Stainless Steel JSL 2205, a ferritic-austentic stainless steel having a high chloride pitting resistance is the new entrant in the product mix. Cold Rolled annealed strips find extensive application as tubular material in sea water, chemical and paper & pulp plants

Major Steel Players

1. STEEL AUTHORITY OF INDIA 2. TATA STEEL 3. ISPAT INDUSTRIES 4. JSW STEEL 5. ESSAR STEEL 6. JINDAL STAINLESS 7. BHUSAN STEEL & STRIPS 8. UTTAM GALVA STEELS 9. MUKAND 10. TUBE INVESTMENTS OF INDIA 11. LLOYDS STEEL INDS.
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12. PSL 13. NATIONAL STEEL & AGRO INDS. 14. SHAH ALLOYS 15. WELSPUN-GUJARAT STAHL ROHREN 16. JINDAL SAW 17. ELECTROSTEEL CASTINGS 18. ISMT 19. MAHARASHTRA SEAMLESS 20. KALYANI STEELS 21. SUJANA METAL PRODUCTS 22. SUNFLAG IRON & STEEL COMPANY 23. SHREE PRECOATED STEELS 24. MAHINDRA UGINE STEEL COMPANY 25. MAN INDUSTRIES 26. SURANA INDUSTRIES 27. STEEL CO. GUJARAT 28. BHUWALKA STEEL INDS. 29. PENNAR INDUSTRIES 30. FACOR STEELS 31. TULSYAN N E C 32. VALLABH STEELS

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33. RATHI ISPAT

TRAINING CALENDER

Target Participants

No. of Participants

No. of Programme

Program Title

Plan / Actual

Aug. 2010

Nov. 2010

July. 2010

Managerial / Behavioural Executiv e and CAD / CAM Common Application like MS Office, Outlook etc. 274 Executiv e and Below Executiv e and ERP / SAP 72 Below Executiv Programming Languages 1 e and Below Executiv e and Acts 3 Below Executiv e and Logistics 1 Below 1 P 1 1 P 1 1 P 1 3 P 1 1 1 9 P 2 1 2 1 2 1 6 Below 1 P 1

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Mar. 2011

Dec. 2010

Sep. 2010

Feb. 2011

Oct. 2010

Jan. 2011

Executiv Project Management 1 e and Below Executiv e and Training Skills 1 Below Executiv e and Accountability 3 Below Executiv Team Work & Collaboration 28 e and Below Executiv Customer Focus 15 e and Below Executiv e and Leadership 78 Below Executiv Stategic Orientation 1 e and Below Executiv Creativity & Innovation 1 e and Below Executiv Time Management 5 e and Below 1 P 1 1 P 1 1 P 1 3 P 1 1 1 1 P 1 1 P 1 1 P 1 1 P 1 1 P 1

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Executiv Interpersonal skill 8 e and Below Executiv Conflict Management 1 e and Below Executiv Communicatio n skills Self Development& Positive Thinking Problem Solving Techniques 2 100 Executiv e and Below Executiv e and Below Executiv Supervisory Skills 15 e and Below 1 P 1 1 P 1 4 P 1 1 1 1 311 e and Below 10 P 1 1 3 4 1 1 P 1 1 P 1

OPERATIONAL EXCELENCE

Total Productive Maintenance / 5S 158 Executiv e and Below Executiv Total Quality Management 36 e and Below 2 P 1 1 6 P 1 2 1 2

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Executiv ISO Quality System Quality Function Deployment 2 54 e and Below Executiv e and Below Executiv Cost of poor quality 21 e and Below Executiv e and Six sigma Enviromental Management System Trouble Shooting Operation& Maintenance Of Air Pollution Control System Water Treatment & Maintenance of WT Plant 1 Executiv e and Below Executiv Energy Conservation 5 e and Below 1 P 1 1 P 1 1 Executiv e and Below 1 P 1 31 42 Below Executiv e and Below 1 P 1 2 P 1 1 1 P 1 1 P 1 2 P 1 1

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National & International Environment Laws 1 Executiv e and Below Executiv Industrial Safety 12 e and Below Executiv e and Fire hazards 6 Below Executiv e and Security Industrial Occupational Health Assesment& Control 47 Executiv e and Below 2 P 1 1 7 Below 1 P 1 1 P 1 1 P 1 1 P 1

Technical / Functional

Bearing, Gear Boxes and Mechanical Drives 22 Executiv e and Below 2 P 1 1

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Rolling Elements, Rolls & their Maintenance Lifting Machines, Material Handling Machines Welding & Welding Techniques 8 2 Executiv e and Below Executiv e and Below Executiv e and Pumps 5 Below Executiv e and Machine Tools 10 Below Executiv Fits &Tolerence Condition Based Maintenance 6 10 e and Below Executiv e and Below Executiv Total Quality Management 1 e and Below 1 P 1 1 P 1 1 P 1 1 P 1 1 P 1 P 1 1 P 1 5 Executiv e and Below 1 P 1

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Manufacturing & Maintenance Management 28

Executiv e and Below Executiv 2 P 1 1

Mtc. Tool / Hand Tools 10

e and Below Executiv 1 P 1

Machine Alignment Hydraulics/ Troubleshootin g of Hyd. Electrical Switching Systems & Circuit Breakers Electrical Rotating Machines Electrical Drives & their Maintenance Programmable Logic Controller & Digital Devices 80 59 5 7 71 2

e and Below Executiv e and Below 7 P 1 1 1 2 1 1 1 P 1

Executiv e and Below Executiv e and Below Executiv e and Below 5 P 1 1 2 1 1 P 1 1 P 1

Executiv e and Below 8 P 1 1 1 2 1 1 1

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Electrical Generating Machine & Control Electrical System Installation & Maintenance Electro Hydraulic Proportional Valves Instrumentation Control, Sensor& Measuring Basics of Electrical Engg. 1 26 Executiv e and Below Executiv e and Below Executiv e and Switchgears Stainless Steel Manufacturing & Grades 2 1 Below Executiv e and Below Executiv e and SS Metallurgy 29 Below 3 P 1 1 1 1 P 1 1 P 1 1 P 1 2 P 1 1 1 Executiv e and Below 1 P 1 6 Executiv e and Below 1 P 1 4 Executiv e and Below 1 P 1

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Executiv e and Hot Rolling 16 Below Executiv e and Cold Rolling 22 Below Executiv Annealing and Picklng Metallurgical Testing, Defects & Quality Stainless Steel Manufacturing & Grades 10 14 Executiv e and Below Executiv e and Below Executiv Steel Melting Furnaces 13 e and Below Executiv e and Steel Casting 10 Below Executiv e and Refractories Lubricants their grades, Testing & Applications 21 1 Below Executiv e and Below 2 P 1 1 1 P 1 1 1 P 1 1 P 1 1 P 1 P 1 10 e and Below 1 P 1 2 P 1 1 1 P 1

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Fuel Oils their types, Grades and Application Hydraulic Oils their Selection & Testing Compressors their Types & Maintenance 5 3 4 Executiv e and Below Executiv e and Below Executiv e and Below 1 P 1 1 P 1 1 P 1

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DATA ANALYSIS AND INTERPRETATION

Q1.Your Organization considers training as a part of organizational strategy. Do you agree with this statement? Response Agree Disagree Partly Agree Cant Say Total No. Of Respondants 13 1 4 7 25 52 4 16 28 100 Percentage

Interpretation:-The above graph indicates that Organization considers training as a part

of organizational strategy

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Q 2. How many training programmes will you attend in a year?

Response Less than 10 10 20 20 40 More than 40 Total No. of respondants 14 2 6 3 25 Percentage 56 8 24 12 100

INTERPRETATION:The above chart indicates that less training programmes are held in the organization.

Q 3. To whom the training is given more in your organization?

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Response Senior staff Junior staff New staff Based on requirement Total

No. of respondants 3 5 6 13 25

Percentage 12 20 24 52 100

INTERPRETATION:Maximum training is provided on the basis of requirement.

Q 4. What are all the important barriers to Training and Development in your organization? Response No. of respondants Percentage

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Time Money Lack of interest by staff Non-availability of skilled trainer Total

5 4 6 10

20 16 24 40

25

100

INTERPRETATION:The above graph indicates that the important barriers to Training and Development in the organization is Non-availability of skilled trainers.

Q 5. Enough practice is given for us during training session? Do you agree with this statement?
Respondants No. of respondants Percentage

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Strongly Agree Agree Somewhat agree Disagree Total

14 2 6 3 25

56 8 24 12 100

INTERPRETATION:This graph indicates that enough practice is given for employees during training sessions.

Q6. The training sessions conducted in your organization is useful. Do you agree with this statement?
Respondants Strongly agree Agree Somewhat No. of respondants 15 5 5 Percentage 60 20 20

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Disagree Total

0 25

0 100

INTERPRETATION:The above graph indicates that the training sessions conducted in the organization is useful.

Q7. Employees are given appraisal in order to motivate them to attend the training. Do u agree with this statement? Respondants Strongly Agree Agree Somewhat Disagree Total No. of respondants 14 6 3 2 25 Percentage 56 24 12 8 100

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INTERPRETATION:The above graph shows that Employees are given appraisal in order to motivate them to attend the training.

Q8. What are the skills that the trainer should possess to make the training effective? Respondants Technical skills People skills or Soft skills Generalist makes better Personnel managers than Specialist Fond of talking to people Total 5 25 20 100 No. of respondants 8 6 6 Percentage 32 24 24

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INTERPRETATION:-The above graph indicates that the trainer should possess

technical skills to make the training effective

Q9. What are the general complaints about the training session? Respondants Take away precious time of employees Too many gaps between the sessions Training sessions are unplanned 6 15 10 40 No. of respondants 4 Percentage 25

Boring and not useful Total

5 25

20 100

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INTERPRETATION:-The above graph indicates that there are two many gaps
between the training sessions.

Q10. Reason for shortage of skilled man power at workplace are : Respondats Lack of planning Lack of support from senior staff Lack of proper guidance and 8 training at workplace Lack of quality education at primary and secondary level Total 25 100 2 8 32 No. of respondants 5 10 Percentage 20 40

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INTERPRETATION: The above graph indicates that reason for shortage of skilled man power at workplace are lack of support from senior staff.

Conclusion

Human resources refer to the people who work in an organization. The term seeks to communicate the belief that the employees of an organization are not just people, but valuable resources that help an organization to achieve its objectives. People are central to organization. The financial capital, technology, or processes of the organization, by themselves, cannot accomplish organizational goals. These resources depend on human
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resources for their effective and efficient utilization. At the same time, human resources also need to be managed.

Human resources management (HRM) is concerned with a holistic approach towards the management of people working in an organization, who contribute to the achievement of organizational objectives. Human resource management ensures the most effective and efficient use of human talent for accomplishing the goals of an organization. In order to successfully utilize and manage the human resource of an organization to achievement organizational objectives, each organization needs to develop a well-defined HR strategy. Like strategy, HR strategy is concerned with two key elements

Determining the strategic objectives (what goal is the strategy Supposed to achieve? For example, the goals may be high productivity, reduced accidents, etc.).

Determining the strategic objectives (what goal is the strategy Supposed to achieve? For example, the goals may be high productivity, reduced accidents,

Under noted few suggestions cum conclusion can be taken as for implementation to reap furthers benefits. It is found that the average age group of trainees are in their twenties or early thirties which signifies that the consumer durable industry need more of young blood as enthusiasm is an integral part of the industry. The maximum emphasis is given to job instruction methods where the

trainee are made to understand their job thoroughly and the role they are

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going to play in performing their job. Lecture as well as the presentation is the major part of imparting the

education and training them. The training objective are in keeping with needs and abilities of the trainee

and it is this that proves to be the major reason for success of the training as whole... The trainee fill the feedback form and from time to time test are conducted

to know the gauge the effectiveness of training to employee to check their memory if they retain anything or not. must emphasis so that there employee can be more productive as it was found during the visit to the corporate office people they lack in managing themselves. Stress management training is more important for employee as it was

observed that people are all the time in tension like situation as to how to do what to do when to do, no time and things like that which kept them tensed all time.

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SUGGESTIONS

1. More of technical training should be imparted to employees relevant to their work. 2 . It should be taken into consideration that the employee who needs training has got that particular training 3. It should be taken into account that there is no unnecessary repetition and no ignorance of training programs. 4. The company should give study material (books or notes) to the trainees during training sessions. 5. Training programs must be held at regular intervals. 6. No. of batches can be increased. 7. Venue (classroom) can be made better in terms of infrastructure (Technical Training Centre). 8 .Behavioural skills training like Positive Thinking should be given to employees families also. 9 .It should be checked that first of all skills learnt in one training session are implemented and then the trainee should move to next training session. 10. Behavioural training like Team Work, Self Development should be given to all employees irrespective of their need. 11 .Workload of employees should be reduced so that employees do not miss training programs and attend training programs willingly. 12. More training sessions must be conducted at CRD. 13. Instead of giving training for the whole day, training batches should be conducted for a short period over a number of days.

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