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Transcript of kirloskar pune
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CHAPTER 1 .
INTRODUCTION
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Training is a short term process utilising a systematic and organised procedure by which non-
managerial personnel to learn technical knowledge and skillsStaimez
Training and development are closely interrelated terms that aim to help in
achieving the objectives of the company while at the same time increasing the efficiency and
productivity of the employees. Though similar in a broader sense, there are many differences
between training and development that will be highlighted in this article.
1.1 Training:
Training is concerned with imparting developing specific skills for a particular purpose. Training is
the act of increasing the skills of employees for doing a particular job. Training is the process oflearning a sequence of programmed behaviour. Training of a new employee is an integral part of his
induction and orientation. Training is imparted so that he understands his roles and responsibilities
and learns to perform the tasks entrusted to him with ease and with efficiency. It is only after a brief
training period that a new employee is able to perform his job at a satisfactory level. Training makes
an employee more productive for the organization and is thus concerned with his immediate
improvement
1.2 Development:
Development is all those activities and programme when recognized and controlled have substantialinfluence in changing the capacity of the individual to perform his assignment better and in going so
all likely to increase his potential for future assignments. Thus, development is a combination of
various training programme, though some kind of training is necessary, it is the overall development
of the competency of individual in the light of the present requirement as well as the future
requirement. Development is an activity designed to improve the performance of existing employees
and to provide for a planned growth of employee to meet future organizational requirements.
Development of an employee is an ongoing process which continues well beyond training. The focus
of development process is the person himself. Development concerns with making the employee
efficient enough to handle critical situations in future. So while training concentrates on short term
needs of the organization, development looks after long term goals of the organization.
1.3 Importance of training
If organizations are to survive and prosper in the modern world of rapid change, they
need to be more flexible, faster-moving and faster-learning than before. Their ability to do this
rests upon the abilities of their workforce to have these characteristicshence the value of
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training. If individuals are able to learn, develop and change, then so can the organizations.
Providing training for employees not only helps them develop their skills and
knowledge, but it is also motivational and a building block to organizational success. It is
important for any organization, large or small, to plan the training that its people may need.
While there can be enormous benefits in developing the capabilities of the workforce, training
dont come cheaply. Training needs to be for the right people, it needs to be the right type of
training and it needs to be at the right time.
It improves the overall image of the organization and invests it with a degree of professionalism,
which can lead to increased professionalism, productivity, and profitability.
1.4 Need for training:
The need for training arises due to the following reasons:
1. To match the employee specifications with the job requirements and organizational needs.2. Maintaining the Organizational Viability and the Transformation Process.
3. To adopt the latest technology i.e. mechanization, computerization and automation for survival
of the organization, they should train the employees to enrich them in the areas of changing
technical skills and knowledge from time to time.
4. For working on the skills of co-ordination, integration and adaptability to the requirements of
growth, diversification and expansion.
5. When an existing employee is promoted to the higher level in the organization and when there
is some new job or occupation due to transfer.
Fig 1:Need for training
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The need for training also arises to increase productivity, improve the quality of the
products or services, help the company in fulfilling its vision and future targets, improve
organizational climate and culture, improved health and safety, prevent obsolescence, effect
personal growth and minimize the resistance to change.
1.5 Types of training methods:There are a number of training methods available. Use of a particular method will depend on the
trainees viz., worker, supervisor, and manager. Basically these methods can be classified into
the following two broad categories:
On-the-job training
Off-the-job training
On-the-job training:
Apprenticeship Training.
Job Instruction Training (JIT).
Off-the-job training:
Class room lectures.
Conferences or seminars.
Group discussions or case study analysis.
Audio visual or film shows.
Simulation or Computer modelling.
Vestibule training.
Programmed instructions (PI).
Games and Role-playing.
1.6 Benefits of training:
Training benefits the Organization in the following ways: Leads to an improved profitability and/or more positive attitude towards profit orientation
Improves the job knowledge and skills at all levels of theorganization
Improves the morale of the workforce
Helps people identify with organizational goals
Helps create a better corporate image
Fosters authenticity, openness and trust
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Improves the relationship between boss and subordinate
Aids in organizational development
Learns from the trainee
Aids in understanding and carrying out organizational policies
Provides information for the future needs as well as all areas of the organization Improves labour management relations
Helps prepare guidelines for work
Organization gets more effective decision making and problem solving skills
Aids in developing leadership skills, motivation, loyalty, better attitude and others aspects
that successful workers and managers usually display
Develops a sense of responsibility in the organization for being competent and
knowledgeable.
1.7 Role of Human Resources in training and development:
Fig 2 :Role of Human Resources in training and development:
HRM plays a very important role in training and development. It first identifies the need of the
organisation and designs the training program. At once when the design is made the HRM
department develops the training program and delivers it to the organisation employees. But the
cycle does end here the HRM evaluates the training program through various research techniques
and analyse from the research the issues that need to be handled while designing the next training
program.
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One the one hand, training can be costly when goals or expectations are not met. On the other
hand, when these are met or even exceeded, the organization reaps its long term benefits.
Because when employeescompetencies improve, the organization gains an increase in corporate
competitiveness and in return an increase in profitability.
Training programs must be initiated by the HRM department. These must be carefully planned,
executed utilizing the best possible resources, i.e., instructors ortraining facilitators , venues, etc.
The focus must not only be based on competencies but on values and attitudes as well. In the
end, training is actually a change management initiative whose aims are to develop employees
potentials, holistically, so that they add more vales to the organization and the community where
they belong. This sensitive role for theHRM professional, and is a tough one. After all,HRM is
still about not only managing, butdeveloping human resource.
HRM's role in organization is to develop the organization to meet the future needs, face
the competition, and maintain/improve the standing in the industry level.Organization Development (OD) is the process of improving organizations. The process is
carefully planned and implemented to benefit the organization, its employees and itsstakeholders.The change process supports improvement of the organization or group as a whole. The HRM
and consultant work together to gather data, define issues and determine a suitable course of
action. The organization is assessed to create an understanding of the current situation and to
identify opportunities for change that will meet company objectives.
http://www.hrmbusiness.com/2007/12/hrm-increases-your-companys.htmlhttp://www.hrmbusiness.com/2007/12/hrm-increases-your-companys.htmlhttp://www.hrmbusiness.com/2007/12/hrm-increases-your-companys.htmlhttp://www.amazon.com/Managing-Facilitated-Processes-Facilitators-Consultants/dp/0470182679?ie=UTF8&tag=hrmbuspraandn-20&link_code=btl&camp=213689&creative=392969http://www.amazon.com/Managing-Facilitated-Processes-Facilitators-Consultants/dp/0470182679?ie=UTF8&tag=hrmbuspraandn-20&link_code=btl&camp=213689&creative=392969http://www.hrmbusiness.com/2008/07/increasing-demand-for-hrm-professionals.htmlhttp://www.hrmbusiness.com/2008/07/increasing-demand-for-hrm-professionals.htmlhttp://www.hrmbusiness.com/2008/07/increasing-demand-for-hrm-professionals.htmlhttp://www.amazon.com/International-Human-Resource-Management-Global/dp/0415773504?ie=UTF8&tag=hrmbuspraandn-20&link_code=btl&camp=213689&creative=392969http://www.amazon.com/International-Human-Resource-Management-Global/dp/0415773504?ie=UTF8&tag=hrmbuspraandn-20&link_code=btl&camp=213689&creative=392969http://www.hrmbusiness.com/2008/06/hrm-professional-as-strategic-partner.htmlhttp://www.hrmbusiness.com/2008/06/hrm-professional-as-strategic-partner.htmlhttp://www.hrmbusiness.com/2008/06/hrm-professional-as-strategic-partner.htmlhttp://www.hrmbusiness.com/2008/06/hrm-professional-as-strategic-partner.htmlhttp://www.amazon.com/International-Human-Resource-Management-Global/dp/0415773504?ie=UTF8&tag=hrmbuspraandn-20&link_code=btl&camp=213689&creative=392969http://www.hrmbusiness.com/2008/07/increasing-demand-for-hrm-professionals.htmlhttp://www.amazon.com/Managing-Facilitated-Processes-Facilitators-Consultants/dp/0470182679?ie=UTF8&tag=hrmbuspraandn-20&link_code=btl&camp=213689&creative=392969http://www.hrmbusiness.com/2007/12/hrm-increases-your-companys.html -
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CHAPTER 2 .
COMPANY PROFILE
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Kirloskar Oil Engines Ltd.
2.1 About The Company
The Company was incorporated as public limited company on 12 January 2009, under
Companies Act, 1956 having its registered office at Laxmanrao Kirloskar Road, Khadki, Pune
411 003.
The Engines and Auto Components business of Kirloskar Oil Engines Limited (now known as
Kirloskar Industries Limited) was transferred and vested with the Company on becoming
effective of the Scheme of Arrangement between Kirloskar Oil Engines Limited (now known as
Kirloskar Industries Limited) and the Company and their respective shareholders and creditors, as
approved by the Honble High Court of Judicature at Bombay vide its order dated 31 July 2009
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read with its order dated 19 March 2010. With effect from the effective date, 31 March 2010, the
Company has commenced the Engines and Auto Components Business. The Company was
incorporated with the primary objective of taking over ofEngine and Auto Component business
of Kirloskar Oil Engines Limited now known as Kirloskar Industries Limited) under the said
Scheme on going concern basis.
Company Identification Number (CIN) of the Company is U29120PN2009PLC133351.The
name of the Company has been changed to Kirloskar Oil Engines Limited with effect from 2
June 2010 pursuant to the said Scheme.
2.2 Directors
Mr. Atul C. Kirloskar, Mr. Gautam A. Kulkarni and R.R. Deshpande were the first directors of
the Company. They will be appointed as directors of the Company at the ensuing Annual
General Meeting.
Pursuant to Section 260 of the Companies Act, 1956, read with Article 160 of the Articles ofAssociation of the Company, the Board of Directors, in its meeting held on 30 March 2010, co-
opted Mr.R.Srininvasan, Mr. U.V Rao, Mr. H M Kothari, Mr. Nihal Kulkarni, Mr.Rahul C.
Kirloskar, Mr. M Lakshminarayan, Mr. PG. Pawar, Dr. Naushad Forbes and Mr. A.N. Alawani
as Additional Directors on the Board of the Company. They hold office of Director up to date of
the ensuing Annual General Meeting of the Company and being eligible, offer themselves for
appointment.
Mr. Atul C. Kirloskar was appointed as Managing Director of the Company by the Board in its
meeting held on 30 March 2010, with effect from 31March 2010 for a period of 5 years.
Pursuant to the Scheme of Arrangement between Kirloskar Oil Engines Limited (Demerged
Company - now known as Kriloskar Industries Limited) and Kirloskar Engines India Limited
(Resulting Company) the services of Mr. Gautam A. Kulkarni as Joint Managing Director, Mr.
Rahul Kirloskar as Whole Time Director and Mr. R.R. Deshpande as Executive Director of the
Company, for a period upto 19 August 2013,4 June 2011 and 28 April 2010, respectively, with
effect from 31 March 2010 have been transferred from Demerged Company to Resulting
Company.
The services of Mr. R.R. Deshpande have been transferred on a continuous basis from the
Demerged Company to the Company, with effect from 31 March 2010 for the balance period of
his term, i.e. up to 28April 2010, pursuant to the Scheme of Arrangement. Mr. R.R. Deshpande
was re-appointed as the Executive Director for a further period of five years with effect from 29April 2010.
2.3 Vision: To be amongst the top ten Global Players in off-high way engine business.
2.4 Guiding principle & values of KOEL
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Fig 3 : Guiding principle & values of KOEL
Integrity:
Is the value which underlines all the other KOEL core values.
Quality First:
Living Quality First is about letting quality considerations to influence decisions
significantly even under acute pressures of quantity.
Customer Focus:
Customer focus support efficiency smartness effectiveness purpose and more and bring
joy and satisfaction and meanings to ones life.
Respect For People:
They believe that people have come together by choice. they acknowledge that all the
human beings are in endless journey to fulfil their potential and deserve emotional
support, acceptance and respect for other for their well being.
2.5 HR Mission: To build and sustain an organisation that attract retains and brings out the best
in people.
2.6 Products:
Diesel engines ranging from 3 hp to 11000 hp
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Smallest 3hp Biggest 11000 hp
Bearings Gensets
Fig 4: Products of KOEL
2.7 Competitors:
Cummins India Ltd.
Greaves Cotton Ltd.
Kirloskar Industries Ltd.
Swaraj Engines Ltd.
Wartsila India Ltd.
2.8 Financial status:
Total Income - Rs. 688.865 Million ( year ending Mar 2011)
Kirloskar Oil Engines net profit declines 20.06% in the March 2011 quarter
May 13, 2011 15:08
http://economictimes.indiatimes.com/cummins-india-ltd/stocks/companyid-13471.cmshttp://economictimes.indiatimes.com/cummins-india-ltd/stocks/companyid-13471.cmshttp://economictimes.indiatimes.com/greaves-cotton-ltd/stocks/companyid-13698.cmshttp://economictimes.indiatimes.com/greaves-cotton-ltd/stocks/companyid-13698.cmshttp://economictimes.indiatimes.com/kirloskar-industries-ltd/stocks/companyid-12574.cmshttp://economictimes.indiatimes.com/kirloskar-industries-ltd/stocks/companyid-12574.cmshttp://economictimes.indiatimes.com/swaraj-engines-ltd/stocks/companyid-12960.cmshttp://economictimes.indiatimes.com/swaraj-engines-ltd/stocks/companyid-12960.cmshttp://economictimes.indiatimes.com/wartsila-india-ltd/stocks/companyid-12811.cmshttp://economictimes.indiatimes.com/wartsila-india-ltd/stocks/companyid-12811.cmshttp://economictimes.indiatimes.com/wartsila-india-ltd/stocks/companyid-12811.cmshttp://economictimes.indiatimes.com/swaraj-engines-ltd/stocks/companyid-12960.cmshttp://economictimes.indiatimes.com/kirloskar-industries-ltd/stocks/companyid-12574.cmshttp://economictimes.indiatimes.com/greaves-cotton-ltd/stocks/companyid-13698.cmshttp://economictimes.indiatimes.com/cummins-india-ltd/stocks/companyid-13471.cms -
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Kirloskar Oil Engines net profit declined 20.06% to Rs 47.61 crore in the quarter ended March
2011 as against Rs 59.56 crore during the previous quarter ended March 2010. Sales declined1.11% to Rs 596.57 crore in the quarter ended March 2011 as against Rs 603.25 crore during the
previous quarter ended March 2010. For the Audited full year,net profit rose 5.92% to Rs 173.73
crore in the year ended March 2011 as against Rs 164.02 crore during the previous year ended
March 2010. Sales rose 6.51% to Rs 2362.98 crore in the year ended March 2011 as against Rs2218.50 crore during the previous year ended March 2010.
2.9 Organisation Structure:
KOEL
Strategic Business Units Corporate Services
Power Generation
AOBG
Finance & Legal
Human Resources,Personnel & industrial
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Fig 5: Organisation chart of KOEL
2.10 HR Hierarchy
Manufacturing
(Kagal)
Manufacturing
(Khadki ,Rajkot)
LEBG
Corporate research and
engineering
Strategic Sourcing
Assistant Vice President
Siddharth Archary
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Fig 6: HR hierarchy of KOEL
2.11 Business Location and Services
Senior Manager
Mr. Tejinder Pal
Singh Bharma
General Manager
Siddharth Mohanty
Officer
Sejal Gupta
Deputy Manager
Archana S.
Deputy Manager
Priyanka Vanjari
Deputy Manager
Disha Sharma
Deputy Manager
Govind V.
Manager
Sushmita Mishra
Deputy Manager
Rahul Jagtap
Senior Officer
Simran Kaur
Manager trainee
Aarthi Kadam
KOEL
Pune, Ahmednagar, Nashik & Phursungi
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Fig 7:Business Location and Services
Business Services
Auto Components
Pune, Ahmednagar, Nasik
Secretarial &Legal
Pune
Large Engines &Spares
Nashik
Management Studies
Pune
(HR, Personnel, IT Corporate)
Small Engines & Spares
Pune & Phursungi
Corporate Finance
Pune
Medium Engines & Spares
Pune & Phursungi
Other Operations
Pune
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CHAPTER 3 .
INDUSTRY PROFILE
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3.1 The founder and the first factory village
The Kirloskar story starts with Laxmanrao Kirloskar, the founder. A man who
believed that an understanding of one's environment and reality was essential to
the manufacture of path-breaking industrial implements. From this steadfast
belief was born the iron plough, the first Kirloskar product. Originally intended
as an essential aid to agriculture, the plough soon became an icon of reform and
revolution.
A highlight of the early history of the group is Kirloskarvadi, India's first industrial township. A
model factory-village created by Laxmanrao and his band of dedicated workers.
In January 1910, when the Kirloskar were being ousted from Belgaum to make room for a new
suburb, they found themselves in dire need of a place to live and work. Sensing this need, the
Raja of the princely state of Aundh, who admired and respected Laxmanrao Kirloskar, offered
the latter all the land he needed in Aundh state.
Two months later, Laxmanrao Kirloskar set foot on 32 acres of barren land strewn with cacti and
infested with cobras. Driven by his faith in human ability, Laxmanrao banded together 25
workers and their families and succeeded in transforming the barren expanse into his dream
village. Ramuanna, Laxmanrao's brother, planned and administered the township, Shamburao
Jambhekar doubled as engineer and all-round healing man, K.K.Kulkarni, an unsuccessful
student, became a manager, treasurer and odd jobs man, Mangeshrao Rege was the clerk andchief accountant, Anantrao Phalnikar, a school drop-out flowered into an imaginative engineer.
Such was our founder's faith in the human being that, Tukaram Ramoshi and Pirya Mang, both
convicted dacoits, became the trusted guards of Kirloskarvadi!
3.2 The Kirloskar Group Of Companies
Kirloskar Brothers Limited. (KBL)
Kirloskar Ferrous Industries Limited. (KFIL)
Kirloskar Middle East FZE. (KMEF)
Kirloskar Oil Engines Limited. (KOEL)
Kirloskar Industries Limited. (KIL)
Kirloskar Pneumatic Company Limited. (KPCL)
Kirloskar Proprietary Limited. (KPL)
http://kirloskarapps.kirloskar.com/kirloskar/aboutkirloskar/kbl.htmlhttp://kirloskarapps.kirloskar.com/kirloskar/aboutkirloskar/kfil.htmlhttp://kirloskarapps.kirloskar.com/kirloskar/aboutkirloskar/kmef.htmlhttp://kirloskarapps.kirloskar.com/kirloskar/aboutkirloskar/keil.htmlhttp://kirloskarapps.kirloskar.com/kirloskar/aboutkirloskar/koel.htmlhttp://kirloskarapps.kirloskar.com/kirloskar/aboutkirloskar/kpcl.htmlhttp://kirloskarapps.kirloskar.com/kirloskar/aboutkirloskar/kpl.htmlhttp://kirloskarapps.kirloskar.com/kirloskar/aboutkirloskar/kpl.htmlhttp://kirloskarapps.kirloskar.com/kirloskar/aboutkirloskar/kpcl.htmlhttp://kirloskarapps.kirloskar.com/kirloskar/aboutkirloskar/koel.htmlhttp://kirloskarapps.kirloskar.com/kirloskar/aboutkirloskar/keil.htmlhttp://kirloskarapps.kirloskar.com/kirloskar/aboutkirloskar/kmef.htmlhttp://kirloskarapps.kirloskar.com/kirloskar/aboutkirloskar/kfil.htmlhttp://kirloskarapps.kirloskar.com/kirloskar/aboutkirloskar/kbl.html -
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3.3 Joint ventures and subsidiaries
Kirloskar Ebara pumps ltd(KEPL)
Kirloskar corrocoat pvt ltd
Kirloskar construction & engineers ltd
Kolhapur steel ltd
ssp pump ltd
Gondwana eng pvt.ltd
Toyota kirloskar
3.4 Education sector
Kirloskar institute of advanced management studies (KIAMS)
KIAMS-HARIHAR
KIAMS-PUNE