Research Inventy : International Journal of Engineering and Science is published by the group of young academic and industrial researchers with 12 Issues per year. It is an online as well as print version open access journal that provides rapid publication (monthly) of articles in all areas of the subject such as: civil, mechanical, chemical, electronic and computer engineering as well as production and information technology. The Journal welcomes the submission of manuscripts that meet the general criteria of significance and scientific excellence. Papers will be published by rapid process within 20 days after acceptance and peer review process takes only 7 days. All articles published in Research Inventy will be peer-reviewed.
An Analysis of Efficiency Performance of Private life Insurancepaperpublications3
Abstract:This paper deals with the analysis of the Efficiency of private life insurance industry since the liberlisation process of insurance sector in the country. Keeping in view the limitations of ratio analysis techniques, the methodology used to judge the efficiency of private life insurance companies is Data Envelopment Analysis (DEA). The result of the DEA analysis is used to assess the technical efficiency of individual firms with respect to the best practice or benchmark firms. It further allows the classification of the technical efficiency into pure technical and scale efficiency. The present study has used the Farrel model which was further developed by Charnes, Cooper, and Rhodes (1978). Data Envelopment Analysis (DEA) is a non-parametric linear programming tool used to study the efficiency of the economic units (life insurers) through the construction of the economic frontier. The study takes into account ten private life insurance companies which commenced their business in the country in the year 2001-2002 .The study covers a period of 13 years from 2001-02 till 2013-14.It is found that the technical efficiency scores of the firms measured under pure technical efficiency and scale efficiency scores of the firms are rising over the years. Of the ten private companies taken for study, SBI life shows that it is operating at a full scale and technically highly efficient firm in par with public sector monopolist Life Insurance Corporation of India.
This document discusses customer value creation topics covered in an EPGP class. It summarizes key topics like approaches to customers, customer value elements, buyer behavior, segmentation, and pricing. It also provides an overview of Blue Star Infotech, describing its origin and growth, business models including delivery models of offshore development and extended offices, and business models of fixed price, time and material, and co-sourcing. Partnership models are also mentioned for acquiring overseas business.
Study of Human Resource Accounting Practicesiosrjce
Human Resource Accounting (HRA) was introduced in 1980s, it is the process of identifying,
communicating, and measuring data about human resources. It is highly complicated in today’s market to find
well knowledge, and highly motivated people. But Human Resource is one of the most important operations for
any organization or business. Without the human involvement can lose its efficiency in work, and all the areas
of business and levels human efficiency is required with machine efficiency. Thus companies have to recognize
and appreciate the value of their employees. It is worth and capital investments. The objective of this paper is to
study the Human Resources Accounting practices, to identify challenges and issues, and to give suggestions
based on the findings of the study.
Companies can weather economic storms by utilizing a flexible workforce provided through staffing agencies. This allows them to adjust headcount up or down easily based on fluctuating demand without costly layoffs. Studies show companies that increased contingent labor by 10% experienced higher profits. Temporary employees understand the contingency of their work and aim to prove themselves for potential permanent roles. Staffing agencies also provide significant cost savings as companies avoid paying benefits for temporary workers. A flexible workforce helps minimize negative impacts to reputation and employee morale from layoffs during uncertain economic times.
Would you fly on a plane with a pilot who had never flown before? Would you trust critical business systems and processes to teams managing them for the first time? Just as pilots spend months training on flight simulators before taking control of the real thing, simulating critical business systems and processes can greatly reduce risk before “go-live.” ScottMadden has leveraged decades of experience conducting business simulations for our clients to create a business simulation service offering to effectively train new teams and managers. With our know-how, tools, best practices, and thousands of example scenarios, we can reduce the risk, overall cost, and increase stakeholder satisfaction of your new business system or process rollout. To learn more, please visit www.scottmadden.com.
This document provides an overview of human resource planning and recruitment processes. It discusses forecasting human resource needs and supply, identifying potential shortages or surpluses, strategies for addressing them such as transferring or training employees, and planning for retention. The goals of human resource planning are to ensure the organization has the right number and skills of employees required and to reduce reliance on external recruitment. Forecasting techniques include trend analysis, ratio analysis, and managerial judgement. Factors that influence supply include the current workforce, external labor market conditions, and organizational changes.
Workforce Planning (Process, Labour Shortage, Excess Labour)Project Student
Business Studies - Workforce Planning
This presentation explains and outlines the aspects of workforce planning including the process, labour shortage, excess labour etc.
Salary Reports of Auto Parts Industry - 2017ronanmarho
This document provides a salary report for the auto parts industry in Shanghai from 2016-2017. It includes:
1. Overview of terms and definitions used in compensation and benefits data.
2. Research methodology describing how total compensation is analyzed in 4 segments: base cash income, fixed cash income, total cash income, and total compensation.
3. Tables showing salary and benefits levels by job level and function for the auto parts market in Shanghai, including percentiles and averages.
An Analysis of Efficiency Performance of Private life Insurancepaperpublications3
Abstract:This paper deals with the analysis of the Efficiency of private life insurance industry since the liberlisation process of insurance sector in the country. Keeping in view the limitations of ratio analysis techniques, the methodology used to judge the efficiency of private life insurance companies is Data Envelopment Analysis (DEA). The result of the DEA analysis is used to assess the technical efficiency of individual firms with respect to the best practice or benchmark firms. It further allows the classification of the technical efficiency into pure technical and scale efficiency. The present study has used the Farrel model which was further developed by Charnes, Cooper, and Rhodes (1978). Data Envelopment Analysis (DEA) is a non-parametric linear programming tool used to study the efficiency of the economic units (life insurers) through the construction of the economic frontier. The study takes into account ten private life insurance companies which commenced their business in the country in the year 2001-2002 .The study covers a period of 13 years from 2001-02 till 2013-14.It is found that the technical efficiency scores of the firms measured under pure technical efficiency and scale efficiency scores of the firms are rising over the years. Of the ten private companies taken for study, SBI life shows that it is operating at a full scale and technically highly efficient firm in par with public sector monopolist Life Insurance Corporation of India.
This document discusses customer value creation topics covered in an EPGP class. It summarizes key topics like approaches to customers, customer value elements, buyer behavior, segmentation, and pricing. It also provides an overview of Blue Star Infotech, describing its origin and growth, business models including delivery models of offshore development and extended offices, and business models of fixed price, time and material, and co-sourcing. Partnership models are also mentioned for acquiring overseas business.
Study of Human Resource Accounting Practicesiosrjce
Human Resource Accounting (HRA) was introduced in 1980s, it is the process of identifying,
communicating, and measuring data about human resources. It is highly complicated in today’s market to find
well knowledge, and highly motivated people. But Human Resource is one of the most important operations for
any organization or business. Without the human involvement can lose its efficiency in work, and all the areas
of business and levels human efficiency is required with machine efficiency. Thus companies have to recognize
and appreciate the value of their employees. It is worth and capital investments. The objective of this paper is to
study the Human Resources Accounting practices, to identify challenges and issues, and to give suggestions
based on the findings of the study.
Companies can weather economic storms by utilizing a flexible workforce provided through staffing agencies. This allows them to adjust headcount up or down easily based on fluctuating demand without costly layoffs. Studies show companies that increased contingent labor by 10% experienced higher profits. Temporary employees understand the contingency of their work and aim to prove themselves for potential permanent roles. Staffing agencies also provide significant cost savings as companies avoid paying benefits for temporary workers. A flexible workforce helps minimize negative impacts to reputation and employee morale from layoffs during uncertain economic times.
Would you fly on a plane with a pilot who had never flown before? Would you trust critical business systems and processes to teams managing them for the first time? Just as pilots spend months training on flight simulators before taking control of the real thing, simulating critical business systems and processes can greatly reduce risk before “go-live.” ScottMadden has leveraged decades of experience conducting business simulations for our clients to create a business simulation service offering to effectively train new teams and managers. With our know-how, tools, best practices, and thousands of example scenarios, we can reduce the risk, overall cost, and increase stakeholder satisfaction of your new business system or process rollout. To learn more, please visit www.scottmadden.com.
This document provides an overview of human resource planning and recruitment processes. It discusses forecasting human resource needs and supply, identifying potential shortages or surpluses, strategies for addressing them such as transferring or training employees, and planning for retention. The goals of human resource planning are to ensure the organization has the right number and skills of employees required and to reduce reliance on external recruitment. Forecasting techniques include trend analysis, ratio analysis, and managerial judgement. Factors that influence supply include the current workforce, external labor market conditions, and organizational changes.
Workforce Planning (Process, Labour Shortage, Excess Labour)Project Student
Business Studies - Workforce Planning
This presentation explains and outlines the aspects of workforce planning including the process, labour shortage, excess labour etc.
Salary Reports of Auto Parts Industry - 2017ronanmarho
This document provides a salary report for the auto parts industry in Shanghai from 2016-2017. It includes:
1. Overview of terms and definitions used in compensation and benefits data.
2. Research methodology describing how total compensation is analyzed in 4 segments: base cash income, fixed cash income, total cash income, and total compensation.
3. Tables showing salary and benefits levels by job level and function for the auto parts market in Shanghai, including percentiles and averages.
The total cost of employment is a concept borrowed from Total Cost of Ownership Model used for capital equipment purchase decisions. A clear case of investing in Skill Development bringing Business Value.
The document provides information about operations research (OR) including:
(1) OR uses mathematical models and statistics to aid decision-making, typically to optimize performance of complex systems.
(2) The basic OR process involves recognizing a problem, formulating it, constructing a model, finding a solution, defining the process, implementing it, and refining it.
(3) Linear programming applications discussed include marketing, finance, operations management, and blending problems. Graphical and algebraic methods are used to solve transportation problems.
1) The document discusses outsourcing R&D by increasing effectiveness through an Innovation Driven Procurement service.
2) It recommends assessing criticality of innovation programs and selecting the appropriate sourcing model, ensuring business models are carefully aligned with suppliers and partners.
3) Open Innovation concepts like "Spin IN and Spin OUT" can increase R&D effectiveness by leveraging innovations from other value chains and connecting with new ventures.
The document discusses conducting a training needs analysis to identify critical performance gaps, determine their causes, evaluate potential solutions like training, and calculate the projected return on investment to justify training investments before implementation. The goal is to improve work performance by addressing skill or knowledge deficiencies through appropriate and cost-effective training interventions.
This document contains slides from a McGraw-Hill textbook on managerial and cost accounting. It covers several topics:
- The definitions and roles of management accounting and cost accounting in helping companies make better decisions.
- Global trade trends from 1950-2009 showing increasing trade in manufactures and declines in fuels and agriculture.
- Regional shares of world exports in 2009 led by North America, Europe and Asia.
- The distribution of Fortune Global 500 companies by region from 2005-2010, with increases from China, India and Asia Pacific.
This chapter discusses how functional-level strategies can help companies achieve competitive advantages like superior efficiency, quality, innovation, and customer responsiveness. It covers several topics:
1) How strategies in areas like manufacturing, marketing, R&D, and human resources can improve efficiency through economies of scale, learning effects, and experience curves.
2) How quality can be enhanced through total quality management and reliability.
3) Ways to achieve innovation through building distinctive competencies and overcoming high failure rates.
4) Steps to improve customer responsiveness through better understanding, satisfying, and quickly responding to customer needs.
The document is a mark scheme for a business studies exam that provides guidance to examiners on how to award marks to exam responses. It includes:
- Definitions, explanations and requirements for full marks for various concepts that may be addressed in exam responses, such as retained profits, financial and management accounting, diseconomies of scale, corporate responsibility, and workforce planning.
- Identification of inter-departmental relationships and advantages/disadvantages of niche marketing that could be discussed in exam responses.
- Notes on how accounting ratios can be used for analysis but also have limitations, and how exam responses on this topic could be evaluated.
This document provides an overview of budgeting concepts and processes. It discusses why organizations create budgets, the basic framework of budgets including planning and control, and the advantages of budgeting such as defining goals and allocating resources. It also covers budgeting terms and methods, including bottom-up versus top-down budgeting, incremental versus zero-based budgets, and the roles of management and budget committees. Finally, it discusses the key components of master budgets for different types of industries, including budgets for production, sales, materials, labor, and cash for manufacturing companies.
INTERNAL Assign no 4 ( JAIPUR INTERNAL UNI)Partha_bappa
This document discusses various topics related to human resource management. It differentiates between HRM and HRD, defining HRM as dealing with all aspects of human resources including recruitment and rewards, while HRD only focuses on development. It defines job specification and lists some common causes of grievances in organizations such as poor working conditions, attitudes of supervisors, and economic factors like wages. It also discusses human resource inventory, listing the types of records that can be used, and lists some benefits of training such as keeping employees motivated and cost-effectiveness. Finally, it discusses various internal and external sources of recruitment and their merits and demerits.
The document discusses pay-for-learning programs, also known as skill-based compensation systems. There are two basic types: increased-knowledge systems that pay based on depth of skills in a specialty, and multi-skill systems that pay based on the number of different jobs an employee can perform. The document outlines the steps to establish a skill-based pay structure and assess skills, and provides examples of companies that use such systems, including AT&T, Corning, and General Mills.
This document consists of exam instructions and questions for a Business Studies exam. It contains:
- Instructions for the exam on the front cover of the answer booklet.
- Section A (Short Answers) with 4 multiple choice questions.
- Section B (Essay) with 2 essay questions to choose from.
- Blank pages to write answers.
- A permission notice for copyrighted material.
The document discusses trends in MNC R&D expenditures and activities in China's electronics industry. Regression analysis was conducted using firm-level data to examine the impact of MNC R&D on industry performance, local R&D, and local firm performance. The results show MNC R&D has a positive impact on total industry profit and new products, and positively influences local R&D. MNC R&D's effect is limited at the local firm level. This suggests China's electronics industry is in the development stage of R&D evolution.
Manpower planning is important for companies to ensure they have the right staff with the right skills now and in the future. It involves 3 phases - developing manpower objectives based on company goals, managing resources to meet objectives through plans like recruitment and training, and ongoing evaluation and adjustment of plans. Proper manpower planning treats staff as an investment rather than just a cost, and integrates with the overall company plan. It requires analyzing current staffing levels, costs, attrition and recruitment trends to forecast future needs under different scenarios and accounting for factors like new technologies. Regular review and updating of forecasts and the plan is needed to control results against expectations.
This document provides an overview of corporate strategic planning, including:
- The key attributes of corporate strategic planning such as transparency and incorporating both short and long-term perspectives.
- The strategic planning process, including strategy analysis, decisions, and actions. It also discusses the importance of stakeholder management.
- Internal and external factors that influence strategic planning, such as leadership, customer tastes, competition, and material costs.
- An example of Nissan's strategic turnaround led by Carlos Ghosn, focusing on asset, capital, and management restructuring.
- The importance of a hierarchy of strategic goals including an organization's vision, mission, and objectives.
This document provides the mark scheme for an exam on Business Studies. It outlines the requirements for answering multiple choice questions on two case studies - Let's Make Music (LMM) and Great Gifts (GG). For each case study question, it describes the expected content and level of explanation, analysis and evaluation required to achieve different mark levels. The mark scheme serves as guidance for examiners on how to assess answers consistently based on their depth of understanding, use of context and quality of analysis.
This document contains a mark scheme for a business studies exam. It provides guidance to examiners on how to award marks for student responses. For each question, it outlines the key points and level of understanding required to achieve different mark ranges. The mark scheme also clarifies acceptable alternative interpretations that students could take for some questions.
Este documento presenta información sobre una clase de Informática Aplicada impartida por el Lic. Byron Payes los martes de 18:00 a 20:00. Incluye secciones sobre la introducción a PowerPoint y sus utilidades, así como menús con diferentes presentaciones sobre temas como Microsoft Office 2007 y el dinero electrónico.
El documento propone varias formas de representar el video "Invención del amor" en diferentes géneros literarios como una novela, cuento o obra de teatro. Se discuten temas como el amor, la tecnología, la ecología y las consecuencias del exceso de inventos. También incluye reflexiones sobre el cuidado del medio ambiente y una moraleja sobre los peligros del exceso.
Oct 2010 Amazon Corporate Headquarters, Overlake Hospital Clinic in Bellevue...DavidJohansonVasquez
Essay on architecture photographed at night including Overlake Clinic and Microsoft facilities in Bellevue, WA, new Amazon Corporate Headquarters in South Lake Union District ; developed by Paul Allen\'s Vulcan Reality Group. Client includes Overlake Hospital and Firestone Metal Products
The total cost of employment is a concept borrowed from Total Cost of Ownership Model used for capital equipment purchase decisions. A clear case of investing in Skill Development bringing Business Value.
The document provides information about operations research (OR) including:
(1) OR uses mathematical models and statistics to aid decision-making, typically to optimize performance of complex systems.
(2) The basic OR process involves recognizing a problem, formulating it, constructing a model, finding a solution, defining the process, implementing it, and refining it.
(3) Linear programming applications discussed include marketing, finance, operations management, and blending problems. Graphical and algebraic methods are used to solve transportation problems.
1) The document discusses outsourcing R&D by increasing effectiveness through an Innovation Driven Procurement service.
2) It recommends assessing criticality of innovation programs and selecting the appropriate sourcing model, ensuring business models are carefully aligned with suppliers and partners.
3) Open Innovation concepts like "Spin IN and Spin OUT" can increase R&D effectiveness by leveraging innovations from other value chains and connecting with new ventures.
The document discusses conducting a training needs analysis to identify critical performance gaps, determine their causes, evaluate potential solutions like training, and calculate the projected return on investment to justify training investments before implementation. The goal is to improve work performance by addressing skill or knowledge deficiencies through appropriate and cost-effective training interventions.
This document contains slides from a McGraw-Hill textbook on managerial and cost accounting. It covers several topics:
- The definitions and roles of management accounting and cost accounting in helping companies make better decisions.
- Global trade trends from 1950-2009 showing increasing trade in manufactures and declines in fuels and agriculture.
- Regional shares of world exports in 2009 led by North America, Europe and Asia.
- The distribution of Fortune Global 500 companies by region from 2005-2010, with increases from China, India and Asia Pacific.
This chapter discusses how functional-level strategies can help companies achieve competitive advantages like superior efficiency, quality, innovation, and customer responsiveness. It covers several topics:
1) How strategies in areas like manufacturing, marketing, R&D, and human resources can improve efficiency through economies of scale, learning effects, and experience curves.
2) How quality can be enhanced through total quality management and reliability.
3) Ways to achieve innovation through building distinctive competencies and overcoming high failure rates.
4) Steps to improve customer responsiveness through better understanding, satisfying, and quickly responding to customer needs.
The document is a mark scheme for a business studies exam that provides guidance to examiners on how to award marks to exam responses. It includes:
- Definitions, explanations and requirements for full marks for various concepts that may be addressed in exam responses, such as retained profits, financial and management accounting, diseconomies of scale, corporate responsibility, and workforce planning.
- Identification of inter-departmental relationships and advantages/disadvantages of niche marketing that could be discussed in exam responses.
- Notes on how accounting ratios can be used for analysis but also have limitations, and how exam responses on this topic could be evaluated.
This document provides an overview of budgeting concepts and processes. It discusses why organizations create budgets, the basic framework of budgets including planning and control, and the advantages of budgeting such as defining goals and allocating resources. It also covers budgeting terms and methods, including bottom-up versus top-down budgeting, incremental versus zero-based budgets, and the roles of management and budget committees. Finally, it discusses the key components of master budgets for different types of industries, including budgets for production, sales, materials, labor, and cash for manufacturing companies.
INTERNAL Assign no 4 ( JAIPUR INTERNAL UNI)Partha_bappa
This document discusses various topics related to human resource management. It differentiates between HRM and HRD, defining HRM as dealing with all aspects of human resources including recruitment and rewards, while HRD only focuses on development. It defines job specification and lists some common causes of grievances in organizations such as poor working conditions, attitudes of supervisors, and economic factors like wages. It also discusses human resource inventory, listing the types of records that can be used, and lists some benefits of training such as keeping employees motivated and cost-effectiveness. Finally, it discusses various internal and external sources of recruitment and their merits and demerits.
The document discusses pay-for-learning programs, also known as skill-based compensation systems. There are two basic types: increased-knowledge systems that pay based on depth of skills in a specialty, and multi-skill systems that pay based on the number of different jobs an employee can perform. The document outlines the steps to establish a skill-based pay structure and assess skills, and provides examples of companies that use such systems, including AT&T, Corning, and General Mills.
This document consists of exam instructions and questions for a Business Studies exam. It contains:
- Instructions for the exam on the front cover of the answer booklet.
- Section A (Short Answers) with 4 multiple choice questions.
- Section B (Essay) with 2 essay questions to choose from.
- Blank pages to write answers.
- A permission notice for copyrighted material.
The document discusses trends in MNC R&D expenditures and activities in China's electronics industry. Regression analysis was conducted using firm-level data to examine the impact of MNC R&D on industry performance, local R&D, and local firm performance. The results show MNC R&D has a positive impact on total industry profit and new products, and positively influences local R&D. MNC R&D's effect is limited at the local firm level. This suggests China's electronics industry is in the development stage of R&D evolution.
Manpower planning is important for companies to ensure they have the right staff with the right skills now and in the future. It involves 3 phases - developing manpower objectives based on company goals, managing resources to meet objectives through plans like recruitment and training, and ongoing evaluation and adjustment of plans. Proper manpower planning treats staff as an investment rather than just a cost, and integrates with the overall company plan. It requires analyzing current staffing levels, costs, attrition and recruitment trends to forecast future needs under different scenarios and accounting for factors like new technologies. Regular review and updating of forecasts and the plan is needed to control results against expectations.
This document provides an overview of corporate strategic planning, including:
- The key attributes of corporate strategic planning such as transparency and incorporating both short and long-term perspectives.
- The strategic planning process, including strategy analysis, decisions, and actions. It also discusses the importance of stakeholder management.
- Internal and external factors that influence strategic planning, such as leadership, customer tastes, competition, and material costs.
- An example of Nissan's strategic turnaround led by Carlos Ghosn, focusing on asset, capital, and management restructuring.
- The importance of a hierarchy of strategic goals including an organization's vision, mission, and objectives.
This document provides the mark scheme for an exam on Business Studies. It outlines the requirements for answering multiple choice questions on two case studies - Let's Make Music (LMM) and Great Gifts (GG). For each case study question, it describes the expected content and level of explanation, analysis and evaluation required to achieve different mark levels. The mark scheme serves as guidance for examiners on how to assess answers consistently based on their depth of understanding, use of context and quality of analysis.
This document contains a mark scheme for a business studies exam. It provides guidance to examiners on how to award marks for student responses. For each question, it outlines the key points and level of understanding required to achieve different mark ranges. The mark scheme also clarifies acceptable alternative interpretations that students could take for some questions.
Este documento presenta información sobre una clase de Informática Aplicada impartida por el Lic. Byron Payes los martes de 18:00 a 20:00. Incluye secciones sobre la introducción a PowerPoint y sus utilidades, así como menús con diferentes presentaciones sobre temas como Microsoft Office 2007 y el dinero electrónico.
El documento propone varias formas de representar el video "Invención del amor" en diferentes géneros literarios como una novela, cuento o obra de teatro. Se discuten temas como el amor, la tecnología, la ecología y las consecuencias del exceso de inventos. También incluye reflexiones sobre el cuidado del medio ambiente y una moraleja sobre los peligros del exceso.
Oct 2010 Amazon Corporate Headquarters, Overlake Hospital Clinic in Bellevue...DavidJohansonVasquez
Essay on architecture photographed at night including Overlake Clinic and Microsoft facilities in Bellevue, WA, new Amazon Corporate Headquarters in South Lake Union District ; developed by Paul Allen\'s Vulcan Reality Group. Client includes Overlake Hospital and Firestone Metal Products
Ian receives a birthday card from Monique and Al wishing him a happy 17th birthday. The card informs Ian that in addition to Monique and Al's love, Ian will receive a gift to celebrate his birthday.
The document summarizes the recommendations from an interactive seminar on core sector industries. Some of the key recommendations include:
1. Continuous experience sharing between plants and stakeholders to improve processes and operations.
2. Using IT extensively to increase asset visibility and support decision making.
3. Developing industry-academia partnerships to help transition students into industry careers.
4. Introspecting operations and procedures to reduce waste and improve productivity.
The seminar included presentations on new technologies, plant management excellence, technology transfer and upgrading plants. Panel discussions covered issues like innovation, skills development, and policies to support industry growth. The recommendations aim to enhance productivity, efficiency and competitiveness in core sectors like power, steel
Role of human intelligence and information technology in retaining intellectualIAEME Publication
This document discusses methods for valuing and retaining intellectual capital, specifically human capital, within information technology organizations. It proposes that employees should be evaluated based on their competencies in domains like domain expertise, technology skills, project management, initiative, and leadership. By assigning values to each competency, an employee's total value can be calculated. If this data is tracked over time, organizations can better understand the financial impact of employee turnover, especially for high-value employees. The document suggests this approach could help organizations structure compensation and retention efforts more effectively to maximize human capital.
2014Q1-0127_USAW_CONF_Weitz_When Outsourcing Stops Making SenseCytel
The document discusses when outsourcing stops making sense based on a case study of EMD Serono outsourcing biostatistics and programming work to Cytel. While outsourcing can provide cost savings and access to specialized skills, outsourcing for cost alone is risky. The case study shows how EMD Serono and Cytel worked together to thoughtfully plan and adaptively implement the outsourcing arrangement to ensure quality delivery and flexibility. Through close monitoring and adjustments, the outsourcing achieved cost savings without compromising quality or flexibility.
The document discusses when outsourcing stops making sense based on a case study of EMD Serono outsourcing biostatistics and programming work to Cytel. While outsourcing can provide cost savings and access to specialized skills, outsourcing for cost alone is risky. The case study shows how EMD Serono and Cytel worked together to thoughtfully plan and adaptively implement the outsourcing arrangement to ensure quality delivery and flexibility. This allowed EMD Serono to gain cost savings without compromising standards.
This document discusses cost management in the construction industry. It defines cost management as planning, monitoring, and controlling project budgets and expenses. Poor cost management has led to many construction projects being shut down or stopped due to going over budget. The construction industry in India has seen government projects with cost escalations of up to 2000% due to delays and other factors including poor cost management. The seminar aims to acquire more knowledge about cost management tools and techniques like Just-in-Time, Activity Based Management, and Kaizen Costing in order to reduce errors and find more effective ways of managing costs. The group plans to analyze a live construction project to better understand real-world cost management practices.
IRJET- A Review on “Productivity Improvement in Small Scale Industries”IRJET Journal
This document reviews productivity improvement in small scale industries. It discusses how small scale industries are important to the Indian economy, providing employment and contributing significantly to production and exports. However, global markets demand high quality, low cost products. Total Productivity Management (TPM) implementation can help increase productivity, quality, and organizational performance in small industries. The document presents a case study of a small industry implementing TPM to enhance Overall Equipment Effectiveness (OEE). Results showed improvements in OEE, reductions in performance losses, and benefits from TPM initiatives. The review concludes more effort is needed to develop effective TPM implementation models for small industries in India.
Cost Optimsation Approach from an IT PerspectiveSreeram Yegappan
This document discusses approaches to reducing costs from an IT perspective. It identifies three dimensions for cost savings: people, process, and technology. For people, it recommends multi-skilling employees, improving training, and investing in knowledge management tools. For process, it suggests automating redundant tasks to boost efficiency. For technology, it advises portfolio optimization, cloud migration, and data center consolidation. The document provides examples of how organizations have successfully reduced costs through initiatives in these three areas. It emphasizes establishing clear objectives and accountability for cost reduction programs.
Management model for exploratory investment in IT WGroup
The ability to evaluate these new technologies in a practical environment where their technological value and impact on business and IT operations can be assessed is extremely important. Exploratory efforts should be structured and controlled similarly to other major projects and in addition should be evaluated for use in the production environment. In addition to evaluating the technical capabilities and practical application of the new technology, IT must evaluate the “fit” of the new technology in the existing service portfolio or catalog. In this article, WGroup has developed a new class of IT investment, referred to as “Exploratory,” along with a supporting management model to guide the effort through the evaluation phases and ensure a tight fit within the service catalog.
Hassan Saif prepared an innovation management report for HSK Ltd that included:
1) An overview of HSK Ltd and its acquisition of a wireless security company.
2) A discussion of innovation management frameworks and leadership approaches needed for organizational change and development of new products.
3) A proposed training plan to develop employee skills across different departments as the company expands into new markets.
This document presents a framework for measuring the business value of IT investments. It defines business value as the financial benefits realized by an organization from IT solutions in areas such as cost savings, revenue increases, operational efficiencies and competitive advantages.
The framework includes identifying relevant "value dials" or metrics to quantify the benefits of a proposed IT initiative. It also introduces the concept of a Business Value Index to evaluate initiatives based on their estimated financial returns and impact on IT efficiency.
Two case studies are presented to demonstrate how the framework can be applied to evaluate proposed IT projects and justify their expected business value in order to secure approval and funding.
Multi criteria Decision model (MCDM) for the evaluation of maintenance practi...IJERA Editor
The perceptible impact of Total Productive Maintenance (TPM) lies in raising productivity standards, gaining
profitability, and improving the quality besides cutting down the non value added costs greatly. This paper is
an attempt to provide a frame work and pragmatic approach in implementation of TPM. A number of novel
success factors or practices that are responsible for the decisive role to overture the process are identified.
These practices are interchangeably called as sub-attributes. These practices must have evolved from different
strategies. The sub-attributes are quantified using least square multi attribute decision model (LSMADM) for
three alternatives strategies viz. corrective maintenance, reliability centered maintenance(RCM), and TPM. Any
sub-attribute irrespective of its own high or low relative score among the number of sub attributes is evaluated
over three alternative strategies. To implement any sub-attribute, an investigation of its highest relative score
for given alternatives will guide the managers to opt the best alternative. The best practices must come from
different strategies to get most optimal results. The priorities established using LSMADM will act as base line
to implement the industrial activities in a more systematic and balanced way to gain far-reaching optimized
productivity and quality standards. The higher priority task will be given higher consideration in terms of
committing the resources vis a vis less priority task. This will aid in orienting the collective efforts for optimal
outcomes.
Mb0044 production and operation managementsmumbahelp
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This document is a training report submitted as part of a Master's degree program. It discusses working capital requirements for Stage II of the Kanti Bijlee Utpadan Nigam Limited power plant. The introduction provides background on the power sector in India and the company. It then discusses the training objectives, the trainee's contributions, and learning outcomes. The body of the report analyzes concepts of working capital management, the working capital cycle for the company, an assessment of working capital requirements, tariffs, and calculations for Stage II. It concludes with a chapter on data analysis and interpretation and suggestions.
[Case Study] Launching Innocent + Developing a new product for the teeth whit...Riri Kusumarani
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Similar to Research Inventy : International Journal of Engineering and Science (20)
Research Inventy : International Journal of Engineering and Science
1. RESEARCH INVENTY: International Journal of Engineering and Science
ISSN: 2278-4721, Vol. 1, Issue 12 (December 2012), PP 08-17
www.researchinventy.com
Return on Investment in Skilling- Bulk Material Handling System
(BMHS) focus
1
Dr. R. S. P. Singh., 2Y. P. Chawla
1
Associate Prof. School of Vocational Studies & Training – IGNOU
2
Advr. Jt. Elect.Regu. Commission & National Jt. Secy. IIPE
Abstract: USD 1.4 Trillion worth of Investments in India’s Infrastructural sector along with other major
investments in Power, Steel, Cement and other similar high GDP growth sectors,has brought in Bulk Material
Handling Systems ( BMHSs) to an important front stage. The Skill Shortage in India in this sector, like any
other high Skills in various technological sectors,also prevalent in many other countries, is the issue which is as
important like, buying a Costly BMHS. Expansion in Power Sector (consequential increase in Coal Imports),
Steel, Cement and similar infrastructure sectors necessitates the expansion of BMHSs.
The need of pouching an employee from co mpetitors’ yard, or re-skilling the own staff, or skilling fresh
candidateswith the required skills or even making the candidates ready for meeting market needs for India or
abroad ( at this time of skilled and employable shortage of youth in many countries) needs an analysis on
Return on Investment on the Skilling.
Skilling – a need to meet the Technology upgrades or new induction of equipment or features for higher
productivity of BMHS is to be matched by the higher productivity Skills of the manpower.
The scope of this paper is w.r.t. O&M of BMHSs as in fig 1 and the technology behind the system. The
skills required in manufacturing of BMHS have been very briefly touched. The Skill development for own
organization is the main focus of the paper and touching briefly , developing a Skilling Centre for offering
manpower to other organizations.
Key Words: Bulk Material Handling System, Skills, Return on Investment on Skilling,
I. Introduction:
Every time an Industry consumes raw material for conversion to Figure 1 Bulk Material Handling
an output or a customer picks up an item fro m a shopping mall shelf, the System
entire industry stands ready to makesure, that item is replaced and available
for the next customer quickly, at a reasonable cost. It is easy to overlook
the distribution infrastructure that fulfills demand for the large variety of
goods; the consumers expect to be available anytime, anywhere 1 . Its
importance has increased with the introduction of e procurement of bulk
material, which is now a click away globally
“Material handling is the movement of raw goods from their native site ( mother earth, mines or
fin ished / semi-finished output in bulk to the point of use in manufacturing, their subsequent manipulation in
production processes, and the transfer of finished products from factories and their distribution to users or sales
outlets.” 2
BMHSs span the whole range of high GDP growth economy
sectors. Each element of chain of economic Industry,on time performance,
zero breakdown, zero spillage / wastagefromthese systems are the challenges,
these systems face today. And BMHS supports at every stage of the value
chain.
BMHSs accordingly need high skilled manpower. A Co mpany may deploy
training company for skilling, or utilize the services of Original Equ ip ment
Manufacturer (OEM) and may be go in for an „on the job skilling‟. All these
approaches have different costs of skilling and accordingly Return on
Investment (ROI) on skilling and time available for skilling and improv ing
Figure 2Productivity
Productivity.
Improvement due to Skilling
1
Mike Ogle Material Handling Industry of America
2
Encyclopædia Britannica
8
2. Return on Investment in Skilling- Bulk Material Handling System (BMHS) focus
II. Return on Investment (ROI) of Skilling:
ROI methodology can applied to almost for any given intervention or change in the inputs of practice of
Skilling / Train ing as a way of evaluation to see what has been the impact or what might have been the
consequences, had that Skillinginputs not been provided. An ROI evaluation could be carried out after
implementing skilling program of a wo rkforce fo r their skill development strategy or an introduction of a new
Skillingprogramme as a way of quantitatively measuring the time and the costs vs. benefits of the new Skilling
initiat ive. This approach can be effectively used for skilling in any sector of industry with appropriate Skill
parameters.
III. Skills Objecti ves and Rel ated Costs will deci de ROI
What to focuson(Fig 3), to achieve the team‟s specified level of skill
sets, compatible with the Technologydeployed, will decide the skill
objectives and related costs (Outsourced or in-house at Plant or at away
location) and time involved for such skilling intervention, one may wo rk
out the RoI. The benefit accrued may be subjectively evaluatedinitially as
bench mark standards are not available as of now, but can be worked out
precisely over a time horizon of 2-3 Years. HR as a Cost Center can have a
profit center face with ROI concept. Figure 3 Focus Skill Objects
So far, the concept that has been presented here is skilling for own
organization under the banner of HRM as a profit center.This can be extended further for skilling and providing
human resource to other organizations , which can be even abroad, in Countries facing skilled man power
shortage. The foreign exchange remittances from Indian employee expatriates can improve substantially , wh ich
today stands highest at USD70 Bn. Followed by Ch ina at USD 66 Bn. It makes a business sense that Indian
organization take forward, the right foot out faster, before foreign co mpanies come and set up their skilling
bases here in India. It can best be done by even through joint venturing with developed countries with a need to
sustain their economy but are constrained because of shortage of employable youth. Australia is one country that
has initiated action to set up a center in North East of India for training youth in Bulk Material Handling in Coal
mining as Australia expo rts in Coal has been badly affected as per Trade Co mmissioner of Australia in India .
Australian Industry will take Indian Youth after skilling them, to Australia for their Coal Mining Industry
Operations.
If the Skilling is for the Host Co mpany, then the Core values instilled will gel with the values of the
Co mpany rather than hybrid of divergent values that gets generated due to skilled manpower sourced from other
companies with different values.
Thus, in relation to the skilling, the benefit of using ROI analysis presents skilling solutions as an
investment, not a cost and ensures align ment of skilling programmes to service and business needs. It helps
“sell” the benefits to the organization and also gives a credible measure tool of value of skillingprogrammes to
the organization as well as enhancing the design and imp lementation process.
IV. Defining the ( ROI) on Skilling
Benefits/Cost Ratio (BCR) = Monetary Benefits/Programme Costs which generates a number
ROI = (Net Monetary Benefits/Program Costs) x 100 wh ich generates a percentage (%)
General ROI Example
Skilling Costs for an Init iative Rs. 500,000
Benefits fro m the Skilling Rs. 1,500,000
BCR = Rs. 1,500,000/500,000 = 3.0
ROI = Rs. 1,500,000/500,000 x 100 = 300% (over a time span of the Skilling
Period)
Return on Investment on HR Activ ities ( as per a study on National Study of Business Strategy and Workforce
Develop ment in USA.3 has been compared by various other interventions as per fig 4
3
Pitt-Catsouphes, M., M. A. Smyer, C. Matz-Costa, and K. Kane. 2007. The National Study Report: Phase II of
the National Study of Business Strategy and Workforce Development. The Center on Aging & Work/Workplace
Flexibility Research Highlight No. 04.http://agingandwork.b c.edu/documents/RH04_NationalStudy_03-07_004.pdf
9
3. Return on Investment in Skilling- Bulk Material Handling System (BMHS) focus
Figure 4 ROI on various HR Acti vi ties
V. A right mix with quick fix skill sets :
Organizations adopt varying practices for O&M, part ially offloading O&M (part icularly for fixing
the equipment on Annual Maintenance Contract-AMC, which has been noticed in Power Sector and also in a
few other sectors. Even wear and tear of the parts on cumulative hours running basis of plant and machinery are
offloaded through AMC. This approach can also be considered when comparing Ro I on Skilling own team vs.
offloading.
VI. ROI Methodology:
A systematic approach to the evaluation of the ROI and its impact on theskilling project(s) or initiat ives is
becoming more and more important. Co mmon evaluations tend to generate following broad data which range
over a length of time taken to gather and its usefulness of demonstrating the value of the skilling intervention.
i. Immediate reaction to a skilling project or program i.e. evaluation form comp leted on the final day or stage
wise on intermittent days during whole length of skilling program spanned ov er a period of t ime.
ii. Learn ing of new skills & knowledge and its necessity.
iii. Application and implementation progress of Skilling
iv. Impact of Skilling on business related to the project or program of Skilling.
v. Return on Investment by alternate skilling programs
vi. Skilling for Reducing Potential personal-inju ry risk and its impact on productivity.
vii. Learn ing on bulk materials wastage by spills around plant and risk hazard because of that.
viii. Un-wetted lu mps of powder or bulk material making the discharge spout of smallercapacity.
ix. Intangible Benefits.
The most frequent evaluation carried out is on the basis of immediate reaction format
whichgetscollected straight away, results analyzed and immed iate evaluation made in respect of the success of
the skilling program. It is more time consuming to perform an ROI analysis of anskilling programmeover a
period of defined timeeven though this might give more data useful in terms of justifying the expenditure of
time or money. Manyorganizationsare now venturing intoROI approachbut many others lack t ime, money
involved, lack of understanding or knowledge and the assumption that it can‟t be Figure 5
done. Benchmarking
To be a leader in the Industry best standards of Skilling as per fig 5 are Skilling
required in every aspect and skilling is equally important.
VII. Table 1 Parameters of RoI based on width of Skilling:
Sl. Measure Unit Benefit (Saving )
Per 1% reduction in workfo rce or 1% Industry Specific
i. Multi-Skilling non-idling time of specialized work parameters can be
force. worked out jointly
Shrin kage of wo rkforce (absence Per 1% improvement due to making by HRM, Finance
ii.
etc.) working easier. and other experts
10
4. Return on Investment in Skilling- Bulk Material Handling System (BMHS) focus
Per 15/ 30/ 60 Minutes basis depending fro m the field . The
iii. Turnaround time on the type of bulk machine handling benefit may vary for
operations. each individual
Per 1 minute / hour per day or 1% skilled. Thus, the
iv. Adherence to Project Delivery
improvement. benefit so accrued is
Reduced down time , if based on the sum of
breakdown is attended to Per 15/ 30/ 60 Minutes basis depending the value addition /
v. promptly by own skilled force on the type of bulk machine handling potential value
and reduced cost of maintenance operations. addition by each
by outside agencies individual after the
per 1% of time (done through real time Skilling program. A
vi. Improved schedule adherence management). right mix of Skills
Schedule fit of various activities / for quick fix skill
vii. Per 1% improvement. solutionsas an
project components
Per 1% (done through better schedules, individual or as a
effective reporting and planning team, may have an
viii.Improved schedule fit prepared by experienced skilled work impact on ROI on
force). Skilling Init iative.
Energy savings in Bulk Material
ix. handling, reduced haulage/ idling Per Ton of bulk material hauled.
time
Per 1 month addition to the Plant life
x. Reduction in Plant Life Attrition
cycle.
Reduced consumption of Spare Per Quarterly / half yearly
xi. Parts by Skilled handling of consumption basis depending on age of
Machines the machine.
Skill Level of work fo rce ;
Reducing Wastage due to
xii. Per 1% Saving in material.
rejection / damage/ Sp illing of
output or input
Technology Level ( High
Per Extra Cost of Skilling Vs extra cost
xiii.Automation – Partial
for Automation.
Automation)
Environmental sensitivity of the
work force, and innovation in
xiv.waste management at site or To appropriately consider.
facility rehabilitation, recycling
or energy/water conservation.
Capability and understanding to
handle maximu m p lant capacity
Economic return per 1% Turnover of
xv . beyond Design Capacity without
Plant.
imbalanced loss due to such
change
Understanding the Safety
requirements at the time of
Saving in time loss due to accident free
xv i.manual operations in case of
operation.
exigencies any given level of
capacity.
Sensitiveness of Containing Dust,
sanitary requirements,
Environment, innovation in
xv ii. Productivity increase due to no dust.
Waste management, Water
saving, facility rehabilitation at
site.
Cultural sensitivities when
handling trans cultural/trans -
Productivity change due to congenial
xv iii.
national societies (when working
working environ ment.
with International organization or
away fro m skilled person‟s home
11
5. Return on Investment in Skilling- Bulk Material Handling System (BMHS) focus
base).
Understanding the other sector
xix.specific measures when it co mes to appropriately consider.
to Economics
Productivity change due to correct
xx. Soft Skills presentation of the requirements /
achievements.
Per 1 person loss of life, reduction in
xxi.Skilling level saves human life person loss / year (a difficult be
prediction).
Attrition of trained Man power (
xxii. Per Nu mber in a year.
pouching )
Figure 6 Ash Handling
Figure 7 B ulk Handling Food Products
Figure 8 Bulk Wood Handling
Figure 9 Bulk Gravel & Grate materials
12
6. Return on Investment in Skilling- Bulk Material Handling System (BMHS) focus
Automati on in B MHS: Any of the BMHSs depicted in Figs 6 to 11whether handling on volume basis
(generally food products) or weight basis (generally Industry Raw material)need automation controls which are
at theheart of the system. Thus the skills in Automation- Pneu matic, Hydraulic, Electronic , Radio frequency
controls, Robotics etc. become relevant for Manufacture of Bu lk Material Handling Equ ip ment and its O&M.
Embedded Software: forms an important ingredient of Electronic systems.
VIII. The Depth of Skilling :
Depending on the extent of Train ing (Skilling), t ime allocated for Absorption and then time under Deploy ment
phase after / during skilling make the skilled man a specialist as per TAD learning process 4 and deployment
quality measured then on, as per fig 12.
Figure 10 Depth of Learning Process
IX. Limitations of ROI:
It may not always be possible to effectively demonstrate the ROI in relation to new initiatives , as often
the impact beyond the initial evaluation of skilling sessions is generally not measured so far. This may make it
difficult to the demonstratepersuasive impact and value, unless there are stage wise measurement systems in
place. Ho wever, it is becoming more and more important that organizations are now ab le to recognize and report
the perceived benefits of what they do, so that skilling investment is made in the right way to the right people
for the right purpose.
Reportingthe impact asthe value of skilling, and demonstratethe contribution to the sector will be very
useful. ROI can be effectively used to improve skilling design and even more so, if designed at the very start of
the program.
There might be a case that skilling department in some organizat ions are afraid that an unsuccessful
evaluation will reflect poorly on their performance( career), a negative ROI will damage their skilling
programme and therefore the likelihood of Skilling in itiat ives being continued. They might consider thisResult
Oriented Performance Eval uation(ROPE) as a rope around their neck. It may always be remembered that
ROI is just one way of evaluating the impact of a skilling program and its results could be viewed and weighed
up alongside other relevant factors.
X. Multi Skilling :
Effective and well-targetedskilling program is aimed at mu lti-skilling and can be a powerful force in
addressing current skills shortages in various sectors including Bulk Material handling.
In India today, Bulk Material Handling is largely targeting the niche markets, precision, and quickly fu lfilling
specific time bound material handling demands.
So, an environ ment can be the best,where employees are able to do every job at Bu lk Material handling
site.thatcan provide enormous flexib ility in allocating labour to diversified. This in turn, leads to reduced
manpower costs, as people are able to be utilized more efficiently making the operation as well as maintenance
cost competitive.
However, this strategy requires commit ment on the part of top managers, supervisors and employees to
get committed to the idea of flexib ility and multi-skilling.The difficulty of getting this genuine commit ment
shouldn't be underestimated.Often, such a skilling program takes several years to achieve real flexib ility within a
workforce.
4
Shomnit Sengupta Foie- Grass- lik e training
13
7. Return on Investment in Skilling- Bulk Material Handling System (BMHS) focus
Yet, it is possible for first results to be seen quite quickly, say within 3 to 6 months, if the right skilling approach
is taken and bench marking RoI on skilling is done. The mechanics of the scheme are quite simple: a matrix of
people and skills, reviewed regularly, with goals set to broaden the individual's skills in a systematic way and on
RoI parameters. Once people are committed to it, (or accept it,they won't go away) the ability to stick to the
skilling program over the mediu m term is the key to success. The multiskilling will lead to a workforce that is
almost completely flexible and self-regulat ing to maximizelabour efficiency and hence improve Ro I on skilling.
A well-structured and consistently applied mult i-skilling program can deliver mu lt iple benefits
including reduced turnover of employees, measurable return on skilling investment, increased productivity and
reduced waste through more skilled and engaged employees.
Studies have shown that with multi-skilled workforce has a retention rate of approximately 90% versus
non multi-skilled workfo rce with a retention rate of around 70%. Beyond that, a workforce which is engaged
and performing co mpetently will result in permanent better behavioural changes on the job and improved
profits.
Positive return on skilling investment can be proven by isolating various processes, measuring
outcomes (units produced, scrap min imized, t ime spent etc.) before and after skilling program and in terms of
parameters as in table at Para 7(table 1).
In ever changing business dynamics and ever increasing competition,
industries are forced to cut that extra fat and are under constant pressure to increase the
quality & throughput of the product with minimu m ( optimal) work force that is
required to be thoroughly skilled, reduced capital and operational expenditures. In such
a scenario the unplanned shutdown of the plant may even affect the bottom line of the
facility. So metimes, the cost & production loss due to single, unplanned & unexpected
shut down may exceed the annual maintenance budget sanctioned. Justification of
unplanned & unexpected shutdown is becoming increasingly difficult. Thus , skilled
manpower to bring back the plant back operational is essential that gives an adequate
returns on investment on skill. A ship, unloading bulk material has to pay very heavy
port berthing charges, if its unloading gear breakdown. Similarly, for railway wagons , or even trucks have to
pay to a smaller extent.
XI. Apprenticeships to be rediscovered:
Apprenticeships are the traditional way to skill tradespeople, and after having largely slowed down this
form of skilling over the last two decades in India.Bulk Material Handling is being forced by the extreme skills
shortages in the Handling machinery to red iscover the value of offering and skilling people through
apprenticeships.
This can have a very positive effect on the business as the apprentices start to become more skilled and
begin paying their way and thus giving better return on skilling investment.
At a time of tight labour market conditions and skills shortages, multi-skilling and innovative
approaches to skilling can deliver valuable solutions within a wide variety of Bu lk Material Handling industry.
XII. Bulk Material Industry Size :
Starting with USA , where relevant data is available on Material handling and the logistics associated
with it, is a, $60 b illion dollar industry in the USA 5 , emp loying nearly 300,000 people. Emp loy ment at the ships,
trucks, and airplanes used to carry goods is not included. However, yearly comb ined consumption of bulk
material handling equipment (like cranes, hoists, conveyors, monorails, carts, lift trucks a nd robots, etc.) is
included.
The emp loy ment figures above also include a host of related services in which data -based bulk material
handling logistics play an ever more impo rtant role to ensure that the right product is delivered in the right
condition, in the right quantity, to the right location, at the right time, in a safe manner, and at the right cost, thus
is required to be considered for skilling I this industry.
Given the all-pervasive nature of bulk material handling and the rapid increase in wo rld trade, so far the
skilled manpower nu mbers have not been arrived for bulk material handling in g lobal terms. United States has
estimated based on 20% world econo my considers that material handling currently conservatively represents
some $250 to $300 b illion per year worldwide 6 .
Bulk Material handling world over is bound to increase based on the Hong Kong Port‟s anticipated engagement7
as per fig 13
5
U.S. Department of Commerce and Bureau of Lab or Statistics,
6 From an ab stract of World Material Handling Equipment, b y the Freedonia Group.
7
Nexan’s White Paper on Material Handling
14
8. Return on Investment in Skilling- Bulk Material Handling System (BMHS) focus
Figure 11 Transnati onal Bulk Materi al Handling Esi mates
XIII. Workforce in Material Handling in USA:
Increased Automation in BM HSs has impacted the employ ment levels in the material handling
equipment manufacturing industry which dropped during the 1980s and 1990s . In 1982, emp loy ment was
36,400 nationwide in USA, falling to 30,600 by 1993. Th is figure rose to 33,100 in 1994 and to 40,319 in 2000,
and then dropped to 34,159 in 2002. Production workers numbered 18,362 and earned an average hourly wage
of $17.36 in 2002, co mpared to an hourly wage of $14.17 in 1997. The bulk material handling equipment
industry as a whole also saw a drop in its workforce. In 2002, there were 82,148 total emp loyees in the industry,
with 49,682 of these production workers, but the total number of employees dropped to 73,867 in 2004, with
45,606 of these production workers 8 . By 2009, the industry employed 73,853 people, about 62 percent of whom
were production workers earning an average wage of $19.73 an hour.
XIV. India’s Scene – Bulk Material Handling9 :
Considering the mo mentum in the infrastructure sectors in particular power, ports, mining and cement,
a steady growth rate of 20-30% can be witnessed in the Bulk Material Handling Sector for this decade.
The traffic at Indian major ports is likely to grow at a CA GR of 8.03% and at non major Indian ports by 15.96%
during 2012-20. Rapid expansion of Indian ports is going on and as a consequence, there is a steep increase in
the demand of bulk material handling equipment. Iron ore, coal and fertilizers , are the major bulk materials ,
which are being handled at these ports and consist of 35% of the total capacity of commod ities handled. In the
next five years, the capacity handled at ports of these commodit ies is projected to increase by four times.
Stockyard equipment, ship loaders and un-loaders are the demands of the BMHS sector. The capacity expansion
of ports is under progress and the demand for high speed conveying system can be foreseen.
Figure 12 Portable Telescopic Conveyor / Stacker
Figure 13 Mi neral Sizer for Mi ning
8
U.S. Census Bureau data.
9
U.V. Phani Kumar,India's material handling equipment sector: Current & future market growth
15
9. Return on Investment in Skilling- Bulk Material Handling System (BMHS) focus
Seeing the growth of these systems the foreign manufacturers of Bulk Handling system are exploring to set up a
manufacturing base in India. 10 for systems as in fig 14 & 15
XV. Conclusions:
The Skilling in BM HSs is as important covering various factors as enumerated above in table 1 at para
7, and also additional parameters depicted hereunder. The evaluation of the Skilling, is required in the form of
RoI on skilling as per this paper
Skilling Features of Bu lk Handling Systems
i. Skills for Digital Age: Face to Face Sessions blending with Virtual
Interfaces (Text + Multimed ia – not just Power Point presentations and
Projectors).
ii. Skill Shortages / Deficit Reported in: Power, Steel, Construction,
Infrastructure and bulk handling systems associated with the sector.
iii. Reducing Skill Deficit in BMHS-Providing Multiple Horizontal and
Vertical Pathways for Hu man Workforce – making People Emp loyable
and Enhance Gross Enrolment Ratio (GER).
iv. Available Mode of Distance Education in Re-learn ing, Re-skilling in
BMHS.
v. Vocat ion Oriented Skilling necessary for Campus to Corporate
transition with BMHS focus.
vi. Soft Skill development, Challenges of Solving Real time Industry
Problems in BM HS sector.
XVI. Recommendations:
BMHSs are on the increase in usage in India and are growing very fast, keeping in view the GDP
growth and market size of India. The countries in Africa, Middle East and South East Asia will also stand to
gain fro m India‟s manufacture in BM HSs. Accordingly focusing on the development of O&M as well as
manufacture of BM HS, is an important area for growth.The Return on Investment approach needs to be
applied courageously and skilling as a business to be considered.
References
[1]. Encyclopedia Britannica
[2]. K. Gopal, Director – Sales. TAKRAF India Pvt. Ltd
[3]. M ike Ogle M aterial Handling Industry of America
[4]. Pitt-Catsouphes, M ., M. A. Smyer, C. M atz-Costa, and K. Kane. 2007. The National Study Report: Phase II of the
National Study of Business Strategy and Workforce Development. The Center on Aging & Work/Workplace
Flexibility Research Highlight No. 04.http://agingandwork.bc.edu/documents/RH04_NationalStudy_03-07_004.pdf
[5]. Shomnit Sengupta Foie- Grass- like Training
[6]. U.S. Census Bureau data.
[7]. U.V. Phani Kumar,India's material handling equipment sector: Current & future market growth
Bibliography
http://www2.isye.gatech.edu/~mgoetsch/cali/logistics_systems_design/material_handling_systems/material_han
dling_systems.pdf
Bulk Handling Today Jan 2012 issue.
Drewery WCI Bulk Material Port Loads
Terrence O’Ha nlon, CMRP ‘Maintenance Catch 22,the Aging Workforce Meets, the Skills Shortage’
Birgit Schweeberg„International best practice of SSC‟s: German Chambers as “Cross -Sector” Skills Councils
Maximizing the Effectiveness of Bulk Materials Handling Equipment
About the Authors;Dr RSP Singh an Associate ProfessorSchool of Vocation Studies &
Train ing IGNOU– rspsingh@ignou.ac.in; 011-2957 1645 ,
Has authored papers on various Skill related subjects. Guid ing various research projects .
Coordinating di versified skilling and educati onalProgrammes
PG Certificate & Diplo ma in Security Operations (in collaboration with SSCI) ,
10
K. Gopal, Director – Sales. TAKRAF India Pvt. Ltd
16
10. Return on Investment in Skilling- Bulk Material Handling System (BMHS) focus
Ministry of Rural Development (SGSY Scheme)
BVET (Bachelor in Vocational Education and Training)
BVET (Agriculture and Engineering and Technology)
Y P Chawla; Advisor, Tariff- Jt. Elec. Regu.Commn, National Jt. Secretary IIPE,
ypchawla@gmail.com; 98107-08707
BE Tech. & MBA (Fin), PGDPM & PGDMM from Delhi University. Export Mgmt. from
Oxford.
Pursuing PhD. in Skill Gaps in Power Sector, Over 4 decades of Experience in diversified
sectors covering Energy including Solar & other Renewab le Energy, (Ex. BHEL), Water Sector, Agriculture,
Infrastructure. Widely travelled in India & abroad including some Foreign Postings. Because of these post ings
got opportunities to get an holistic approach of Power Sector in Manufacturing, Generation, Transmission,
Distribution – Coal Fired, Combined Cycle Gas, Hydel, and Solar projects etc. Later and now have a feel of
the regulation as a petitioner and now as Advisor Tariff JERC.
Have written papers on wide range of subjects as under (available on web)
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