Knowledge management

Tata motors Ltd. PCBU, Pune.
1
Acknowledgement
I wish to express my gratitude towards Mrs. Arti Kulkarni (Assistant Manager
(Human Resource), Pune PCBU, Car Plant-HR) who provided me an
opportunity to learn, analyze & develop an interesting project. I am grateful to
Ms. Neha Singla (Senior Human Resource Officer, Pune PCBU, Car Plant-
HR) my project guide for all her valuable time & knowledge she shared with me
in helping me to complete my project successfully. I am grateful to them for
showing keen interest & patience during the course of this project. I sincerely
thank them for providing guidance & constant encouragement throughout the
progress of this project.
I would also like to thank all the HOD s for helping me complete my project
successfully & sparing time for me out of their busy schedules.
I am indebted to my internal guide, Prof. Vandana Gote for her encouragement,
timely suggestions & interest shown all through the progress of the project.
Lastly I am thankful to everyone who knowingly or unknowingly provided the
necessary help as & when required.
Neha Athavale

2
A
PROJECT REPORT
ON
DESIGN & APPROVAL OF SLA, TRAINER EVALUATION &
KNOWLEDGE MANAGEMENT
FOR
TATA MOTORS LTD PCBU, PUNE
SUBMITTED TO UNIVERSITY OF PUNE
IN PARTIAL FULFILLMENT OF 2 YEARS FULL TIME
COURSE MASTERS IN BUSINESS ADMINISTRATION (M.B.A)
SUBMITTED BY
NEHA ATHAVALE
(BATCH- 2005-07)
VISHWAKRMA INSTITUTE OF MANAGEMENT
PUNE 411048

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TATA MOTORS LIMITED
PASSENGER CAR BUSINESS UNIT
SECTOR 15 & 15A PCNTDA
CHIKALI, PUNE 410501
A project report on
Design & Approval of SLA, Trainer Evaluation &
Knowledge Management
Ms. Neha Athavale

4
Executive Summary

5
Objective & Scope of Project

6
Company Profile

7
Theoretical Background

8
Data Analysis

9
Limitations

10
Conclusion

11
Recommendations

12
Bibliography

13
Annexure
Index
1. Executive Summary .1

14
Reason of choosing this company & project .2
Location & Duration ..2
How did I carry out this project? ...2
2. Objective & Scope of the Project
Objectives ..4
Scope of the project ...4
3. Company Profile
Profile 5
Area of business 5
Commercial Vehicle Business Unit ..5
Passenger Car Business Unit 6
Research & development ..6
Environmental responsibility ....7
Exports ..7
4. Profile of PCBU
Vision ....8
Mission ..8
Core Values ...8
Tata motor s financial results ...10
Car Plant Layout ...11
5. Human Resource Department @ PCBU
Vision 18
Mission ..18
Structure of HR @ PCBU .18
6. Training & Development Department
Vision .21
Mission ...21

15
Training Procedure .22
7. Location & Product Range ..24
8. List Of Competitors ..24
9. Achievements of the company .25
10. Theoretical Background
Design & Approval of SLA 26
How not to establish an SLA ..28
Ideal process of establishing SLA ...30
How long does it take t establish an SLA ...31
Critical role of SLA manager .32
Skills & duties of SL manager ....34
Purpose of establishing SLA @ PCBU ..35
Process of establishment .36
11. Trainer Evaluation ...38
12. Knowledge Management
Approaches to KM .42
13. Data Analysis 43
14. Limitations 45
15. Conclusion .46
16. Recommendations 47
17. Bibliography .49
18. Annexure

16
Annexure A

17
Annexure B

18
Annexure C

19
Annexure D

20
Annexure E

21
Annexure F

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EXECUTIVE SUMMARY
DESIGN & APPROVAL OF SERVICE LEVEL AGREEMENT (SLA):
An SLA is a negotiated agreement designed to create a common understanding
about services, priorities and responsibilities. Although an SLA is an excellent
expectations-managing mechanism, it's important to manage your own
expectations of what it can realistically accomplish. I designed an SLA between
training & development department and its customer departments. Here,
customer department is a manufacturing department, which comprises of 6
shops. These are transaxle shop, engine shop, press shop, weld shop, paint shop,
TCF (trim chassis fitment) shop. Proposal of SLA was presented to the head &
training coordinator of each shop, was approved & the agreement was signed
thereafter.
TRAINER EVALUATION:
PCBU has a well-managed & well-coordinated training & development
department. It conducts extensive training programs. Training programs can be
broadly classified into 2 types. One is internal training program & the other is
external training program. Training & development department organize internal
training program. External training programs are organized by other institutes
like CII, IIT (Mumbai), IISC (Bangalore).
I carried out evaluation of trainers of internal training programs. The trainers
were internal as well as external.
KNOWLEDGE MANAGEMENT:
Knowledge management (KM) is a term used for making more efficient use of
the human knowledge that exits within an organization. Often, generating value
from such assets involves codifying the knowledge of partners and customers and
sharing it with other employees, departments (sometimes also within group
companies) in an attempt to devise best practices. The entire process is facilitated
by IT. There are different problems occurring everyday on the shop floor, which
resolved on the shop floor itself. This expertise should be shared with all
employees so that it will help them to enrich their knowledge & help them
resolve the problems they are facing. I helped in communicating this message to
all; through the medium of IT. I made a proposal of PCBU share café as well.

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REASON OF CHOOSING THIS COMPANY & THE
PROJECT
I wanted to work in Human Resources department of a company where
all practices in HR are implemented. Manufacturing industry was the best
option.
I was keen in doing a project in training & development department
because there is a scope of innovation in T & D. I didn t choose the topic
of the project; the company assigned it.
LOCATION & DURATION
I worked in Passenger Car Business Unit commonly known as PCBU
or Car Plant located in Chikhli, Pune.
The duration of the project was of 2 months i.e. 60 working days.
HOW DID I CARRY OUT THIS PROJECT?
Design & Approval of SLA
o Study of Service Level Agreement
o Study of training department.
o Study of requirements of T & D from customer departments and
commitments of T & D.
o Preparation of SLA draft
o Reviewing the draft & making it easy to understand
o Meeting with Mr. Ghosh
o Meeting with all the HOD s
o Meeting on an individual level with each HOD

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Trainer Evaluation
o Study of training programs.
o Listing down of skill sets of a trainer
o Study of methods to check training effectiveness
o Recommendations for modifications in CIRO I form
o Analysis of external trainers based on CIRO I data
o Attended team member induction program & gave some
suggestions related to the trainer & training program
o Attended Problem Solving Technique by Prof. Kalim Khan.
Had designed a feedback form for him
o Compared CIRO I & CIRO II data and studied the gaps between
the two.
Knowledge management
o Study of knowledge management
o Devised some ways of knowledge management
o PCBU information shared through Hrinfonet website
o Prepared monthly knowledge sharing articles on Assertiveness &
Effective email writing.
o Found an article relevant to paint shop which was circulated to all
the paint shop people
o Making the proposal of PCBU share café website.

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OBJECTIVE & SCOPE OF THE PROJECT
OBJECTIVES:
Primary objective
My primary objective was to learn about the topics & get experience of
the working in training & development department.
Secondary Objectives
Design & Approval of Service Level Agreement
o To clearly understand needs & priorities of customer departments
o To have clarity for assessing training department s contribution
towards customer department s employees.
o To understand the activities customer department needs to do to
ensure effective training for their people.
o To avoid miscommunication between Training & customer
departments.
Trainer Evaluation
o To check the effectiveness of various training programs
o To understand the skill sets required by a trainer
Knowledge Management
o To make the communication more effective & efficient.
o To convert tacit knowledge into explicit knowledge within the
organization.
SCOPE OF THE PROJECT:
This project was limited to the operations in PCBU from the point of view of
training & development department.

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COMPANY PROFILE
Introduction to Tata Motors Ltd.
Profile
Established in 1945, Tata Motors is India's largest automobile company, with
revenues of Rs 24,000 crore (USD 5.5 billion) in 2005-06. The company began
manufacturing commercial vehicles in 1954 with a 15-year collaboration
agreement with Daimler Benz of Germany. It is the leader by far in commercial
vehicles in each segment, and the second largest in the passenger vehicles
market with winning products in the compact, midsize and utility vehicle
segments. The company is the world's fifth-largest medium and heavy
commercial vehicle manufacturer. The company's 22,000 employees are guided
by the vision to be best in the manner in which we operate, best in the
products we deliver, and best in our value system and ethics.
Areas of business
Tata Motors' product range covers passenger cars, multi-utility vehicles as well
as light, medium and heavy commercial vehicles for goods and passenger
transport. Seven out of 10 medium and heavy commercial vehicles in India bear
the trusted Tata mark. The company developed India's first indigenously
developed light commercial vehicle, India's first sports utility vehicle and, in
1998, the Tata Indica India's first indigenously manufactured passenger car.
Within two years of launch, Tata Indica became India's largest selling car in its
segment.
Commercial vehicle business unit
The company has over 130 models of light, medium and heavy commercial
vehicles ranging from two tonnes to forty tonnes, buses ranging from 12-seaters
to 60-seaters, tippers, special purpose vehicles, off-road vehicles and defense
vehicles.

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Passenger car business unit
The company's passenger car range comprises the compact car Indica, the
midsize Indigo and Indigo Marina in both petrol and diesel versions. The Tata
Sumo, the Tata Safari and its variants are the company's multi-utility vehicle
offerings.
In addition to the growth opportunities in the domestic market, the company is
pursuing growth through acquisitions. In 2004, it acquired the Daewoo
Commercial Vehicle Company, Korea's second-largest truck maker, now named
Tata Daewoo Commercial Vehicles Company. In 2005, Tata Motors acquired a
21-per cent stake in Hispano Carrocera, a reputed Spanish bus and coach
manufacturer, with an option to acquire the remaining stake as well.
Research and development
Tata Motors invests approximately up to 2 per cent of its annual turnover on
research and development, with an emphasis on new product / aggregates
development and technology upgradation. Its Engineering Research Center in
Pune employs over 1,400 scientists and engineers and has India's only certified
crash-test facility and hemi-anechoic chamber for testing of noise and vibration.
The company also draws on the resources of leading international design and
styling houses like the Institute of Development in Automotive Engineering,
SPA, Italy, and Stile Bertoni, Italy. The company has also been implementing
several environmentally sensitive technologies in manufacturing processes and
uses some of the world's most advanced equipment for emission checking and
control.

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Environmental responsibility
Tata Motors has led the Indian automobile industry's anti-pollution efforts
through a series of initiatives in effluent and emission control. The company
introduced emission control engines in its vehicles in India before the norm was
made statutory. All its products meet required emission standards in the relevant
geographies. Modern effluent treatment facilities, soil and water conservation
programmes and tree plantation drives at its plant locations contribute to the
protection of the environment and the creation of green belts.
Exports
Tata Motors' vehicles are exported primarily to Europe, Africa, the Middle East,
South and South East Asia and Australia. The company also has assembly
operations in Malaysia, Bangladesh, Ukraine, Kenya and Russia. Over the years,
the company has received more than 50 awards from the government of India's
Engineering Export Promotion Council, for its export initiatives. While currently
about 14 per cent (as on March 31, 2005) of its revenues are from its
international business, the company intends to increase its international business
through organic and inorganic growth routes.

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Profile of PCBU
Vision of Tata motors
PCBU
To evolve into a world class Indian Car brand
PCBU s Mission & Purpose
To provide passenger vehicles that offer customers exceptional
value & through this build a company that provides it shareholders
with superior returns, & is seen by society & other stakeholders as a
valuable contributor or their development
PCBU s core values
Our core values are built upon the traditions of the TATA group
with the emphasis on: trust, integrity & concern for the well being of
both the employees & the society. In living our core values we strive
to maintain a balance between the needs of our stakeholders

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Tata motor s PCBU was set up in a record time of 33 months with an expense of
1800 crores!!!! The company has a state of art technology comparable to any
other car manufacturers all over the world. The company has a designed capacity
of 750 cars a day. The productivity level is at par with other leading car
manufacturing companies. The company started production of Indigo in Dec
2002 at the cost of 300 crores based on the Indica platform to cut cost. PCBU
employs 2100 employees & a competent team of 275 engineers are involved in
various functions like manufacturing, technical services, material procurement,
vendor development.
The PCBU manufactures Indica V2, which is hatchback, the indigo which is a
sedan version of the Indica, & Indica marina, estate version, based on same
platform. Both Indica V2 & the Indigo have the option of MPFI (multi point fuel
injection) petrol engine & IDI (indirect diesel injection) engine that boosts of a
high fuel economy.
The variants of MPFI petrol engine are LEI (standard), LXI (deluxe). The
variants of IDI engine are DL (standard), DLE (economy), DLS (power steering),
DLX (deluxe). Both the cars meet the Bharat stage II emission norms. The
majority of the components are produced in house & in Tata s sister concerns.
Some of the components are sourced out from the network of different vendors in
& around Pune. The sheet metal that is the essential component of a car body is
sourced from TISCO & COSCO.

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TATA MOTOR S CONSOLIDATED FINANCIAL RESULTS
FOR THE YEAR ENDED MARCH 31, 2006
Tata motors reported an impressive growth of 20% in its consolidated gross
revenue at Rs. 27266.41 crores, as against the previous year s consolidated gross
revenue of
Rs. 22708.23 crores. The PBT for financial year 2005-06 was Rs. 2348.98 crores,
an increase of 27% as against Rs. 1848.98 crores in the previous year. The
consolidated PAT after considering an amount of Rs.640 crores (previous year
Rs. 490.62 crores) towards current & deferred tax; after adjustment for share of
minority interest & profit in associate companies was Rs. 1708.09 crores as
against Rs. 1358.34 crores in the previous year, recording a growth of 25%. The
company has reported basic Earnings per share (EPS) of Rs. 45.86 for its
consolidated operations as against Rs. 38.50 for the previous year.

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PCBU CAR PLANT LAYOUT
Spread over 158 acres in the Pimpri-Chinchwad industrial belt near Pune, the
plant is probably the most modern and automated installation of its kind in the
country. But this standout symbol of Indian engineering is representative of more
than just that: it is another example of the Tata vision; it is a story of pluck, skill
and discipline; and, crucially, it is about people rather than machines.
Putting quality ahead of quantity in its manufacturing manual has made the
Indica an ace in Tata Engineering s automotive pack. Ensuring that this quality is
reflected in every car that comes off the assembly line is the responsibility of
2,500 shop-floor workers and 552 supervisors and officers.
There are six different rooms or shops involved in the production of the
Indica: engine shop, transaxle shop, press room, weld room, paint shop and final
assembly (TCF), each of them housed in separate blocks. The room or shop tag is
a misnomer the smallest of them, the press room, is spread over nearly 13,000
square meters but each of these facilities has a unique and vital role to play in
shaping the Indica.
Body-production procedure moves in single file from one block to another: press
room to weld room to paint shop to final assembly, where the newly colored and
tweaked body of the car gets merged with various components.
Pump
house
CVBUTransaxle Engine
ETP Office
s
Matrl Cmp house
LPG yard Press BIW
Paint shop
Assembly shop
Substation

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Engine and transaxle (ETA) shop the heart makers
Situated at one end of the plant, the ETA building is separated from the other
manufacturing blocks by the Indica s office complex. The standalone location
sits well with the character of the ETA wing. Whereas the others blocks have
intrinsic links to each other, what the ETA makes bypasses three of them and
heads straight to the final assembly shop. The ETA shop is where the heart of the
Indica the engine and gearbox is crafted.
Engine shop
There are three broad operational areas here:
Engine machine shop This is where the five most critical parts of the
engine are made: cylinder block, cylinder head, crankshaft, camshaft and
connecting rod.
Engine assembly The five critical parts and outsourced components
are brought together here. The place where this is done is among the
cleanest in the plant, with the temperature maintained at 23o
C to guard
against any expansion of the engine-part metals. The cylinder-block and
cylinder-head assemblies move in near parallel conveyor lines before
being joined in a confluence zone.
Engine testing Diesel and petrol engines are checked separately in
testing cubicles and test beds for power, fuel efficiency, smoke, torque
and leaks. After the testing operations, the engines are moved to where
they will be integrated with the gearbox.
Transaxle shop
Transaxle is the correct term, according to engineers, for what the rest of the
world understands as a gearbox. The transaxle shop at the Indica is divided into
six areas: soft machining, heat treatment, hard machining, housing, assembly and
testing.
The making of the Indica gearbox starts with soft machining, where cutting and
allied operations are done on the basic parts (gears) of the transaxle. Once the
gears have been cut, they are treated with heat. This is a procedure that makes
the outside of the gears hard (to make them resilient and long lasting), while
keeping their insides soft (to prevent them from cracking under pressure).

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After heat treatment the different gear components come to the hard machining
section, where they are honed and further cut to correct distortions that are a by-
product of the heat-treatment routine. The gearbox and the casings covering it are
then put together in an assembly area. A water spider the best worker on the
shift and a de facto team leader coordinates the chores here.
Each gearbox that emerges is given a number for identification before being
checked for air seepage, shifting effort, noise levels, etc. After testing these
gearboxes are sent to a dispatch area from where battery-operated machines take
them to the engines. The gearboxes are attached to the engines at this point.
Once the engine starter and an air-conditioning compressor are added to this
fabrication, the finished engine and transaxle is ready for the short trip to the
final assembly enclosure.
Press room the shapers
The press shop offers the most spectacular show in the Indica car plant a
2,000-tonne metal monster crashing down on a thin sheet of steel and giving it a
pre-destined shape, the frame for a door, for instance. The sight that precedes this
display of brute might is only slightly less impressive: giant robotic arms using
vacuum caps to transport prey (the steel sheets) to their rendezvous with
programmed violence.
But there s more to the press room than power and state-of-the-art automation.
This is where the inner and outer body of the Indica is moulded by German-made
presses that can generate pressures from 800 to 2,000 tonnes in tandem. The
pressures thus exerted shape the steel sheets to the specifications of the die cast
they are laid out on. The scrape steel that s generated falls onto an underground
conveyor belt, which carts it out of the shop.
There are to two lines of five presses each in the press room. One line caters to
the outer body (the skin ) of the Indica, the other to the inner. This is the
smallest of the blocks in the plant in physical size and manpower requirements,
but it plays a big role in defining the Indica, part by body part.

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Weld room the unifiers
The weld room does not have the special effects of the press room, the multicolor
allure of the paint shop or the eye-catching grandness of the final assembly
facility, but this is no poor cousin performing journeyman assignments. It is here
that the Indica becomes recognizable. What till now was metallic mishmash
acquires a definite form in the weld shop, named so because it is the place where
the car s body is welded, or joined, together. The Performers are robots. Giant
robots are seen performing very efficiently.
There are seven conveyor lines in the weld shop. One is for the front portion of
the Indica s underbody, another for the rear. A third line unites the front and rear
of the car s underbody, and the fourth does the re-spotting (welding in areas that
are ordinarily unapproachable). Then there s a main tack line , where the sides
of the Indica and the roof get attached to the now complete underbody. The
closures line brings in the doors, the tailgate, hood, fenders, etc, and the slack
conveyor completes the integration job.
After dent rectification , the car is cleaned with a solvent. Gaps are covered
using a thumb sealant and jigs are placed so that the doors remain closed in the
paint shop, to where the Indica is now headed. The car is now called a body in
white and is given a number tag.
Paint shop the decorators
The paint shop is the beauty parlor of the Indica car plant. Spread over 44,400
square meters, it s the biggest block in the plant. But magnitude alone does not
make the paint shop stand apart; it is the quality of its work that makes it special
(Mercedes is among those who uses its expertise).
The Indica has come out in 20 different shades thus far, and new ones are
introduced once in about six months. Advances in painting technology make this
easier than in the past. In 1925 it took 23 steps stretching over three to six weeks
to paint the shell of a car; today it takes 18 steps spread over less than 10 hours to
accomplish the same (the Indica plant can paint 42 cars in an hour).

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The paint shop is a cut above the rest of the plant in the spic-and-span
department. This is a necessity in this facility because even the slightest bit of
grime in some areas of operations can have telltale effects. The cleanliness
in this block extends to unexpected areas.
The paint shop operates at four levels to cater to the requirements of its
processes. At 10 meters below ground level, everything, specially the paint that
spills, is exhausted out. At five meters above ground level are the ovens that bake
and dry the coating on the car. At 10 meters above ground level is an air supply
plant that helps keep dust out of the shop s environs.
The atmosphere in parts of the paint shop is strictly controlled. Temperatures
here are kept at 26o
C and clean air is continuously filtered. The car itself, the end
object of all this care, goes through a five-stage painting process before it can be
sent to the final assembly block.
The procedure begins with a dip treatment wherein the car body (the body in
white from the weld shop) is dipped in14 tanks and gets a phosphate coat. After
this the body is baked. Then comes the cathodic electrolytic deposits coat,
following which the body is baked again.
The body is sealed before it gets a primer surface coat and is brushed clean with
dusters made of ostrich feathers. The base coat and a clear coat of lacquer follow
the primer surface coat. The primer is a water-based coat, whereas the base coat
is of the same color as that the car will sport when the painting operation is
completed. The lacquer coat is the final flourish in the process.
Quality audits follow before the car is transported, via an elevated and covered
conveyor bridge, to the final assembly block.

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Final assembly the integrators
The final assembly shop of the Indica plant is comparable to the home straight of
a long-distance race. The endeavours here are more strenuous and substantial
than anything that came before, and there s no room at all for error. The busiest
of the plant s facilities lives up to its nomenclature, filling the vacant spaces in
the Indica and amalgamating its multitude of components.
The starting point on the final assembly is the cab-dropping point , a raised
holding port from where the bodies deposited by the paint shop are automatically
brought down to begin a four-hour journey (that s the time it takes for a car to
complete the gamut of operations here). Depending on the color plan for the day,
the operator down below decides which shade of car body to call.
Trim line-I
There are four conveyor lines in the final assembly block. The trim line is the
first of these and the action here begins with each car body being allocated a
chassis number. The Tata and Indica tags come on before the cabling and wiring
of the car gets done. The doors of the car are detached at this point. This is to
enable workers easy maneuverability as they swarm over and inside the vehicle
fitting and fixing parts.
Noise, vibration and harshness are minimized by a procedure called foaming
(adding rubber fittings). The first wave of work happens here: the brake pipe and
hand brake come on, the cabin and the floor are insulated, the floor is carpeted
and the accelerator is fitted. Next come the air conditioner, dashboard, steering
mechanism, steering pipeline, roof lining and the instrument cluster (indicators).

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Trim line-II
Robotics is a dominant feature on this conveyor line. A robot applies a sealant on
the front glass before it is manually fixed to the car. Then come the air-
conditioning controls, combination switches and seat belts. The rear lights are put
on panels in the bullhorn design typical of the Indica. The fuel neck, rear bumper,
seats and steering wheel are fixed before the car is taken to the next line.
Underbody line
On this stretch the car is lifted up to line, which is around five feet high. Work is
done on the car from below. Given the critical nature of the components added
here, the best operators in the block are deployed here. This is where the engine,
exhaust and wheels are fitted, as also the radiator, the fuel tank, the condenser,
the mudguard and the catalytic converter (for emission control).
Mechanical line
The mechanical line is the last stop before the Indica cruises into existence. Fuel,
oil and gas (for the air conditioning) come pouring in before the car gets a
battery. The doors are fitted back, the wheels aligned and the headlights adjusted.
This is followed by a brake test and some serious roughing up over a jagged
surface. A shower test to detect leaks is the final round.
There s one final check on the Indica before it speeds out of the assembly
building for a road test. The country s automotive pioneer is now ready to claim
its bragging rights more car per car.
Delivering more than what s expected of it has helped the Indica carve a niche
for Tata Engineering in a market getting more competitive and crowed by the
day. That s some comeback for a venture that seemed to be floundering at one
point.
More dreams will turn into reality for Tata Engineering if the place that breathes
life into India s very own car can keep up the good work

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HUMAN RESOURCE DEPARTMENT @ PCBU
HR VISION
Source, develop & maintain human capital, which will drive the culture of
customer focus, high performance & seamlessness. To enhance & maintain
human capital, which will make the organization a world class player & further
the interest of all stakeholders.
HR MISSION
Create, learn & implement best in class HR practices & processes in pursuit of
excellence. Retain & attract the talent by improving the brand through employee
delight & loyalty. Improve community friendliness.
STRUCTURE OF HUMAN RESOURCE DEPARTMENT
@ PCBU, PUNE
Mr. Jamshed Khursigara heads the HR department @ PCBU.
HR department
Industrial
Relations Recruitment &
establishment
Administration Training &
development
Security

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Industrial relations:
This refers to the relations between union & management. This department helps
in resolving industrial conflicts or its regulation through the formulation of work
rules or agreements.
It deals with
Model standing order
Awards/days/functions
Various committees
Harmonious union relationships
Labour legislation
Sports committee
Hobbies & clubs
Guidance & counseling activities
Absetism reduction mechanisms
Creche
Discipline in the company
Recruitment & establishment:
Recruitment looks after recruitment & selection of bargainable & non-
bargainable employees. They also carry out induction programs for all except
team members (MT/MS). It prepares the job description of all positions within
the framework of the Performance Management System (PMS). They identify
PMS needs. Establishment department deals with promotions, transfer of
employees, services rendered, loans (bargainable & non-bargainable), service
awards, policies, exit interview.
Administration:
It provides infrastructural support. It deals with housing, transport, sports &
leisure, resort booking, conservancy, furniture.
Training & development:
The need for business excellence means constant researching and evaluating
changes in the internal and external environment of the firm which will require
the organization to improve /change the competencies and abilities of its human
resources.
Changes may stem from the company's strategic plans, new products, new
markets, legislative demands. New staff needs specific training for their jobs.

41
The role demands and constraints of existing jobs may change requiring
employees to acquire new knowledge and skills - behaviors relevant to
performance in their own job and thence to the organization s objectives as a
whole.
The training function has to translate the training policies; into programmes and
activities that must be designed, promoted and implemented either directly by
training staff themselves or via bought-in trainers. The training function has to
move to a strategically proactive role. All this assumes that both the members of
the HR department and supporting functional managers are cognizant and
prepared to make this function more professional and purpose oriented.
It includes functions of providing training to bargainable & non-bargainable
employees.
It includes imparting training to Graduate engineer trainees (GET s). It deals
with summer & winter internships as well as sandwich training.
The hierarchy is as follows:
Executive grade (EG4, EG3, EG2a, EG2b, EG1)
TM (TM1 to TM5)
Supervisors
MT/MS [Team members (30% permanent & 70% temporary) /staff members]
TM1: Officers
TM2: Senior officers
TM3: Assistant manager
TM4: Deputy manager
TM5: Manager
Security:
It deals with outflow & inflow of materials, men.

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TRAINING & DEVELOPMENT DEPARTMENT
VISION
To be a world-class Training Center enabling the workforce to quickly adapt to
ever-changing market conditions while creating product and services of highest
standard in order to sustain and grow in the global market.
MISSION
1. To train and retrain employees on continuous basis as per the identified
needs.
2. To contribute in company s final product by participating in company
initiatives.
3. To train employees On The Job for quality improvements.
4. To benchmark with the best in the business and continuously upgrade
training methodologies.
It is located in K block @ car plant, chikhli. Training & development department
is well managed by a team of 7 members.
The team is as follows:
1. Assistant manager- Mrs. Arti Kulkarni who is in charge of training &
development department
2. Ms. Neha Singla who looks after training programs for TM s & EG s
3. Mr. Avinash Ghule who looks after training programs for temporary team
members, technical training programs for permanent team members &
GET s
4. Mr. Rajesh Naik looks after worker education programs for permanent
team members, S grade training, and database management.
5. Mrs. Shraddhha Prabhune looks after all the administrative part.
6. There is a diploma trainee who co-ordinates for induction program for
team members.
7. There are 2 temporaries who help in the overall work.

43
The training targets are set at:
For EG s & TM s
Grades: A/B+ B/C+ C/D
Training targets (hours per annum): 90 75 40
For S grade 4 day per annum per employee.
For MT/MS 3 days per annum per employee.
The induction program for team members is carried out by T & D. Recruitment
& establishment department carries out all other induction programs.
The structure of this induction program is as follows:
First 3 days theoretical lectures are planned
Next 3 days of static build training. This comprises of training at
vestibule school.
Next 3 days of overlap. This comprises of training to the new team
member by the earlier MT who will be replaced by the new MT.
The temporary team member s service period is of 7 months after which they are
terminated. MT s can undergo 3 periods of 7 months each with a gap of 6 months
between the 2 periods. After they have completed 3 periods they can be made
permanent based on their performance.
THE TRAINING PROCEDURE
1. Identification of training needs
2. Design of training program
3. Decide the faculty
4. Get the nominations
5. Conduct the program
6. CIRO I
7. CIRO II

44
1. Identification of training needs: This is carried out by 2 methods. One
way is PMS & the other way is survey. PMS needs are identified every
year for TM & EG. It is an online system. Survey is carried out every 2
years for TM s & EG s. MT/MS needs are taken from IR or respective
HOD s.
2. Design of training program: Depending on the needs, the training
program is designed. Whether to conduct a lecture or conduct a workshop
is decided.
3. Decide the faculty: Depending on the structure of program & the needs
trainer is fixed.
4. Get the nominations: Once training program design & trainer are
decided, the nominations from the respective departments are recorded
through emails.
5. Conduct the program: The program is conducted on decided date, time,
& method and with decided faculty.
6. CIRO I: CIRO stands for context input reaction output. This is a system
in which immediate feedback is taken from the participants after the
program is over.
7. CIRO II: This is the system in which feedback is taken from the
superiors of the participants 3 months after the conduction of the program
to check the effectiveness of the program & whether they are
implementing the knowledge they have acquired.
Both CIRO I & CIRO II are systems to check the effectiveness of the training
program.
Apart from Training needs there are,
1. Departmental needs: These are very much department specific.
2. Organizational needs: These are needs of organization towards
development.
3. Mandatory requirement: For example ISO 14000, TS 16949, TBEM,
Safety training.
4. Technological requirements. For example if a new machine is installed
the training related to the operation & handling of that machine.
5. Job rotation: If an employee undergoes job rotation, then training for the
new job.

45
There are 2 types of training programs:
1. Internal training program, which is organized by PCBU, T & D.
2. External training program, which is organized by an external institute.
As mentioned earlier, T & D also looks after allotment of summer & winter
projects and sandwich training.
Summer projects are in April - May or May- June.
Winter projects are in October November or November December.
Sandwich training is for 6 months.
The monthly budget for T & D is 4 lakhs.
The annual budget is 50 lakhs.
LOCATION & PRODUCT RANGE
LOCATION:
Manufacturing of Passenger Cars takes place only in Pune, Car Plant.
Small car (1 lakh car from TML) will be manufactured in West Bengal.
PRODUCT RANGE @ PCBU:
Indica V2
Indica V2 turbo
Indica V2 Xeta
Indigo
Indigo Marina
Indigo SX
LIST OF COMPETITORS
Maruti Udyog Ltd.
Hyundai Motor India Ltd.
Mahindra & Mahindra Ltd.

46
ACHIEVEMENTS OF THE COMPANY
Tata Indica Diesel won the NFO Voice of the Customer Award 2003 for
the Best Diesel Small Car in the Total customer satisfaction study, a
distinction achieved for the second year running.
Tata Indica Diesel also won the Best resale value in the diesel small car
segment in the Used car-buyer study.
The Tata Safari EXi won the Most Improved Car of the Year award at the
CNBC Autocar awards 2003 held in New Delhi on 14th Jan 2004.
Tata Motors-Passenger Car Unit, Pune was recently certified by Bureau
Veritas Quality International-BVQI for ISO 9001:2000 Quality
Management System-QMS as well as ISO 14001:1996 Environmental
Management System-EMS. This certification was achieved within less
than 18 months of the commencement of the project.
Tata Indica DLX won the "Best car award" in the Rs. 3 lakh - Rs. 5
lakh category at BBC World's "Wheels 2003". The Indica beat other
contenders like the Zen, Fiat Palio, Opel Corsa and Ford Ikon for this
award.
Tata Safari ranked highest in the MUV-SUV segment of the JD
Power study 2003. The Mahindra Scorpio and the Toyota Qualis in a tie
followed it.
The Tata Indigo ad campaign - "Indigo- Spoil Yourself" has been
awarded the bronze Effie in the consumer durables category for its
Advertising Effectiveness by the Advertising Club, Bombay. Some of the
parameters for the award were strong marketing objectives, clear
advertising strategy and successful achievement of sales and marketing
goals.
The ICICI Bank and Overdrive awards, 2003, voted Tata Indigo as the
Most Exciting New Car of the year.
The Tata indigo was adjudged the "Best Value for Money Car" at the
prestigious CNBC Auto Car Auto awards that were announced on 15th
January 2003.
In the inaugural Total Customer Satisfaction Study of NFO Automotive,
the Tata Indica stood out as the best diesel car in the small car segment.
Tata motors received the first CSIR Diamond Jubilee Award for Indica
Car for 2004-05.

47
THEORETICAL BACKGROUND
DESIGN & APPROVAL OF SLA
Services:
Standard services are often separated from customized services but this distinction
is not critical. The information on the services must be accurate and contain
detailed specifications of exactly what is being delivered.
Service level agreement:
A service level agreement (SLA) is an excellent mechanism for managing
expectations, enhancing communications, clarifying responsibilities, and
providing an objective basis for assessing service effectiveness. Establishing an
SLA is a complex undertaking that can create bigger problems than those it is
trying to solve. If one wants to better manage one s customers' expectations, a
service level agreement (SLA) may be worth considering. An SLA is a
negotiated agreement designed to create a common understanding about services,
priorities and responsibilities.
Although an SLA is an excellent expectations-managing mechanism, it's
important to manage your own expectations of what it can realistically
accomplish. Unfortunately, some people view an SLA as a complaint-stifling
mechanism or a quick fix to a troubled relationship; however, using it for such
purposes creates more problems than it solves.
Instead, think of an SLA as:
A communications tool. The value of an agreement is not just in the
final product; the very process of establishing an SLA helps to open up
communications.
A conflict-prevention tool. An agreement helps to avoid or alleviate
disputes by providing a shared understanding of needs and priorities. And
if conflicts do occur, they tend to be resolved more readily and with less
gnashing of teeth.
A living document. This is one of its most important benefits. The
agreement isn't a dead-end document consigned to the Forget Forever file.
On a predetermined frequency, the parties to the SLA review the
agreement to assess service adequacy and negotiate adjustments

48
An objective basis for gauging service effectiveness. An SLA ensures
that both parties use the same criteria to evaluate service quality.
To be effective, a service level agreement must incorporate two sets of elements:
service elements and management elements.
Service elements:
The service elements clarify services by communicating such things as:
The services provided (and perhaps certain services not provided, if
customers might reasonably assume the availability of such services)
Conditions of service availability
Service standards, such as the timeframes within which services will be
provided
The responsibilities of both parties
Cost vs. service tradeoffs
Escalation procedures
Management elements:
The management elements focus on such things as:
How service effectiveness will be tracked
How information about service effectiveness will be reported and
addressed
How service-related disagreements will be resolved
How the parties will review and revise the agreement

49
The process of planning, establishing, and implementing an agreement is
typically a many-month process of information-gathering, analyzing,
documenting, presenting, educating, negotiating, and consensus-building and
the process must involve customers. If customers are not part of the process, it's
not an agreement! The assumption that creating an SLA is a start-today, done-
tomorrow process is the most common misconception among participants.
Think carefully about whether an SLA is really what you need. Most
organizations can significantly improve their ability to manage expectations with
some relatively simple service improvements. One such improvement is to create
service standards and to document and communicate them. Having done so, you
are one step closer if you decide to establish an SLA.
How not to establish an SLA
A service level agreement can be an extremely effective communications tool for
creating a common understanding between two parties regarding services,
expectations, responsibilities and priorities. However, if it is established at the
wrong time, for the wrong reasons, or in the wrong way, it can create bigger
problems than those it is trying to solve.
Wrong time
Service providers sometimes want to create an SLA to suppress customer
complaints; however, attempting to establish an SLA with complaining
customers usually backfires because customers will see it as just one more thing
to complain about. Before engaging in SLA efforts, the service provider should
obtain customer feedback, seek to understand the complaints, and take some
small but visible steps to resolve the complaints. The timing may then be better
to establish an SLA.
Sometimes it's the complaining customer who initiates the SLA. Dissatisfied
customers may hope to use an SLA as a sledgehammer with which to bludgeon
the service provider whenever service slips. But just as the service provider won't
win customer favor by using an SLA as a complaint-stopper, neither will the
customer experience service improvements by using the SLA as a club. Before
engaging in SLA efforts, the customer must clearly communicate the impact of
the faulty service and the changes needed. The customer must also try to
appreciate what the service provider realistically can and cannot accomplish.

50
When a relationship is plagued by distrust and fingerpointing, it is not the right
time to establish an SLA. First fix the underlying problems, and then establish
the SLA.
Wrong reason
An effort is sometimes undertaken to establish an SLA when something less
complex will suffice. For example, in many companies the division of roles and
responsibilities between offices or departments is vague at best.
Since achieving clarity about services, functions and responsibilities is essential
to SLA success, it's a worthwhile starting point whether or not a full-blown SLA
is ultimately needed. And if clarity solves the immediate problem, investing the
additional effort to develop an SLA may be unnecessary.
Wrong way
Most SLAs are initiated and unilaterally established by service providers. The
customer is given little or no say about either the content of the SLA or the
process by which it is established or managed. This is the wrong way to be
successful with an SLA. Very simply, if the two parties have not agreed, it's not
an agreement, and it shouldn't be called an agreement. The resulting document
may still serve a useful purpose, but it's not an agreement.
The very essence of an SLA is that both parties have a say. In practice, it is rarely
practical or feasible for both parties to be involved in every step of creating the
agreement. However, a successful SLA is one in which the two parties
collaborate.

51
IDEAL PROCESS OF ESTABLISHING SLA
1. Gather background information: Both the customer and the service
provider need to start by gathering information so that each has a solid
basis from which to negotiate. Before eliciting commitments from their
service provider, customers should carefully review and clarify their
service needs and priorities. And before making any commitments to
customers, service providers should examine their service history and
determine the level of service they can realistically provide.
2. Ensure agreement about the agreement: Before any SLA development
work is done, it is advisable for the two parties to hold an open discussion
to ensure that they have a basic level of agreement about the agreement.
If they don't and until they do any further SLA effort may prove
futile.
3. Establish ground rules for working together: Issues to be discussed
include the division of responsibility for development tasks, scheduling
issues and constraints, and concerns regarding potential impediments. By
identifying similarities and differences right up front, they will be in an
excellent position to minimize conflict.
4. Develop the agreement: In this step, the two parties create a structure for
the SLA document and then discuss, debate, negotiate and, over time,
reach agreement about the contents of the agreement.
5. Generate buy-in: The result of Step 4 is a draft of an agreement, not a
completed agreement. In addition to generating buy-in, this step improves
the quality of the final document.
6. Complete pre-implementation tasks: Such tasks might include, for
example, developing tracking mechanisms, establishing reporting
processes, developing procedures for carrying out stated responsibilities,
communicating expectations to staff, providing pertinent training.
7. Implement & manage the agreement: Management responsibilities
include providing a point of contact for problems related to the
agreement, maintaining ongoing contact with the other party, conducting
service reviews, coordinating and implementing modifications to the
SLA, and assessing and reporting on how the two parties can further
enhance their working relationship.

52
HOW LONG DOES IT TAKE TO ESTABLISH SLA?
Factors influencing duration of efforts:
1. The service environment: The more services covered by an SLA, and
the more complex these services, the longer it takes the two parties to
discuss, negotiate and document the conditions of service delivery.
2. The proximity of the parties: Face-to-face negotiation is crucial in
establishing an SLA. However, if travel is needed to enable this face-to-
face contact, it can add significantly to the elapsed time.
3. The span of impact of the SLA: Establishing an SLA between two
parties in a home office generally takes less time than establishing an
SLA that spans regional, national or international boundaries.
4. The relationship between the parties: When the relationship is
characterized by trust and respect, the effort proceeds much more quickly
than when it is marred by distrust and dissatisfaction.
5. The availability of a model: The first SLA in an organization usually
takes the longest. Once it is completed and in operation, however, both
the document and the process can serve as a model for subsequent SLAs.
If the first SLA is successful, later ones usually proceed much more
rapidly.
6. Prior SLA experience: The most expeditious SLA efforts are ones led
by SLA developers who have had prior successful experience establishing
an SLA. Conversely, if prior experience is lacking or failed to result in an
effective SLA, the development process often hobbles along.

53
Developing an SLA in a week or even a month is both difficult and inadvisable.
It is difficult because of the extensive workload involved in such tasks as
negotiating service standards, establishing tracking mechanisms, preparing
supporting procedures, gaining approvals and generating buy-in. And it is
inadvisable because the process is designed to help the two parties build the
foundation for a strong, successful, long-term relationship. To rush this process is
to sabotage the entire effort.
Establishing an SLA is typically a many-month process of information gathering,
analyzing, documenting, educating, negotiating, and consensus building. 3-6
months is a good rule of thumb. When circumstances are optimal, three months is
realistic, and sometimes even less. At the other extreme, if the situation is a
complex one, six months may not be enough. However, if significant progress
has not been made within six months, it's time to stop the effort and examine
why.

54
The critical role of SLA manager
Each party to the SLA needs an SLA Manager who works with the other party's
SLA Manager to develop and manage the agreement. In some organizations,
SLA responsibilities are only one component of the SLA Manager's job; in other
organizations, particularly those with numerous SLAs, these responsibilities are a
full-time job.
Scope of SLA manager
A sales person who can sell the benefits of the SLA and its terms and
conditions to those whose buy-in is necessary to its success.
An educator who can help others understand the purpose of the SLA, its
implications, its contents, and how it is established.
A negotiator who can work with the other party to find solutions and
approaches that benefit both organizations.
A communicator who can keep others informed about the progress and
status of the SLA effort.
A facilitator who can guide or oversee meetings and discussions about
services and service delivery.
A conflict manager who can help to resolve tensions caused by actual or
perceived service delivery problems.
A detective who can gather data and analyze service problems so as to
identify underlying causes.
A psychologist who can ease the fears and boost the confidence of those
concerned with how the SLA will affect them and their work.

55
Skills of SLA manager
Be knowledgeable about the organizational entity they represent.
Be reasonably familiar with the other party's business.
Have the respect of both their own and the other party's organization.
Be skilled in communications and negotiations.
Have a strong interest in seeking win-win relationships.
Be knowledgeable about the establishment and management of SLAs, or
have access to sources of expertise.
Be able to commit the time and effort needed to establish and manage the
agreement.
Duties of SLA manager
Serving as the point of contact for problems or concerns related to the
SLA itself and the delivery of services described in the SLA.
Maintaining ongoing contact with the other party's SLA Manager.
Serving as the primary point of contact in the escalation process.
Coordinating and implementing modifications to service delivery and to
the SLA itself.
Periodically assessing the effectiveness of mechanisms selected for
service tracking and reporting.
Planning and coordinating service reviews.
Regularly assessing and reporting on how the two parties can further
strengthen their working relationship.
Delegating responsibilities to, or seeking the assistance of, colleagues,
subordinates or members of the other party's staff to address issues that
may arise under the agreement.
Planning training designed to foster a heightened service attitude, create
an enhanced awareness of the elements of high-quality customer service,
and provide skills in service delivery.

56
PURPOSE OF T & D @ PCBU, PUNE TO ESTABLISH SLA
Training department will clearly understand needs & priorities of its
customer departments.
Customer department will have clarity for assessing training department s
contribution towards their employee s development.
Customer departments will understand the activities they need to do to
It will help in avoiding miscommunication between training & customer
department.
PROCESS OF ESTABLISHING SLA
Addressing customer departments on the need & benefits of having SLA.
Preparing an SLA draft.
Negotiating on terms & conditions specified.
Signing the agreement.
Reviewing the adherence to SLA & identifying obstacles &
recommending solutions every 2 months once the SLA is signed.

57
ACTUAL PROCESS FOLLOWED WHILE DESIGN & APPROVAL
OF SLA:
Firstly, the format of SLA was finalized.
Secondly, the training procedure was studied. The problems that were
arising were studied.
I attended few training programs too.
The commitments of T & D and requirements from customer department
were listed.
Level of achievement for each parameter was decided.
The rough draft of SLA was prepared.
The parameters that were not feasible from T & D as well as customer
department s point of view were discarded.
The description of parameters was made very brief without losing the gist
of it so that people reading it find it easy to go through & understand.
One document was prepared for signing purpose & one for review
purpose. Both the documents consisted of same parameters. In the
document for review purpose, column for feedback was added.
Review period was decided as 2 months. This review would be conducted
with the Head of respective departments.
It was decided that review with the training coordinator of each
department would be conducted every quarter.
Appendix that stated the parameters considered while selecting training
coordinator & activities the training coordinator will undertake was made.
A meeting was held between head of manufacturing department, heads of
respective shops & HR representatives. In the meeting, needs from each
department were discussed & noted down. It was decided that SLA will
be discussed separately with each HOD & training coordinator because
needs of each department might be different.

58
Due to time constraint, I was not able to get signs of HOD s & training
coordinator of each department.
SLA establishment is a long process & cannot be expected to be complete
within 2 months.
Paint shop head gave some suggestions for some parameters in SLA but
he signed the agreement thereafter.
He suggested that the training related data till previous month, which is
provided by T & D should be provided by 5th
of each month instead of
10th
of each month as was stated in the agreement earlier.
Review period for SLA was stated as 2 months in the agreement. He
suggested making it as 1 month for his shop.
A meeting was scheduled again on 15th
July with all HOD s to discuss the
requirements of each department.

59
TRAINER EVALUATION
As mentioned earlier the training programs are of 2 types.
T & D of PCBU organizes internal training programs. They can be in-house or
might be conducted outside PCBU.
Other institutes organize external training programs.
In both the cases, faculty can be internal or external.
Theoretical lectures for temporary team members
Quality & process management by Mr. P.D Bhende
Health & fitness by Dr. Sidhaye
Safety by Mr. Sathe
Work ethics, work culture & customer orientation by Mr. Gadgil
Fire prevention & extinction by Karale sir
Discipline & model standing order by Mr. Sahaje
Productivity by Mr. Dahake
Evaluation of external trainers in internal training programs
The list of external trainers & lectures conducted
Mr. Mayur kalbag Presentation & communication skills
Mr. A.V Balkrishnan FMEA workshops
Mr. G.S Dugal Cost management & Finance for Non-finance
Mr. Kuldip Joshi People management skills
Mr. P.K Porwal MS- Access & MS-excel
Mr. Kishor Shah Team Building + IPR & Interpersonal skills
Mr. Niket Karajagi Creative & Problem Solving, career leadership
program & conflict management.
Mr. Surana QC services
Mr. Deepak Asthana Value engineering
Mr. Ram Narayan SPC

60
Mr. R Kannan Time & priority management
For evaluation of a trainer, the skills, the trainer should have & each skill s
significance was listed down.
The table was as follows:
Skills Significance
Communication skills If trainer is able to communicate effectively with the trainees
then only the desired message is conveyed. Sometimes people
are extremely knowledgeable but they are not able to express &
communicate their ideas effectively, so communications skill
plays important role.
Interactive ability The session should not be a one-sided talk, trainer should always
try & interact with the audience regarding their opinions &
ideas, this makes the session more effective.
Ability to convince
people
The trainer should be able to make people understand the
importance of training on a particular subject.
Problem solving
ability
Trainer should be able to clarify issues & provide additional
information & keep the interest of the group alive.
Motivating ability
during the session
If the answers given to questions asked are correct, use positive
reinforcement. Use phrases like, yes good point That s
right . If the answers given are incorrect, acknowledge the
effort, redirect the question to others or answer it by yourself.
For example, that s not exactly what I was looking for. What I
was looking for was
Ability to understand
human behavior,
management of
emotions & feelings
If trainer is able to assess people properly he can make them
understand his ideas in the way they will quickly understand
Summarizing ability Trainer should be able to summarize the entire session in the end
so that people will get an overview of entire session & can think
of any difficulties.
Demonstrating ability In case of technical training programs, practical demonstration is
very important to understand the concepts thoroughly.

61
Maintaining the
interest of audience
The trainer should be able to handle the entire group effectively.
It shouldn t happen that half the people are paying attention &
others are not interested in what is going on. He should be able
to create interest among the trainees.
Technical expertise He should be technically very sound so that he can solve any
difficulty related to the subject area.
Disciplinary behavior He should be disciplined & make people understand the
importance of discipline in corporate & personal life. It
shouldn t happen that for taking lecture on discipline he himself
is late by half an hour.
Interest & liking in
purely imparting
knowledge
Trainers are on an average; people with lot of industrial
experience & have lot of knowledge. They should be very
sincere in imparting knowledge; not arrogantly.
Most of the points were present in the CIRO I & CIRO II feedback forms.
I studied CIRO II data for some training programs & compared the CIRO I &
CIRO II data for the same. This helped in understanding the opinions of
superiors about the training program & difference between the evaluation of the
participants & superiors. This helped in checking the training program
effectiveness.

62
**Should be added in the feedback form
Based on the CIRO I data of some trainers I carried out the comparative study.
One trainer conducts lectures on more than 1 topic. I collected data from CIRO I
feedback form for each trainer. I assigned weightages to each skill of the trainer
so that the total comes out to be 100%. The excel sheet for each trainer was
prepared. Weighted average for each skill was calculated. Final weighted score
was calculated.
The graph of skills vs. scores was plotted for the purpose of comparison.
Skills/competencies Metric Weightage Comments
Ability to give practical examples
(Examples from day to day & corporate
life)
Refer f/b form.
Interacting ability with the trainees
(Taking feedbacks from time to time)
Refer f/b form.
Covering course content effectively
(Does he discuss the requirements/
expectations of trainees at the beginning
of session or with HOD's)
Refer f/b form.
Disciplinary behavior (Does he come
on time & is he able to complete the
course content in the allotted time?)**
T & D dept.
Problem solving ability Refer f/b form.
Trainer s focus on takeaways/
implementable solutions on the job **
Summarizing ability at the end of
session to help trainees review the
entire session **
Presentation skills Refer f/b form.
Knowledge & clarity of the subject Refer f/b form.
Ability to adapt & modify the course
content as per the changing industrial
scenario.
T & D dept
Training program effectiveness Refer f/b form &
HOD's should be
contacted
Overall faculty rating Refer f/b form.

63
KNOWLEDGE MANAGEMENT
Knowledge management (KM) may refer to the ways organizations gather,
manage & use the knowledge that they acquire.
The term also designates an approach to improving organizational outcomes &
organizational learning by introducing into an organization a range of specific
processes & practices for identifying & capturing knowledge, know-how,
expertise & other intellectual capital, and for making such knowledge assets
available for transfer & reuse across the organization.
A key distinction made by KM practitioners is between tacit & explicite
knowledge. The former is often subconscious and internalised, and individuals
may or may not be aware of what they know and how they accomplish particular
results. At the opposite end of the spectrum is explicit knowledge this refers to
knowledge that individuals hold explicitly and consciously in mental focus, and
may communicate to others, and especially to such knowledge when codified
into written or another permanent form. A successful KM program needs to
convert internalised tacit knowledge into explicit codified knowledge in
order to share it.
APPROACHES TO KM
People to document
o Electronic repository
Person to person (sharing tacit knowledge)
o Conferences
o Workshops
o Brainstorming
o One to one session

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DATA ANALYSIS
Faculty Name: Mr. G.S Dugal
Period of Observation: 10 Sept 2005 to 12 March 2006
Training Topics: Duration Hours
Finance for Non-finance III 2 days 16
Cost management 2 days 16
Finance for Non-finance II 2 days 16
Finance for Non-finance I 2 days 16
SrNo Skills or competencies Metric Weightage Avg Score
1
Ability to give practical examples (Examples
from day to day & corporate life)
Refer f/b
form 8% 8.97
2
Interacting ability with the trainees ( Taking
feedbacks from time to time)
Refer f/b
form 8% 8.68
3
Covering course content effectively (Does he
discuss the requirements/ expectations of
trainees at the beginning of session
Refer f/b
form 8% 8.35
4
Disciplinary behavior (Does he come on time &
is he able to complete the course content in the
allotted time?)** T & D dept
5 Problem solving ability
Refer f/b
form 8% 8.77
6 Presentation skills
Refer f/b
form 8% 9.16
7 Knowledge & clarity of the subject
Refer f/b
form 8% 9.39
8
Ability to adapt & modify the course content as
per the changing industrial scenario. T & D dept
9 Training program effectiveness
Refer f/b
form 22% 7.83
10 Overall faculty rating
Refer f/b
form 22% 8.99
11 Communicating benefits to be derived
Refer f/b
form 8% 8.97
Final Weighted Score 8.68

65
0
2
4
6
8
10
12
1 2 3 4 5 6 7 8 9
Scores
Score1
Score2
Score3
Score4
Findings:
In the chronological order, the performance of the trainer improved.
In the latest training programs, due to mismatch between participant s
expectations & training program the performance declines upto certain
level.
Score1 Score2 Score3 Score4
8.5 9.6 8.79 9
8.33 8.5 9.05 8.83
8.5 7.5 8.9 8.5
8.33 8.86 9.23 8.67
8.83 9.14 9.65 9
9.08 9.14 9.65 9.67
7.67 7.93 8.2 7.5
8.67 8.85 9.45 9
8.42 8.64 9.5 9.33

66
LIMITATIONS
Time constraint was the main problem in design & approval of SLA.
Establishment process of SLA is a long process & cannot be expected to
be complete in 2 months.
Time constraint was the problem in knowledge management too,
especially in designing of PCBU share café
Respondent was busy. In case of SLA, HOD s were busy because they
have the responsibility of achieving daily production targets.

67
CONCLUSION
My primary objective was served very well. I learned a lot in these 2
months. The experience was very enriching. I got the industry exposure,
which will definitely help me in my future jobs.
In design & approval of SLA, I learned about SLA in detail. The
establishment of SLA made the communication between customer
department and T & D very clear. The commitments of T & D and their
requirements from customer departments were made transparent. The
effectiveness of training department to impart training will be easily
assessed with the help of SLA review.
During the trainer evaluation, training program effectiveness was
gauged more precisely. New skill sets required by a trainer were invented
which could be added in CIRO I feedback form.
During the knowledge management exercise, the target audience praised
the knowledge shared. Good feedbacks were received. PCBU share
café will definitely make communication within PCBU more effective &
efficient.

68
RECOMMENDATIONS
Purpose of T & D @ PCBU, Pune to establish SLA
Training department will clearly understand needs & priorities of its
customer departments.
Customer department will have clarity for assessing training department s
contribution towards their employee s development.
Customer departments will understand the activities they need to do to
It will help in avoiding miscommunication between training & customer
department.
Process of establishing SLA
Addressing customer departments on the need & benefits of having SLA.
Preparing an SLA draft.
Negotiating on terms & conditions specified.
Signing the agreement.
Reviewing the adherence to SLA & identifying obstacles &
recommending solutions every 2 months once the SLA is signed.
(Refer to Annexure A).

69
I carried out evaluation of external trainers conducting internal training
programs.
I also attended the theoretical lectures of induction program for temporary team
members & suggested some improvements. These suggestions included
improvements in the program as well as comments about the trainer.
Some of the suggestions were considered for implementation. (Refer to
Annexure B).
After the lecture of Fire prevention & extinction by Karale sir I interviewed
one of the team members & got some comments from him about the program &
the trainer. I had prepared questionnaire for this.
I recommended some changes in CIRO I feedback form.
I attended Prof. Kalim Khan s session on Problem Solving Techniques. It was a
good session. I designed a feedback form for him, which was filled by me after
the session. (Refer to Annexure C).
A knowledge sharing article is circulated every month to relevant target audience
from training department. I drafted 2 articles for this. One was on assertiveness &
the other was effective email writing. The article on Effective email writing
was circulated to all for the month of July. We got very goof feedbacks for it; all
employees liked it very much. The article on assertiveness will be circulated for
the month of August to all the supervisory grade people. (Refer to Annexure D).
I made a proposal of PCBU Share Café . This is an Internet portal that has
information exclusively about PCBU. Mainly information across departments is
shared through this website. I designed the home page & the web pages for each
department in HTML language. I collected information from as many
departments as possible. The concerned persons gave me information, which
they wish to share through this site. All were very cooperative. (Refer to
Annexure E).
I found an article, which was relevant to circulation in Paint shop. It was a case
study from General Motors. This was shared with all paint shop people. (Refer
to Annexure F).

70
BIBLIOGRAPHY
1. www.tatamotors.com
2. www.tata.com
3. http://hrinfonet
4. www.google.com
5. www.findarticles.com
6. A handbook of Human Resource Management Practices by Michael
Armstrong.
7. Report on induction manual of PCBU.

71

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