Professional Documents
Culture Documents
Main Matter
Main Matter
1
INDIA’S STEEL INDUSTRY
India’s modern iron and steel industry dates back to the first decade of the
present century. The Tata Iron and Steel Company Ltd (TISCO) was registered
in and production at Jamshedpur commenced in 1911-12.
In the years after independence in 1947, the prerogative for the development of
the steel industry, however, came to be vested in the Indian State. Indian
industry, as discussed earlier had grown in a highly protected and controlled
environment with massive tariffs, administrative control over prices,
distribution and imports. The centralized planning process allocated resources
for the steel industry. However both TISCO and Hindustan Steel Ltd (HSL) the
precursor of SAIL did well till the end of 1960s. The Indian Steel industry
retained a clear and substantive manufacturing cost competitive advantage with
respect to overseas producers, the paramount of state and its apparatus
notwithstanding in policy and operational matters.
It is also a matter of record that despite state leadership or perhaps because of it
,the Indian steel industry over two decades since the late 1960s steadily lost cost
comparative advantage in the world market. It emerged by international
standards as a relatively high cost and inefficient industry. Also, the steel
consumption in Indian economy was about 5kg in 1950 which increased to a
meager 26.2kg in 1991-92, after our four decades of planned growth. Thus in
retrospect all early projections during the planning years appeared to have been
excessively optimistic. By 1991, the level of apparent steel consumption in
India had reached only 15.85MT (Million Tonnes) of finished steel or 20.3MT
(Million Tonnes) of crude steel.
In this context, it may be correct to conclude that the early planners were
seriously wrong in their assessment of India’s ability to industrialize or it may
have been the governments’ inability to translate earlier plans. The principle
cause for failure was its inability to mobilize necessary resources for public
investment. In addition the oil shocks of the 1970s also aggravated the situation.
All these factors along with administered pricing followed a conventional cost
plus approach, cushioning the producers from the consequences of their relative
inefficiency. These factors contributed to sustenance of the rising trend in
domestic cost and price of Indian steel leading to the inability of the industry to
meet international standards, not only in terms of product quality, but also of
packaging and customer service.
All these factors ultimately contributed to the tapering of growth, in the levels
of steel consumption as well as manufacturing capacities in India.
However, the actual ability of the economy to absorb steel depends on the
public policy regarding the rates and strategy of investment and overall pace of
development. In fact, the new economic reforms initiated by the government in
1991-92 and the policies attending them argue that the Indian state should in
principle largely withdraw from investment and production activities.
2
The domestic as well as global market forces should thereafter guide the
production and pattern of investment in the economy.
This is necessary in the interest of industry for cost competitiveness and
efficient growth of the economy. Here it may be worth mentioning that the same
steel industry that was stagnating in the early nineties saw a phenomenal growth
in the succeeding years, when the economic reforms were introduced by
government of India. With this, companies took a more pro-active step to
consolidate their positions in the India as well as global markets. And finally the
industry took the challenge head along and looked forward to global markets for
future strategies. The result of all this is clearly in front of us ,with companies
like SAIL marching again on the road of profitability and productivity and Tata
Steel acquiring global steel majors like corus steel to highlight this
consolidation process in recent times.
3
SAIL–A PROFILE OF THE COMPANY
History of SAIL
SAIL or Steel Authority of India is the fifth largest steel maker in the world and
one of the largest in India. SAIL was established as a holding company at New
Delhi on 24thJanuary 1973 with authorized share capital of Rs.2000 crores. This
holding company was formed with four public sector steel plants and the input
industries in iron ore, coking coal and scrap. The companies were Hindustan
Steel Ltd, Hindustan Steelworks Construction Ltd, Bokaro steel Limited, Salem
Steel Ltd, Bharat Coking Coal Ltd, National Mineral Development Corporation.
The shares of these companies were held by the President of India and were
transferred in March 1973 to SAIL. The paid up capital as on 31st March 1974
was Rs.1326 crores.
It was converted into a into a unitary company in 1978 and is now
responsible for the management the management of the five integrated steel
plants at Bhilai in Chattisgarh, Bokaro in Jharkhand, Durgapur and Burnpur in
West Bengal and Rourkela in Orissa. It is also responsible for the management
of four alloy steel plants at Salem in Tamil Nadu, Durgapur in West Bengal,
Bhadravati in Karnataka and Chandrapur in Maharastra.
Almost every discipline of engineering is utilized in steel making
operations of SAIL, thereby making the company highly heterogeneous in its
activities. Therefore SAIL’s expertise is not restricted to the production of steel
alone. It extends to the field of research and development in iron and steel
projects through its RDCIS or Research and Development Centre for Iron and
Steel. SAIL has also a Centre for Engineering and Technology (CET) that offers
technical and professional expertise based on decades of steel making
experience to the growing client base. In addition, SAIL has also growth
division, environment management division, safety division, a management
training institute and a wide marketing network monitored by its Central
Marketing Organization (CMO). The international trade division of SAIL looks
after exports of quality steel products to over 70 countries. The raw materials
division controls SAIL’s 20 mines & quarries making it the second largest
mining operator in country after Coal India Ltd. Of these 9 are iron ore mines, 5
are limestone mines, 3 are dolomite mines and 3 are coal mines. Besides SAIL
has a capacity for 700MW of captive power generation. The steel plants of
SAIL also produce fertilizers and chemicals.
4
Vision of SAIL
The vision of SAIL is to achieve market leadership and prosper in business
through satisfaction of customer needs by continual improvement in quality,
cost, delivery of products and services.
Mission of SAIL
The mission of SAIL is to achieve rapid expansion and optimization of its
production for catering to the increasing needs of the country with
improvement in technology, profitability, commercial competitiveness and
quality of products with a better customer service.
Objectives of SAIL
5
The Management Levels in SAIL
Chairman
ED: E9
GM:E8
DGM:E7
AGM:E6
SM:E5
MGR:E4
Dy.MGR:E3
Asst.MGR:E2
Jr.MGR:E1
6
DURGAPUR STEEL PLANT – AN OVERVIEW
Durgapur Steel Plant was set up in the late 50s with an initial annual capacity
of one million tonnes of ingot steel, which was subsequently expanded to 1.6
million tonnes per year. The Colombo Plan mission headed by Sir Geric Coates
visited India in 1955 and recommended Durgapur as the choice for setting up
the integrated steel plant, to be built with British Collaboration.
The location was considered highly desirable because of its proximity to nearby
Coal-mines, Grand Trunk Road, Railways lines connecting Calcutta and New
Delhi, Calcutta port, power from Damodar Valley Corporation (DVC) and water
from Durgapur Barrage .The first Chief minister of West Bengal Dr B.C.Roy
along with India’s first Prime minister Pandit Jawaharlal Nehru had played a
great role in establishing this plant.
Durgapur Steel Plant was the third integrated steel plant of the then Hindustan
Steel Limited, the predecessor of todays Steel Authority of India (SAIL) under
the public sector in India. The first two were Rourkela Steel Plant at Rourkela in
Orissa and Bhilai Steel Plant at Bhilai in Madhya Pradesh and today Chattisgarh
in that order. Hindustan Steel Limited was later merged into Steel Authority of
India Limited. Durgapur Steel Plant was incorporated into SAIL on 1st May
1978 .It produced its first Steel ingot on 25th April 1960 .The plant has over 12
main operation departments or units and numerous supporting department or
units.
7
HRM- AN INTRODUCTION
Akio Morito, the founder of Sony Corporation, Japan, once said that there is
no ‘Magic’ in the success of Japanese Companies in general and Sony in
particular. The secret of their success is simply the way they treat their
employees. Under Morito, the whole process of recruitment, selection, training
and development, performance appraisal, and rewards at Sony was built on the
promise that employees were the most valuable part of the company, because it
is they who are its, most permanent associates and it is they who supply the
organization with their work, talent, creativity and drive.
Thus the most critical tasks of a manager are the selection, training and
development of human resource, which will best help to achieve the
organizational goals. Without competent people at managerial level and indeed
at all levels of organization will either pursue inappropriate goals or find it
difficult to achieve appropriate goals once they have been set. Human dynamics
plays a pivotal role in surmounting obstacles, defusing complex situations and
achieving organizational goals. It is because of this reason that there are
organizations that succeed in spite of major obstacles, problems or
environmental changes and challenges, while others crumble rather quickly
under external pressures. The formal type of organization are generally dynamic
bodies, with tremendous learning abilities which enable them to adopt and
cope with environmental challenges, while the latter are often caught in their
own whirlpool of past glories, heritage and fixed-in their old habits, styles and
practices thereby finding it difficult to shift their focus, learn new ways from
others or introspect. Just like a man is known by the company he keeps, the
organization is known by the men it keeps.
Human resource management encompasses those activities designed to
provide for and co-ordinate the human resources of an organization. The human
resources of an organization represent its largest investment. In fact government
reports show that approximately 13 % of national income is used to
compensate employees. In addition to wages and salaries, organizations often
make other sizeable investment in recruiting, hiring, and training of their
human resources. Human resource management is a modern term for what has
traditionally been referred to as personnel administration or personnel
management.
The changing internal environment in organizations calls for better
understanding of human resource management. The culture or climate of an
organization is made up of traditions, values, habits, ways of organizing and
patterns of relationships at work. Culture is reflected in organizational structure,
strategy, systems, power and reward distribution, conformity, development
processes, motivational dynamics, organizational clarity, warmth and support
received by employees, leadership styles, standard of performance, and shared
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subordinate values. An effective work culture is flexible, integrated,
decentralized, Performance - oriented, quality conscious, co-operative,
collaborative and supportive. The major elements of HRM strategy and
functions can be related to organizational culture. Corporate mission or
philosophy and strategy plan give birth to culture in organizations; human
resource planning defines culture; recruitment and selection processes locate the
bearers of the culture; training and development help in installing the culture;
goal setting and appraisals make the culture effective, enable it to operate with
predictability; reward management reinforces the culture and succession
planning helps in maintaining the culture. Earlier productivity was the focus but
now retention of human resource is equally important. The myth of labour
welfare is over. In other words, contemporary global focus is on integrating
human resource functions with industrial relations so as to achieve corporate
excellence and develop organizational citizenship.
9
TRAINING AND DEVELOPMENT – A SUMMARY
“Training is costly, but not to train is even costlier - Pandit Jawaharlal Nehru
“If you ever run into an industry that says it needs better people, sell its
shares. There are no better people. We have to use ordinary everyday people
and make them capable of doing the work.”- Peter Drucker
10
According to Keith Davis
The assessment for Training needs can be made by doing the following analysis
under two major groups:
11
Benefits of needs assessment
a) Trainers may be informed about the broader needs of the training group
and their sponsoring organizations
b) The sponsoring organizations are able to reduce the perception gap
between the participant and his or her boss about their needs and
expectations from the training programme.
c) Trainers are able to pitch their course inputs closer to the specific needs
of the participants.
12
Evaluation of Training
The other reason for evaluation is to ensure that any changes in trainee
capabilities are due to the execution of training programme and not due to any
other conditions. Thus, the evaluation is very useful to explain causes or effects
for either success or failure of training programmes.
So, the credibility of training & development is influenced and enhanced if it is
proved that the organizations have been benefited from it.
13
Benefits of Training & Development
ii) Improves the job knowledge and skills at all levels of the
organization.
14
OBJECTIVES OF THE STUDY
BROAD OBJECTIVES
ii) To know about of SAIL’s HRD philosophy and its guiding principles.
iv) To have a first hand experience of the functioning of a large PSU Steel
Plant.
SPECIFIC OBJECTIVES
ii) To judge the perceptions of the various level of employees undertaking the
training.
15
METHODOLOGY USED
1) This study was carried out for a period of five weeks at the
integrated steel plant of SAIL in Durgapur.
3) Some data was collected from various in-house journals, books and
other related official documents.
16
Questionnaire
4. How many training programs of your area are held annually and
monthly?
6. How many persons have you trained till date in your area of training?
7. They belong to
a) executive ranks
b) non-executive ranks
c) both
17
TRAINING & DEVELOPMENT - AT D.S.P
We, at Durgapur Steel Plant, firmly believe that human resource is our most
valuable asset. We are committed to develop and mature a competent and
committed workforce to meet the challenges of changing business scenario.
The first step for conducting any Training & Development program is to
determine the Annual prioritized training need of the plant. This again follows
the following steps –
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i) Organizational training needs are based on corporate guidelines, Training
Advisory Board (TAB) decisions which is headed by the Chairman of the
company, Training Advisory Committee (TAC) chaired by the MD of the
company and meeting with Zonal heads of the company.
ii) Occupational needs are determined on the basis of the change of technology,
improved management practices as well as different developments like
restructuring, redevelopments, mergers etc in the organization.
iii) The reporting officers and Head of the departments identify individual
training needs of the executives from level E 0 to E 4 as per SAIL guidelines
and do the competency mapping.
iv) Individual training needs of executives from E 5 and above level are
identified by the respective reporting officers and / or Head of the departments
in consultation with Management Training Institute, Ranchi as per SAIL norms.
v) Annual prioritized training needs of the employees for the next one year are
identified through competency assessment scheme, before commencement of
the financial year by Training Coordinators, Training Engineers and Head of the
departments or Head of the sections.
vii) All the related dates / records are to be maintained electronically for
effective monitoring and action taking.
Time frame --- By the month of March of the preceding financial year.
Responsibility ---- Training Engineers.
2. Annual Training Plan:- This is the second stage for conducting any Training
& Development Program. Before the beginning of the financial year the annual
training plan is drawn up keeping in mind the prioritized training needs and
availability of resources.
Time frame --- By 20th March of the preceding financial year. Responsibility
---- Head of the Training (HOT)
3. Monthly Training Plan:- This is the third stage for conducting any Training &
Development Program. The Actual Training Programs at Centre for Human
Resource Development (CHRD), are conducted on the basis of monthly training
calendar which is drawn up well before the beginning of the month. Based on
this calendar as well as on the dynamic situation of training needs and
availability of resources, training coordinators draw up a monthly plan.
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According to this plan, the training is done. While doing it the concerned
training coordinator ensures availability of training modules, faculty and all
necessary physical facilities for smooth conducting of the training programme.
Time frame ---i) Monthly training calendar: By 25th of the preceding month.
ii) Monthly training plan: By 29th of the preceding month.
Responsibility -for( i)Monthly training calendar: AGM(HRD) incharge.
-for (ii) Monthly training plan: Training Coordinator.
After the training program is completed, a feedback is obtained from all the
participants. By this process they can know in which field they can improve.
This feedback process has generally four levels. They are as follows:-
2. Learning Level- In this stage, the learning level of the participants are tested.
This is done for same identified technical training programmes. For this pre and
post training questionnaires are administered to find out improvement in
learning, before and after the training programmes.
4. Result Level-This level serves the tangible benefits for the company.
The tangible benefits are like monetary benefits, reduction of accidents, fewer
cases of product rejections and good general house keeping i.e. it creates a
chance for motivation of the people in the organization.
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Level 3 - Executive Director (ED) of HRD monitors training performance every
three months in level 1 meeting where concerned Head of departments are
present.
Level 4 – Training performance of each steel plant unit is reviewed by ED of
HRD at Management Training Institute, Ranchi once a month.
Level 5 – Training advisory board headed by Chairman meets once in a year to
review training performance of the company and provides the necessary
directions.
Procedure for calculation of Programme Rating
I) In the format, there are 8 elements and ratings from 1 to 4 :-
The elements are given below:
1. Fulfilment of programme objectives 2.Objectives match participants need.
3.Learning from exercises / hands outs /demonstrations
4. Learning from Lectures / discussions 5. Effectiveness of faculty / instructor
6. Learning from environment 7. Quality of hand-outs / reading materials
8. Relevancy of the training in job performance.
The rating is based on Points which are to be attributed by the participants.
Point “1” stands for poor, Point“2” is for satisfactory, Point “3” stands for
good, and Point “4” is for very good.
II) At the end of the programme, get the participants’ individual rating for each
element in feedback form.
III) Fill up the number of participants who have attributed rating points against
the particular element in the rating points 1 to 4 of the programme rating form.
IV) Multiply the rating points by number of participants and add the element-
wise weighted score against each element.
V) Add all the element-wise weighted scores vertically downwards to find out
the total weighted score and then calculate the programme rating by dividing the
same total weighted score with no of participants.
VI)The Average rating is obtained by dividing the programme rating with the
sum of elements.
Programme Rating
The Average Rating = -----------------------------
Sum of elements
21
Flow chart showing the T&D process of DSP
Organisation Training
Needs Assessment
Unfulfilled trng Y
need is also
checked
22
The classification of Training
Within the above areas Training is further classified into two heads viz
(A) Technical Training
(B) Non- technical Training
The major areas in which training is imparted at Durgapur Steel Plant are as
follows:-
23
3. Specific Areas like (a) Environment Management Systems (EMS),
(b) Safety,(c) Fire prevention,(d) Occupational Health Services(OHS)
4. Other Areas viz (a) Organizational development through
communication with top management, (b) External & Foreign training.
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(CHRD).Here various trade apprentices and other semi-skilled workers come
from the plant and take the training according to the schedules of
their respective units or departments. The modules through which this
training takes place are
(i) Machine Shop
(ii) Fitting Shop
(iii) Electric Shop
(iv) Plumbing Shop
(v) Welding Shop
(vi) Basic Engineering Skill or BES Shop
Some of the training programs that are undertaken in these shops are Basic
fitting, Bear fitting, Gas welding, centrifugal pump maintenance,
lathe and gas cutting.
i)PC skills- This is for the beginners or fresher. In this program, basic
knowledge is imparted on topics like WINDOWS, MS Office, MS Word for 4
days, MS Excel for 3 days and MS Power Point for 2 days that are required for
QCs and other types of applications in the plant.
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numerous applications in the steel plant like in assembly machines of all types,
presses, injection moulding machines, lifts, construction machineries like Bull-
Dozers and Excavators. Pneumatics is the field where forces and motions are
created by compressing the air and using it as a medium of transmission. The
application area of this field is automation of mechanical tasks in the plant like
shifting, feeding transfer of materials, turning and sorting of parts. This training
is conducted at Hydraulics & Pneumatics Laboratory of CHRD.
The methodologies for this type of training are practical exercises, lectures
and discussions, hands on experiments and group discussions. The various
training aids that facilitate this training are Hydraulics training rigs, magnetic
symbols, transparent models of hydraulic components, audio- visual media, real
hydraulic components (assembled and dismantled) and polarized transparencies.
At the end or the beginning of the training Pre& Post assessment is done
through a questionnaire.
(e) Enhancing Engineering Skill (EES) Electrical- This training program is for
enhancement of engineering skills in the field of electrical engineering.
Electrical engineering has application in almost every unit of the plant. This
necessitates this type of training, so that the required engineering skills can be
enhanced for increased productivity and decreased cases of breakdown in the
plant. Thus this reduces the loss of valuable man hours and helps to increase the
production of the plant in the long run.
This training is conducted at the Electrical & Electronics Laboratory of
CHRD. This laboratory provides the trainees, opportunities to develop their
competence in electrical systems and control through hands-on experiments, on-
line measurements, visual displays and graphical representations. The unique
feature of this laboratory lies in its unlimited flexibility in constructing any type
of electrical circuit, analyzing and testing performance with load through
electrical machine simulator, circuit constructor and fault finding trainer. This
laboratory uses mainly imported instruments for training purposes. Some of the
programs that are conducted here are of basic electricity, AC motor& its
troubleshooting, DC motor & its troubleshooting and battery maintenance. At
the end of the training programs candidates are evaluated on the basis of their
performance and their feed-back is taken.
(f) Enhancing Engineering Skill (EES) Hi-Tech- This training program includes
training in high technology areas, since today’s steel making processes use
many hi-tech complex electronics like Programmable Logic Controller (PLC)
and other such electronic systems and controls. This program is also undertaken
at the Electrical & Electronics Laboratory of CHRD. This training helps to
augment the skills in cutting edge modern day technologies and thus helps in
increasing the overall efficiency of the plant.
26
This course is helpful as one gets to know the basic principles involved in the
various application areas.
(ii) Management Development Program II- This program is for managers from
E3 upto E4 level. The main objective of this program is to make the managers
better understand the recent business developments, their role in terms of key
elements of their work for establishing and maintaining systems standards and
finally applying skills of team building in order to work more effectively in a
team.
(iv Microplanning- This is a four stage program. It is not for any specified level.
Anyone can participate in this program. On completion of this program the
participants are able to associate their own priorities with that of the
organization, understand the need to plan effectively in order to optimize
operational performance and increase managerial effectiveness in an
increasingly competitive and changing environment, recognize the importance
of accurately defining the objectives , understand the planning terminology and
be aware of the aids that are available to them and lastly apply a systematic
approach to microplanning and prepare a detailed microplan.
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(v) Action Leadership- This program is also not for any specified level. Anyone
from E1 to E5 level can join this program. This program aims to develop action
leadership skills in the participants.
(vi) Creativity and Innovation- This program is also not for any specified level.
Anyone from E1 to E5 level can participate in this program. This program aims
to promote creativity& innovation in the organization.
(vii) Communication and Presentation skills- This program is also not for any
specified level. Anyone from E1 to E5 level can participate in this program.
This program aims to develop better communication and presentation skills in
the participants.
In addition to all these, noted speakers from India’s top management and
engineering colleges regularly come to attend various seminars, sessions etc.
and share their valuable knowledge and experiences with the managers and top
level executives of Durgapur Steel Plant.
3. Specific areas- Specific areas are those particular areas where training is
given according to the company’s directive and organizational requirement from
time to time. These areas are as follows.
(a) Environment Management Systems(EMS)- Any industrial activity has its
effects on its surrounding environment. The activity off steel making is no
different. During the manufacturing of steel a lot of harmful effluents ,
poisonous gases, and noise are generated from the plant.These if released
untreated can have severe effects on the living beings who are near it. Thus a
proper environment management system is required in order to reduce these
harmful effect of the plant .For this the employees have to be aware of the
various environment management systems that can be used to reduce such an
adverse impact on the environment. They have to know how to implement those
systems as and when the need arises. Therefore in order to achieve these types
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of objectives a training program on EMS is provided to the workers of the plant
for safeguarding the environment.
(b) Safety- Safety is the utmost for any industrial work. It is more so in case of
hazardous activities like steel making where dangerous as well as risky process
take place every now and then. In a steel plant , where there are inflammable
gas and electricity lines at every nook and corner and heavy industrial
machinery handling molten or semi- molten steel at almost every unit of the
plant, safety for the employees assumes prime importance. since any mistake
can spell havoc for the workers working in the plant and can hamper and halt
industrial activity to standstill. .So all these factors necessitate adequate safety
measures to be taken by the workers in the plant. These measures can be in the
form of protective gear like helmets or masks as well as the various safety
guidelines that have to be adhered to in the plant. Thus to address these issues a
proper safety training, is held for the employees of the plant on a regular basis.
In this they are taught, how to properly use the safety equipment provided to
them as well as apprised of different life saving techniques in case of accidents
and other such safety measures.
(c) Fire- prevention- As already said above, steel making involves usage of heat,
electricity, heavy industrial machinery and highly inflammable gases at every
stage of the production process, fires can break out at any time, if proper
precautions are not taken. So in order to make aware of these types of
precautionary steps that are to be taken in order to prevent such breakages of
fire, training is being given to workers in the area of fire- prevention. The
program aims to make the workers more aware and alert of their work
environment, regarding matters of fire occurrences and its remedial actions.
4. Other Areas- Some other areas have also been earmarked where necessary
training is being provided from time to time. These areas are as follows:
29
of the company. The main purpose of this briefing is to make the employees
aware of their potentialities and avenues for growth in the organization, thereby
helping the process of OD on the whole.
(b) External & Foreign training- The executives of DSP are sent to either
Management Training Institute at Ranchi or to other different integrated steel
plants of SAIL to get a first hand experience about their style of working and
also to get trained in those areas where training is not available in Durgapur.
Also in addition to this, the executives are sent abroad to countries like the UK
and Germany to get trained in new technologies and modern ways of managing
steel companies back home. This program takes place according to very specific
needs of DSP since it is a very costly affair.
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CONCLUSION
From the discussion made in the preceding pages of this report, we can
conclude that successful organizations pay adequate attention to their Human
Resource Development functions. This function assumes greater signifance in
case of the iron and steel industry and more so in case of SAIL and Durgapur
steel plant. It is on account of the fact that the process of steel making, in recent
times has become more advanced and complex than ever. So in such changed
times and situation ,the challenge before SAIL is make aware the entire
workforce of those advances of technology and skills so as to face competition
and move ahead with times. Therefore for this, training plays an important role
but HRD which is a more comprehensive and proactive process and which
encompasses both training as well as development, aids it further.
For the fullest benefit of HRD to be experienced, it must integrate with the
total system of the organization. If implemented properly such HRD systems
can contribute significantly to positive organizational changes, increased
productivity and excellence in organizations. In context of SAIL this is more
vivid, since in the past it has gone through phases of lot of turbulence and
changes but has reinvented and reaffirmed its role as well as position in this era
of global competition as well. Also the top management’s commitment and its
willingness to invest time and other resources is also crucial for the growth of
the HRD function in an organization . Thus at SAIL the top management makes
it sure that the organization’s human resources are not neglected as it is their
most important resource and pays a lot of importance for its training &
development. This can be judged simply from the sheer number of training
programs it undertakes periodically at its steel plants like Durgapur Steel Plant
and others for their betterment.
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BIBLIOGRAPHY
32
ANNEXUR
ES
33
The following is a Pre / Post Assessment Questionnaire used for evaluation of
training in Hydraulics and Pneumatics laboratory ;
Industrial Hydraulics
Instructions :
(a) Please tick the correct answer.
(b) Do not guess or tick in random.
(3) In a 2 Position directional control valve the normal position indicated in the
envelope nearer to which side?
(4) Directional control valves are infinite positioning type or finite positioning
type?
(a)Infinite positioning type (b) Finite positioning type
34
(5) How many switching positions does a spring off-set valve and a spring
centred valve have?
(6) What are the output component and input component of a hydraulic system?
(a) Directional control valve and Oil (b) Relief valve and Actuator
(c) Actuator and Pump (d) Pump and Motor
(a)Pressure, (b) Relief valve, (c) Check valve, (d) Flow, (e) Directional valve
(a) To create pressure (b) To Create flow (c) To move the load
(a) Allowing oil to cool, (b) Filtering the atmospheric air that maintains the
atmospheric pressure on oil level, (c) Cooling the pump in the reservoir,
(d) None of the above.
(10) Pressure in a hydraulic system is equal to the relief valve setting at all
times.
True or False
(11) Force exerted by the cylinder is determined by the size of the pump.
True or False
True or False
35
The following is an Annual HRD plan of CHRD,DSP for the year 2008-09
36
The following is a typical training calendar for the month of July 2008 issued by
Centre for HRD, Durgapur Steel Plant.
37
This is an evaluation of effectiveness that was made for a training programme
on Programming and Trouble Shooting of PLC conducted at CHRD, DSP
w.e.f. 1st April, 2001 to 31st March, 2002
38
PROGRAMME RATING
39
The following is a training plan for Sr.& Jr. TOTs who are trained for a period
of 18 months.
TRAINING PLAN FOR SR. & JR. TOT’S FOR 18 MONTHS TRAINIG
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Training Programme on Industrial Pneumatics
Programme Objectives :
(a) Identify and explain the function of various components used in a Pneumatics System
(b) Interpret and understand the Pneumatic circuit
(c) Diagnose the source of problem and take remedial measures
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A Training Programme for two days on use of Electrical Instruments for fault
diagnosis ,conducted at CHRD, Durgapur is given below :
programme objectives:
The trainees will learn the followings ;-
Parameters of electrical energy that are measured.
Recognizing the six main types of electrical instruments used in DSP e.g. Analogue multi-
meter, Digital multi-meter, Insulation tester, Tong-tester or Clamp meter, Electrical motor
checker, Cathode Ray Oscilloscope.
Identifying the circumstances in which each instrument can be used.
Listing the common faults that are traced by these electrical instruments.
Selecting the appropriate measuring instrument and safe method of checking to identify
common faults in simple ckts & equipments.
Programme Schedule
Introduction, Electricity, Voltage-Current &
1st 10.00-11.20 Resistance. Ohm’s Law: Series & Parallel Ckts. AG / MM
Power, Circuit protection: Fuses & Earthing.
D 11.40-13.00 DC & AC current: 1ph & 2ph supply. Electrical -----do----
A safety precautions in handling instruments and taking
Y measurement.
14.00-15.20 Basic design of electrical instruments & instrument
care : Moving coil and moving iron instruments ; AG / MM
Principle of operation.
15.20-17.00 Use of Digital & Analogue Millimeters for
measurements of voltage, current and resistance, ----do-----
capacitance, inductance, frequency and checking
continuity.
Exercise: Selecting correct range and taking
measurement by all participants. Operation & use of
a Tong -tester: Demo & Practice: Advantages of using
a motor checker. How to use it? Practical exercises.
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The following are details of a programme of EES(Hi-Tech) Area :
No of departments covered : 16
No of programmes conducted
in 2001-2002 till 5th October 2001 : 5
Evaluation of effectiveness
Methodology:
Learning Level : (1) Pre and post training assessment through questionnaire.
(2) Feedback from participant in a four point scale.
Learning Level : (1) A set of Questions (12 nos) developed based on quality
yardstick and administered through reporting officers.
(2) 40 % population was covered on random basis.
Result Level : (1) Motor failure data from CMMS.
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The Management Development Programme for MTs (Tech)
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