Professional Documents
Culture Documents
T & D Report
T & D Report
T & D Report
58734
SYED MASOOD HUSSAIN
54180
MUNEEB KIDWAI
25/11/14
TRAINING AND DEVELOPMENT
Contents
INTRODUCTION OF COMPANY................................................................................................3
MISSION.....................................................................................................................................4
OUR VISION..............................................................................................................................5
PRODUCTS................................................................................................................................5
G&T - STORY OF SUCCESS.....................................................................................................6
TRAINING AND DEVELOPMENT..............................................................................................7
TRAINING PROGRAMME IN ORGANIZATION...................................................................7
T&D PROJECT QUESTIONNAIRE..........................................................................................8
GAP ANALYSIS...........................................................................................................................18
RECOMMENDATION.................................................................................................................18
INTRODUCTION OF COMPANY
Novatex Limited launches a new, 8.7meter Polyester films line in Karachi, Pakistan to produce
Biaxially oriented polyester film to be used in Packaging and Industrial fields, having most
modern state of art Dornier -Germany Equipment having production capacity - 30,000 TPA.
It also has installed the most modern vacuum metallizer of general vacuum systems UK and
online coating machines on the plant which will enhance the barrier properties of the films and
make it versatile. It contains properties such as aroma barrier, high strength, better machine
ability, dimensional stability, surface treat ability, clarity and tear resistance. The plant is also
equipped with the top-of-the-line slitters from Kampf Germany.
Having acquired the latest technology
for high demand applications in food-packaging, medical applications, textile usage and various
other industrial applications.
MISSION
To fulfill the needs of the customers
OUR VISION
To transform the company into a modern and dynamic pet resin
( bottle/textile grade ) manufacturing company with highly professional and
fully equipped team to play a constructive role on sustainable basis in the
economy of the country.
Our Goal
we will go an "extra mile" to satisfy our customers with our products and
services that exceed their expectation
Our Targets
Our quest for being a "quality organization" will depend on our people,
services, and profits (PSP ) philosophy .Together with our old customers, new
clients and trusted team of managers, we will achieve international quality
standards through continuous quality improvement journey.
PRODUCTS
1947
1955
1967
1974
1976
1984
1986
1987
1991
The families of late Haji Gani Diwan and Tayub Usman Bilwani
declare their merger and form two main trading firms by the name
of R.H. Gani and Habib Cloth House.
Gani & Tayub (Pvt.) Ltd. are established. The company starts
importing yarn, fabrics, chemicals, dyes, cement and sugar. At a
larger stage, it also starts importing plastic molding compounds,
polyester & other synthetic yarn.
Mushtaq & Co. (Pvt.) Ltd. comes into being. It commences
operations with Jacquard Raschel Knitting and flat bed printing and
finishing. At present, Mushtaq & Co is the largest WARP Knitting unit
in Pakistan.
Muskalin Industries starts operations. Muskalin is engaged in
making flat & circular knitted fabrics.
Bonanza Garments Industries (Pvt.) Ltd. is established. The
company starts production of prime quality ready made garments
and the name "Bonanza" soon became a household name.
Gatron (Industries) Ltd. commences production. It emerges to
become the country's top-most manufacturer of polyester filament
yarn & polyester chips. In the 1998, Gatron becomes the only
manufacturer of the bottle grade PET Resin in Pakistan.
Bounti Garments Industries (Pvt.) Ltd. starts commercial
operations. The company starts export to Europe & North America.
Mushtex Weavers is established. It starts manufacturing woven
fabrics with more than 50 automatic shuttle-less looms.
Mustaqim Dyeing Printing Industries (Pvt.) Ltd. is established.
The company posses state-of-the-art technology to print and dye
over 24.000.000 meters per annum of Poly/Cot. Cotton Woven and
1993
1994
1999
2012
Knitted Fabrics.
Muskanit Industries starts commercial production. It is the sister
concern of Mushtaq & Company for WARP Knit products.
Novatex Limited., is established. Contract for a 63,000 tons per
annum polycondensation plant with Zimmer A.G. is signed. Novatex
starts commercial production of Polyester Chips Textile Grade in the
second half of 1997.
Krystalite Products (Pvt.) Ltd. starts production of PET bottles on
latest technology SIDEL blowing machines.
Novatex Ltd. (BOPET Unit) starts production of PET film on latest
technology imported from DORNIER Germany.
Date
Training Materials
04/07/12
Skills in Administration
11/10/11
Stress Management
01/09/11
Managing change
18/8/2011
Motivation
04/08/11
Time Management
21/7/2011
09/07/11
26/7/2011
03/11/12
place to work, as Job Quality in this industry points out, an important part of
job quality is the opportunities that employers provide for learning:
Need for additional skills: Skill requirements have been on the rise. This is
particularly true for professionals.
Funding for employee training and development is a concern:
Adequate funding continues to be a concern. While the need to use
resources to provide employee training and development increases, the
resources to do so may not be available. In fact, funding for training and
development may be one of the first items to be eliminated in times of
financial uncertainty.
Less job security: Employees in this sector have less job security than they
used to. People constantly hear that they can expect to have many different
employers. Given this message and its reality, employees are looking for
employers who will provide them with opportunities to develop transferable
skills.
Limited opportunities for advancement: Most organizations in this
sector have a flat organizational structure. This means that there is little
room for promotion. Employees and organizations need to embrace the idea
that moving 'up' is not the only way to be satisfied with one's work. An
alternative is to create challenges for employees in their current position.
What is the total annual training budget of your organization and
how is it determined?
As our organization has initiated its production 2 years ago and we have
enormous liabilities of our investors at the moment. Due to this reason, we
did not allocate funds for training before the start of each year rather it will
be made available whenever need arises depending on the vitality of
training.
Who looks after training in our organization?
As I have mentioned before, we are providing training only to Production
staff. Our Production Manager and Admin Manager works together to cater to
the need of training.
&
KPIs
(Training
hours,
Man
days,
JOB DESCRIPTION
Position Title
Reports to
:
Head of A, C & P
SMP / DGMP
Basic Functions:
To plan, organize, co-ordinate, direct, assure and control quality of
product and factory administration through respective head of
department under guidance of Director.
To establish and maintain sound policies for streaming the process
parameters, issuance of work permits, gate passes, work instruction,
Quality Management System.
To supervise the functions of quality training of employees,
optimization of cost of production, by taking corrective measure,
maintaining optimum levels of Raw materials and spare parts.
Responsibilities:
1. Develop and administer policies, plans and program from production
planning and control.
JOB DESCRIPTION
Position Title
Reports to
:
Head of Production
SMP / DGMP
Basic Functions:
Responsibilities:
making sure that products are produced on time and are of good
quality;
working out the human and material resources needed;
monitoring the production processes and adjusting schedules as
needed;
being responsible for the selection and maintenance of equipment;
working with managers to implement the company's policies and
goals;
ensuring that health and safety guidelines are followed;
identifying training needs.
is involved in the pre-production (planning) stage as well as the
production (control and supervision) stage.
a. Monitoring Process
Currently, we are in use of following two processes:
1. Knowledge Review - offers an objective means of determining whether
training content has been learned. It reviews refer to a general group of
assessment tools in which employees read questions and respond in writing
which is administered by delivering the tool at the start and end of the
training session. It's a multiple-choice instrument using the same questions
in each administration, presented in a different order. The questions
adequately address the learning objectives of the training. then the results of
each administration will be compared to measure knowledge transfer during
the training event. This information will be useful in assisting the training
department to improve the course material.
2. Observation - is another evaluation method that provides information
regarding employee reactions to the training where concerned personnel
observes employee interaction, level of engagement with training instructors
and responses to course content.
11.
Do you provide training to permanent, contractual or both?
Why?
As we have latest equipment here and its a new project, started production
in September 2012 so initially we are providing training only to Production
staff who are Permanent employees of the company because on Contractual
basis, we hire people for short duration i.e. 6 to 11 months or whose need is
for temporary basis. So. We don't want to train those who will leave the
company in a short period of time. Conducting a professional training
demonstrates a commitment with our employees which improves company
loyalty and morale, as well as reduced turnover, will be clearly evident.
12. How does your
development needs
organization
identify
the
training
and
Process
Since we are only providing training to Production staff, manager of Film
production has appointed several Shift In charge who supervises other staff
members and workers and responsible for the performance management of
the allotted employees. Whenever they see any lacking in the skills whether
behavioral or functional, they tell production manager about the situation.
The Production manager will then inquire about the working of that employee
with his colleagues and conduct an interview with the employee.
After having the interview, he assess employee knowledge/ behavior
regarding work and if required for training, inform his partner "Head of A,C &
P", who then schedule the training session (only behavioral).
If he lacks functional expertise, then the production manager himself
provides training to the employee.
Levels (organization, team, person, task)
Initially, there was only Organizational Analysis where Engineers/ Managers
from Germany and India came here to conduct training sessions for our
Production Managers/ Engineers because we have latest technology
available, imported from Germany and has an 8.7 meter width having a
capacity of 31,000 tons per annum.
Now, there is Person Analysis is in practice as mentioned above.
Methods
Besides having above practices, we also use performance appraisals to
check the competency level, knowledge and skills of middle management/
supervisor/ workers.
SOFT SKILLS
1. Time Management Skills
2. Stress Management
HARD SKILLS
1. Longitudinal stretching machine (MDO) training
2. Transverse stretching machine (TDO) training
Above training concerns with the general operating procedures.
14. How does your top & middle management provide support to
the training process and also before, during and after the
training?
Due to the fact that Production manager initiates the process of conduction a
training session, top management such as DGM and Director support and
involvement is essential or obvious as we are a growing business in this
industry so our top management is very keen for the support of trainees.
They actually support the training program as well as trainees to get them
trained and become beneficial to our organization. Specially DGM is
personally involved in the development of training material. After the
training, its just Production manager and admin manager who do the tasks of
getting the feedback from the trainee through filled questionnaires etc.
15.
If training has been given to supervisors/ workers who don't have English
language expertise or skills, trainer will be Production Manager/ Admin
Manager.
because
we
have
all
19.
do
you
expect
in
your
training
As far as training is concerned, Our Directors are not worry about it right now
as we have limited resources and as a matter of fact that we have just
started our production and we have enormous liabilities to pay. Until then, no
future changes I am seeing.
remarks/suggestions
about
the
training
GAP ANALYSIS
Actually , manager is saying that training should be for all employees but then
he is saying that we are only providing training for Production staff only ,
training is only provided to permanent staff. It would be beneficial for the
organization if they provide training to contractual staff because it might be
possible that the contract may be renewed and the person can be retained.
There is no check and balance
RECOMMENDATION
A personal development plan is at the core of high impact employee performance evaluations
Training should begin with a solid foundation of basic technical and
facilitation skills and be updated regularly to stay current with best practices
in the field and with the needs of one's program. Trainings by outside
individuals or organizations are a vital piece of every organization's training
plan. In-house trainings that refresh and re-visit the various skill sets are also
invaluable to maintaining good practices among staff. Customers ask us
regularly if it's okay to train their own staff. We encourage this to a certain
extent. However, it is not a good practice for a program to conduct internal
trainings only.
Often a staff person who attends a professional training provided by an
external vendor may want to come back to train others on his/her staff.
However, too often these efforts include only a fraction of the time and
content of the original training. They also tend to focus on technical skills
only with insufficient time spent on the broader but equally important topics
such as program design, proper sequencing, program philosophy, etc. These
"second" and "third" generation trainings can result in diminished quality
over time.
Succession planning is only done for Production staff which is not a good
sign. it should be for all staff and each dept. Manager has a positive mindset
about training but Directors are only concerned with Production staff which
makes the motivation level down for other employees and may increase the
employee turnover.
EMPLOYEE TRAINING WHICH WE SUGGEST IN THE ORGANIZATION.
Communications: The increasing diversity of today's workforce
brings a wide variety of languages and customs.
Computer skills: Computer skills are becoming a necessity for
conducting administrative and office tasks.