DSpace Collection:
https://repository.iimb.ac.in/handle/2074/21160
2024-03-28T10:17:45ZSkill development: a gap analysis
https://repository.iimb.ac.in/handle/2074/9960
Title: Skill development: a gap analysis
Authors: Banerjee, Debashish
Abstract: The project study entitled Skill Development - A Gap Analysis is conducted at Ordnance Factory Badmal. Ordnance Factory Badmal is an ammunition-producing factory under Ordnance Factory Board, Ministry of Defence. After the budget of Ordnance Factory Board was separated from the Army, its customer, the Armed Forces have become extremely quality conscious and are hard bargainers. The products of Ordnance Factories began to be compared with the imported one. To face this challenge Ordnance factories are taking necessary steps by modernising the plants, upgrading the technology and developing new factories like Ordnance Factory, Badmal, with latest technology and modern plant and equipment. This technological advancement and improved quality requirements have inevitably led to a drive for better performance level and appropriate knowledge and skill for human resources. With the old recruitment system the quality of existing human resource lags this requirement. Hence there exists a gap between the required and existing level of skills. Under these circumstances, it becomes necessary to find out the skill area in a more scientific manner where development is required and correlate this development to the performance of individuals. Hence the main focus of study is to investigate the skills required and gap thereof. The methodology adopted consisted a structured questionnaire, organising face to face interviews and various other data collected from personal and training records. For the study, supervisory levels called charge men of the factory have been selected. After finding out key skill areas skill assessment technique have been adopted. The first round consisted of getting response of influential managerial persons regarding desired levels of skills to achieve objectives of the factory. The second round consisted of interviewing Divisional Officers and Head of the Sections, to find out the available skills and knowledge levels with the charge men working under them. The third round was to get feedback from the charge men themselves regarding their own skills. The data collected were analysed, hypothesis was tested and regression analysis was carried out. The exercise has led to interesting observations as follows: Existing skill levels were less than mean levels of desired skills, hence development is required. Performance of charge men were more affected by qualification and length of service. Training imparted to the employee has got very less influence on performance which calls for attention for the training and development process. Training needs of the employee should be identified based on skill analysis and gaps found. To evaluate effect of training on performance, skill assessment to be carried out periodically. Training on safety is of prime concern for supervisory level as found in the study. Skill gap and skill wise percentage development required has been found out for each charge men included in the study. Skill gap analysis will help in formulating career growth plan for every individual in the factory. On a macro level it will also help to develop a Human Resource Development strategy for the factory.1999-01-01T00:00:00ZImpact of technological changes on manpower
https://repository.iimb.ac.in/handle/2074/9961
Title: Impact of technological changes on manpower
Authors: Kumar, Shrish
Abstract: Ordnance Factory Khamaria, Jabalpur, is one of the major ammunition production unit sunder Ordnance Factory Board, Calcutta. It forms an important dedicated production base to meet the requirement of the Indian Armed Forces with immense demand for sophisticated quality ammunition. The production facilities, which were inherited after independence, are outdated and outlived their lives. To be competitive in terms of quality, cost and delivery, the production technology has to change. In this context, a modernization plan has been made to replace the present production technology by the latest one. The other important factor in case of OFK is that there is going to be a continuous future loss of human resource because of retirement. Out of 9331 employees 3153(34%) is going to be retired in next 10 years. All the above factors have led to a need for human resource planning. In this project, an effort has been made to study the impact of technological changes on manpower. The scope of the project is limited to the Ammunition Component and Engineering division (ACE div.) and the impact on Industrial Employees (BEs).The methodology adopted is To study the present age and qualification profile of the Industrial Employees (IEs) in ACE div. To study the future loss of manpower in next ten years. Impact of technological changes due to modernization plan. Survey of 11 production sections in ACE div. based on present production load. To arrive at conclusion what would be the requirement of manpower i.e. Industrial Employees in coming 10 years and what should be their skills. The study has led to the interesting observations. 40% of the present strength (1358) is going to be wastage in next ten years. The present modernization plan has to be faster and to be further strengthened i.e. more number of machines have to be replaced by the state-of the-art one. It also shows ACE div. needs recruitment of 215 Industrial Employees (50% of wastage) in next ten years to meet the present trend of production requirement and they should have superior knowledge and skills, for example, knowledge of operation, maintenance and programming of the (Computerized Numerical Controlled) CNC machines(multi-skills). It also offers valuable input to the management about further strengthening of modernization process and human resource planning. The study can be extended to the whole factory.1999-01-01T00:00:00ZGaps in pricing tools
https://repository.iimb.ac.in/handle/2074/9959
Title: Gaps in pricing tools
Authors: Anand, B.
Abstract: NTTF INDUSTRIES LIMITED is in the midst of most competitive post-liberalized environment. In this context, the company's existence depends quite significantly on its ability to live up to customer expectations in all perspectives. There are many companies in the field and the competition from both domestic and foreign players is getting intense. Among the factors that do affect company's profitability are geography, order size, quality, delivery and cost. Careful analysis of customers and products will steer NTTF IL into markets that are more profitable. The company should know the exact amount and origin of costs: understand its profitability dispersion and set prices according to its knowledge of customers and its own strengths and rethink strategy continually. NTTF Industries Limited (NTTF IL), operating in automotive sector for the last 35 years, is known for its premium quality tooling and auto-electrical components and products. Many a times, the premium price being offered, becomes the major hurdle to obtain orders from customers. In the recent past, due to increased competition from other growing companies, NTTF IL has lost valuable orders. The problem can be attributed to: Current pricing methodology adapted by NTTFIL, Internal costing, Increased competition, Inadequate market research activity, Steep rise in the input costs, Lack of understanding customer expectations and Mismatch between the price offered and the market trend.1999-01-01T00:00:00ZCustomer focused virtual cell
https://repository.iimb.ac.in/handle/2074/9956
Title: Customer focused virtual cell
Authors: Raju, K. N.
Abstract: Avasarala Automation Ltd. is a manufacturer of custom-built capital machinery for the industry having a product range of Special Purpose Process Machines, Conveyors and Automation Equipment. In a year, Avasarala gets around 100 orders ranging from Rs. One Lakh to Rs. Five hundred Lakhs from different industries like Automobile, Electronics, Consumer goods, White goods etc. From past two years Avasarala is facing major problem in delivering the equipment according to the committed delivery schedule. The problem is continuously rising at the alarming rate. For the year 1998-99, the average delay of the project due to various reasons was approximately 285%. The management is seriously worried about the delay in projects and they are prepared to change the organisation system and to train people to improve the situation. In this study, customers opinion about importance of delivery performance and Avasarala's delivery performance was obtained through a questionnaire. Avasarala's delivery performance is assessed based on a study of sample 30 projects executed during 1998-99.Avasarala's order flow process is analysed and executives of various departments were interviewed to gain deeper insight into the phenomenon of delivery delay and the associated causes. Based on the analysis, certain recommendations were made to overcome the delivery problem. Customer feedback analysis revealed that Avasarala's delivery performance is poor. 25%customers are satisfied with Avasarala's delivery performance, whereas 70% of the customers gave priority to delivery. Avasarala fares well in quality, which is first priority, followed by delivery and cost. Avasarala prices lie slightly above the Indian competitors price, but is much below compared to foreign competitors. Avasarala customers are unhappy about service provided by us, though customers gave last priority to service. The major reasons for the delay may be listed as follows. The analysis of project data of 30 sample projects Average time overrun for the projects is 285%. Time overrun for the major activities like design and drawings ranged from Delay in parts receipt (47%) ** New design order (36%) Job specification not clear (36%) Project schedule under estimated (33%) Project schedule under estimated (33%) Long lead time for bought out items (27%) Modified design order (23%) Long trial time (20%)Problem due to the organisation function and process. Understanding customer need and customer support is not sufficient Delivery dates are committed only by guess work and without any scheduling Barrier between the departments for smooth functioning Looking for a scapegoat instead of problem solving Authority and responsibility is not delegated to project in charge. Improper project scheduling and planning Inefficient project control There is no single person accountable for the delay Most of these causes could be traced to lack of order focus. As Avasarala products are not repetitive in nature, recommendation is given for implementing virtual cell in the organisation to overcome the delay and meet the customers need. The expected period to see the improvement may vary from 6 months to a year.1999-01-01T00:00:00Z