PROJECT REPORT

ON

“EFFECTIVENESS OF TRAINING
(AOTS)
THE ASSOCIATION FOR TECHNICAL
SCHOLARSHIP, JAPAN”

IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR

AWARD OF 2 YEAR FULL TIME MBA (2006-08)

SUBMITTED BY
HONEY ATTRI
3RD SEMESTER

Under the guidance of

Mr. S.K BHATIA

SWAMI SWANTANTRANAND INSTITUTE OF

MANAGEMENT AND TECHNOLOGY
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ACKNOWLEDGEMENT
This project of summer internship dealing with training (AOTS) aspects of
Maruti has been quite a challenging task & it would not have been possible
for me to complete this project without the help of people to whom I am
grateful.
I would like to express my deepest sense of gratitude to
Mr. S K BHATIA (Deputy Manager), for having provided me an
opportunity of doing a project of interest, thereby creating a pool of
experience which shall be beneficial in my future endeavors.
I would also like to thank all the staff members of HR Division of MUL
who were always ready to help me throughout my summer training and who
extended their support and guidance from time to time.

I am also very `thankful to Mrs Pooja Ohri. , my faculty guide at SSIMT

for her valuable guidance, encouragement and suggestions. Her valuable
inputs and suggestions helped me in the successful completion of my
project.
In the end; “to err is human”. Inspite of my serious efforts to complete this
project without mistakes, any error committed by me should be looked at
sympathetically.

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INDEX

S. NO. DESCRIPTION PAGE

NO.
I Preface 4
II Executive summary 6
III Auto industry in India 7
IV Major players in auto industry 8
V About the organization 10-29
VI Training 30-41
VII AOTS 42-44
VIII AOTS at MUL 45-50
IX Flowchart of the process for foreign training & Document 51-52
preparation
X Flowchart of process for AOTS training 53-56
XI Methodology 58
XII Findings and Analysis 59-93
XIII Conclusion 94
XIV Suggestions 95
XV Annexure 96-
(1) Questionnaire 101

XVI
Bibliography 102
PREFACE

As we all know that human being is very dynamic. Every moment there is a slight change
in his workings. The success of any oragnisation is depends upon the employee working
in it. So for the getting the right results from the candidate providing the various training
programmes is must for the Organisation.

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These Training Programmes helps the employees to work better in their related fields and
helps them to achieve their goals by making them expertise in their related work fields.

The purpose of providing the training programmes is also to explain thebasic policies of
workings of the organisation so that the employees must work according to the policies of
the organisation for achieving the best results i.e. for achieving the goals of the
organisation.

This project deals with the study of the “Effectiveness of training (AOTS)”.

Association for Technical Scholarship

A study has been conducted on the employees who have gone to Japan for training how
this training has helped them to improve upon their knowledge and skills.

Survey has been conducted to check the effectiveness of training .

Questionnaire method have been used for this purpose after that a analysis has been
done based upon the responses of the respondents. On the basis of this analysis relevant
conclusion and suggestion have been given.

My Research helps in identifying “The Effectiveness of the Training

Programmes for the Benefit of Employees In Organizations”.

This Research helps me in evaluating the real role providing by the Training Programmes
for the development of the employees.

MUL’S GURGAON PLANT

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The manufacturing plant, located about 25-km south of New Delhi in Gurgaon, has an
installed capacity of 5, 00,000 units per annum. The total area of the plant is 297 acres
.The average daily production is around 2500 vehicles a day.

The whole production facility has been divided into 3 plants: -

1. Plant I (Maruti800, Omni, Esteem, Gypsy, Versa)
2. Plant II (Zen, Alto, Wagon R, Maruti 800)
3. Plant III (Alto, Wagon R)
The other activities include research & development and utilities (captive power plant,
water and effluent treatment plant, compressor house, boiler house, air washers and
incinerator facilities)

EXECUTIVE SUMMARY
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My internship with MUL helped me gain an insight into the various facets of their
training (AOTS) department. I had the opportunity of understanding on a first hand basis
how the company prepared its employees to accept the changes in the industry and adapt
themselves accordingly. My study had a special emphasis on Effectiveness of Training
(AOTS) .Training efforts here I understood expanded from training directly related to the
performance of official duties to training that improved individual and organizational
performance.

In this case the HR department wanted to impart skills that would be essential to perform
his / her new role effectively. It was understood that the transition time; being the most
crucial time was the in-between time when the employee became the leader / moved up
the hierarchical order, or had his department re-organized / shuffled thereby resulting in
his / her organizational life suddenly seeming to be chaotic. In order to reduce the
unsettling in-between time the fact that change typically had a life cycle and people could
be prepared for it; An attempt was made to understand the roles that these individuals had
initially been performing and the new roles they were now expected to perform…the
guiding principle being to facilitate and encourage whole-person development and
fulfillment - beyond traditional training. It was understood that the attributes of really
effective people, be the leaders, managers, operators, technicians; the qualities which
make them good performers were likely to be attitudinal in comparison to their Skills and
knowledge.

Swami swatantaranand institute of management & technology .

AUTO INDUSTRY IN INDIA

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On the canvas of the Indian Economy, Auto Industry occupies a prominent place. Due to
its deep forward and backward linkages with several key segments of the economy,
automotive industry has had a strong multiplier effect and is capable of being the driver
of economic growth. A sound transportation system plays a pivotal role in the country's
rapid economic and industrial development. The well-developed Indian automotive
industry fulfils this catalytic role by producing a wide variety of vehicles: passenger cars,
light, medium and heavy commercial vehicles, multi-utility vehicles such as jeeps,
scooters, motorcycles, mopeds, three wheelers, tractors etc.

Although the automotive industry in India is nearly six decades old, until 1982, only three
manufacturers - M/s. Hindustan Motors, M/s. Premier Automobiles & M/s. Standard
Motors tenanted the motorcar sector. Owing to low volumes, it perpetuated obsolete
technologies and was out of sync with the world industry. In 1982, Maruti Udyog Limited
(MUL) came up as a Government initiative in collaboration with Suzuki of Japan to
establish volume production of contemporary models. After the lifting of licensing in
1993, 17 new ventures have come up, of which 16 are for manufacturers of cars. There
are at present 12 manufacturers of passenger cars, 9 manufacturers of Commercial
Vehicles, 12 of two wheelers, 4 of three wheelers and 14 of tractors besides 5
manufacturers of engine.

Swami swatantranand of institute of management & technology .

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MAJOR PLAYERS IN AUTO INDUSTRY

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Swami swatantranand instute of management &

techn.
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ABOUT THE ORGANISATION

In 1909 Michio Suzuki started Suzuki Loom Works in Hamamatsu, Japan.The company
went public in 1920 and continued producing weaving equipment until the onset of
WWII, when it began to make war-related products. Suzuki began developing
inexpensive motor vehicle in 1947, and in 1952 it introduced a 36cc engine to motorize
bicycle. The company changed its name to Suzuki Motor and launched its first
motorcycle in 1954.Sukuzi’s entry into the mini car market came in 1955 with the Suzuki
light, followed by Suzuki moped (1958), a delivery van (1959), and the Suzuki light carry
FB small truck(1961). Suzuki’s triumph in the 1962 50cc Isle of Man TT motorcycle race
started a string of racing successes that brought international prominence to the Suzuki
name.

The company established its first overseas plant in Thailand in 1967.In the 1970s Suzuki
met market demand for motorcycle with large engine. Meanwhile ,a mid-1970s recession
and falling demand for low-powered cars in Japan led the mini car industry there to
produce two-thirds fewer mini cars in 1974 than in 1970.Suzuki responded by pushing
overseas, beginning auto exports, and expanding foreign distribution. In 1975 it started
producing motorcycles in Taiwan, Thailand, and Indonesia. Suzuki boosted capacity
internationally throughout the 1980s through joint ventures. Motorcycle sales in Japan
peaked in 1982, then tapered off, but enjoyed a modest rebound in the late 1980s.

In 1988 the company agreed to handle distribution of Peugeot cars in Japan. Suzuki and
General Motors begin their longstanding relationship in 1981 when GM brought a small
stake in Suzuki. The company began producing Swift subcompacts in 1983 and sold them
through GM as the Chevy Sprint and, later, the Geo Metro. In 1986 Suzuki and GM of
Canada jointly formed CAMI Automobile to produce vehicle, including Sprints, Metros,
and Geo Trackers(Suzuki Sidekicks),in Ontario; production began in 1989

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The company expanded a licensing agreement with a Chinese government partner

in1993, becoming the first Japanese company to take an equity stake in a Chinese car
making venture. The next year Suzuki introduced the Alto van, Japan cheapest car, at just
over $5000, and the Wagon R mini wagon, which quickly became one of Japan’s top-
selling vehicle.The Company teamed up with GM and Fuji Heavy Industries (Subaru) in
2000 to develop compact cars for the European market. It was also announced that GM
would spend about $600 million to double its stake in Suzuki to 20%. In 2001 Suzuki
announced that it had agreed to cooperate with Kawasaki in the development of new
motorcycle, scooters, and ATVs.The following year Suzuki agreed to take control of
Maruti Udyog Ltd., the state-owned India-based car manufacturer, in an $80 million
rights issue deal. Additional shares would be made available in the public offering.

MARUTI UDYOG LIMITED

THE DAWN
Maruti Udyog Limited (MUL) was established in Feb 1981 through an Act of Parliament,
to meet the growing demand of a personal mode of transport caused by the lack of an
efficient public transport system. Although the Indian car Industry was established in the
late forties, there was little growth or technical progress, as passenger cars were given
very low priority in the scheme of Centralized Economic Planning. In the 1980s, the car
industry was undergoing technological stagnation and was characterized by low
production volumes, high cost and low productivity. The consumer had very little choice
and market was selling just around 30,000 cars per year.

There was a clear need to provide a cost effective, reliable and quality car to the
customers. MARUTI UDYOG LIMITED was incorporated in such a scenario as a fully
owned Government Company on February 24, 1981 with a resolve to bring about
expansion and technological modernization, of the automobile sector.

Suzuki Motor Company was chosen from seven prospective partners worldwide. This
was done not only due to their undisputed leadership in small cars but also to their
commitment to actively bring to MUL,

JAPANESE TECHNOLOGY

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Japanese technology is renowned for its quality and reliability as against Korean
technology. Where consumer durables are concerned, Korean products are regarded as
cheap imitations of Japanese products.

INDIA’S LARGEST AUTO COMPANY

 With more than 1 new product launched every year and 4 new products launched last
year, for over 15 years now, Maruti has delivered high quality products to Indian
customers.
 More than 21 lakh customers in India are proud to own and drive Maruti cars.

INDIA’S LARGEST SALES, SERVICE AND SUPPORT NETWORK

Maruti reaches its customers through a sales and distribution network across more than
470 cities – the largest of its kind. And with over 1200 service stations – it is true that
“Wherever you go you will not be far from a Maruti Service Station”.

RELEVANT TECHNOLOGY

 Maruti technology is customized to Indian road conditions and requirements of Indian

customers.
 Suzuki is a leader in small car technology and Maruti has access to the very latest
technology. To manufacture a compact aluminium (ACE) engine is something no car
manufacturer in India besides Maruti has been able to do.
 With over 25 lakh vehicles on Indian roads, Maruti’s technology is proven in India.

SHAREHOLDING AND DIRECTORS

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Maruti Udyog Limited was set up as a deemed public limited company in 1981 by an Act
of Parliament. MUL was classified in the Public Sector as long as the equity of
Government of India remained over 51%. A License and Joint Venture Agreement was
signed in 1982, with Suzuki Motor Corporation (SMC) acquiring 26% of the equity.
SMC increased its equity to 40% in 1989. In 1992, Maruti ceased to be a government
company, as SMC's equity holding went up to 50%.

MUL IS BOARD-MANAGED COMPANY. THE DIRECTORS ON THE

BOARD ARE:

1. Mr. Shinzo Nakanishi, Chairman

2. Mr. Jagdish Khattar, Managing Director
3. Mr. Yuichi Nakamura, Joint Managing Director
4. Mr. Shinichi Takeuchi, Director (Production)
5. Mr. Kinji Saito, Director (Marketing and Sales)
6. Mr. Motohiro Atsumi, Director (Finance)
7. Mr. Hirofumi Nagao
8. Mr. Osamu Suzuki
9. Mr. V K Malhotra

Maruti – The shining star in the Indian manufacturing industry, the hope of
million households, the leader in the automobile industry, the pride of India;
there is no dearth of adjectives for this great world class organization

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Board of directors
Chairman :- Mr.Shinzo Nakanishi

Managing Director :- Mr. Jagdish Khattar

Head Office :- Maruti Udyog Limited

11th Floor, Jeevan Prakash Building
25, Kasturba Gandhi Marg,
New Delhi – 110001
Telephone No: - 23316831

Factory :- Maruti Udyog Limited

Palam Gurgaon Road
Gurgaon – 120015
Haryana

Date of Incorporated :- February 1981

Incorporated as Maruti Udyog
Limited
October 1982
As Joint Venture between the
IndianGovernment and Suzuki
Motors Company , Japan

Company Description :- The Company design and

manufacture Automobiles

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Main Products
 Maruti 800
 Omni
 Esteem
 Zen
 Wagon R
 Gypsy
 Baleno
 Versa
 Grand Vitara XL7
 Alto
 Swift
 SX4

Employees Strength :- 4486

Senior Executive :- 498
Middle Level Executive :- 826
Supervisors :- 382
Technicians :- 1926
Apprentice :- 844

Profit Before Tax(Yr. 2005-06) :- 17500 million

Net Profit(Yr. 2005-06) :- 11890.5 million

Growth :- PBT 34.11%

PAT 39.2%

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MILESTONES

 Started production,
1983  Launched Maruti 800
 Installed capacity reached 40,000 units,
1984  Launched Omni
1985  Launched Gypsy
1986  Produced 100,000 since commencement of production
1987  Exported first lot of 500 cars to HUNGARY
1988  Reached an installed capacity of 100,000 units
1990  Launched sedan Maruti 1000
1991  Reached cumulative indigenization of 65% for all vehicles
produced
1992  Suzuki increased its stake in Maruti to 50%
1993  Launched Zen
 Launched Esteem,
1994  Produced 1 million vehicles since commencement of
production
 Plant 2 became operational
1995  Received ISO 9002 certification
 Awarded star trading house status by Ministry of
1996 Commerce
 Launched 24 hours emergency on road vehicle service
1997  Produced 2 millionth vehicle
 CII-EXIM Business Excellence Award
1998  Launched website as a part of CRM initiatives
 Plant 3 with 350,000 units capacity became operational
1999  Launched Maruti Service Master (MSM) as a model
workshop
 Launched Baleno and WagonR,
 Received ISO 14001 Certification for Environmental
Management
 Rated no. 1 in J D Power Asia Pacific’s 2000 India
2000 Customer Satisfaction Index study,
 Launched Alto and Altura,
 Produced 300,000th vehicle,
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 Took management of IDTR to promote safe driving habits

 MUL tops in JD power CSI 2001) for 2nd time in a row.

2001  Received ISO 9001-2000 certification
 Production of Versa started
 Launched new business: True Value, Maruti Finance,
Maruti Insurance, N2N
 Rated no. 1 by J D Power Asia Pacific for 2001,
2002  Suzuki Motor Corp. assumes Management control
 Achieved cumulative production volume of 4000000
2003 vehicles.
 J D power ranked 3 models of Maruti on Top: Wagon R,
Zen and Esteem.
 Maruti 800 and Wagon R top in NFO Total customer
satisfaction study.
 MUL top in JD power CSI (2001) for 4th time in a row.
 Maruti Suzuki was No. 1 in customer satisfaction, No 1in
2004 sales satisfaction
 Product quality(Esteem &Alto)and No1 in product
appeal(Esteem,WagonR)
 No 1 in total Customer Satisfaction (Maruti 800, Zen and
Alto)
 Business world ranked Maruti the country’s most respected
automobile company
2005  Rolls out 5th million vehicle....................

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ORGANIZATIONAL STRUCTURE IN MUL :

MD

JMD (N) JMD (T) DIRECTOR (M&S)

ED (FIN) ED ED
(ENGG.) (PROD.)

DVM’s / SFMGR2

DDVMs / SFMGR1

DPMs / FMGR

MANAGER

DEPUTY MANAGER

ASST. MANAGER

SUPERVISORS /
ASST. SUP

TECHNICIANS /
ASST.
TECHNICIANS

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MARUTI VISION, MISSION & VALUES

COMPANY’S VISION
Our Vision for the future is to be:
“The Leader in the Indian Automobile Industry, Creating Customer delight and
Shareholders wealth; A pride of India”.
The above vision is based on
 LEADERSHIP
(i) By Market Share
(ii) By Brand Equity
(iii) By Operational Practices
(iv) By People Strategy
 CUSTOMER DELIGHT
(i) Value for Money
(ii) Quality
(iii) Service
 SHARE HOLDERS WEALTH
(i) High Profitability & Image
(ii) A corporate citizen
(iii) Our products
(iv) Our People
(iv) Our Practices
(v) Our Customer
The leader in the Indian automobile industry
 Creating customer delight and shareholder’s wealth
 A pride of Indias

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COMPANY’S MISSION
“To provide a wide range of modern, high quality fuel efficient vehicle in order to meet
the need of different customer, both in domestic and export markets”

COMPANY’S CORE VALUES

The Five Values identified are as follows :
 Customer obsession
 Fast, flexible and first mover
 Innovation and creativity
 Networking and partnership
 Openness and learning

OBJECTIVE OF MUL

 Modernization of Indian Automobile Industry

 Production of fuel-efficient vehicles to conserve source resources
 Production of large number of motor vehicles, which was necessary for economic
growth

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METHODS OF MUL
Employees are Maruti’s greatest strength and asset. It is this underlying philosophy that
has molded its workforce into a team with common goals and objective. The employee-
management relationship is therefore characterized by:

 Participative management
 Team work and Kaizan
 Communication and information sharing
 Open office culture for easy accessibility

CULTURE BUILDING INITIATIVES SINCE INCEPTION

Japanese Management philosophy of Team

Spirit
 Common uniform
 Open office
 Common Canteen
 Open Office – Easy accessibility, Speedy Communication and decision
 making
 Morning Meetings
 Morning Exercises

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MARUTI’S QUALITY POLICY

QUALITY SYSTEMS- ISO: 9001:2001

At Maruti, the approach to quality is in keeping with the Japanese practice-“build it into
the product”. Technicians themselves inspect the quality of the work. Supervisors educate
and instruct technicians to continually improve the productivity and quality. The
movement of quality indicators is reviewed in weekly meetings by the top management.
In 2001, Maruti Udyog limited became the first automobile sector in the world to get an
ISO:9001:2001 certifications. AV Belgium, global auditors for the International
Organization for standardization (ISO), certified Maruti after a four day long audit,
covering varied parameters like Customer focused organization, Leadership, Involvement
of people, Process approach, System approach management, continual improvement etc.

 Improve working in your area by developing proper systems, and procedures and
following them strictly. Record the reasons for setting up each system and review
them periodically to ensure that they are still valid.
 Learn to recognize changes in the business environment. Respond quickly so that
the company is benefited.
 Help others to learn and develop their skill and abilities.
 Try to increase the total prosperity, rather than just your share.

–
“Consumer satisfaction through Continuous Improvement of our Products
and Services by following PDCA in all functions & levels of our
organization”

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5 S OF MUL

 SEIRI - PROPER SELECTION

 SEITON - ARRANGEMENT

 SEISO - CLEANING

 SEIKETSU - CLEANLINESS

 SHITSUKE - DISCIPLINE

3M

In factory various problems occur which hamper production and adversely effect the
quality of products. Most of these problems occur due to 3M :

 MURI - INCONVENIENCE

 MUDA - WASTAGE

 MURA - INCONSISTENCY

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3G
3 G means that “In case of an abnormality, all concerned members should actually go
to the place where the problem has occurred, see the actual thing and take realistic action
to solve the problem”. In the Japanese language this point is compiled in 3 words:

 GENCHI - ACTUAL PLACE

 GENBUTSU - ACTUAL THING

 GENJITSU - ACTUALLY

3K

 KIMERAARETA KOTO GA : What has been decided

 KIHON DORI : As per the standard

 KICHIN TO MAMORU : Must be followed

It has always been Maruti’s endeavor to achieve consumer satisfaction through

continuous improvement of its product and services by following ‘PDCA’(Plan-Do-
Check-Act)in all functions of its organization.

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DIVISIONS AND DEPARTMENTS OF MUL

The organization has been classified into different divisions & departments in order to
make the management of the organization more efficient and streamlined. It leads to an
efficient control over the various processes and systems in the organization

1. Parts Inspection (PI)

2. Quality Assurance and Inspection (QAIN)
3. Engineering 1 (ERDD1)
4. Engineering 2 (ERDD2)
5. Engineering 3 (ERDD3)
6. Service (SER)
7. Marketing (MKT)
8. Spares (SPR)
9. Marketing Strategy and Development (MSD)
10. Sales (SAL)
11. Sales Support 1 & 2 (SS)
12. Zonal Office North (ZON)
13. Zonal Office South (ZOS) Marketing and Sales
14. Zonal Office East (ZOE)
15. Zonal Office West (ZOW)
16. Exports (EXP)
17. Marketing Sales Directorate (MKD)
18. Finance (FIN)
19. Directorate Finance (DFS)
20. Corporate Services (COS)
21. Information Technology (IT)
22. New Car Company (NCC)
23. MD Directorate (MDD)
24. Vigilance (VIGL)
25. Human Resource (HR)
26. Plant Human Resource (PHR)
27. JMD Admin (JMDN)
28. Production Engineering (PE)
29. Production Services (PRDS)
30. Tool Room and Engineering (TRE)
31. Supply Chain (SC)
32. Production Secretariat (PRED)
33. JMD Production/PE/Engg/PI/QA/SC (JMDP)
34. Plant 1 (PLT 1)
35. Plant 2 (PLT 2) Production
36. Plant 3 (PLT 3)
37. Plant Common (PLTC)
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HUMAN RESOURCE DIVISION

Human Resource development looks after the recruitment and selecting the right people
at the right place & takes care of the overall development of the employee at MUL
through extensive training programs. The basic fuction of this department can be
categorized as

Recruitment & selection

Training & Development

HR VISION
Lead and Facilitate continuous change towards organizational excellence ; create a
learning and vibrant organisation with high sense of pride amongst its members

HR MISSION
Lead and Facilitate change towards creating a positive environment for employees where
people understand and believe that they have to contribute to the fullest in making MUL
an excellent company which can then facilitate for the employees opportunities for career
development & growth and a feeling of pride to be part of MUL.

HR FUNCTIONS

 Organization Planning, Compensation and Recruitment

 Appraisals and Promotions
 Job rotation ,Education and Training
 Maintaining Employee Relations
 Control of Total Manpower cost
 Enhancement of moral, culture, hygiene and benefit of welfare activities

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The following levels are the levels and the designations at MUL:

LEVELS

LTO

LWO

L02

L03
WORKERS
L04

L05

L06

L07

L08

L09

L10

SUP

SUPERVISORS 08 (S)

09 (S)

10 (S)

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 - -

E0

L11
EXECUTIVES
L12

L13

MGRS

FMGR
MIDDLE MANAGEMENT IDPM/INCH
A
R
G
E

DPM

SFMG

DDVM
SENIOR MANAGEMENT DVM

ED

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TRAINING
Training is an integral part of the Human Resource Development at Maruti. Maruti
believes in continuous improvement of the technical and behavioural skills of its
employees through effective training programs conducted for different levels.

There is only one way to cope up with change; changing ourselves, people, technology
and bring in solutions. Prepare ourselves towards continuous learning and development
and take changes head on.

Training is often included as an essential element of an organization’s strategy to gain a

competitive advantage. Regulatory agencies require that employees be trained certain
topics and personal development/career paths often specify skill and knowledge areas
which must be mastered. These are but a few of the factors that influence an
organization’s overall training program. With all these sometimes divergent factors
competing for resources training systems can become stressed, ineffective, inefficient and
fragmented. Organizations need a structure approach when developing/improving their
training system.

Whether your organization is large or small, it makes sense to determine current skill
levels before embarking on a training programme. Organizations use both quantitative
and qualitative methods to survey the training needs of a sample of the staff. From this,
they highlight the key strengths and development needs, and separate out training needs
from other development needs. From this, they have an organizational training plan, plus
a structure for performance development discussions at individual levels.

Identification and analysis of an organization's training needs should be done. As a

minimum, the organization should be able to accomplish the following four things:

Systematic reviews of each trade, occupation or process by a team of knowledgeable

individuals.

Conduct verbal and/or written surveys of managers, supervisors, leaders, technicians and
workers.

Conduct a complete review of legislated training requirements.

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Review the results of Hazard Analyses, Occupational Health surveys and other survey or
process analyses.

The outcome of these activities will be a training needs inventory or listing for each trade,
occupation or process. In a way the needs identified will be an integrated listing and will
include the skills and knowledge required to the work correctly (Safety, Quality,
Environmental, Production, etc.). Skills are the How to perform the work and Knowledge
is the Why. The Why should give the individuals a complete understanding of the
relationship of their work to up and downstream activities, and the ability to identify and
address variables or changes that might have an impact on their work. Some
organizations may refer to this listing as a Training Needs Profile. Without this minimum
work, the organization cannot define the performance expected of the target groups, and
evaluators cannot be certain that the training program is based on the actual needs.

DEFINITION:

Training is a learning experience, which brings about relatively permanent change in an

individual, improving his ability to perform a job. Typically, training involves a change in
skills, knowledge, attitude and social behaviour. It means changing what employees
know, their way of working, their work attitude or the level of interaction they have with
their superiors or colleagues.

Often an organization will be aware that training needs exist but for one reason or another
will not be in a position to identify specifically what those needs are. Part of
Identification of Training Needs includes providing an action plan for meeting
organization’s Training needs.

Identification of training needs, if done properly, provides the basis on which all other
training activities can be considered. Also requiring careful thought and analysis, it is a
process that needs to be carried out with sensitivity: people’s learning important to them,
and the success or the organization may by to stake. It is important to know exactly what
you are doing, and why, when undertaking Identification of Training Needs.

Unlearning is thus the process to empty ourselves and Learning then drive in
the new knowledge essential to fight and cope with change.
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Unlearning – Learning cycle

Focus Areas……….

 Training Delivery
 Training Solutions

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Maruti Udyog is specialized in providing trainings in various soft skills towards

helping in building the organization capability.
The trainers are industry associates who bring along with them the real experiences
and enable people to convert concepts into real actionables.
Maruti Udyog training methodology is defined by the facts of experiential learning. It
uses experience sharing, case studies, role plays, simulations to enhance the learning
environment.

Training Areas……
Maruti udyog is specialized in conducting Training in various behavioral areas.Some
of them are:

 Communication & Presentation Skills

 Team building
 Time management
 Enhancing effectiveness
 Stress management
 Leadership development
 Finance for non-finance managers
 Goal setting
 Linguistic training
 Selling skills
 Coaching & feedback
 Change management
 Train the trainer
 Project management
 Creativity & innovation workshop
 Knowledge management & Project management

33
 - -

Just doing training is not enough, if that it is not been tracked, measured and
improvised with time. Maruti udyog is expertised in providing a complete
Training Management Solutions customized to the organization towards each and
every aspect of training.

The training solutions will help the organization manage:

 Training need analysis

 Design training plan
 Develop training calendar
 Training execution
 Training feedback
 Training evaluation

The MIS will manage

 Training budget
 Emploees mandays record
 Training tracking records

34
 - -

Training Manual

TNA(Training Need Analysis)

Developing Training Plan

Developing Training Calendar

Execution of Training workshops

Training Feedback
MIS

Training Evaluation

35
 - -

Needs For Providing The Training Programme To Employees

 Leads to improved profitability and/or more positive attitudes toward profit

orientation.
 Improves the job knowledge and skills at all levels of the organisation.
 Improves the morale of the workforce.
 Helps people identify with organisational goals.
 Helps create a better corporate image.
 Fosters authenticity, openness and trust.
 Improves the relationship between boss and subordinate.
 Aids in organisational development.
 Helps prepare guidelines for work.
 Aids in understanding and carrying out organisational policies.
 Provides information for future needs in all areas of the organisation.
 Aids in development for promotion from within.
 Aids in developing leadership skills, motivation, loyalty, better attitudes, and other
aspects that successful workers and managers usually display.
 Aids in developing productivity and/or quality of work.
 Helps keep costs down in many areas e.g. production, personnel, administration, etc.
 Improves labour- management relations.
 Reduces outside consulting costs by utilising competent internal consulting.
 Stimulates preventive management as opposed to putting out fires.
 Creates an appropriate climate for growth, communication.
 Helps employees adjust to change.
 Helps employees to handle conflict, and thereby helps them to overcome stress and
tension.
36
 - -

 Improves moral

1. Purpose of Training.

To have good results through training, it is important to fully understand its

purpose. The areas to study are different by the respecting company, the field you
are involved in and each person, but its final purpose is considered to be all the
same. Namely, it is to carry out the improvement of the current situation in the
light of the work places in Japan after returning to your country, through
reconfirmation of the problems you constantly face and of the areas to be
reviewed in the workplace in your company. Please be sure to consider those
purposes during training.

The following items are important in thinking over ‘Improvement’ (Kaizen)

(1) Improvement means the accumulation of small and many improvements,
instead of starting with a large scale of an improvement.
(2) To look for, during a training period, useful precedents and examples to be
introduced in carrying out the improvement on e problems and the areas to be
reviewed you have in your company
(3) To make god observation and use of the improvement cases which are
implemented in Japan.
(4) To actually write down your improvement idea for your company in the
improvement suggestion from which is distributed during the period of
orientation.
On the occasion, it is possible for you to make better suggestion by having an
advice fro an instructor about the area you should pay attention to in
improvement implementation and how to make modification in case it is
unable for you to implement it as it is.

With those mentioned above in your mind, you would write down as many
improvement suggestions as possible by making the best possible use of the
opportunity of your visiting Japan to participatehow in the training.

After returning to your country, you are asked to pass on the knowledge
acquired through the training to your colleagues and subordinate or educate
them with the knowledge without keeping it yourself as your own assets, but
as the assets granted to your company.
As mentioned above, the success of you going through the training depend on
how you educate your people with the knowledge obtained after returning to
your country and how you perform the implementation of the improvement
suggestion conceived through the training.
37
 - -

2. Training schedule

The length and contents of the training are established each time according
to the request made by each company. Please refer the schedule handed. The day of
the final week varies by the air flight for returning.

3. How the Training Goes

Suzuki considers practical training on the floor in the workplace as the most
effective training method. If it is for theoretical study, you would not find it
necessary to come all the way to Japan. For example, when trying to learn how to
swim, reading books and only listening to an oral explanation would not be
enough to help you learn swimming.
We acquire the skills by actually going into the water, sometimes swallowing the
water, and in general, going through a few rough experiences. We call such
training OJT, and use it as a method of having trainees learn the Suzuki
production system through having practical experiences together with Suzuki
supervisors and staff members in Suzuki plant. You could not forget what you
once learned in such a way and you will most definitely be able to
make good use of the training experience at Suzuki in your actual work after
going back to your country. You will pay your attention to the following points
when you observe things on the floor in the workplace.

1) Suzuki Production System

2) Layout in the workplace ( Related location of a main line and sub-assembly
line, etc)
3) The location of the storage area for component parts and its method.
4) Supply method of component parts
5) Foolproofing ( Pokayoke)
6) Safety devices
7) Areas where improvement was implemented (at the area where improvement
was made, photos before and improvement are displayed.)
8) Movement of workers
9) Movement of managers and supervisors (Normally, foreman does not enter a
line, but he watches as overall progress, looking after counter measures for
solving problems and providing support in a n emergency.)
10) Prompt problem-solving method
11) To be ingenious for 5 S
38
 - -

12) Team work

13) How quality is built in by the process.

4. Instructors

Experience Managers, supervisors, Foreman, and staff members of Suzuki will be

your instructors. Since they have their own work to do, it will not always be
possible for them to give you training lectures. In such case you are requested to
make a good use of such time for your self-study, summarizing what you learned,
or going to actual work place to observe after mention it to your instructors.

5. Training Report(Three types of reports mentioned below are to

be required.)

(1) Monthly training report

You will keep track of what you learned through the training and submit it to
your instructor by the end of each month. This report is intended to promote
communication between you, trainee and Suzuki staff, checking the progress
of training. It suggested that you will use Japanese as much as possible to
make the report in order to improve your capability of using Japanese.

(2) Training Report ( There is no special format for it)

You prepare this report to submit to your company after you return. This is a
report to make good use of the knowledge and technique that you acquired
through the training

(3) Report for presentation

This report is used as a draft for your making a presentation. You are
requested to prepare it in Japanese.

6 Improvement Suggestion Form

You are requested to take part in suggestion activity actively. (Let’s give the
suggestion at least once a month)
(1) Suggestion to SMC
If you think of some area which you want to improve at your training
place, please write it down on the suggestion sheet and submit them
to your instructor. You will get the suggestion sheet from your
instructor.

(2) Suggestion to your company

39
 - -

Through your observation of Suzuki plants and offices during the

period of the training, please implement the good points at your

work place in your company. When you think of the areas you like to
improve, writing it down on the sheet and submit it to your instructor
each time. Your instructor gives you the comments to your
suggestions. Overseas training Dept. staff sends your suggestion
sheets to your company.

7 Materials provided
Only the material provided, which Suzuki considers necessary, is provided.
Those are to be provided not you but to your company.

Maruti conducts following training programs:

Annual training program

This comprises 80% of total training conducted by Maruti in a year. The training program
not only emphasizes on enhancing the skills but also makes way for interaction amongst
the employees of different departments. An external faculty with appropriate skills &
knowledge is hired for the purpose. Feedback from the employees is given utmost
importance and is mandatory for every training program conducted.

External training
Maruti keeps a track of the training programs conducted by premier management
institutes for the executives. As per the training needs employees are selected and sent for
these training programs.

 Foreign Training
The employees are sent for AOTS (The Association For Overseas Technical
Scholarship) training program conducted through SMC in Japan.

AOTS was established in 1959 with the support of the Japanese Ministry Of
Economy, Trade and Industry (METI). Its main purpose is to promote Technical
cooperation for the industrialization and development of developing countries and
enhance mutual understanding and friendly relations between those countries and
Japan.

To date, AOTS has trained over 1,22,000 persons in Japan from nearly 170
countries and regions. In addition , it has organized various training programs
outside Japan involving nearly 1,51,000 participants from developing countries.

The programs included are:

40
 - -

 Technical Training (3 months to 1 year)

 Managerial Training (1 month)
 R&D Training (! To 2 years)

In addition to the above mentioned trainings, employees are also being sent for NModel
Development Training (For 3 to 18 months).
AOTS
THE ASSOCIATION FOR TECHNICAL SCHOLARSHIP

AOTS – The Association for Technical scholarship ( a non-profit organization)- was

established in 1959 with the support of the Japanese Ministry of International Trade and
Industry(MITI).

The main purpose of AOTS is to promote technical assistance to developing countries

and to enhance mutual understanding and friendly relations between those countries and
Japan . To date, AOTS has trained nearly 80,000 persons in Japan from over 150
countries and regions .In addition, it has organized various training programs outside
Japan involving over 78,000 participants from developing countries. The activities of
AOTS are financed by Japanese government subsidy, company contribution, and other
sources.

AOTS’s training projects are classified into two types: individual training in respective
technical fields offered by private companies in Japan and group Training through
various management courses offered by AOTS.

Overseas Training Program

The training programs are group training carried out in overseas countries with
instructors dispatched from Japan. It is divided into two types: overseas training for
participants from the country where it is held, and third-country type for participants from
neighboring countries. Some programs are organized based on applications from
companies or organizations that wish to implement them, and others are planned and
conducted by AOTS itself.

The various Training programs in Japan are as follows :

(1) Technical Training Programs

41
 - -

After introductory training (General Orientation Course) to acquire Japanese language

ability and knowledge of Japanese society, specialized technical training is carried out
under the relevant training programs at host companies for the participant to acquire
skills or techniques in specific fields.

(2) Management Training Programs

These programs are group training designed for top and middle managers to meet an
urgent need to have people with excellent managerial skills and technique.

(3) Distance Training Program

To widen training opportunities and upgrade regular training programs, AOTS carries out
distance training programs such as conducting lectures by using a video-conferencing
system, implementing WBT(Web-Based Training) via the internet, etc.

(4) Training Program for Industrial Structure Improvement

AOTS organizes training programs on industrial property rights, environmental

problems, etc., to cooperate in reforming industrial structure and economic systems.

(5) Training program for SMF

To assist the global business activities of Japanese SMEs (small and medium-
sienterprises), AOTS provides engineers and managers of SMEs with training courses
both in japan and overseas countries.

42
 - -

AOTS at MUL

1. AOTS training was introduced at MUL in 1983.

2. MUL nominates its employees for AOTS training followed with SMC training to
achieve following objectives:

(a) To learn about Japanese culture

(b) To improve the competency and in-house R&D capability of the
organization
(c) To learn about SMC best practices and implement the same in Maruti

SELECTION CRITERIA

1. 92% attendance is compulsory.

2. No disciplinary case against the employee.
3. Positive annual report of the employee.
4. Recommendation by Divisional Head with the consent of concerned director.

Entitlements for trainees at AOTS

 Meal Allowance 2700 Yen at per day basis

 Daily Allowance 1200 Yen
 Unaccompanied baggage 6750 Yen
 Extra Baggage Allowance Employees are allowed excess baggage of 30
Kgs to and from India to Japan (per person for each trip). This facility
will be only for company paid trips of employees & its family
members. This expense shall be Bicycle reimbursement One time
payment of 20000 Yen to purchase bicycle for employees nominated for
AOTS training for 1 year or more; & also to reimburse the disposal cost
of bicycle on completion of training
43
 - -

 Taxi reimbursement for late night transportation in case employee work

beyond 09:00 pm in the plant or office
 Mobile phone company may reimburse up to 3000 Yens per month to
each employee on account of mobile usage. The handset shall be
arranged by the employee
 Bursed to employee subject to production of bill receipt To & fro local
train fare from apartment to office in case accommodation is not close
to SMC
 Accommodation for employees Tech and R&D trainees are allowed to
stay in hostel. In case its not available, K type furnished apartment
suitable for a single person (as per arrangements by SMC). And in case
of Mgmt trainees they are allowed to stay in hotel
 Laptop and internet facility one laptop may be provided for a group of
3-4 employees. Internet may also be provided in case employee stays in
apartment, with a monthly rent of 100 Yen , to be reimbursed on
production from field

 Overseas travel accident insurance should be arranged up to 10 lakhs to
employees
 Accommodation in Gurgaon on return of employee after completion of
1 year & above training: may be allowed to stay in hotel for days
which will include the period of their official working in MUL offices
 Local Transportation and Kit Allowance US $400 (as advance) for
traveling from airport to AOTS centre, from AOTS to SMC and also
while returning from SMC to airport

Additional entitlements for R&D trainees

 Visit of Spouse to SMC employees shall be allowed to take his spouse & children
(up to 12th class) 4 times (up to 90 days) to SMC during the 2nd year of AOTS
R&D training, accommodation is provided by the company
Family allowance is also provided during the 2nd year of training, 2700 Yens for
spouse and 1350 Yens for each kid per day, only for two trips of family.

 Extra baggage allowance is also provided to family members

 Additional daily allowance 500 Yens
 After completion of one year training, employees are allowed to visit India for 10
days to visit there family/ home town, accommodation in Gurgaon is provided by
the company

44
 - -

 On completion of the training, 7 days leave for one year training and 14 days
leave for two years training which will be debited to employees leave account

BOND FORMALITIES

 1 year bond for training up to 6 months.

 2 years bond for training more than 6 months.
 2.5 years bond for training more than 1 year.

 In case of non-fulfillment of the bond, compensation shall be reduced

proportionally according to the period of reckonable service. The
compensation includes actual training cost, salary and allowance paid to
the employee during the training period on proportionate according to the
period of reckonable serv

SHARE OF EXPENSES

SHARE OF EXPENCES - Yens (%),

approx
TRAINING
MUL AOTS SMC

AOTS MGMT (up to 1 month) 57 41 2

AOTS TECH. (3 to 4.5 months) 46 47 7

AOTS TECH. (1 year) 41 50 9

AOTS
R&D (2years)
23 51 26

45
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FLOWCHART OF PROCESS FOR FOREIGN TRAINING

SEEKS REQUIREMENTS COLLECTS

DURING NOV – DEC REQUIREMENTS
HRD
FROM FROM DIVISIONAL
SMC MANAGERS

SEND REQUIREMENTS
TO

HRD OBTAINS APPROVAL FROM

SR.JMD, JMD (N) JMD (T)/ MD &
RESERVE SEATS WITH SMC

HRD DEPTT COLLECTS NOMINATIONS FROM

CONCERNED DIV. MANAGERS OBTAIN
CLEARANCE FROM VIG. ER, ETO, REQUESTS
ADMN FOR PASSPORT, VISA, MEDICAL &
CHECKS ALL CRITERIA & THAN OBTAIN
APPROVAL OF D, GETS DOCUMENTS FILLED
IN FRO PARTICIPANTS FILLED IN FRO
PARTICIPANTS & SENDS TO SMC

HRD SMC SENDS MOU & FILGHT

DEPTT.REQUESTS SCHEDULE & VISA DOCUENTS TO
ADMN FOR FLIGHT TRG. DEPTT. HRD OBTAINS
BOOKING, FINANCE SIGNATURES OF MD ON
FOR REMITTING OF MOU. ONE COPY OF MOU
FOREIGN TO BE SENT TO SMC

HRD ARRANGES JAPANESE

LANGUAGE CLASSES, MEETING
WITH JMD (K), OBTAINS BONDS
FROM EMPLOYEES, SENDS
BONDS TO ETO, FEED DATA TO
COMPUTER

46
 - -

ON RETURN, HRD OBTAINS FROM EMPLOYYES THERE PLANS FOR

IMPLIMENTATION OF THEIR KNOWLEDGE & LATER ON BENEFITS
OBTAINED/ ACHIEVED & SUBMITS CONSOLIDATED REPORT TO JMD
(K)

FLOWCHART OF DOCUMENT PREPERATIONS AND CHECKING

IN CASE OF ERROR, EMPLOYEE IS

CALLED AND FORMS CORRECTED

START EMPLOYEE
IS BRIEFED EMPLOYEE FIRST
BY JMD (K) FILL IN THE CHECK OF
SECTT FORMS FORMS
DONE BY
HRD

IN CASE OF ERROR, EMPLOYEE

IS AGAIN CALLED
AND FORMS ARE
CORRECTED SECOND
CHECK BY
JMD (K)
SECTT

JMD (K)
SECTT.
SEND
FORMS TO
SMC

47
 - -

FLOWCHART OF PROCESS FOR AOTS TRAINING

AOTS NOMINATIONS

INFORMATION FROM SMC, JMD(N)/ JMD(T)

INFORMATION FROM JMD, DVM(HR)/ DPM(HRD)

DPM(HRD) TAKES NOMINATION FOR AOTS TECH/

MGR/ R&D

DRAFT DISCUSSION WITH JMD (N) & JMD (T)

RINGI FOR APPROVAL OF NOMINATIONS

48
 - -

NOMINATIONS TO BE SENT TO SMC

FORMS TO BE SUBMITTED BY NOMINEES:

ENQUIRY INTO TRAINEE’S PERSONAL RECORD
AND TRAINING CONTRACT
TRAININGTRAVEL
DESCRIPTION QUESIONNAIRE FORM TO
OVERSEAS INSURANCE
BE FILLED BY SMC ADVISOR AT MUL
PHOTOGRAPHS
COPY OF PASSPROT
COPT OF I-CARD
COPY OF SALARY SLIP
COPT OF BANK STATEMENT

FORMS TO BE SENT TO SMC

CONFIRMATION OF NOMINATIONS TO BE
INFORMED BY SMC

AOTS TECH AND R&D TRAINEES UNDERGO

JAPANESE LANGUAGE CLASSES FOR 2 MONTHS

TRAINING SCHEDULE TO BE SENT BY SMC TO MUL

49
bjkkknkl
 - -

MEMORENDUM OF EXPENCES TO BE SENT BY SMC

IN DUPLICATE

1ST LEVEL RINGI APPROVAL FOR REMITTANCE OF

EXPENCES OF TRAINING
COPY OF MEMORANDUM OF EXPENCES TO BE
SENT TO SMC

REMITANCE OF TRAINING EXPENCES NOTE TO BE

SENT TO FINANCE DIVISION (ALONG WITH RINGI
APPROVAL & MEMORANDUM OF EXPENCES IN
ORIGINAL)

VISA DOCUMENTS OF TRAINEES TO BE SENT BY

SMC

VISA FORMS GIVEN TO TRAINEES TO BE FILLED

BY THEM

VISA DOCUMENTS ALONG WITH RINGI APPROVAL

TO BE GIVEN TO AMEX FOR VISA AND TICKETS

BONS PAPER TO BE GIVEN TO TRAINEES ONE

MONTH IN ADVANCE BEFORE LEAVING FOR 50
TRAINING
 - -

BOND PAPER TO BE SUBMITTED BY EMPLOYEES

WITHIN 15 DAYS AFTER RECIEPT OF BOND PAPER

NOTE TO AND
VISA FINANCE DIVISION
AIR TICKETS TOFOR
BE TRAINEE’S
GIVEN TO
TRANSPORT IN JAPAN (IN ADVANCE)
TRAINEES ONE WEEK BEFORE DEPARTURE

BEFORE THE TRAINEES LEAVE, COPY OF ALL THE

RELATED BILLS, VISA AND PASSPORT IS TO BE
SENT TO SMC

SMC IS INFORMED REGARDING THE ARRIVAL OF

EMPLOYEES (FLIGHT SCHEDULE)

51
 - -

METHODOLOGY

Type of research : Exploratory research

Sources of data : Primary and Secondary
Primary data : Questionnaire
Secondary data : Books, Journals, Annual report of the company
Data collection method : Survey
Sampling technique : Random Sampling
Sample unit : 300
Sample size : 100 they include
(L-14,L-13,L-12,L-11,L-10,L-9,L-8,L-7,L- 6,L-5)

52
 - -

Q1 Was the training content related to your work ?

According to the pie chart 1% of the employees say that neither they agree
nor they disagree. 38% of them agrees whereas 61% of them strongly
agree that the training content was related to their work.

Now the conclusion that we draw is that more than 60% of the employees
says that training content was related to their work.

53
 - -

Q2 Was the training content better than your

expectation?

In this 2% of the employees not really found it better than their

expectation whereas 6% of them have a mediocre point of view 27% says it
was better than their expectation & 65% of them says it was somewhat
above their expectation.

54
 - -

Q 3 Was the training content practical?

5% of the employees says that training content was not really practical,
26% says neither whereas 28% of them says that it was practical on the
other hand 41% have an opinion that it was somewhat practical.

55
 - -

Q4 Was the training duration too long or too short?

According to 6% duration should have been a little more lengthy,

according to 7% the duration should have been a little less , 9% says that
it was a little too short & the length of the duration should have been more
, 31% says it was a little too long & 41% says neither it was too long
neither it was too short.

56
 - -

Q 5 Did the training included new knowledge

and skills?

All employees agreed that it did included new knowledge and skills

57
 - -

Q6 (1) Your creativity increased

More than 50% says it has changed considerably, 40% says it has changed
considerably & only 1% says it has not changed much.

58
 - -

Q6 (2) Your ability to process information increased?

66% of the employees feel that it has changed Considerably where as 33%
have an opinion that only a slight change has occurred 1% says that not
much change has been occurred.

59
 - -

Q6 (3) You developed a sense of responsibility with

regard to your work?

Only 4% feels that they have developed a greater sense of responsibility

wher as 35% feels that only a slight change has taken place, 61% says a
considerable change has taken place.

60
 - -

Q6(4) You became able to set targets effectively?

Only 1% says that they have not been able to set targets effectively, 2%
says that they have observed a complete change, 35% says a slight change
has been observed & 62% says a greater improvement has taken place.

61
 - -

Q6(5) Your ability to solve problems improved?

2% says that it has not changed much, 4% says it has changed completely,
according to 31% a slight change has occurred & 63% says that it has
changed considerably.

62
 - -

Q 6 (6) You began to take more active leadership role?

5% says that not much improvement has been seen whereas 8% says that
they are observing a complete change, 26% says a slight change has
occurred & 61% says that considerable change has been observed

63
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Q6 (7) Your loyalty to company has increased?

Only the 5% says their loyalty has not changed much, 15% have observed
a slight change, 50% says their loyalty has changed considerably, whereas
30% says their loyalty has improved completely.

64
 - -

Q 6 (8) Your morale at work has increased?

11% says that their morale has changed completely & 24% have observed
a slight change & 65% have observed a considerable change.

65
 - -

Q 6(9) Your management ability has improved?

3% says that management ability has not changed much for 12% of the
employees it has changed completely for 20% slight change has taken
place & for 65% a considerably change has taken place.

66
 - -

Q6 (10) You become more safety- conscious?

3% of them have not observed much change whereas on the contrary 9%

have seen a complete change, 25% of them have seen a slight change &
63% have seen a considerable change.

67
 - -

Q6(11) You become able to express your own opinion?

26% have observed a complete change whereas 4% have not observed

much change & 50% have observed considerable change.

68
 - -

Q6 (12) You become more cooperative with other

people?

19% have seen complete change only 1% have seen not much change &
60% have felt a considerable change.

69
 - -

Q 6(13) You became able to communicate more

effectively within the company?

1% of the employee says that it has not changed much, for 23% slight
change has occurred, for 55% their communication ability has changed
considerably & for 21% their communication ability has changed or
improved considerably.

70
 - -

Q6(14) Your Kaizen ability to make proposals has

improved?

13% says their ability has improved completely for 21% it has improved
slightly & for 66% it has changed considerably.

71
 - -

Q6 (15) You improved your communication skills with

Japanese representatives?

4% says not much improvement has been noticed whereas 31% says
complete change has been observed, 15 says only a slight change has been
observed & according to 50% considerable change has been noticed.

72
 - -

Q 6 (16) You can handle corresponding with Japan

your own?

1% of employee are not confident enough in handling corresponding with

Japan, 19% says they have observed slight change, 51% says they are
confident enough in handling the corresponding from Japan, 29% says
they are very confident.

73
 - -

6 (17) You are now familiar with Japanese social

situation & life style?

14% are completely familiar with Japanese social situation & life style
whereas 62% are considerably familiar for 4% it didn’t change much.

74
 - -

Q6 (18) Your attitude towards the job is now closer to

that of Japanese people?

3% says that attitude didn’t change much for 22% it has changed slightly
for 17% it has changed completely & for 58% it has changed considerably.

75
 - -

Q 6 (19) You have a favorable impression of Japan?

4% says their impression of Japan has not changed much, 20% says it has
changed slightly, whereas 40% says it has changed considerably & 36%
says it has changed completely .

76
 - -

Q6 (20) You have an enhanced awareness Japan?

2%
No change
21%
29%
Not much
change
Slight change

Cons change

Complete
48% change

29% have complete awareness of Japan only 2% don’t have it, for 48%
awareness towards Japan has enhanced considerably.

Q 7 Do you think your participation in the training

contributed to the increase in your income?
77
 - -

40% says that it didn’t contribute at all, 5% says that it had made a
considerable contribution another 40% says that it has made only little
contribution & 15% says that some contribution has been made.

Q 8 To how many people have you communicated the

78
 - -

knowledge and skills that you have acquired?

87% has communicated the knowledge and skills to 1-30 people & only
13% have communicated to 31-60 people.

79
 - -

Q9 What methods did you use for communicating to

others the knowledge and skills that you have
acquired?

The most popular method for communicating the skills is the Reports after
that it is the Meeting and the Disscusion with colleagues followed by the
Presentation and the Training session & the least popular method is the
use of Manuals.

80
 - -

Q 10 Do you agree that knowledge and the skills that

you conveyed are used within the department to
which you are assigned?

60% agrees that the knowledge and skills that they conveyed are used
within the department, 16% of them says that it is completely used in their
department.

Q11 The knowledge and the skills conveyed to other

employee is……
81
 - -

Only 1% of the employees says that knowledge and skills conveyed to

other employee is not very important whereas 29% feels that it is
extremely important 37% says it is very important & 33% says it is
somewhat important.

Q 12 If the knowledge and skills that you conveyed are

not being used, why is this the Case?
82
 - -

14% says it is due to lack of facility, according to 9% it is due to lack of

money 21% feels that it is due to insufficient support 29% says because of
unsuitable workplace 205 says employee lack the ability & 7% gives
another reason.

Q13 How do you think you would have learned these

skills if it were not for the AOTS Training course?
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7% says they would have learned these skills from any other training
institute,23% says they have learned these skills through books & 56%
says they would have waited for another opportunity & 14% says they
would have gone for some other alternative.

Q 14 Where do you rate the AOTS training course?

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31% finds the AOTS training course excellent, 35% finds it very good &
34% finds it good.

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Q15 Do you wish to participate in another AOTS

training course in the future?

20% says yes if given a chance they would definitely like to participate in
another training course, 34% says somewhat they would participate, 35%
says it depends & 11% says they are not really interested.

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CONCLUSION

Many large, ambitious projects require that people work together, so teamwork has
become an important concept in organizations. Effective teams are an intermediary goal
towards getting good, sustainable results. Company has seen increasing efforts through
training to help people to work together more effectively and to accomplish shared goals,
whether colleagues are present or absent “The old structures are being reformed. As
organizations seek to become more flexible in the face of rapid environmental change and
more responsive to the needs of customers.

It can be easily inferred from the analysis of the questionnaire that an effective training
program is a must to be followed as well as timely and effective training sessions are
must for old as well as new employees.

The analysis of the questionnaire revels that AOTS training is very essential for an
employee to increase his knowledge, skills and thus his competence overall with this
training the employees have been able to perform well on the areas where he was lagging
behind.

After this training the employees have improved upon their creativity, sense of
responsibility , communication skills, their confidence level have gone up, awareness of
Japan have also increased, they are now able to make good proposals , management
ability have also improved they have become more safety conscious. with the
impartment of this training there income level has also gone up. the trained employees
share their experiences with their fellow colleagues and helped them enhancing their
knowledge and skills.

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SUGGESTIONS

1. More and more training opportunities be provided to the employees so that they
are able to improve upon their knowledge and skills.

2. Training should be drafted in a manner that it increases the income level of

employees .

3. Enough facilities should be made available so that the acquired knowledge and
skills could be imparted to their fellow colleagues.

4. Training period should not be too long.

5. All the necessary information regarding the training should be given to the
employees before they leave for Japan.

6. Management should make sure that acquired knowledge and skills is

communicated to more number of people.

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ANNEXURE

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QUESTIONNAIRE

1. Was the training content related to your work ?

Strongly disagree Disagree Neither Agree Strongly Agree

1_____ 2._____ 3.______ 4.______ 5.______

2. Was the training content better than your expectation ?

Not at all Not really Neither Somewhat Definitely

1.____ 2.____ 3.____ 4._______ 5.______

3. Was the training content practical ?

Not at all Not really Neither Somewhat Definitely

1.____ 2.____ 3.____ 4._______ 5.______

4. Was the training duration too long or too short ?

Too long A little too long Neither A little too short Too short

1.____ 2.____ 3.____ 4._______ 5.______

5. Did the training included new knowledge and skills ?

Yes No

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6. Following the training :-

No change Not much Slight Considerable Complete
change change change change
1 Your creativity increased
2 Your ability to process information
increased
3 You developed a sense of responsibility
with regard to your work
4 You became able to set targets effectively
5 Your ability to solve problems improved
6 You began to take more active leadership
role
7 Your loyalty to the company increased
8 Your morale at work has increased
9 Your management ability has improved
10 You become more safety -conscious
11 You become able to express your own
opinion
12 You become more cooperative with other
people
13 You became able to communicate more
effectively within the company
14 Your Kaizen ability to make proposals has
improved
15 You improved your communication skills
with Japanese representatives
16 You can now handle corresponding with
Japan your own
17 You are now familiar with Japanese social
situations and lifestyle
18 Your attitude toward the job is now closer to
that of Japanese people
19 You have a favorable impression of Japan
20 You have an enhanced awareness of Japan.

7. Do you think your participation in the training contributed to the increase in your
income ?

No contribution Little contribution Some contribution

1._____ 2._____ 3._____

Considerable contribution Significant contribution

4._____ 5._____

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8. To how many people have you communicated the knowledge and skills that you
have acquired ?

1. 1-30 --------------
2. 31-60 --------------
3. 61-90 --------------
4. 91-120 --------------
5. 121- above --------------

9. What methods did you use for communicating to others the knowledge and
skills that you
have acquired ?

1. Training session ------------

2. Explanation of manuals - -----------
3. Discussion with colleagues ------------
4. Meetings in the department -------------
5. Presentation / Lectures -------------
6. Reports -------------

10. Do you agree that the knowledge and the skills that you conveyed are used
within the
Department to which you are assigned ?

Strongly disagree Disagree Neither Agree Strongly agree

1._____ 2._____ 3._____ 4.___ 5._______

11. The knowledge and skills conveyed to other employees is

Extremely imp Very imp Somewhat imp Not very imp Not at all important

1._______ 2.______ 3.____ 4._________ 5._______

12. If the knowledge and skills that you conveyed are not being used, why is this
the case ?

1. Lack of facilities or equipment --------------

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2. Lack of money --------------

3. Insufficient support in the workplace --------------
4. Unsuitable for the atmosphere of the workplace --------------
5. Ability of the people to whom the knowledge and
skills are communicated is insufficient -------------
6. Other --------------

13. How do you think you would have learned these skills if it were not for the
AOTS
training course ?

a. From any other training institute --------------

b. Taught yourself through books --------------
c. Waited for another training opportunity provided
by the company --------------
d. Other --------------

14. Where do you rate the AOTS training course ?

Excellent Very good Good Fair Poor

1.______ 2.______ 3.____ 4._____ 5.______

15. Do you wish to participate in another AOTS training course in the future ?

No Not really Neither Somewhat Definitely

1.____ 2.______ 3.______ 4._____ 5.______

16. Any suggestions/ opinions / comments you would like to give

PERSONAL DETAILS

1. Name : __________________________
2. Job Title : _________________________
3. Length of service : _________________________
4. E-mail : ________________________
5. Phone no : ________________________

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BIBLIOGRAPHY

 www.google.com
 AOTS magazines
 AOTS journals
 Venkataratnam and Srivasttava, 1998, Personal
management and Human
 Resources, Tata Mc Graw Hill, 9th edn
 Bussiness World Magazine

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