a project report on multi skill development at shanti iron and steels ltd at bg elgaum

A PROJECT REPORT ON MULTI SKILL DEVELOPMENT AT SHANTI IRON

AND STEELS LTD AT BELGAUM

Babasabpatilfreepptmba.com

EXECUTIVE SUMMARY

Topic: Multi skill development at staff level

Name of the organization: Shanti Iron & Steels

Need of the study:

To understand the multi skills development of office staff

To enhance their productivity.

How organization will benefit through this

Objectives of the study:

Identify the different skills for each job to be possessed by the employees.

Identify the common skills among the staff (employees)

To identify the training needs required for the developing multi skills among

employees.

Methodology:

Data collection method

Primary Data:

Information collected through Questionnaire & personal interview

Secondary Data:

Collected from various books on Human resources Management, Internet & Magazine.

Tools & techniques:

The tools & techniques used are correlation




Limitations:

Time constraints

Advantages of multiskilling

1. To identify the training needs of every employee.

2. To identify avenues for job rotation.

3. To identify areas for on-the-job training.

4. To assist in manpower planning/recruitment process for addition of new skills as

direct intake to the organization.

5. For maximizing utilization of manpower resources.

6. To take care of exigencies, succession planning etc.,

Constraints

1. Time consuming process.

2. Laborious data collection.

3. Involvement of shop level executives.

4. Continuous process and requires to be followed up at a regular frequency and

schedule (at least once a year).

5. Training for consistency needed for shop floor supervisors/engineers to help

towards appraising their workmen.

Management preparation




1. Management should be convinced thoroughly and should feel that this exercise is

necessary.

2. Management should realize that it is a time consuming process and should not be

impatient for results.

3. Batch size to be determined and batches of employees to be identified and prior

approval from the management obtained for enabling interdepartmental transfers /

rotations.

4. Both nurturing as well as vigil supervision is required in the organization.

5. Resilience to take care of errors and rejections, if any.

Flexibility should be in built in the system in such a way that the skills, which become

redundant over a period of time should be constantly identified, eliminated and substituted

with new skills required for the organization. Further coordination of HR professional shall

be valid only when he becomes a business professional whereby he/she understands and

anticipates every requirement of the organization with the changing pace of the market and

environment. Today's HR professionals should adapt and enrich themselves with technical

job knowledge that evolves in their organization. They should take to multi skilling, as

they have no other option other than this for their own existence.

SHREE CEMENT

MULTISKILL DEVELOPMENT TRAINING PROGRAMME

In 2001-02, the company started the concept of multi skilling to optimize manpower,

enhance skill sets and to facilitate cross-functional development. Unlike other

organizations who introduce multi-skilling for high fliers, the company started this concept

first for its workers.

Reason: The Company faced a problem of surplus workers. Other organizations would

have resorted to retrenching and laying off, but this is not Shree's philosophy. Shree




optimally utilized its surplus strength by developing worker skills in other technical

process. This helped the company build in a redundancy factor wherein at any given point

there was always a skilled set of people for any function. The company reduced overtime

through efficient manpower utilizations, organized smooth functioning of the production

cycle, increased job security leading to a greater sense of belonging and strengthened

industrial relations. As a result the company did not lose a single day's work due to strikes

or lockouts. Employees were deputed for Multiskill training of fitter trade in different

Industrial Training Centers.

Following the success of multi-skilling with workers, the company introduced this concept

with staff members. The objective was to enhance competencies and to enable managers

understand how an initiative taken by their department could affect the productivity and

performance of another department. This broadened the outlook of staff members, making

them think like business managers.

Multi-skill training is important at the village level because (1) it broadens the intellectual

horizon (2) it meets the rural job requirements better (3) people with multi-skill are better

equipped to spot opportunities and be able to exploit them (4) a single skill is generally not

adequate in the rural economy to sustain an individual.




INDUSTRY PROFILE:

HISTORY OF INDIAN IRON AND STEEL INDUSTRY :

IRON AND STEEL INDUSTRY IN INDIA

The Indian iron and steel industry is nearly a century old with Tata Iron & Steel Co

(Tata Steel) being the first integrated steel plant being set up in 1907. Post

independence the industry made a steady progress. At present India is the tenth largest

producer of steel in the world.

In India, a major part of steel is consumed in engineering applications, followed by

automobiles and construction. The growth of steel, as is well known, is dependent upon

the growth of the economy, industrial production and infrastructure sectors. Over the

last few years the performance of the Indian steel industry has been adversely affected

due to overcapacity, cheap imports, economic slowdown, declining global steel prices

and also anti dumping duty imposed by USA on Indian exports. Most major steel

companies, with the exception of Tata Steel, have thus been reporting losses.

However, the initial indications are that 2002 would be a better year as far as

demand is concerned. Of late there has been some revival in the automobile sector. The

demand for two-wheelers, passenger cars and HCV segment are witnessing a recovery.

This recovery in the automobile sector is expected to benefit the steel industry. The

government is also talking about pump priming the economy. Any step up in

government expenditure on infrastructure projects is also likely to benefit the steel

sector

Steel Ministry, at present, has 12 public sector undertakings (PSUs) including the

Steel Authority of India Limited (SAIL), National Mineral Development Corporation

(NMDC), Kudramukh Iron Ore Company Limited (KIOCL), Rastriya Ispat Nigam

Limited (RINL), Metallurgical and Engineering Consultants India Limited (MECON).




CHANGES

Until the 1990s, the iron and steel sector was by and large the exclusive preserve of

only the public sector, the sole exception being TISCO.The economic policy announced

in 1991 was a significant mile stone which brought out a sea change in Indian iron and

steel industry. In the post –liberalization era, the structure of the steel industry

underwent a sea change with the advent of major steel producers in the private sector

with the world class technologies and capacities .Many all India financial institutions

came forward to support the private initiatives and by sanctioning financial assistance,

19 steel projects involving an investment of about Rs .30,000 crore to create an

additional capacity of 13 million tones(mt.)per annum .Today India is the 10th

largest

steel producers in the world producing 27.82 million tones of finished steel a year. The

industry represents nearly Rs9, 000 crore capital and directly provides employments to

over 0.5 million people. The world‟s largest producer of steel is China (107mt.)

followed by Japan (104mt.) and USA (97Mt.)

PRODUCTION

The health of the iron & steel industry is linked with the economic condition of

the nation. The general slow down of the economy & some other factors like dumping

from the CIS & South East Asian countries in the last two years, have adversely

affected the Indian steel industry. However, with the expected growth rate of the

economy, led by large\scale investment in infrastructure & housing sectors, the iron &

steel sector has shown growth. The production of finished steel has gone up by 12%

during 1999-2000 compared to 1998-1999 while that of pig iron increased by 5% and

sponge iron by 2% .

EXPORTS

The export performance of the Indian steel industries was very good during 1999-

2000. Exports of finished steel increased by almost 51% to 2.6 million tones while




exports of pig iron increased to 2.9 million tones. International prices have started

firming up, and this wood insure the continued presence of Indian steel in the global

markets exports are also expected to take of the increased supply of some finished steel

products especially from the new producers in the country. Domestic steel prices have

also firmed up in line with the international markets. This is expected to improve the

bottom line of the major steel producers in the country. In the first quarter of the 2000-

2001, the steel sector has kept up its tempo of production and exports of the last quarter

of 1999-2000.

PER CAPITA INCOME CONSUMTION

India‟s presents per capita consumption of crude steel is Only 24 kgs .which is very

low compared to the developed and developing countries, 422 kg. In USA, 417 kg .in

Germany. 109kg in Russia and 87kg. In china. Our consumption is less than 1/5th

of the

world average I e 121kg. Govt of India has taken a no of steps to boot up the per capita

consumption of steel in country.

MINISTRY’S INITIATIVES

Due to slow down in steel industry in the world. Many steel companies in India

incurred loss of Rs 1574 crore. Government recently has approved a financial and

business restructuring package for SALE Involving a massive waiver of Rs 381 crore

from government of India. The other measures in the package include provision of

government guarantee for Rs. 3000 crore to be raised by SAIL for its VRS scheme and

to meet its repayment obligations on past loans. SAIL has been asked in the package to

initiate process of divestment in some non-core assets protecting jobs of its existing

employees. With the government initiative, the mining lease for the Kudramukh Iron

ore project has been renewed for a year and steps are being taken to get 20 years lease.

The government also approved a second capital restructuring package for RINL in May

1998 converting Rs. 133.47 crore in preferential capital. The company has also prepared

a turn-around plan to get out of its financial difficulties.




The government has been making all out efforts to help the domestic steel industry to

overcome their problems. To boost the demand and consumption of steel, an Institution

for Steel Development and Growth (INSDAG) has been set up involving the leading

steel producers in the country. The Development Commissioner for Iron and Steel had

launched a national campaign for increasing the demand for steel in the non-traditional

sectors, particulars in the construction, rural and agro-based industrial sectors. Other

areas include reduction in power and railway tariffs, reduction in input costs,

strengthening of antidumping mechanism, setting up a steel exporter‟s forum and

empower committee for research and development.

SET TO FACE GLOBALITION

The Indian Iron and Steel Industry have scared new heights in the post-independent

India to become the tenth largest producer of steel in the world. Its now a century old.

Beginning from Tata Iron and Steel Company (1907), Mysore Iron Steel Company

(1923) and Steel Corporation of Bengal (1932), it has traveled a long way to become a

symbol of National; pride. At the time of Independent, the country came during the

private sector. The first big push to this industry came during the First Three Five Year

Plans.

TOWARDS LIBERALIZATION

The Indian iron and steel sector was the first core sector to be deregulated in 1991. The

dereservation of capacity was followed by decontrol of price and distribution. The

lowering of tariff rates and lifting of quantitative restrictions were steps towards further

liberation. The post liberalization era witnessed the emergence of private sector.

Financial institutions cleared 19 projects of 13 million tons with an investment of Rs.

26000 crore. The nineties witnessed the largest expansion of capacity and out put of

steel sector. The production of steel increased from 14.34 million in 1991-92 to over 27

million tons in 1999-2000. In the current year also, the finished steel production has




shown considerable growth. Global integration, however, has not been an unmitigated

blessing for the Indian iron and steel industry. After the fast paced growth of post

liberalization years, the harsher realities of a market centric open economy showed its

face.

INCREASING R & D

Research and development is the key to increase productivity and ensure quality, cost

effectiveness, safety and environment friendly atmosphere in the steel plants. The

Ministry had been pursuing the industry to make more investments in this area. As per

the decision of the government, R&D activities are being supplemented by the steel

Ministry by providing financial assistance from Steel Development Fund (SDF). The

Ministry has set up an institute for Steel Development & Growth (INSDAG) and a

National Campaign Committee under the Joint Plant Committee for the promotion of

steel. Recently, the Ministry has decided to set up an apex organization “The National

Steel Institute” for the promotion of research, Training and Consultancy in the Steel

Sector.

The Indian iron and steel industry, however, has a potential for achieving a high

growth rate. Inspite of the slow down in the global and domestic economies, it achieved

a growth rate of 14% in 1999-2000. The Ninth Plan projection in the steel industry

stands at 38 million tons which includes about 32 million tons of domestic demand and

6 million tons of export. The iron and steel industry contributes about Rs. 8,000 crore to

the national exchequer in the form of excise and custom duties apart from earning

foreign exchange of approximately Rs. 3,000 crore through exports.

The vision 2020 document of the Ministry envisages trebling the steel demand,

producing world class steel, adopting environment friendly clean technologies and

exploring new areas for export. The Ministry has decided to bring out a National Steel

Policy in consultation with all steel industries. It will, indeed, be a road- map for the

progress of the steel sector in the new millennium in the context of second generation

reforms and globalization.




COMPANY PROFILE

Shanti Iron and Steel is a partnership concern established in the year 1974 With

The Initial working capital of Rs:10 lakhs. Shanti Iron and Steel has emerged over a span

of 30 years. It has the people with the expert team of highly trained & experienced with the

expert team of highly trained & experienced professional managers & technologies.




The main manufacturing activity is machine-casting components for automobiles,

textile and allied engineering needs and ductile iron castings from 1 kg to 600 kg per

piece.

It has foundry with machine shop comprising 4 cupolas and 1 induction furnace machine

shop comprising of convention machines with Plano Millar, Grinder, 3 CNC Machine, 1

HMC machines,1 VMC machine and conventional machine shop.

COMPANY : "Shanti Iron & Steel".

ESTABLISHED: 1st July 1974.

BUSINESS:

Manufacturers of 'Ready to Assemble' graded

Grey Iron.

An ISO 9001:2000 company.

CONSTITUTION: Partnership Firm.

PARTNERS:

Mr. Kantilal V. Porwal - Commercial affairs

Mr. Shantilal V. Porwal - Technical affairs

Mr. Santosh K. Porwal - Marketing

SALES

TURNOVER:

2005-06

Rs. 16.64 Crore.

ANNUAL

PRODUCTION: 2800 MT.




LOCATION:

Manufacturing Plant and Head-Office at:

SHANTI IRON & STEEL

690, UDYAMBAG

BELGAUM-590008

KARNATAKA STATE-INDIA.

AREA: 1,69,884 Sq.feet.

CONSTRUCTED: 30 800 Sq. feet.

EMPLOYEES: Administrative-50; Technical-20; Workers-150.

BRIEF HISTORY:

1974 Company was established with production of grey iron only.

1980 Forward integration by establishing machine shop in same premises.

1990 Expansion of foundry-unit II in same premises.

2000 Expansion into higher value addition. First (CNC Machine) installed.

2001 Received ISO 9002:1994 certificate from TUV Rheinland.

2001 Mechanization of foundry with machine moulding, sand plant and

mould conveying system.

2002 Second VMC Machine installed.

2003 Fully automatic Cold Box, core shooter installed.

2003 ISO Certification upgraded from ISO 9002:1994 to ISO 9001:2000.




2004

2005

Third VMC added to CNC Shop.

Stat of art new HMC Makino a61 installed along with CNC CMM

OBJECTIVES OF THE COMPANY

1. To provide products of highest quality and value.

2. To achieve cost effectiveness in machine shops and foundry.

3. To invest in the technology to achieve technological excellence and competitive edge.

4. Commitment for continuous improvement in process, methods productivity and quality.

5. To develop employee‟s mutual trust, respect and training.

6. To reduce wastage throughout supply chain.

7. Human resource development.

8. Quality objective.

Reduce wastage in all in-house activity.

Reduce in variation.

Reduce customer end rejections.

VISION:

The company has vision of next ten years to pioneer in supply

Casting of highest value of optimum price. Which are subassemblies / parts by itself of

omens in automobile, engineering and industrial application. It wants to be the “best

single source solution provider” for all its customers casting requirement




QUALITY POLICY:

Shanti iron and steel will strive continually to improve the effectiveness of the quality

management system through involvement and motivation of the employees so as to

meet customer requirements, to satisfy internal customer and enhance external customer

satisfaction

ACTIVITY CARRIED BY SHANTI IRON STEEL

New enquiry: - the customer visits personally or uses any other media like telephone,

fax, e-mail or a letter to convey the order to the company. At the receipt of new enquiry

from customer and log details in enquiry foundry manager will collect all the

information from customer and log details in enquiry register.

1. Based on the information collected, foundry manager in consultation with technical

partner conduct a feasibility study for :

Technical aspects

Delivery aspects

Commercial aspects

2. If the enquiry turns to be profitable then the action plan will be made and recorded in

the enquiry register .if feasibility study does not turn to be attractive the same is

updated in enquiry register.

3. if feasibility study is accepted, a quotation is prepared and follow up is made

4. At the receipt of the order from the customer the foundry and technical manager will

review the order as against quotation.

5. if any discrepancy arises the same will be resolved the customer .




6. Company receives purchase order else a verbal commitment. New product

development will be initiated as per product realisation timing chart.

7. The purchase orders are of two types direct order and repeat types. On receipt of

purchases order it will be the updated in inward register by clerk and forwarded to P

&D assistant for reviewing std weight and rate register.

8. After clearance from the P&D assistant a soft copy is created and sent to foundry

manager.

9. Next the foundry manager with consultation planning and dispatch section conducts

schedule feasibility study and prepare actively chart for production.

10. If any amendment receives by the customer, are studied by the technical manager and

if feasible will be noted to the customer and updated in inward register.

11. Finally the amendments made will be checked and monthly production will be

planned.

Product Profile:

SIS always in providing better products through its resources ,which will result in

higher productivity and better quality. The product range consists of following items,

which are explained with help of diagram.

Product Production Range:

>Grey Iron & Ductile Iron.-Unit Weight 1.0-600 Kg and 2.0-100Kg respectively

>Wall Thickness 4.5-50 m

> Machined casting 80%, Ready to assemble 70%.




Diesel engine components:

a. oil sump

b. Housing

c.Gear casing

d.Rocker cover

e.Transmission case




B. Printing Machinery components:




C.Machine Tool and Valve:

a. Side wall

b.Feeder wall

c.Levers

d.Cylinders




a. Middle Slide

b.Head stock

c.Tail stock base

d.Valve




DEPARTMENT IN SHANTI IRON AND STEEL

Department play a vital role in the development of the company. These departments

manage all operation of the company. They are as follows:

PRODUCTION DEPARTMENT

MACHINING DEPARTMENT

TESTING DEPARTMENT (LAB)

STORE AND MATERIAL HANDLING DEPARTMENT

MAINTENCE DEPARTMENT

DESPATCH DEPARTMENT

PURCHASE DEPARTMENT

HUMAN RESOURCE DEPARTMENT

MARKETING DEPARTEMENT

ACCOUNTS DEPARTMENT




QUALITY DEPARTMENT

PRODUCTION DEPARTMENT

Production is a process of converting raw materials into finished goods or semi finished

goods. Production is important for every company. Production manager is responsible

for the whole production system and even for quality. Production manager with

consultant with technical do the production planning and control.

Responsibilities of production manager

Preparing monthly and weekly plan based on customer‟s schedule.

Plan and arrange of raw material, manpower and other facilities required to meet

schedule.




Preparing production realization timing chart for new production development.

Analyzing and taking action for reducing rejections.

Take actions to increase productivity.

Approval of preventive and correction actions for customer complaint.

Ensuring that production is completed in time.

To reduce wastages.

To solve problems faced by supervisors.

The company‟s production capacity is increased over a period of years

because of effective utilization of available raw materials. The main manufacturing

activity is to manufacture and machining of „ready to assemble „graded grey iron &

ductile iron castings components of OEM‟s in diesel engines‟ tractor and tiller and

machine tool industry. The weight of casting per pies ranges from 1 kgs to 600 kgs.




PRODUCTION PROCESS:-

The production department is sub- divided into:

1. pattern shop

2. mounding and sand plant

3. core shop

4. fettling

5. melting

6. painting

Machine and facilities in production department:

Production is an art of converting raw materials into finished or semi finished goods.

The steps involved in production process of Shanti iron steel is as follows;-

a) Raw materials;- incoming raw materials is tested at the laboratory

b) Sand plant ;- green sand mould is prepared. In green sand 85%is reused sand 15%fresh

sand with 4% additives and water,

c) Moudling;- Moudling is done in two ways

Hand mould;- hand mould is done for bigger and heavier casting.

Machine mould; - one batch of machine mould is 500 pieces.




d)Core making;-core made manually and include oil sand, no bake CO2 and shell core.

e) Melting; - in cupola coke is mixed with pig iron, scrap,MS mild steel, manganese and

lime stone depending on the requirement and is heated at a temperature up to 1400 C. once

it reaches that temperature they pour in the moulds made and temperature is checked again

and it should be between 1350 to 1450 C. it takes about 4 ti 5 hours to cool down. The

capacity of cupola is 7 tones. Once it is cooled its sent to next section fettling

f) Fettling; - fettling is a process where in the casting is cleaned with help of two machines

knock out machine and shot blast machine. The other activities like chipping of extra parts,

grinding and inspection is done to check if it meets the specifications.

g) Stress relieving.

h) Painting; - spray panting or primer paint as per customer specifications. After painting

the casting is sent to next department, machining department.

MACHINE DEPARTMENT

Shanti Iron and Steel has a conventional machine shop where in machining is done.

TYPES OF MACHINES USED

Special Purpose Machine (SPM)

1. Vertical Lathe

2. Horizontal Lathe




3. Grading Machines

4. Vertical Boring

5. Horizontal Boring

6. Special Purpose Machine Tapping

7. CNC Machines

8. VMC Machine

9. HMC Machine

Scheduling:-

Shanti Iron and Steel industry uses 2 types of scheduling operations for a

production according to customer requirement.

1. Job Operation

It refers to the manufacturing of products on the basis of orders. They

scheduled as per the requirement of the customers. Those operations involve the

production of products in low volume. There is considerable variation in the materials

used, set time etc. In performing these jobs.

Following customers of this industry are given prioritized for job operations:

Atlas Copco LTD.

Fourness Engineering (India) LTD.

Lokesh Machines LTD.

2. Repetitive Operations:

It normally involves mass production of product. Therefore, there are few

variations in the production process. In these operations, the labor is trained and the

equipment design for a narrow range of applications. The uniformity of processing and

the allocations of labor recourses are closely, in to minimize the flow of inventory.




Addison & Company LTD

Kirlosker Oil Engines LTD

Manugraph India LTD

Electronic Plastic Machines Private LTD

Victory Electromech.

REJECTION SECTION: - In machine shop there is a rejection section wherein

rejected jobs are taken and evaluated the reason for their rejection. They go to the root

cause and solve it. There is a team who does all the evaluations and report is created and

sent to the technical partner.

TESTING DEPARTMENT (LAB)

The material received from vendor is inspected as per sampling method mentioned in

material specification. The material inspection report is prepared by inspection

authorities.

HOD

Ass

Analysis

Ass. Record

maintaining

Ass. Testing 1. Ass.

Recording




1) Incoming- Raw – Material is Tested

2) Castings are tested at every stage.

3) Finished product is tested

They mainly check carbon, silicon contains etc

STORE AND MATERIALS HANDLING DEPARTMENT

Objectives;-

To store and handle materials properly so as to eliminate the possibility of

damage.

To reduce wastage throughout supply chain.

On time procurement.

Quick delivery of item to end-user.

To plan procure materials and services confirming to specified requirements

Store and preserve materials till they are issued for use.

Responsibilities;-

1. Have to maintain the minimum stock level

2. Have to issue material on request without delay.




3. Handling of materials;- all casting and raw materials are handles by using

monorails and small crane trolley. The molten metal is handled by using hand

labels.

4. Storage of materials and ensure proper condition of raw materials.

5. Protection;- materials are protected as per requirement .

6. All finished goods are packed as per contractual requirement.

7. Identification;- identification of raw material and casting will be as per procedure

for identification for casting its heat number.

8. Maintain stock register and update it timely.

9. Store department have to report to the management representative first

week of every month regarding the performance of the department.

MAINTENANCE DEPARTMENT

Objectives;-

To ensure that no machine is idle

Responsibility

1. To attend break down of any machine.

2. To ensure enough spares are available

3. To ensure smooth work flow

4. To make sure all instruments are working properly

5. Maintenance of the whole building

6. To ensure all safety material is in good condition

There are 7 people this department 3 are electrical engineers and other 3 are mechanical

headed by the head of the department.




When there is break down in the company the supervisor of hat section reports

immediately to the maintenance department. Maintenance department immediately

attend to that machine if the machine is under warranty then the company is contacted

but if it is not under warranty then maintenance department solves the problem on their

own.

While working production supervision finds or receives massage from machine

operator; about are possible malfunctioning of machine completely stops. In such

situation production supervisors writes the break down slips. The maintenance

supervisor analyses the solution like type of break down.

Technicians identify the exact failure and cause of the problem is solved and carries

out the rectification work. Then to ensure that the identified problem is solved they

check for trail runs of machines / equipment. After the satisfactory results are observed,

machine is handed over to the production and for completion of job on the Break –

down

DESPATCH DEPARTMENT

The Responsibility of dispatch department to dispatch the finished goods to their

destinations. The raw castings are directly sent to customers.

The products are

Cleaned thoroughly with kerosene.

Machined surface is applied with rust preventive oil.




Critical and fragile areas covered with plastic rings, wrapped in VCI paper or plastic

sheet

1. Finally packed in wooden boxes

They dispatch the along with the following documents; like , invoices‟ inspection

report.

PURCHASE DEPARTMENT

Responsibilities- PURCHASE OFFICER

Purchase department receives the monthly and individual purchase requisition from

store describing the material grade/ type or other precise pacification. In case of

incomplete requisitions the purchase officer gets clarification from stores / use

department.

To keep track of individual material requisition these are serially numbered and kept in

a separate file from purchase register

The purchase order specifying the SIS material specification no. Name of the materials

grade or type, order quality, delivery schedules and terms and condition is prepared and

countersigned by purchasing assistant.




If any deviation in the purchased material is observed, the some is communicated to the

vendor in writing.

HUMAN RESOURCES DEPARTMENT

HRD department is the department, which handles the most delicate section of the

company. The HRD manager is in charge of the whole department.

Responsibilities

1. Recruiting people in the organization.

2. Handles all policy matters regarding HRD.

3. selection procedure

4. Maintain discipline in the company.

5. Training

6. Time keeping.

7. attendance

MARKETING DEPARTMENT

Marketing is the business function that identifies customer needs and wants, determines

which target market the organization can serve the best and design appropriate products,

provide services and set programmed to serve the market however marketing is much

more than an isolated business function. It is the philosophy that guides the entire

organization.

FUNCTIONS.




1. Market their products personal visit with the help of product catalogue.

2. getting orders for the company

3. quoting prizes for their service

4. Getting the payment terms from their customer and also the credit term.

At SIS they focus on marketing their products to a particular section of industry, the

casting section. They have a fixed number of customers. In foundries and machine

shops customer gives orders on basis of the company has. Advanced technology also

adds as a feature

SIS has various ways of marketing.

1. Personal visit; - marketing partner makes a personal visit to the customer. Gives the

detailed information about the company and its facilities. The marketing manager is

responsible for convincing and getting order from the company.

2. industrial display;- whenever there is a trade fair which happens at once every year,

SIS displays its products and facilities. They have a stall set up wherein interested

visitors can get all details.

3. Yellow pages;- company has registered its name in yellow pages.

4. E – Business; - e- business is a boom these days. SIS has her own site

www.shantiiron.net. This website is registered with Google search engine

http://www.shantiiron.net/




ACCOUNTS DEPARTMENT

OBJETIVES

1. To provide account and complete systematic information of financial activities.

2. To maintain all the books of account and other financial documents.

3. To prepare periodic financial statements have the company like profit &loss a/c

balance sheet.

In out of present day economy, finance defined as the provision of money at the time

when it is required. Every enterprise, where big, medium or small needs finance to carry

on its operations and to show its targets. In fact finance is so indispensable today that it

is rightly said that is the lifeblood of an enterprise without adequate finance; no

enterprise can possibly accomplish its objectives.

Accounts department is responsible for passing the bills to send cheques & cash to the

party. They maintain double entry system of book keeping. The complete accounting

system here is a computerized. They maintain following documents.

1. bank account

2. purchase account

3. vouchers

4. sales register

5. bills receivable

6. bills payable

7. journal

8. ledger




They are preparing final statement i.e. trading, profit & loss statement & balance

sheet so that they can know their position at any given point of time.

Their bankers are;

1. Canara bank

2. UTI bank

3. HDFC bank

Purchase book

Postings; - postings is done in the personal accounts every day from the purchase book.

At the end of week month the total of the purchase of book is debited to the purchase

account in the ledge.

Vouchers

The company has two vouchers. They are;

1. bank payment voucher

2. cash payment voucher

Sales book

The sale book is meant for recording all sales of goods on credit. It is also known as the

sales or day book. It should be noted that the book records only sales of goods on credit.

The cash sales are recorded in the cash while sales of articles other than goods on

credit are recorded in the journal.

Posting

Postings is done in the personal accounts every day from the sales book. They are

debited with individual accounts.




The sale account is credited with total sales made during period (i.e. a week or month)

at the end of the period.

Invoice

They have an INVOICE CUM DELIVERY CHALLAN (ISSUED UNDER

RULE 11 OF CENVET RULES 2002)

Bills receivable & bills payable book

Where the number of bills receives or bills issued is large, would lead to saving of time

if, instead of journalizing each receipt of bill, we were to maintain suitable register (or

books) and record the transactions there. Two books would be required-

1. Bills receivable(BR)

2. Bills payable (BP)

QUALITY DEPARTMENT

QUALITY POLICY

Shanti Iron and Steel will strive continually to improve the effectiveness of the

quality management system through involvement and motivation of the employees so as

to meet customer requirements, to satisfy internal customer and enhance external

customer satisfaction.

OBJECTIVES




1. Maintain consistent and correct appraisal of quality of the product at all the stages of

manufacturing till the product is dispatched. Such that the required quality is

achieved, maintained and improved.

2. Develop necessary competence in the department for meeting specific quality

requirements.

3. Reduce wastage in all in-house activity.

4. Reduction in variation.

ORGANIZATION CHART

General

Manager

Production

Manager

Office

Dept

HRD Dept

Finance

and A/C

Dept

Supervisor

Top

management

Workers




INTRODUCTION TO MULTISKILL DEVELOPMENT

MULTI-SKILLING DEFINED:

Multi-skilling is the process of training employees in specific skills and ensuring

that the work is performed.

A typical example is the change out of a small motor. Traditionally, a change-out

could require an electrician to disconnect the motor leads and a millwright or mechanic to

disconnect the coupling, physically replace the motor, and perform the alignment. The

electrician would then return to the job, reconnect the motor leads, check and possibly

change rotation. The mechanic or millwright would, at this point, be able to connect the

coupling halves to complete the job.

Purchase

Dept

Quality

control

Dept




In multi-skilling, individuals would receive additional training, beyond the normal

skills required for their job. The mechanic or millwright would be trained in the proper

disconnecting and reconnecting of the motor leads, as well as how to change motor

rotation. The electrician, in turn, would be trained in coupling disassembly and reassembly,

as well as alignment methods. After this training, either individual would be qualified to

perform the entire job alone.

The advantage to the company in multi-skilling comes with the ease of scheduling

work which, in the past, required two or more jobs or skill distinctions. The advantage to

the worker is usually an incremental increase in pay for the additional skills learned and

used.

MULTI-SKILLING PITFALLS

Many multi-skilling efforts have not worked as desired. They usually fail for one or

several of the following reasons.

Vague Goals or Commitments

Many multi-skilling efforts begin without clear goals or understandings by

the company of what they expect to gain. In turn, there is no commitment exacted

from the work force of what will be expected once the training has been

accomplished. The end result is that after the training has been finished, the manner

in which maintenance work is scheduled and performed remains the same as it was

before the training effort was begun.

Inadequate Definition of Multi-Skill

Even if there has been an attempt to define the goals of multi-skilling and

the work force is committed to the end result, the training must adequately fit the




goals. Inadequate definition of the training effort itself can leave the goal unclear in

everyone's minds as to when and how the effort will be accomplished. Again, the

end result is that the scheduling and performance of maintenance remains relatively

unchanged.

Failure to Implement

Strange as it may seem, many companies, after negotiating an agreement for

multi-skilling, have failed to quickly follow through with the plan or failed to

communicate the goals, definition and work changes in the multi-skill agreement.

As a result, the new level of productivity that was initially desired is not achieved

and the advertised benefits are never realized.

A process of multi-skilling must be developed and begun prior to the

negotiations for the program.

Successful Multi-skilling Programs

It may be evident that a successful multi-skilling effort must be well defined from

the very beginning. The company and its employees need to be of one mind with respect

to:

What training will be required for the effort?

What skills will be involved?

What work will be covered?

How and when the work will be executed?

What specific benefits will be expected?

Answering these questions begins the process of multi-skill development. Many of

the requirements of multi-skilling can be determined by identifying the friction areas.

Identifying Friction Areas and Multi-skill Opportunities




In plants or facilities where strong craft line distinctions exist; it is imperative to

identify the skills to be included in the program. The most productive areas to be

considered are those, which involve jobs where two or more crafts are required to complete

a job, but only one or two individuals are required to do the work. These are best identified

as friction areas - jobs that are causing friction in the productive deployment of personnel.

These friction areas can be identified through several means.

1. Review completed work history records. Work histories will often indicate jobs

which require more skills than people normally have.

2. Brainstorming sessions. Include first line supervision to identify potential multi-

skilling areas.

3. Structured Group Interviews. This group interaction tool allows for positive input

and prioritization of that input for a group of people not normally involved in

brainstorming sessions. An instruction for conducting a Structured Group Interview

is included.

4. Multi-skill Survey. Using a questionnaire completed by all management and

effected hourly personnel; a survey is designed to poll individuals on their

willingness to cross train, ideas for multi-skill opportunities and perceived

problems with a multi-skill implementation.

Identifying Potential Gains

Once the possible training areas have been identified, the company can determine the

potential productivity and financial savings to be achieved from the multi-skilling effort.

The financial savings can be shared with craft employees through negotiated wage

increases. This effort takes the following form (in order):

1. Interviews are conducted with supervisors to identify friction areas.

2. Completed work history is reviewed for friction areas and these jobs are tabulated.

3. A study is conducted as to how these jobs could be performed under a multi-skill

arrangement.




4. Estimates are made for the hours, which could have been saved through a multi-

skill effort on specific jobs. A calculation of labor cost savings is performed.

5. Tabulation is made of any productivity improvements due to reduced clock hours

of downtime. The cost of lost production is calculated.

Possible wage increases can now be determined by examining all information

accumulated and negotiations with work force representatives can begin.

Defining the Training

Defining the multi-skill training is the most important step in the effort. The

training must equip workers with the specific skills they will need to safely perform the

duties formerly accomplished by another craft. As with all maintenance training, the

curriculum of the multi-skill training effort must include the following elements:

1. Coverage of technical aspects of the training topic.

2. Coverage of safety aspects of the training topic.

3. Hands on performance of the training topic, with appropriate assessment and

correction.

4. Performance acceptance, where trained employees are given the chance to

demonstrate new skills.

In many cases this training will take the form of spot training, designed to equip an

employee with a critical skill; i.e., alignment, motor connection, welding and cutting.

In addition to multi-skill training, a training progression program can be

developed. It is unlikely that skilled individuals, hired from the outside would have all the

combined skills required in a multi-skill environment. Also, individuals promoted to

maintenance from operations or the labor pool may not be equipped with many of the skills

required. A training progression program designed to bring an employee to the full multi-

skill level can assure continuation of the effort in years to come.

Negotiating the Multi-skilling Program




At some point in the development of the multi-skilling effort, the company and

workers will have to sit down and negotiate the benefits to both sides. This process is made

much easier when there has been a clear definition of the specific areas where multi-

skilling will occur. The process itself varies depending on the working relationship

between the company and workers, but usually covers the following areas:

1. General definition of areas where multi-skill training will be performed.

2. Definition of the demonstration of performance when training has been completed.

3. Incremental pay increases, which will accompany the training effort.

4. Grandfathering, if necessary, of any workers currently in the maintenance work

force who simply cannot learn another craft skill. This number must be controlled

to a minimum to assure the multi-skill approach works.

Implementing the Skills

Although it would almost seem intuitive, it is important to identify exactly when

and how the multi-skilling skills will be incorporated into the actual scheduling and work

performance. Failure to do this has often short-circuited the entire effort, with the company

incurring the cost but never realizing the benefit.

Constraints

1. Time consuming process.

2. Laborious data collection.

3. Involvement of all the employees of company

4. Continuous process and requires to be followed up at a regular frequency

and schedule (at least once a year).




5. Training for consistency needed for employees to help towards appraising

their workmen.

Management preparation

1. Management should be convinced thoroughly and should feel that this

exercise is necessary.

2. Management should realize that it is a time consuming process and should

not be impatient for results.

3. Batch size to be determined and batches of employees to be identified and

prior approval from the management obtained for enabling

interdepartmental transfers / rotations.

4. Both nurturing as well as vigil supervision is required in the organization.

5. Resilience to take care of errors and rejections, if any.

Advantages of multiskilling

1. To identify the training needs of every employee.

2. To identify avenues for job rotation.

3. To identify areas for on-the-job training.

4. To assist in manpower planning/recruitment process for addition of new skills as

direct intake to the organization.

5. For maximizing utilization of manpower resources.

6. To take care of exigencies, succession planning etc.,

The objective was to enhance competencies and to enable managers understand

how an initiative taken by their department could affect the productivity and

performance of another department. This broadened the outlook of staff members,

making them think like like business managers




Research Design

Topic of the study: Multi skill development

Primary Data:

Is collected through Questionnaire & personal interview.

Secondary Data:

Is collected from Books on Human resource Management, Internets & Magazines.

Objectives of the study:

Identify the different skills for each job to be possessed by the employees.

Identify the common skills among the staff (employees)

To identify the training needs required for the developing multi skills among

employees.

Sample size




The size is 30

Sample population: Clerical staff of six departments

Sampling method:

Is done by random sampling

Tools & techniques: correlation

Analysis & Interpretations

Frequencies

Statistics

q6




N Valid 30

Missing 0

q6

Frequenc

y

Percent Valid

Percent

Cumulati

ve

Percent

Valid A 10 33.3 33.3 33.3

B 4 13.3 13.3 46.7

C 4 13.3 13.3 60.0

D 12 40.0 40.0 100.0

Total 30 100.0 100.0

q6

q6

DCBA

Fre

qu

en

cy

14

12

10

8

6

4

2

0




INTERPRETATION:

This shows that jobs are complex in nature, which needs careful planning preparation

& execution in order to achieve proper results resolve difficult problems & avoid

serious errors this shows that they are so involved with their existing job performance.

that they would not deviate into others skills

Frequencies

Statistics

q7

N Valid 30

Missing 0

q7

Frequenc

y

Percent Valid

Percent

Cumulati

ve

Percent

Valid A 12 40.0 40.0 40.0

B 6 20.0 20.0 60.0

C 10 33.3 33.3 93.3

D 2 6.7 6.7 100.0

Total 30 100.0 100.0




q7

q7

DCBA

Fre

qu

en

cy

14

12

10

8

6

4

2

0

INTERPRETATION:

This shows that job include close supervision, guidelines or high repetition of tasks

This shows that job doesn‟t require any kind of level of independent judgment while

performing the tasks




Frequencies

Statistics

q8

N Valid 30

Missing 0

q8

Frequenc

y

Percent Valid

Percent

Cumulati

ve

Percent

Valid 2yrs or < 6 20.0 20.0 20.0

>than 2

yrs

10 33.3 33.3 53.3

>than 4

yrs

14 46.7 46.7 100.0

Total 30 100.0 100.0




q8

q8

>than 4 yrs>than 2 yrs2yrs or <

Fre

qu

en

cy

16

14

12

10

8

6

4

2

0

INTERPRETATION:

The above analysis depicts that, performance skills effectively enhance the skills on the

job, employees feel that a minimum of four year is required to learn and enhance the skills

on the job.

Frequencies

Statistics

q9

N Valid 30

Missing 0

q9




Frequenc

y

Percent Valid

Percent

Cumulati

ve

Percent

Valid A 4 13.3 13.3 13.3

B 5 16.7 16.7 30.0

C 13 43.3 43.3 73.3

D 8 26.7 26.7 100.0

Total 30 100.0 100.0

q9

q9

DCBA

Fre

qu

en

cy

14

12

10

8

6

4

2

0




INTERPRETATION:

job possess an associate degree or equivalent in a related field such as accounting, data

processing and so on this shows that job need to be have specialized skills to perform the

job.

Proximities

Case Processing Summary

Cases

Valid Missing Total

N Percent N Percent N Percent

30 100.0% 0 .0% 30 100.0%

Proximity Matrix

Correlatio

n between

Vectors

of Values

q4a q4b q4c q4d q4e q4f q4g

q4a .049 .135 -.053 .119 .287 -.220

q4b .049 .290 .049 .365 .136 .119

q4c .135 .290 .472 .812 .602 .330

q4d -.053 .049 .472 .712 .548 .882

q4e .119 .365 .812 .712 .745 .663

q4f .287 .136 .602 .548 .745 .291

q4g -.220 .119 .330 .882 .663 .291




This is a similarity matrix

INTERPRETATION:

4e(Bodily Fluids) is highly correlated, & 4f(chemical & oil) is also correlated. This shows

that 4e & 4f affects in the working conditions.

Findings:

There is no job rotation among the various departments for the employees

As duties are complex, specialized in nature & also requires careful planning in

order to avoid serious accidents which hinders to look after other skills.

All duties are routine in nature this shows that there is less scope for other job

related skills

As duties involved close supervision, high repetition of tasks & guidelines, which

shows that, there is less preference for level of independent judgment.

Around 10% of employees refer that they solve problems in job in the absence of

guidelines or alternatives




Employees are more exposed to bodily fluids, chemical & oil at working

conditions.

Recommendations:

There must be a job rotations for the employees of various department with

according to their interest

Employees must be trained in order to equip new skills

Employees should be given accountability and also should possess independent

judgment which inturn enhances the productivity and morale of employees

The working condition should be maintained with cleanliness

Conclusion:

In this competitive world company success lies within its employees. Hence development

of its human resource through training and making them excellent in more than a job will

make the job perfect and also enhance the employee skill and decreases the cost of

human capital which could increase the company „s profit.




This study on “Multi Skill Development for employees “ has helped me in understanding

the interest of the employees in various jobs which they could find more interest and also

develop Knowledge and increase their skills.

This project have not only helped me in enhancing my Knowledge but also have created

lot of interest in this area and also have helped me in knowing the present corporate

working which have lot of confidence and perfection in the work I do.

BIBLIOGRAPHY:

Human resource Management

Magazines

Websites

ANNEXURE

a project report on multi skill development at shanti iron and steels ltd at bg elgaum

Education

multi skill development

multiskill training

developing multi skills

single skill

concept of multi skilling

skill sets

training needs

different skills