project report on hr in bata

7/29/2019 Project Report on HR in BATA

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Final Year Project's is One place for all Engineering Projects, Presentation, seminar,

summer training report and lot more.NOTE:-This work is copyright () to its Authors. This is only for Educational Purpose.

The best possible employee education, executive

training and management development programs for

BATA INDIA LTD. that shall improve job

performance and help individuals to progress

towards actualization of their potential capacities.

Developed For

( Batanagar Unit, Kolkata )

Submitted On

28 / 09 / 2007

By

Chandan Chakrabortywww.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/
http://www.final-yearprojects.co.cc/http://www.troubleshoot4free.com/fyp/http://www.final-yearprojects.co.cc/http://www.troubleshoot4free.com/fyp/http://www.final-yearprojects.co.cc/http://www.troubleshoot4free.com/fyp/http://www.final-yearprojects.co.cc/http://www.troubleshoot4free.com/fyp/


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Student of MBA ( III rd Semester )

Gyan Ganga Institute of Technology and Sciences ( GGITS )Under Rani Durgawati University, Jabalpur, Madhya Pradesh

Founder

of the



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M r. T o m a s B a t a

( 1876 1932 )

A Message from Mr. Tomas Bata

We are not afraid of thefuture. Millions of human beings knownothing of footgear of any kind

whatever and very few of the rest iswell shod. This best shows us howlittle we have accomplished so far,and what an immense task liesbefore the shoemakers of the whole

world.



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Tomas Bata started life as a

poor boy but he did not dream ofmaking millions, he seems, rather tobe obsessed with the idea of helpinghis country and his people. In theyoung Bata there quickly ripens the

wish and the determination toachieve something. He is ashoemaker - a practical man, but witha power of imagination amounting togenius.

Thomas has visions ofcolossal factories, with the mostmodern machinery, installed in airy

workshops, and a system of the mostmodern factory-hygiene. In thoseworkshops, people freed from slaveryand squalor are working for thewww.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


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realization of his great social ideal :

the shoeing of millions.

Tomas Bata remained true tohis dreams of " Good and cheap

shoes, even for the very poorest, andhigh wages for all who worked forhim ".

He coined the motto

Our customers are our masters".



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Long Service Medallion



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PrefaceBata India Ltd. Is the organisation that has been ruling

the world of shoe manufacturing in India for more than 75 years now and

its largest plant is situated in Batanagar, 24 Parganas (s) West Bengal, on

the banks of the river Ganges. With manpower of nearly 2400, the unit is

producing quality foot wares hugely in demand all over the world. It hasone of the oldest but excellent systems of day to day operations and

record keeping including production, planning, purchase, costing, salary,

personal audit etc. It also has been instrumental in starting its own chain



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of retail stores which has crossed 3000 in number. Over the year it has

become a household home with millions of customers loyal to its brandsIts motto, Challenge Skill Commitment Teamwork is

yielding great results even in this era of fervent socio economic changes

that are taking place globally.

My object here was to study the existing training and

development facilities in Bata India Ltd. And if necessary to develop a

program that shall enhance the potential of its employees and executives

This program should be in accordance with the actual situation related to

the morals, ethics, beliefs and practices of the land. It should go a long

way in improving the production, quality, organisational climate

technological know-how and above all individual personal growth.

Acknowledgement

I hereby acknowledge the overwhelming help and support

of the personnel department of BATA INDIA LIMITED and specially

Assistant Manager ( Personnel ), Mr. Debabrata Sanyal whose heartiest co-operation was the major source of inspiration and motivation behind the

completion of this project. I shall also be thankful to other departmenta

heads, some of whom are listed below:



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All India Senior Vice-President : Mr. A. H. M. Ehsanuzzaman

Senior Manager (Leather) : Mr. Shubham Kanti Mondal

Manager (Rubber) : Mr. Amar Nandi

Manager (Engineering) : Mr. Samarjeet Ghosh

Manager ( R& D) : Mr. Supriya Kanji

General Manager (Purchase) : Mr. Atish Chandra Chatterjee

Manager (Commercial) : Mr. Sudip DuttaManager (Payroll & Accounts) : Mr. Prabhat Kumar Sur

Senior Manager (Accounts) : Mr. Animesh Mukherjee

Manager (Accounts) : Mr. Anjan Kumar Chatterjee

Manager (Assembly Rubber) : Mr. Dilip Kumar Nandi

Asst. Manager (Admin. & Welfare) : Mr. Manoj Kumar Sarkar

Asst. Manager (Procurement Leather) : Mr. Kuharan Mukhopadhyay

Officer (SBU Leather) : Mr. Kartick Chandra Routh

Each and every employee whom I met during this project,

greeted me with open arms and tried to help me out with whatever he

can, and I am grateful to all of them.

At last but not the least, I would like to take this

opportunity to thank Dr. Anil Kumar Dhagat, Director, M.B.A. department,

Gyan Ganga Institute of Technology and Sciences ( GGITS ) Jabalpur, for



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providing us with the opportunity of doing this project. My sincere

gratitude to my family and friends, who have extended their helping handfrom time to time, specially in adverse situations when I needed it the

most and all those who have directly or indirectly helped the cause of

successfully completing this project.

Dated :

CHANDAN CHAKRABORTY



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Declaration

I Chandan Chakraborty, student of M.B.A. ( 3rd

semester ), Gyan Ganga Institute of Technology and Sciences

Jabalpur (M.P.) , do hereby declare that this project has been done as

a partial fulfillment of the award of post graduate degree in business

administration, under Rani Durgawati University, Jabalpur ( M.P.)

for the year 2007 -08.

I declare that this project is entirely based upon my

personal findings, analysis, judgements and is thus an original piece

of work, which has not been published before in its present form any

where in India or abroad.The data upon which this project is based

is secondary data collected from various record books of the

organisation, whose preciseness is expected, not guaranteed.



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Dated :

CHANDAN CHAKRABORTY

Index

1} 11

2} 29

3} 36

4} 49

5} 526} 54

7} 55

8} 78

9} 92

10} 95



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11} 105

12} 114

The Organisation:

Bata India is the largest company for the Bata Shoe

Organisation in terms of sales pairs and the second largest in terms o

revenues. With 1250 stores across the country, it also has the widest retai

network within the BSO. By the time Bata had come to India in 1931, it was

already recognized as a leading shoe brandIts manufacturing and marketing operations

heralded the rise and the development of a

modern footwear industry in India. Before

Bata, footwear was produced primarily in the

handicrafts and small enterprise segments

Bata, over the decades, used the currenknowledge' from its international experience

to create adaptive and innovative baseline

standards for the shoe businesses in India.



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Incorporated as Bata Shoe Company Private Limited in 1931,

the company was set up initially as a small operation in Konnagar (neaCalcutta) in 1932. In January 1934, the foundation

" I've missed over 9,000 shots in my career. I've lost almost 300 games. 26 times I've

been trusted to take the game winning shot...and missed. I've failed over and over

and over again in my life. And that is why I succeed! "

- Michael Jordan

stone for the first building of Bata's operation - now called the Bata. In the

years that followed, the overall site was doubled in area. This township is

popularly known as Batanagar. It was also the first manufacturing facility in the

Indian shoe industry to receive the ISO : 9001 certification.

The Company went public in 1973, when it changed its name

to Bata India Limited. Today, Bata India has established itself as one of Asia's

largest footwear retailer. It has cornered

around market share in the organized

sector (and approx. of the total

footwear market) Almost of the

company's revenue is from the domestic

market while the rest is from exports. The

company currently sells over pairs

of shoes every year and has an annual sales

turnover of more than (USD

178 million).



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Over the years, Bata India has established a leadership

position in the footwear industry and is easily the most trusted name in brandedfootwear. Its retail network of 1250 stores gives it a reach/ coverage that no

other footwear company can match. The stores are present in good locations

and can be found in all the metros and towns.

" The ultimate measure of a man is not where he stands in moments of comfort, but

where he stands at times of challenge and controversy "

- Martin Luther King Jr.

In terms of products, the company has now built a good

market-oriented collection that is in line with fashion trends and offers a good

quality to price ratio. Its product range now encompasses classic shoes such as

Ambassador for Men and comfort shoes such as Comfit for ladies, as well as a

more trendy collection for ladies in the Marie Claire range and a sporty fashion

collection for young adults in the North Star range. Bata's smart looking new

stores supported by a range of better quality products are aimed at offering a

superior shopping experience to its customers. And the new face of Bata India

is now visible to the industry as well as its customers. Today, backed by a brand

perception of experience, the company is working towards positioning itself as a

vibrant and contemporary young brand. It has significantly transformed its retai

formats to become more lifestyle-oriented, which has helped change consumer

perceptions to a large extent.

The 6 Principles :



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We provide quality for value.

We constantly improve in what we do. Our strength is people.

We are partners in progress with the communities in which we deal.

We build respect and loyalty through service.

We practice management.

" It is common sense to take a method and try it. If it fails, admit it frankly and tryanother. But above all, try something. "

- Franklin D. Roosevelt

Bata is Divided into regions:

1. Europe

2. North America

3. Africa

4. Pacific

5. Latin America

6. India

Bata operates in more than countries worldwide with,

retail outlets of its own

Producing pair of shoes per day

Over employees speaking languages



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" You may deceive all the people part of the time and part of the people all the time, but

not all the people all the time. "

- Abraham Lincoln

Purpose:

To serve the whole BATA family of companies round the world.

To have the right shoe, at the right place, at the right time, at the right

price

Mission:With footwear manufacturing and marketing as its core

business to achieve success and become the biggest and most skillful multiple

retailing and distributing organisation with a dynamic, flexible and marke

responsive approach to present and future opportunities for profitable growth.



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Success will be measured by the Customers, employees,

shareholders, suppliers and community.

Brands :

Hush Puppies

Dr. Scholls

North Star

Power

Marie Claire

Bubble Gummers

Signature Collections :

Ambassador

Comfit

Wind

The New Projects :

While some mega-projects are still awaiting approval, Calcutta

Riverside and a few others have got the nod from the West Bengal government,

the project to develop the Batanagar estate into a modern township

with a nine-hole golf course, high-end apartments, villas, condominiums, a

hotel, mall, IT park, hospital and school.



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To cost Rs. , Calcutta Riverside is perhaps the mos

high profile project under Section-14(z) of the West Bengal land reformsamendment bill passed in August 2005, which envisages that sick or closed

industries, which require investment to become functional again, may sell o

their unused land, if part of their sale proceeds is used to restructure the units

or for the labour's welfare. Riverbank Holdings Private Limited, the 50-50 joint

venture between Bata India Limited and Calcutta Metropolitan Group Limited

(an alliance between Kolkata Metropolitan Development Authority and UnitedCredit Bellani group), had a master-plan ready combining commercial re-use o

land with socio-economic development of the areas in the Batanagar estate.

Its an equitable deal for the workers. The families

living on the estate now are to be rehabilitated in new housing, with a built

space of square feet.

" To live is to choose. But to choose well, you must know who you are and what you

stand for, where you want to go and why you want to get there."

- Kofi Annan

Further, the terms of Riverbank Holdings lay down that within

30 days after the end of each calendar year, it must contribute a sum of Rsfor the benefit of the employees of BIL employed in the Batanagar

factory. The existing Bata girls, boys and primary school will be upgraded and a

separate school on and a hospital will be built. The km

riverfront will also be developed with recreation facilities for residents and



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visitors. Post completion, Calcutta Riverside will give employment to

people. No wonder the project was cleared as part of the state's sociainfrastructure development programme.

BATAs Worldwide Network

"The great successful men of the world have used their imaginationthey think ahead

and create their mental picture in all its details, filling in here, adding a little there,

altering this a bit and that a bit, but steadily building - steadily building."

- Robert Collier

Various departments operant in Bata India Ltd.

Personnel department :Personnel department is the heart of the organisation and is

one of the most important portfolios, dealing with matters directly or indirectly



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related to its human resource, that is its manpower. It acts as a connecting

bridge between the employees, trade unions and other external entities and themanagement. Personal department plays a vital role in interconnecting various

departments to enable smooth operation of the organisation.

In Bata India Ltd., the Personnel department maintains

individual personnel audit records in its and uses it for important

decision makings related to the transfer, promotion, separation, performance-

appraisal, welfare schemes, services and benefits, labour relations, grievancehandling etc. It is also responsible for the recruitment and selection of the

right people for the right job .

Accounts Department :

The accounts and payroll department is one of the busiest

department of the organisation, as it has to maintain each and every

transactional records in the book of accounts on a regular basis, based on

commonly used double entry system. The income statements, profit & loss a/c

and balance sheet are prepared on a quarterly basis for the management as

well as shareholders to analyze the developments. As Bata India Ltd. Batanagar

plant is not a selling unit the profit earned by it is accrued profit not actual

" One needs to be slow to form convictions, but once formed they must be defendedagainst the heaviest odds. "

- Mahatma Gandhi

profit. Accrued profit is acquired when production is completed below the

estimated production limits and it is in loss when production surpasses this limit



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The extent of transactions through this department can be expressed through

these facts: Bata India Ltd

( Batanagar plant ) pays property-tax to the Maheshtala municipality in

the volume of nearly Rs. per month.

Electricity charges fo

hours phase connection comes somewhere in the vicinity of Rs

per month. Bonus paid to the

employees once in every season (6 months) amounts upto Rs

.

The payroll section is in charge of preparing the fortnightly as

well as monthly pay slips for its different types of employees ( such as fixed

essential, hourly fixed, special hourly fixed, accord ) payment is made bycalculating many factors along with their basic pay, some of these factors are

DA, Night allowance, Bonus, Production incentive, House rent, Provident fund,

insurance, medical cover etc. the pay structure of Bata India Ltd. is very wel

structured in relation to contemporary manufacturing units, in the state of West

Bengal.

Product Development Department :

The actual job of the product development department starts

with collecting the information from the marketing department about the



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" Do not be desirous of having things done quickly. Do not look at small advantages.

Desire to have things done quickly prevents their being done thoroughly. Looking at

small advantages

- Confucius

design or pattern expected to be in demand in the near future. Accordingly

designs are prepared for all types footwears along with the material to be used

in a particular article. This department is more concerned with providing

comfort to its customers rather than style. Sizes of the shoe to be manufactured

are pre-decided region wise e.g.:

- For eastern region sizes between (gents)

- For southern region size is onwards gents) and general sizes fo

ladies products.

This department consists of a separate CAD / CAM section,

where designs are prepared and cut by a computerized cutting machine. The

software used for this purpose Crispin Cad Suite prepares two-dimensionaview of designs. These designs along with the material are tested in the

Research & Development laboratories before reaching the production

department.

Production Planning & Control

Department :Production planning and control section of management which

delivers the estimate for the production of particular style during a specific



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period, so that they may serve the best possible service to the customer without

unwanted late in delivery or unwanted dumping of the produced goods.

The sales department sends the estimate for the volume of

the goods that is likely to sell, on the basis of statistical method, market

" Often the difference between a successful person and a failure is not one has better

abilities or ideas, but the courage that one has to bet on one's ideas, to take a

calculated risk and to act. " - Maxwel Maltz

research, previous years performance and promotion of selling effort they

actual did. And accordingly volume of goods is projected for the production

department and costing department then the costing and production

department plan for the procurement of all the necessary materials

machineries, grinderies etc. and their capacities of production in terms o

manpower they are having. Other functions of this department are:

This department also prepares the records the volume of product in the

production stream daily. This is called workshop production balance sheet.

Prepares the plan sheet for the different articles that has to be sent to either

the whole-seller or retailer article wise or the number of pairs of specific size

so that the box of packing completes their capacity. This is called production

invoice for whole sales and retails i.e. distribution of order plan wise.



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Manufacturing Department :

Batanagar plant is one of the biggest manufacturing units in the state. It is a

well equipped with the best machines and safety equipments, most of them

imported from Korea and other countries. Some of the newly installed machines

are capable of producing high quality footwear round the clock. This

department is further divided into the:

1. The leather factory ( producing leather shoes )

2. The rubber factory ( producing rubber and canvas shoes, rubber chappals )

" Desire is the key to motivation, but it's the determination and commitment to an

unrelenting pursuit of your goal - a commitment to excellence - that will enable you to

attain the success you seek

- Mario Andretti

both within the Batanagar plant itself. Skilled employees known as rink

conveyor (leather) and sandal conveyor (rubber) carry out the production

through a chain of operations. Some of the operations involved in shoe

manufacturing are last-preparation, upper-insole, Jaro-molding, preforming

force-last etc.. A constant quality check during the production process reduces

the number of defective pairs getting to the shops.

- (leather & other material cut and bundled)

- (stamping, punching, skiving, gimping, embossing)

- (components stitched together)



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- (upper & lower components brought together)

- (shoes checked, inspected, sorted, stored, shipped)- (receive goods, check for accuracy damage, promote)

Research and Development Department :

The research and development department is responsible for validating the

products and designs prepared for production. Various mechanical properties

related to the materials to be used for the upper and sole of the footwears are

thoroughly checked using electronic machines these include Tensile testing,

flexural testing etc. designs are checked for its durability. Suggestions to

improve the overall quality of the finished products are sent back to the product

development department.

An overview of the company history :

The T. & A. Bata, T. & A. Bata Shoe Company (T. & A. Bata) registered in Zlin

Austria-Hungary by Tomas, Anna and Antonn Bata

First business crises, Tomas takes over company's control, Antonn leaves for

the army, Anna gets married

The Baovka, the first fabric shoe, introduced and with it production

mechanization, first machine from Germany



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First factory building constructed

Tomas first journey to the USA

2,200 pairs per day produced by 250 employees, in two shifts, sales

department founded

Second factory building constructed, first of the "new type"

Antonn dies, Tomas takes full company's control

First export sales, first sales agencies in Germany, the Balkans and the Middle

East; 3,400 pairs per day produced

Tomas second journey to the USA

World War I breaks out, large orders by the Austro-Hungarian army for

military shoes

World War I large scale orders contributed to company's exponential growth

2 million pairs per year sold, 10,000 produced daily by 5,000 employees

advanced production equipment imported from Germany; "Bata community"

around factory with shops, housing, schools and hospitals

Second crises of the company, massive losses, non-paid deliveries for the

state (Austria-Hungary, the newly founded Czechoslovakia doesn't recognize

the debt); production down to 1,700 pairs daily

Tomas' third journey to the USA, getting acquainted with Henry Ford's mass

production



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Currencies devalued due to World War I, consumer purchasing power at an al

time low, Bata cuts shoe prices by 50% to attract customers and to expand

into 160 company shops throughout Czechoslovakia

Employee profit & loss sharing introduced

The Bata system organizes operations in autonomous workshops; the "Bata

School of Work" founded, education and practical training to future Bata

managers; 563 company shops throughout Czechoslovakia

Assembly line production introduced

Customs tariffs introduced in the world, Bata builds factories in Switzerland

(Mohlin), Germany (Ottmuth), England (Tilbury), France (Hellocourt)

Yugoslavia (Borovo), Poland (Chelmek), Holland (Best), the USA (Bel Camp)

and India (Batanagar); the "House of Bata's service" opens in Prague

replacing older premises

100,000 pairs produced daily; five-day, 40 hours week introduced

Bata a.s. founded, replacing the former "T. a A. Bata"; by the early

1930s, Bata becomes the worlds leading footwear exporter

After Tomas Batas plane crash his half-brother Jan Antonn Bata becomes

head of the company; at this time the company continues the diversificationinto the production of tires, aircraft, bicycles, machineries; the "House o

Bata's service" opens in Brno



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Bata operates 63 companies in various industries with footwear remaining the

core business with 60 million pairs sold per year in over 30 countries; the

Bata family leaves to the USA after Nazi occupation of the rest o

Czechoslovakia; Jan Antonn Bata " subdues " to the plans of Nazis to save

the business, on the other hand supports the exile government of Edward

Benes and the Czechoslovak armed forces in Britain, he saves a large

number of countrymen, including Jews by using the Bata worldwide network

Tomas J. Bata (Thomas J. Bata) starts to operate from Batawa, near Toronto,

Canada. Instead of leading the Canadian subsidiary

All Bata companies in Eastern Europe "nationalized" by communist or pro-

communist governments, the company starts rebuilding itself from the

remaining entities outside Eastern Europe;

- Two decades of litigation ensue members of the Bata family begin to sue

one another over ownership of the international subsidiaries of Bata. In spite

of conflicting decisions has never been fully resolved

- Jan Antonn Bata accused by the Czechoslovak communists of various

"crimes" and sentenced to 15 years of hard labor in absentia and all of his

properties in Czechoslovakia are confiscated.

Companys headquarters relocated to Toronto by Thomas J. Bata, furthe

expansions through new factories in local markets

Pvt. Labels created: Bubble gummers, Power, Marie Claire, & North Star



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Bata develops retailing: Bata city stores, large format stores and spor

concept stores

Thomas J. Bata visits Czechoslovakia to check and negotiate on the restitution

possibilities, sets up his team to do the work, later on buys some of the

leftovers of the former company from the state and founds Bata a.s., now as

Czech retail subsidiary

Bata enters the high-price segment: Bata Premium collection.

Partnerships in Eastern Europe, Bata stores in Russia, Poland, Croatia, and

Slovenia

Bata concentrates on design, marketing and distribution, manufacturing

moves to low-cost countries and subsidiaries

Thomas G. Bata, Tomas' grandson becomes the Groups chairman

restructures the business into regional " 4 meaningful business units "

Bata Shoe innovation Centres for shoe development introduced worldwide

In China, Bata procurement centre in Guangzhou opens, distribution

partnership for the opening of Bata retail stores established

A township construction began to modernize the Batanagar factory complex

(near Kolkata, to be completed by 2011, with 2500 housing for employees, a

hospital, a school, an IT park, a hotel and residential flats along the

riverside); Branded Business Division founded to consolidate all the branded

business activities



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- Communist Verdict Against Jan A. Bata Overturned. The City Court in Prague,

Czech Republic has re-opened a 60-year-old case in which an internationa

businessman and Czech nationalist was falsely accused of collaboration with

the Nazis. Jan Antonn Bata, brother of the world famous shoemaker Tomas

Bata, was sentenced in absentia in 1947 for collaboration with the Nazis by

the National Court in Prague. Thomas J. Bata, 91, nephew of Jan Bata

testified on Monday in court to achieve the cancellation of the verdict agains

his uncle. He said that he believed that justice would win.

For the last decade his descendants, led by the sprightly 92-year-old

Thomas J. Bata, son of the company's founder, have fought to clear his

name. They say far from being a collaborator, Jan Antonin Bata financed the

Czechoslovak government-in-exile to the tune of a quarter of million dollars

in secret donations or roughly four-million of today's US dollars. A former

Jewish employee also testified that Jan Bata had helped her and up to 80

Jewish families escape from Nazi-occupied Czechoslovakia. All of these facts

say his family, were ignored by the court in 1947. They say the post-war

Czechoslovak state, buckling under Communist pressure, was primarily

interested in seizing the Bata Empire and its assets.



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ORGANISATIONAL CHART

Faridabad Patna Batanagar Makamahghat Bangalore &

Bata Shatak



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Product development Commercial

Moulds & Purchase Quality assurance Training & Research & Tannery

Equipment Development Development

Service Personnel Costing Procurement SBU (R) SBU (L)

Manipulation

Source :

THE EXISTING SYSTEM

The existing training and development program in Bata India

Ltd. Comprises of specifically designed courses segregated as under:

1) Technical Courses

2) Concept Oriented Courses

3) Functional Courses

4) Management Courses

5) Industrial Relations Courses



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6) Presentation Courses

A more detailed structure has been given below. It should

however be noted that these were developed individually at various times and

places.

A )

1. Materials for shoe making

2. Plastics for shoe making

3. Leather selection and grading

4. Manipulants Course

5. Tanners Course

6. Basic drawing and technical steps

7. Product development

B )

1. Work-Study appreciation

2. Work measurement

3. Work Simplification

4. Effective Presentation

5. Balham Technique

6. Costing and Cost control

C )



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1. Purchasing Management

2. Maintenance Management3. Accounting system

4. Quality control

5. Production planning

D )

1. MANDEVCO ( Managerial Development Course )

2. COVOSOC ( Connaisses Votre Societe )

3. AMA ( Part - I )

4. AMA ( Part - II )

E )

1. Human relations

2. Industrial safety3. Interflow management

4. Effective Communication

5. Safety hygiene and First aid

6. Floor administration

F )

1. Post course presentation

2. SEMPROF ( Professional seminar)



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Apart from these the operation has a set of 73 operations

required in various stages of the shoe manufacturing process. Every accordemployee directly involved in machine operations or other related jobs has to

master a minimum of 6 skills to be eligible for working in Bata India Ltd. A

separate Training and Allocation department ( TAC ) is responsible for providing

these basic skills training. It should however be noted that mostly this training

is given when the employee joins the organisation. The list of skill-sets has

been listed below :

Last preparation

Upper insole

preparation

Sole preparation

Insole preparationCounter putt

Counter tight

Toe puff putt

Cement upper

Cement insole

Cement liningCement pocket

Cement strap

Cement toe-tip

Cement bottom

Strap lacing

Thong selt

Derby lacing

Pre-forming

Force lastStrap last

Repairing last

Lamp & Transt

Sest press

Removing staple

Wrinkle chasingUnit moulding

Toe marking

Roughning

Sole putting

Thread cut

Hammering

Trimming

Scouring

Bott skivingVert scouring

Clamping

Brushing

Edge colouring

Edge sett

FilleringUpper polish

Sole polish

Spray

Filler putt



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/ sole

Cement soleRand roll Cement

Counter nail

Thumbing

Astra pull

Schon F part

Hand lastHeel last

Schon B part

Knotting

Last putt

Air pressing

Hydraulic pressTo go press

Apply MEK

Shank putting

Cleaning

Unlasting

Rand layingRand cut join

Beating

Fimac stitch

Sole stitch

Foam past

Sacks puttingLacing shoes

Repairing F

Packing

Supplying

Training and Allocation department ( TAC ) judges the

potential and capabilities of every employee and assigns a rating to each of

them. Its indicated by colours against their names in skills register. This is done

during their induction training in the organisation.

Yellow : 50 % to 65 %

Pink : 65 % to 85 %

Brown : 85 % to 95 %

Orange : 95 % and above



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( Managerial Development Course )

: 12 weeks

:

1. To equip selected members of the senior / middle

management team with hand on techniques of professional managerialbehavior.

2. To reinforce the knowledge of the product, the respective

work areas and key function aspects of the company.

3. To promote interface and team building attributes.

: 12 nos.

1) Rubber factory

2) Leather factory

3) Tannery

4) Materials

5) Management of human resources

i) Communication

ii) Leadership skills

iii) Need hierarchy

iv) Motivation

v) Change



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vi) Perception

vii) Ethics6) General awareness

7) Accounts

8) Production planning

9) Sales

10) Designing and Drawing

11) Costing12) Purchasing

: Each module under a senior manager as trainer

:

Practical work in departments

Practical shoe making workshops

Chalk-talks

Group discussions

Idea tanking

Case studies

Exercises

Store visits

Written tests 20 marks

Practical 20 marks



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Concept 10 marks

Participation 10 marksLeadership skills 10 marks

Attitude 10 marks

Team spirit 10 marks

Reliability 10 marks

A confidential report with remarks is prepared by the Module -

Co-ordinator on each of the participants.

( Connaisses Votre Societe )

2 hours in a week for 14 consecutive weeks

Same as MANDEVCO

14 nos.

1. World of BATA ( Know your Organisation )

2. Tannery

3. Leather SBU

4. Rubber SBU

5. Services

6. Product development

7. Costing and efficiency

8. Moulds and equipments

9. Finance and accounts



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10. Personnel and welfare

11. Administration12. Safety and Environment

13. Purchasing

14. Procurement

Lectures

Exercises

The Outlook

To motivate employees to learn, one must first realize the fact

that they already know a great deal and some of them have been successful to

date in various organisational positions. There can be many reasons for them to

be hesitant from learning more material, such as fear of the unknown or not

being successful in learning new material in the past. To deal with such

problems the training should be :

Relevant

Of value

Confident of being successful ( Win Win situation )

Long lasting effect

Trainee involvement

Interesting



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Another concern while developing a training program should

be that it has to cater to individual differences. The diversity in individuahuman nature and characteristics is natural and is thus bound to affect a

training group. Here are some suggestions of minimizing this effect,

1} Identify individual learning strengths and problems.

2} Align learning objectives to organisational goals.

3} Clearly define training objectives.

4} Involve active participation of the trainee.

5} Use systematic logically connected sequencing of learning activities,

moving from lower to higher levels.

6} Use a combination of many training methods.

7} Use training material that provides a picture which is closer to real life.

8} Allow trainees to share experiences within themselves.

9} Provide a constant feedback through self-assessment.

10} Special care to be provided to senior supervisors and managers, in

accordance with their learning capacity.

There was this manager of a firm, who during

one of his visits to his production unit, was told by his personal assistant



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that, his coat was torn from behind. Seeing no respite from this

frustrating situation he coolly answered, Dont worry, everyone hereknows me, who I am .

After a few days, the same manager went to a

meeting with foreign delegates and guess what, much to everyones

surprise; he was again spotted wearing a torn coat. When told about it,

he nervelessly replied, Dont worry, nobody knows me here, who I am .

This is on of the finest example, of how to make best possible use of thesituation on hand. One should try to make every situation work or make it

better.

" Success is liking yourself, liking what you do, and liking how you do it. "

- Maya Angelou

Apart from these, there are some other considerations fo

which answers have to be sought while designing an optimum training program

They are:

How should the training material be developed ?

What training methods to be used ?

How much should the training cost ?

How much time to allot for the training ?

How many trainees to be trained at one time ?



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Whether training to be on company time ?

Whether training to be voluntary or mandatory ?

Whether training to be located on or off site ?

How to select the trainee group ?

How to select the trainer and support staff ?

How to evaluate the training program ?

etc.etc.etc.

Lets now analyze these, one by one and try to figure out the

best possible answers.

" An expert is a man who has stopped thinking he knows "

- Frank Lloyd Wright

1. TRAINING MATERIALS:

It is easier for the trainee to understand and remembe

training material in the form of text ( either in hard or soft copy ) and can be

retained for longer duration for future references. They can be made more

meaningful by,



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Material should provide a birds eye-view of the overall picture on the

programs objectives and expectations. The material should accompany a variety of similar examples from real life

and day-to-day operations, possibly related to organisational functions,

which makes them more acceptable.

The material should be split up into meaningful chunks, i.e. chapters and

articles rather than presenting it all at once.

The material should carry terms and concepts that are already familiar to thetrainees.

The material should be organized logically, from simpler to relatively difficult

chapters.

The material should contain tests and exercises for the trainees self

evaluation.

As many visual, pictorial aids should be used as possible to argument theoretical material.

"An entrepreneur is a person who doesn't understand what an obstacle is"

- Diksha Keswani

2. TRAINING METHODS :

The basic objective of choosing a particular method ahead of others is its ability

to meet the training objectives. Initially, methods are evaluated on the basis of

their outcomes. For example, there are methods that imparts,



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Declarative which gives factual information

Procedural tells us how and when to apply facts

Strategic used for planning and monitoring

Ability to carry out specific technicaloperations

Interpersonal skills

Beliefs, opinions, motivation, perception etc.

Another possible classification of the training methods can be,

Cognitive methods, which provides verbal or written information, concepts,

rules etc.

Behavioral methods, which stimulate learning through behavior and practice.

" Where you are headed is more important than how fast you are going. Rather than

always focusing on what's urgent, learn to focus on what is really important "

- Stephen Covey

Although no training method is sufficient in itself to provide

every possible skills and knowledge, a combination of many methods are



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multifaceted in scope and each is suitable for a particular situation. Thus, all the

methods has to be tested for their KSA ( Knowledge, Skills and Attitude ) andthose yielding maximum Yes shall be selected.

3. TRAINING COSTS:

Training costs or costs incurred to the organisation fo

conducting the training program is measured to be used in analyzing, whether

the training cost worth it? Two approaches for doing so are:

1. : It compares monetary costs of training to non-

monetary benefits.

2. : It compares monetary costs of training to

accrued financial benefits.

To find out how much does the training cost, the upper -management has to look into,

Trainers preparation cost and time cost i.e. the cost in actual money spent

on preparing the modules and the time spent on them.

Training facility rental i.e. if training is scheduled to be carried out outside

the factory premises, the rent to be paid for the venue and furniture,

electricity etc.

" The only way of discovering the limits of the possible is to venture a little way past

them into the impossible "

- Arthur C Clarke



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Training material i.e. the amount of money consumed in preparation of the

training material, modules that shall be distributed to the trainees andretained by them after the training ends.

Refreshments i.e. food and drinks supplied to the trainees during the training

period.

Participant compensation cost i.e. the cost of total man-hours lost due to

unavailability of trainees at workplace.

Evaluation material cost and time cost i.e. the cost of material and timespent on the evaluation of the trainer, trainee and the training process.

4. TRAINING DURATION AND SCHEDULE:

The duration of a training program varies with the skill to be

acquired, the complexity of the subject, trainees aptitude and ability to

understand. The medium and aid used for training also affects the duration.

Generally, whats followed round the world is that for larger training durations,

schedule must be relaxed and vice-versa. A training period v/s schedule chart

has been shown below:

Totaltraining period

Schedule Breaks Actualtraining days

Total hours

1 day 3 Sessions( 2 hours - 2 & 3 hours - 1 )

2 1 7

2 days 3 Sessions( 2 hours - 2 & 3 hours - 1 )

2 2 14

3 days 2 Sessions( 3 hours each )

1 3 18

5 days 2 Sessions 1 5 30



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( 3 hours each )

2 weeks 1 Session( 4 hours each )

~ 12 48

1 month 1 Session( 2 hours each )

~ 26 52

3 months 1 Session( 3 hours each - alternate

days )

~ 40 120

6 months 1 Session( 2 hours each - alternate

days )

~ 80 160

1 year 1 Session( 4 hours each - once a

week )

~ 50 200

Note: This table has been designed keeping in view the human physical and

psychological stress limits. Longer sessions tend to reduce the absorption and

retention powers of the trainee that hampers the very basic criterion of

fulfillment of training objectives. However, according to the factors stated

above, training schedules can be tailor-made.

5. TRAINEE POPULATION:

The trainee batch size depends upon the training method

applied. For example, Lectures and Demonstrations can accommodate more

participants at a time than Sensitivity laboratory training, Group discussion etc.

Other factors like availability of space, organisations ability to spare employees

for training purpose i.e. participants compensation, trainers capability to pay

equal attention to trainees etc..

Generally, it is believed that keeping in view all these facts at



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" Believe you can do it. Believing something can be done puts your mind to work for

you & helps you find ways to do it "

- George Shinn

a time and for the program consisting of more than one module, The trainee

batch shall not ideally exceed 30. It is also preferable that the trainees do not

belong to the same department or to actual workgroups, in order to avoid any

form of cartel or groupism.

6. TRAINING SITE:

This decision of assigning a location and venue for a particular

training program depends upon a number of factors such as,

1) Training requirements and objectives

2) Training budget

3) Trainers availability

4) Availability of resources etc..

Modern trainers believe that the location of training, either

within the factory premises or outside the factory does not affect the quality of

training as does the training environment. Attractive locations can be used to

motivate trainees to attend the program but has a tendency to dilute the

discipline part.

7. TRAINING ENVIRONMENT:



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To create a learner friendly environment for most type of

training programs the following factors should be kept in mind,

" Everyone has talent. What is rare is the courage to follow that talent to the dark

place it leads. "

- Erica Jong

1. The hall should be large enough to accommodate the trainees and training

staff along with their accessories including computer, OHP with screen etc..

2. Its always better if the hall is square rather than rectangular.

3. Its nice if the room is windowless, in order to avoid possible distractions.

4. The walls should be painted in plain light colour without decorations.

5. The halls should be well illuminated with adjustable lights.

6. The hall should be sound proof and echo proof.

7. The temperature inside the hall should be pleasing.

The ideal furniture setup or sitting arrangements for most type

of training programs has been shown here,



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8. TRAINER:

An effective trainer should posses the following set of

knowledge, skills and attitude.

About the Subject matterAbout the Organisation

About the training objectives

About the adult learning process


Trainer table

Trainee table

Trainee Chairs


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About the Training methods

About the use of modern technologyAbout individual trainees Desire for immediate

application of knowledge

Need for logic, evidence

Resistance to change

Attention span

Expectation levelMotivation level

Absorption level

Retention level

Topical interests

Interpersonal skills

Verbal / Non verbal communication

Organisation skills

" Don't get so busy making a living, that you forget to make a life ".

- Anonymous

Commitment

Helpful

Understanding

Calm



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Confidence

Self efficacyCommanding

Some other important points to consider are:

1) The trainer should wear what the trainees wear ( formal or informal )

2) The trainer should use the language that everybody present there can

understand properly.

9. TRAINING EVALUATION :

Whenever evaluation of any training program is conducted its

either,

i) Process evaluation, which examines how training was designed

developed and carried out.

ii) Outcome evaluation, which determines how well training accomplished its

objectives.

Evaluation must always be based on the following principles:

1) Evaluation must be done by a specialist.

2) It must be a continuous process.

" To conquer without risk is to triumph without glory "

- El Cid

3) It must be specific on its observations.

4) It must be based on objective methods and standards.



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5) It must consider realistic time frames for target.

6) It must also appraise the trainer.

Outcomes from a training program are basically a combination

of the following 4 categories:

1) Reaction of the trainees

2) Permanent change incurred in the behavior of trainees

3) Learning of skills by the trainees

4) Fulfillment of training objectives.

If you leave the smallest corner of your head vacant for a moment, other people's

opinions will rush in from all quarters. "

- George Bernard



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The already existing training structures and modules are

tested and successful in imparting the technical and conceptual knowledge and

skills in Bata India Limited. It has been found to be an excellent, detailed design

promising solution to employees technical problems. However a few

suggestions has been made based on a few studies and research conducted by

me in the Batanagar unit. These are only applicable to the existing system of

training given to the accord employees. A separate training program for the

clerical, supervisory and managerial staff has been designed hereby to go along

with the in-factory courses.

1) For accord employees, the technological and conceptual developments in

shoe making industries round the world should be provided from time to

time.

2) A separate module on safety and hygiene should be given to them and short

term training provided for the same.

3) Along with technical skills, conceptual knowledge related to the subject

should be incorporated in the training.

4) Organisation should reward any employee if he masters, double the

mandatory skills ( 6 ).

5) As the employees operate in Conveyer system, they need to work in groups,

thus the following modules taken from the training program designed for the



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A certain amount of opposition is a great help to a man. Kites rise against, not with

the wind "

- John Neal

clerical, supervisory and managerial staff can be modified according to their

level of knowledge and understanding. This could be provided to them in a

small 1 day package.

1. Building blocks game

2. Guess work

3. I want to be _________

6) Exercises such as story completion can be given to them where every

participant sitting in a chain, adds a line to an incomplete story until it ends.

This can make them more aware of working in groups to achieve a common

objective.

7) More importantly, senior managers need to give pep talks to the employees

once in 3 months, just to try and motivate them to achieve something more,

for themselves as well as for the organisation.

For supervisors and managers, who are above the age of 45

special care has to be taken while designing a training program for them, as

they tend to learn better when,

1. Working to address a current, real-world problem,

2. They are highly vest in solving the current problem,



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3. They actually apply new materials and information,

4. Exchange ongoing feedback around their experiences,

5. From experience, rather than from extensive note taking and

memorization,

6. Pre-reading material must be sent to them ahead of time,

7. Trainer plays the role of a facilitator and counselor, rather than an

instructor or a coach,

8. Trainer has flexibility, spontaneity, empathy and compassion,

9. Use the Ask, Pause, Call (APC) method while questioning,

10. Training has proper technical as well as emotional support.



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" Doing the best at this moment puts you in the best place for the next moment. "

- Oprah Winfrey

The following factors have been regarded as the main reasons

for failure of training programs. These shall be considered before planning the

implementation of programs to ensure a better success rate.



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1) The benefits of training are not clear to the top management.

2) The management hardly rewards trainees for participating in training

programs.

3) Without proper scheduling of training programs, production gets derailed

during that period.

4) Psychological skills or soft skills training are often neglected.

5) Training objectives are often imprecise.

6) Training is given on techniques and machines not used in trainees

organisation.

7) Implementation of training in actual job situation is faulty.

8) Training methods employed does not affect every trainee to the desired

level.

9) Opportunities to practice after training are not provided.

10) Training environment conclusive to learning are often unavailable.

11) Training is not planned according to trainees past experiences and

background.

12) Active participation of trainees in any training program is often found

wanting.

13) Constructive feedback from trainer as well as trainees is not taken.

14) The learning caused by the training is often short lived.

15) Expectation of progress of trainees is often set to unrealistic levels.



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16) Behavioral change in a trainee, caused by a training program does no

always convert to organisational progress.

17) Short term refresher courses in the organization are often neglected

which results in the trainees loss of learning.

Opportunity is missed by most because it is dressed in overalls and looks like work "

- Thomas Alva



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1. Maintain dominant market share through producing high quality

products in large volume within stringent cost parameters.

2. To change Survival of the fittest mentality to Collective survival

where together we shall make a difference.

3. To help them identify that personal development should contribute

effectively to organisational development.

4. To develop the urge of taking responsibilities without being assigned for.

5. To develop creativeness and innovativeness in their thought process.

6. To identify the psychological needs and aspirations of colleagues and

subordinates.

7. To be motivated to thrive for more and ability to motivate others.

8. To provide active leadership to the work groups.

9. To communicate properly i.e. listen, read, write and speak effectively.

10. To have better observation, retention and persuasion power.

11. To have better knowledge of decision making alternatives & skills to use.

12. To be able to set priorities through time management.

13. To be able to control stress related problems.

14. To be confident at grievance handling / conflict resolution.

15. To be able to move ahead from failures and Successes .

THE TRAINING PROGRAMwww.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


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1) Need to change

2) Ice breaker

3) Break your habit

4) Communication effectiveness test

5) Have you seen it ?

1) Attention Retention

2) Building blocks game

3) What can he say ?

4) On the other side of the table

1) The solitary judge

2) Parliament

3) Give me the options4) Guess work

1) I want to be _______

2) Its an emergency

3) Its the only time you have got

4) Never say No

1) Lets discuss

2) Grid management

3) Know your boss



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To begin this training program, the training objectives should

be communicated to the participants along with the schedule. It should also be

made clear, that there shall be no exams on these modules. The trainer shal

introduce himself to the trainees in brief and ask them what they feel about the

program and what are their expectations from him, as well as from the

program.

The support staff shall distribute the acknowledgement form

to the participants and get them duly filled and signed. The acknowledgement

form would contain terms like,

1) I will not talk during lectures until asked to.

2) I will refrain myself from influencing other participants.

3) I will not ask for frequent breaks.

4) I will ask questions whenever required, only to the trainer.

5) I will not eat, drink or smoke during training.

6) I vow to maintain discipline in the class.

7) I will take success and failure in the true spirit.

8) I will seriously participate in all the exercises given to me.

This would help participants to feel the seriousness and

importance of this program. Trainer needs to brief everyone on the fact that he

is not a teacher. Knowledge is a free gift available for everyone and he is just a



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Man is so made that when anything fires his soul, impossibilities vanish ".

- Jean De La Fontaine

medium to transfer this to all the trainees. A little bit of humour to start with,

would be wonderful to settle the nerves. Although he needs them to believe

that he is not a strict disciplinarian, but wont tolerate any nuisance either. The

trainer should spend a few initial minutes discussing general topics like news

headlines, weather of the day etc. before starting the actual program.

A1] The need to change:

We live in a world that is changing every moment. The only

permanent thing in this world is change. We might not see or feel this change

in a shorter span of time but it becomes evident in the longer run. All the

interdependent factors are changing with respect to one another. Its either

developing or is degrading. Even if something ( say A ) is constant andeverything else is developing, then also relatively A is degrading. Thus, in this

world of ours, there is no alternative but to develop or perish.

Permanent change in ones behavior is known as learning

Learning has no limit, as can be seen in the following story:

One fine morning, a gentleman sitting on a crowded table o

a restaurant ordered a raw egg. He challenged that if anyone could make theegg balance on the table with its tip downwards; he shall give that person Rs

500 cash. Everyone present there tried their luck, but in vain. The tip was so

pointed that it would fall down and break each time. Finally, when nobody was

left to try, the gentleman who floated this bet hit the tip of an egg gentlywww.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


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against the table, so that a small crater appeared, in place of the pointed tip.

The egg stood straight over the table.Everyone watching him shouted, Oh, we also could have

done it this way. It was so easy . The gentleman replied, Everyone can do it

but once they are told, how to .

A simple act such as this also needs to be taught by experts

Thus we see that there is always a scope for all of us to learn, to change for thebetterment of ourselves as well as the society as a whole.

Each participant needs to specify 3 such events in

their lives, where they feel that they learned something. This small segment has

been designed to prepare the participants mentally to possible learning

opportunities during the program.

A2] Ice-breaker:

This is the perfect way to start any training program.

Although, time consuming it is designed to have fun and at the same time

generate energy that will transfer to the rest of the training. In this segment,

participants are allowed to move freely from one table to another and during

the allotted time ( say 10 min. ) every participants needs to interview 3 others

on questions like,

Q1) Their name?

Q2) Their family?



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Q3) What type of work they do?

Q4) How long they are in the present job profile?Q5) Their hobbies? etc..

" The first and worst

project report on hr in bata

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