orginization strucutre training
TRANSCRIPT
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From a modest beginning in 1972, to one of the India's largest
ntegrated manufacturers of Pistons, Pins, Rings and Engine
Valves, the history of SPR is a story of grit and determination. It
a story of placing customer first, long-term partnerships with
global technology leaders, continuous investment in modern
manufacturing practices, relentless pursuit of quality andnvestment in the development of people. SPR employs 4000+
killed employees, has an annual turnover of approx. US $1 Billion
and has recently set up a second, most modern new Plant at
Pathredi, next to Bhiwadi Industrial Area (Rajasthan), about 60
km from Delhi, to expand capacity and to offer the latest
echnological products to all customers in India and abroad.
Every company creates a philosophy. This is the rare case where a
philosophy created the company. The philosophy of customer
atisfaction which is now an integral part of Shriram work culture
where the product evolves out of workmanship. A product, which
s subjected to a demanding level of perfection and crafted todeliver the toughest standards.
Creativity, imagination, innovation and the freedom to dream,
ombined with a strong determination to succeed, this has fuelled
he phenomenal growth and dramatic progress of Shriram pistonand rings (SPR). Hence in a short span of time, Shriram piston an
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ings (SPR) has been driven by a powerful motivation, a
ommitment to serve auto industry in India and across the globe.
From a modest beginning in1972, as a factory in Ghaziabad (U.P)
he organization has evolved into a centre of excellence, employing
over employees and achieving an annual turnover of
approximately Rs.6400 million as on 31st march 2011. Today
Shriram piston has emerged as one of the countrys largest
ntegrated manufacturers of piston, piston pins, piston rings and
ngine valves. The companys products are marketed as under the
brand name USHA and SPR, names that are synonymous with
quality and reliability.
The corporate ideology have strengthened the foundation of SPR
and given a strong thrust to its growth. SPRs ideology comprises ore purpose & core values.
SPR's people practices are considered the benchmark in the
ndustry and have enabled SPR to grow faster than any of its
ompetitors.- Year of Incorporation-Sales Turnover - Rs. 3 MillionTechnical Collaboration with Kolbenschmidt, Germany1978 - Technical Collaboration with Riken Corporation, Japan
1989 - Technical Collaboration with Honda Foundry, Japan1983- Sales Turnover of Rs. 500 MillionTechnical Collaboration with Fuji Oozx, JapanCommencement of Engine Valves manufacturing1994- Received ISO 9001 Certificate from TUV, Germany
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1995- Start of manufacturing - Steel Rings1996- Sales Turnover of Rs. 1000 MillionReceived QS 9000 Certificate from TUV, Germany2001- Received ISO 14001 Certificates from DNV, NetherlandAchieved production of 2 Million Rings per month - Dec 2000Sales Turnover of Rs. 2000 Million2003- Received OHSAS 18001 Certificate from DNV, NetherlandReceived ISO TS 16949 Certificate TUV, Germany2004- Received TPM Excellence Award from JIPM, JapanSales Turnover of Rs. 3000 Million2006- Established three new piston machining lines to meet the requirementfrom Global OEMs (Ford, Renault etc.)Achieved production of 1 Milloin Engine Valves - September 20052007- Received TPM Special Award from JIPM, Japan (First Indian Companyin its category to achieve both TPM awards)Sales Turnover of Rs. 5000 MillionReceived Q1 Certification from Ford MotorsRecognition of In-house R&D Centre by DSIR(Dept. of Scientific & Industrial Research), Govt. of IndiaStart of manufacturing - IP Rings (Ion Plated)Achieved production of 1 Million Pistons per month - January 2008Achieved production of 5 Million Rings per month - February 20082009- Start of manufacturing large die Engine Valves for Railways andOff-road vehicles2010- Sales Turnover of Rs. 7500 MillionSPR becomes the largest manufacturer of Piston Rings in IndiaStart of manufacturing - CPC Rings (Composite Plating of Chrome)Achieved production of 2 Million Engine Valves per month - July 20092011- Start of production at Pathredi Plant.
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Shri Pradeep Dinodia - Chairman
Shri Hari S. Bhartia
Shri Horst Binnig
Shri Tokuo Washio
Shri O.P. Khaitan
Shri Ravinder Narain
Shri C.Y. Pal
Shri M. Sekimoto Shri Luv D. Shriram
Shri Inderdeep Singh
Shri A.K. Taneja - Managing Director & CEO
Shri R. Srinivasan - Joint Managing Director
Smt. Meenakshi S. Dass - Wholetime Director
Dr. Peter Neu - Alternate Director to Shri Horst Binnig
Shri N. Okano - Alternate Director to Shri M. Sekimoto
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1) PISTONS
ISTON NOMENCLATURE
IN BORE
HAPES
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ISTON TYPE
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High Strength Alloys
Cooling Gallery Piston
Intricate Piston Combustion Bowl designs for
EURO-III, EURO-IV, Pistons
Thin Walled Gasoline Pistons Low Crown Thickness
Low Top Land
Asymmetrical Profile
Lite KS
Special Pin Bore Shapes (Pin Bore Bombing,
Form Bolo, Oval Pin Bore)
Pin Bore Broaching
Taper Pin Boss
Hard Anodizing on Crown and Groove
LofriKS
MoS2 Coating Tin Plating
Graphitizing
Bonderising
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2) PISTON RING
LAIN COMPRESSING RING
NSIDE STEPPED RING
NSIDE BEVELLED RING
TAPER NAPIER RING
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3) OIL RING TYPES
RIKVENT RING (LOW AXIAL
HEIGHT)
RIKVENT RING (RIKVENT RING SB
TYPE)
DIESEL VENT M SHAPE
DVM
HIGH TENSION CONFORMABLE
CHROME (HTCR)
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Physical Vapour Deposition (PVD)
Composite Plating of Chrome (CPC)
Plasma Moly Spray Coating
Nitriding (Gas Nitriding & Salt Nitriding) Chrome Inlay Coating
Chrome Plating
Parkerizing
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World Class Company, Preferred by World
Class Customers
Motivated, Dedicated and System Oriented
Employees
Safe and Healthy Work Place.
Sales & Profit Growth/Leadership
Strong Relationship with Collaborators
Preferred OE Supplier
Employee Development
Superior Returns to Stakeholders
Care for Environment and Society
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PISTONS
Robotic pouring
Argon Filling of Mold
Centralised coolent chilling unit
Weisser (Germany) machine for oval turning
and finish grooving
Camless Takisawa (Japan) machine for
finish oval turning
Inclined valve pocket milling
Double Trumpeting of Pin Bore
Hard Anodizing on Top Groove
X-Ray inspection facility
Eddy current inspection facility
Quality Automat
Ultrasonic Cleaning
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PISTONS RING
Green Sand Moulding
Continuous Moulding
Continuous heat treatment process
Double Can Grinding
Diskus GrindingPhysical Vapour Deposition (PVD) - Ion Plating
PVD + Gas Nitriding (GN)
Moly Inlaid
Semi Inlaid Moly
Full Face Composite Plating of Chrome (CPC) -
Asymmetrical ground OD profile
Semi Inlaid Composite Plating of Chrome (CPC) -
Asymmetrical ground OD profile
Tough Rik
Zn and Mn Phosphating
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1) GOAL SETTING PROCEDURE
This is the beginning of the entire performance
appraisal process. The accuracy of this activityensures the success of the subsequent stages. The
superior sits along with his subordinate at the
beginning of the year and defines the KRAs for the
year.
The goals shall follow characteristics of SMART i.e.
Specific: written in specific terms stating the end
esult that is intended to be achived.
Measurable: specific metric for measurement either in
erms of quantity or quality or both.
Attainable: should be realistic attainable but
stretched.
Result oriented: aimed at achieving result i.e. not mer
activites.
Time bound: must include target dates, specific times
by which a subordinate intends to achieve planned
esults.
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2) SELF ASSIGNMENT
Self-assignment is to be done the appraises in
the self self-appraisal format and submitted t
the appraiser quarterly/half yearly/yearly.
3) PERFORMANCE ASSIGNMENT
The superior is expected to assign the self
assignment done by his subordinate and
keep ready all data, document and list of
incidents on each attribute & given a rating
(outstanding, very good, good, needsimprovement, unsatisfactory).
4) OVERALL RATING
Overall rating is given by the superior at the en
of the year.
5) NEXT YEAR KRA
At the end, the appraiser and appraise are
expected to clearly define the goals for the next
year following the smart principle.
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Thereafter, the appraise is to be asked if he/she
has any comments regarding the entire process
followed. The comments arre to be recorded by
the appraise and affix aignature at the place
provided in the format.
6) GROWTH & DEVELOPMENT
The appraiser thereafter shall record his own
comments including the growth plan, future
assignment and potential of the employees and
handover to O&P Dept. for action.
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The manager has to be fully accountable for
operations of piston plant in terms of productivity and
quality, delivery, human resource, assets, consumables &
nventories.
The key expectation from the manager is:Meeting the challenging target for the plant on variou
parameters and performances indices.
Ensure that the production/delivery/rejection targets
are met.
Support and constantly monitor cost reduction
activities in the plant.Ensure that the product quality consistently meets
customer specification.
Ensure that NEDs are as per schedule.
Identify area/gap for technology up gradation and
implementation means to bridge the same.
To effectively participate, support cross functional orcompanywide activities related to P, Q, C, D, S, M.
To set clear goal for personnel reporting into the
position & provide opportunities / environment for
their contribution and also ensure their fair appraisal
and reward.
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WINNIG AWARDS
eing customer driven, and bringing smiles, has its rewards.
WARDS FROM JIPM (JAPAN)
PM Excellence Award in 2004
PM Special Award in 2007
WARDS FROM OEMs
PR supplies products to almost all the OEMs within India. The company has received many awards from various
EMs for Technology, Quality, Best Vendor, Development support etc. (Awards received from Ashok Leyland, Baja
uto, Cummins, Honda Motor Cycles & Scooters, Honda SIEL Cars, Kirloskar, Maruti Suzuki, Tata Cummins, Tata
otors, WABCO etc.)
WARDS FROM GOVERNMENT OF INDIA
ecognition by DSIR (Dept. of Scientific & Industrial Research- Government of India) for "IN HOUSE R & D".
BEST FOUNDRY AWARD" from Institute of Indian Foundry Men & World Foundry Men Organization.
wards from Engineering Export Promotion Council of India - "Star Performer - Engine Parts".
WARDS FROM INDUSTRY ASSOCIATES
PR has received following awards from Automotive Component Manufacturers Association of India (ACMA)
xcellence in Technology
xcellence in Exports
anufacturing Excellence
uality
roductivity
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BOARD OF DIRECTOR
CHAIRMAN
MANAGING DIRECTOR
TD/JMD-HO ED- MARKETING ED-GHAZIABAD DY.ED-PATHREDI
ACCOUNTS OMES PTE
CPMS AFTER MARKET / STUs ~ PISTON WORKS
O&P - DOMESTIC ~RING WORKS
ADMINISTRATION - EXPORTS ~PIN PLANT
TSS ~ENGINE VALVE
PUBLICITY & PROMOTION ~QUALITY
BUSINESS WITH & THROUGH KS ~ASSURANCE
MARKITING ~R&D
OE WEST & EAST ~TOOL ROOM
OE SOUTH ~WORKS ENGG
PRICING CELL ~TPM CELL
TRADE SALES CAA
SD (OEM) ~ADMN / PURCHASE
~INFOTECH
~SALES COORDINATION
~HRD
~ACCOUNT
~STORES
~PROJECT
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Balance sheet as on 30th june, 2011
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Some of the promotional measures are:
Distribution of company logo t-shirts among
the mechanics and the labors.
Foreign tour offered to the dealers on
completing the target of the sales.
Van campaign.
Incentive to the dealers.
Hoarding and banners are distributed among
the area dealers.
Gifts on special occasions.
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SPR has planned a very effective career planning for its
employees known as G.E.T scheme. This scheme will
cover all personnel appointed at works/ marketing/ ho for
erminal placement in such functional discipline as per
he background/ aptitude of the trainee and companys
equirement.
Eligibility:
Graduate/ post graduate engineer(BE/ B.TECH/ ME) in any
engineering stream.
Training:
The training will be on the job for a period of two year.
This may be extended/ curtailed should the management
consider it necessary.
Confirmation will be after satisfactory completion of
six months of training.
On satisfactory completion of one year of training, the
trainee will be categorized as officer on special duty
(OSD) for a period of one year, for on-the-job
responsibility, in suitable work sections.
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TRAINING PROCESS
Identification of training needs
Identification of training
Programs- internal & external
Preparation of training calendar
Imparting of training
Evaluation of training effectiveness
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a) Identifying needs:
Corporate training needs as per business
plan.
Through the annual performance appraisal
forms.
Through interaction with HODs
Through communication with the employees
& incorporating their suggestions.
b) Analyzing needs:
The identified needs are analyzed in terms
of skills, knowledge, and attitude.
Technological changes that affect the work
processes or impact the nature of the
product and services required from the
organization.
Strategic and operating planning.
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Customer complaints that indicates a
failure to meet customer needs.Legislative regulations and directives,
affecting the organization activities and
resources, requiring quick adaption.
Training drivers:
Futuristic vision and objectives.
Current technology.Current skill level.
Gap between vision and current technology
Innovation.
Creativity.
Flexibility.Fluidity.
Effective communication.
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System followed by purchase of material
SALES PLANNING
PRODUCTION PLANNING
RAW MATERIAL PLANNING
PURCHASE DEPARTMENT
VENDOR
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HRD MEASURESHRD measures in terms of welfare of theemployees are:
Festival celebration with all the employees
of SPR.
Mahila samity (welfare for the wifes ofworkers) provides job to the wife of the
workers and also provide them with the
training of stitching.
Co-operative societies are there for proving
loans to the workers as well as theemployees.
Officers club for the officer grade
employees.
Medical insurance for the workers as well
as for their families.For few of the HR best employees, SPR
offers housing loans and free medical
facility.
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SPR has a vast production line of piston
and rings.
Piston division has twenty two (22)
production line which has three shifts equally
and has a manpower of fourteen hundred
(1400) whereas Ring division has sixteen (16)
production line which also has three shifts
and has a strength of eight hundred and fifty
(850) workers.
The manpower planning is very nice and
effective in SPR.
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Personnel policies and systems are designed to be
supportive for the growth and stability of the
organization, so that we meet the business objectives.
Emphasis is laid on continuous training and development
of all our employees, so that the Company maintains a
competitive advantage in the market place.
SPR is constantly striving to improve the quality of work
orce through training, development and multi-skilling.
The workmen and supervisors / engineers are encourage
o participate in problem solving, using technologies and
aking decisions to improve the quality of their work and
workplace. There is need-based training program for
everyone as per the job requirement of the individuals
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To put it in simple words Organisational structure refers to the
evels of management and division of responsibilities within an
organisation.
n an organization of any size or complexity, employees'
esponsibilities typically are defined by what they do, who theyeport to, and for managers, who reports to them. Over time
hese definitions are assigned to positions in the organization
ather than to specific individuals. The relationships among
hese positions are illustrated graphically in an organizational
chart.
Advantages
Simple to establish and operate
Promotes prompt decision making.
Easy to control as the managers have direct control over
their subordinates.
Communication is fast and easy as there is only vertical flow
of communication.Disadvantages
Lack of specialisation
Managers might get overloaded with too many things to do.
Failure of one manager to take proper decisions might affec