yamaha group

7/31/2019 Yamaha Group

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ACKNOWLEDGEMENT

During the comprehensive training period at INDIA YAMAHA MOTOR PVT. LTD., I have had

the opportunity to work in many departments and also interact with many people in the

organization. Due to the appropriate and timely guidance of these people, I have been able to

complete my training/project and also accomplish the goals set forward by my educational

institution MRCE, Faridabad. It gives me great satisfaction to acknowledge these people for their

contribution to my achievements in the organization during my project.

I would like to thank Mr. PRADEEP SINGH (G.M.) PERSONAL for endowing me with an

opportunity to work in such a prestigious company. I wish to thank Mr. Sudhir Shukla (Vice

President - H.R.D.) for being a candid link between Yamaha Motor India Pvt. Ltd.

I profusely thank Mr. Gopal Parsad for permitting me to undergo training at YMIPL. I would like

to thank Mr. S.K. Rana, Mr. Sanjay, Mr. Bijender, Mr. Jagdish and Mr. Ranjan for training and

educating me on different aspects and areas relating to PM & IR and also guiding me during the

course of this project. My special thanks to the employees who co-operated with me during the

survey.

I also thank the almighty, my family and every one who have influenced my

thoughts, ideas and attitude.

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PREFACE

It is well evident that work experience is an indispensable part of every professionalcourse. In the same manner practical training in any organization is must for each and

every individual who is undergoing management course with the practical exposure one

cant consider himself as a qualified manager.

Hence to fulfill this requirement, my training was completed in INDIA YAMAHA

MOTOR PVT. LTD.

Entering the organization is like stepping into altogether a new world. At first,

everything seems strange & unheard but as the time passes, one understand the concept

and working of the organization & thereby develop professional relationship.

I sincerely believe that there is no better place than the organization itself to learn

this practical side of the management.

DIPTI TAYAL

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Our corporate mission is same as the mission of Yamaha Motor Company, Japan.

We Create KANDO Touching Peoples Hearts.

KANDO is Japanese word for expressing feelings of excitement and deep satisfaction.

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INTRODUCTION

The Two-Wheeler Market Globally

Globally, the Two-wheeler Industry is concentrated in the developing world, especially China and

India, Which together account for over half the total worldwide sales of Two-wheelers.

The Japanese Manufacturers, Honda, Yamaha, Suzuki and Kawasaki, dominate the Two-Wheeler

Industry globally currently, all major two wheeler market, except India are dominated either by

Japanese firms or their joint ventures. However, in the leading markets, such as China and India

and South-Asia, a host of local players exists.

Globally, four-Stroke engines are fast replacing the Two-Stroke variants with stricter emission

norms being imposed and vehicles powered by two-stroke being banned, four-stroke powered two-

wheeler have found increasing favour.

Powered Two-Wheeler Popular in Asian Countries such as China and India where Motorcycle

dominate the PTW market. Outside India, presence of Scooters is limited. Scooters are far more

popular in Europe than in the US. Europe has very High fuel prices, congested city streets with

limited parking space, and a long history of accepting scooters as a respectable mode of

transportation, all leading to a considerable interest in scooters.

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Two-wheeler Industries: The INDIAN scenario

The Indian two-wheeler industry can be divided into three broad categories: scooters,

motorcycles and mopeds. Each of these categories can be further segmented on the basis of

several variables, like price, engine power, type of ignition and engine capacity.

The two-wheeler industry has come a long way since its inception in the early 1950s when

scooters were first produced in the country. Today, India is the second largest producer and

consumer of two-wheeler in the world; the Indian two-wheeler industry has grown rapidly over

the past 15 years. The demand for two-wheelers increased at a CAGR of around 11% from

0.44million vehicles in FY 1981 to over 4.23 million in FY2002.

SALES IN VARIOUS COUNTRIES IN 2005

0

2000

40006000

8000

10000

CHINA

INDIA

INDO

NESIA

US

THAILAND

JAPAN

BRAZIL

TIAW

ANITALY

FRAN

CE

GERM

ANY

COUNTRIES

TWOW

HEELERS

SOLD('000NOS.

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The Indian two-wheeler industry has undergone a significant change over the past 10 years

with the practical changing from mopeds to scooters and more recently, from scooters to

motorcycles. Scooters, which were considered the family vehicle for middle class Indians, are

increasingly losing their position as a cheap mode of personal transportation. With the

reduction in the price differential between scooters and motorcycles, there has been a

perceptible shift towards motorcycle motorcycles because of their better styling, higher fuel

efficiency, and higher load carrying capacity. Further, the decline in excise duty on scooters

and motorcycles has reduced their price differential in comparison with mopeds. The change in

customer preferences, better fuel efficiency and increased affordability of motorcycles has

titled the demand in favour of motorcycles. The share of scooters sales in two-wheeler sales

has been reducing steadily since FY1990 when scooters accounted for more than half of all

two-wheelers sold in the country.

Till FY1998, scooters formed the largest segment accounting for 41% of total industry sales,

while motorcycles and mopeds accounted for 37% and 21% of all two-wheelers sales

respectively. However, during FY1999, for the first time, the sales of motorcycle outperformed

scooter sales.

The shares of scooters, motorcycles and mopeds inFY2000 were 33%, 48%, and 19%,

respectively. Although, the shares of scooters and mopeds declined in FY2001 and FY2002,

the shares of motorcycles increased to 58% and 69% respectively in these years.

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Rise of a product: The Motorcycles

Motorcycles are the most expensive of all two-wheelers. They are more powerful than scooters

and mopeds, have the highest load carrying capacity are fuel efficiency, have better road grip,

and are also the most expensive. Besides, motorcycles are viewed as Trendy in the urban

areas as compared with scooters and mopeds.

Motorcycle production in India began in 1952, when Enfield India Limited commenced

manufacturer at its plant in tamilnadu. It was the only motorcycle producer in the country till

the early 1960s when ideal Jawa Private Limited and Escorts Limited entered the market. By

1970-71, production of motorcycles had reached 39,000 units per annum. However, the decade

of the 1980s saw a sharp decline in motorcycle sales because of the following factors:

The price of a motorcycle was 30-50% higher than of a scooter and double than of a moped.

The running costs of motorcycles were high because of low fuel efficiency and high

maintenance costs motorcycles were perceived to be more suited to rural areas whereas bulk of

the growth in two-wheelers was taking place in the urban areas limited efforts were made to

increase production of motorcycles or introduce new models.

The fortunes of the motorcycle industry changed after the announcement of the liberal

licensing policy in 1982 whereby foreign collaboration was allowed. In 1982, the government

allowed foreign players to enter the industry through Joint Ventures. Within four years, the

TVS Group tied up with Suzuki,

The Hero group with Honda, the Escorts Group with Yamaha, and Bajaj Auto Limited with

Kawasaki. TVS Suzuki introduced Ind-Suzuki in 1984, Hero Honda Motors Limited launched

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CD100 in 1985 and both Escorts and Bajaj Auto launched their models in 1986-87. These

models catered for the upwardly Mobile, middle to upper income group consumers who

preferred a stylish, powerful vehicle that could be used as an urban personal transportation

vehicle. The principal brands that completed in the 1980s were the HHML CD100, the Ind-

Suzuki AX100. While the CD100 was Escorts-Yamaha RX100. While the CD100 was

positioned primarily on the efficiency plank, giving riders an unappreciated mileage of 80 km

per liter, the RX100 became popular with young buyers on account of its high power. The

Ax100 took the middle path, balancing power with reasonable fuel efficiency. To reinforce its

image of being a maker of powerful motorcycles, Escorts launched the 350 cc Twin-Carb,

Twin-cylinder Yamaha RD350, vehicle that soon gained cult status. It offered 36 bhp, but was

plagued by problems very few mechanics could tune the engine and average fuel consumption

was as low as 15 kmpl. Subsequently, the product had to be discontinued. The launch of the

100cc motorcycles was path breaking, as till then the existing big models like the Yezdi,

Rajdoot and bullet could not compete with scooters.

The demand for motorcycles doubled between FY1987 and FY1990, and with in a short span

of time, the motorcycles market had undergone a complete transformation. However, costs

began increasing rapidly towards the end of the 1980s because of the high import content and

appreciation of the Yen Vis--vis the Indian rupee.

In FY1993, the industry-wide recession, besides the higher motorcycle prices, caused a decline

in demand. However, in 1994,The motorcycle demand increased and was followed by a strong

growth in FY1995. The growth rate declined between FY1996 and FY1998. Subsequently,

motorcycle sales picked up considerably during FY1999 till and FY2000 with the industry

positing growth rates of 25% and 29% in FY1999 and FY2000, respectively. Significantly, this

segment has been relatively unaffected by the slowdown in the two-wheeler segment since

FY1997. In FY2001, when the two-wheeler industry posted marginally negative growth rates,

motorcycles bucked the trend and reported a 20% growth. The reduction in the price

differential between

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SALES OF SCOOTERS, MOTORCYCLES ANDMOPEDS

F

6

. q

. U

. 9

TOTAL TWO WHEELERS

IN(000

UN

ITS)

Motorcycles and scooters, the higher load carrying capacity of motorcycles, their better

fuel efficiency, and their rugged looks, besides the availability of cheaper finance, were the

primary drivers of such growth. The trend of higher sales growth in motorcycles continued

in FY2002 with the segment reporting a robust growth of 37% in sales, besides the factors

mentioned, the decline in the process of motorcycles following excise duty rationalization

and the implementation of stricter norms in certain cities played a significant role in driving

such growth. In FY2003, motorcycle sales in India increased at the rate of 28% Vis--vis

FY2002.

A significant development in the motorcycle industry during the late 1990s was the shift

from two-stroke to four-stroke technology. The attraction of the four stroke technology was

earlier limited to low fuel efficiency, while two-stroke held its own by offering better

performance4 and easier maintenance. But following the enforcement of India 2000

emission norms beginning April 2000, the less polluting four-stroke has become the

preferred technology. The two-stroke technology can also meet the existing environment

norms, but only when supplemented by catalic converters-an option that is both costly and

shortsighted. The high temperature of the exhaust, combustion irregularities, the problems

of lubricating oil contamination with metallic additives, and finally, fuel adulteration can

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poison the catalyst and render it completely ineffective. Further, the use of catalytic

converters affects the initial pick-up of two-wheeler engines, which is one of the their main

attractions. Given, these shortcomings, most motorcycles manufacturer has offered four-

stroke vehicles. While the four-stroke motorcycle segment is the fastest growing, it is also

highly competitive. Competition has intensified in this segment since, CY2001 when

players introduced new products at a relatively fast pace. Also, new entrants have entered

the market by introducing their products at lower price points, while the existing players

have announced price cuts. This has led to price competition in the domestic market. At the

lower end of this segment, Bajaj Auto has its boxer range of motorcycles and Byk, HHML

has dawn as well as CD Dawn and KEL boss. Above this, segment there are strong brands

such as victor, Passion and splendor , freedom, Adreno and Energy and Crux-r. Through its

CBZ model, HHML has tapped the premium segment of the market in 1999.

Since then, however, quite a few models such as pulsar 180 by Bajaj Auto and fiero by

TVS have been launched in this segment. Royal Enfield is the market leader in this lifestyle

segment. This segment has also attracted new models launches such as eliminator by Bajaj

Auto and Karizma by HHML.

Region Wise Distribution Of Sales

Although sales of motorcycles have increased at a faster price Vis--vis other two-wheelers,there has been a divergence in the growth rates across regions. While the sales volume in

western India, the largest market for motorcycles in the country increased by 22% in CY2001,

Northern India reported a robust growth of 54% in sales volume, thus overtaking the southern

region the second largest market for motorcycles in CY2000) to occupy the second slot. The

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share of the eastern region also increased in CY 2001 on the strength of a 36% growth in

motorcycles sales volume.

Regional Distribution Of Motorcycles Sales In India

Region 1988-97 1999-2005 2005-07

North

East

West

South

22.4 25.6 24.4 28.6

12.8 11.9 12.1 12.9

36 32.2 33.9 31.9

28.9 30.3 31.5 26.6

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Yamaha's Motorcycle operations in India

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Mission of Yamaha Motor India Private Limited

We are committed to:

Be the Exclusive & Trusted Brand renowned for marketing and manufacturing of

YAMAHA products, focusing on serving our customer where we can build long term

relationships by raising their lifestyle through performance excellence, proactive design &

innovative technology. Our innovative solutions will always exceed the changing needs of

our customers and provide value added vehicles.

Build the Winning Team with capabilities for success, thriving in a climate

for action and delivering results. Our employees are the most valuable assets and we intend

to develop them to achieve international level of professionalism with progressive career

development. As a good corporate citizen, we will conduct our business ethically and

socially in a responsible manner with concerns for the environment.

Grow through continuously innovating our business processes for creating

value and knowledge across our customers thereby earning the loyalty of our partners &

increasing our stakeholder value.

Our corporate mission is same as the mission of Yamaha Motor Company,

Japan.

We create kando Touching peoples hearts.

Kando is a Japanese word for expressing Feelings of Excitement and Deep Satisfaction.

The Yamaha Motor Company that creates Kando.

Corporate Information

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Ever since its founding as a motorcycle manufacturer on July 1, 1955, Yamaha Motor

Company has worked to build its products which stands among the very best in the world

through its constant pursuit of quality; and at the same time, through these products it has

sought to contribute to the quality of life of people all over the world. Following are the

success of our motorcycle, Yamaha being manufacturing Powerboats and outboards

Motors in 1960, since then, Engine and FRP Technology was used as a base to actively

diversify and globalize the area of business. Today, our field of influence extends from the

land to the sea and even into skies as our business divisions have grown motorcycle

operations to include Automotive Operations, Power Product Operations, and Intelligent

machinery Operations and PAS Operations.Yamaha made its initial foray into India in

1985. Subsequently, it entered into a 50:50 joint venture with the Escorts Group in 1996.

However, in August 2001, Yamaha acquired its remaining stake as well, bringing the

Indian operations under its complete control as a 100% subsidiary of Yamaha Motor Co.,

Ltd, Japan.

India Yamaha Motor operates from its state-of-the-art-

manufacturing units at Faridabad in Haryana and Surajpur in Uttar Pradesh and produces

motorcycles both for domestic and export markets. With a strong workforce of 2000

employees, India Yamaha Motor is highly customer-driven and has a countrywide network

of over 400 dealers.

The company pioneered the volume bike segment with the launch of

its 100 cc 2-stroke motorcycle RX 100. Since then, it has introduced an entire range of 2-

stroke and 4-stroke bikes in India. Presently, its product portfolio includes Crux (100cc),

Alba (106cc) and Gladiator (125cc).

Vision

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We will establish YAMAHA as the "exclusive & trusted brand" of customers by "creating

Kando" (touching their hearts) - the first time and every time with world class products &

services delivered by people having "passion for customers".

Core Competencies

Customer

We put customers first in everything we do. We take decisions keeping the customer in

mind.

Challenging Spirit

We strive for excellence in everything we do and in the quality of goods & services we

provide. We work hard to achieve what we commit & achieve results faster than our

competitors and we never give up.

Team-work

We work cohesively with our colleagues as a multi-cultural team built on trust, respect,

understanding & mutual co-operation. Everyone's contribution is equally important for our

success.

Frank & Fair Organization

We are honest, sincere, open minded, fair & transparent in our dealings. We actively listen

to others and participate in healthy & frank discussions to achieve the organization's goals.

Market Segmentation For The Motorbikes

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The motorcycle industry can be divided into four segments on the basis of price:

Economy (less than Rs.40000)- labeled as basic segment bikes

Midrange (Rs. 40000-50000) labeled as standard segment bikes;

Premium (Rs. 50000-60000) labeled as deluxe segment bikes and

Lifestyle (Above Rs. 60000) - labeled as pleasure segment bikes

The lifestyle segment caters for that class of consumers for whom power and aesthetics in a

motorcycle models are most desirable attributes. The focus is more on looks and the style

statement the bikes make.

Motorcycle manufacturer try to occupy particular combinations of engine capacity and

price where they perceive a gap. Today, there is a product at almost every additional 15cc

and every additional Rs.1500.

The motorcycle market in India can be segmented on the basis of price and power. HHML is

the market leader in the motorcycles segment. Its main competitors are Bajaj Auto, TVS and

Yamaha. However, the high growth rates of this segment have attracted other players too, such

as HHML and KEL. Since, Honda has

Always been one of the global pioneers in developing fuel-efficient engine technology, the

unique selling propositions of all HHML motorcycles are fuel efficiency and ease of

maintenance. Figure presents the positioning matrix of the Indian motorcycle market and

plots the various models in the appropriate sets. Motorcycles market are positioned as

performance oriented, economy oriented, and more recently, as products offering a mix of

performance and economy

YAMAHA MOTOR COMPANY JAPAN

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Ever since its founding as a motorcycle manufacturer on 1st July, 1955, Yamaha Motor

Company has worked to build its products which stand among the very best in the world

through its constant pursuit of quality; and at the same time, through these products, it has

sought to contribute to the quality of life of people all over the world. Following on the

success of our Motorcycles, Yamaha being manufacturing Powerboats and out boards

motors in 1960. Since then, engine and FRP technology were used as a base to actively

diversify and globalize the area of business. Today our fields of influence extend from the

land to the sea and even into the skies as our business divisions have grown Motorcycles

operations to include Marine operations, Power Product operations, Automotive operations,

Intelligent Machinery operations, Aeronautic operations and PAS operations.

Founded : July1, 1955

Capital : 23.2 billion yen (as of March 31, 2001)

Employees : 10,443 (as of March 31, 2001)

Head office : 2500 Shingai, Iwata, and Shizoka, Japan

Chairman of the Board of Directors : Mr. T Hasegawa

President and Representative Director : Mr. T Hasegawa

Vice President and Representative Director : Mr. R Yamashita

Pursuing the Ultimate in Personal Vehicles

Ever since the founding YMC has been a company that continues to develop its

expertise in the fields of small engines and FRP (fiber glass reinforced plastics)

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Sales by product (%) F/Y ended

March,2002 (Consolidated)

50%

20%

18%

12% Motorcycles

Marine products

Power products

Others

manufacturing, as well as electronic control technologies. Yamaha pursue the ideals of

building products of High Quality and High Performance.

Environment Friendly and People Friendly

In product building and promotional efforts YAMAHA takes as one of the fundamental ideals

the concept that products which are people-friendly should also be environment-friendly, and

products that are environment-friendly should also be people-friendly. This concept is born of

our awareness that It is the Earth and irreplaceable natural environment that makes human life

possible. YMC supply the power that moves people and helps them live to their fullest as

human beings. Yamaha vehicles have the practical advantage of using the minimum of energy

for human transport that means less negative impact on the environment.

Technological Innovation

At the heart of the efforts of environmental preservation is the environmental management

systems designed and implemented under the ISO 14001 International Standards. Under the

slogan Absolute Quality Control Yamaha was the early adapter of comprehensive quality

control systems and quick to put in place a TPM (Total Productive Management) program.

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Energetic Pursuit of Sports

Yamaha Motor offers full lineups of products designed with know how and technologies

born of rich experience in the race arena and built with framed quality to answer all the

desires of people to seek the ultimate joys of motor sports and pleasure riding.

Producing Means to an Active Life

At Yamaha business and leisure are treated as insuperable parts of life that is reason of

striving to help bring people around the world a more active life.

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INTRODUCTION

YAMAHA MOTOR INDIA PVT. LTD. is a 100% subsidiary of Yamaha Motor Co. Ltd. (YMC)

Japan, which entered in to an agreement with Escorts LTD (Managing Director Mr. Rajan

Nanda) in June 2001 to have a complete share of the company. Incorporated in August 2001,

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YMI manufactures and markets a range of motorcycles that meet international Yamaha

technology standards.

This plant at Faridabad have been started in the year 1962 by two brothers Rudi Nanda and

Hari Nanda, when they secured a license under technical collaboration with CEKOP, Poland,

in 1960 to manufacture farm equipment, also started manufacturing motorcycles and

scooters. It was then known as the MOTORCYCLE & SCOOTER DIVISION (MSD) and

was a part of the ESCORTS group.

MSD entered in to a technical assistance agreement with Yamaha Motor Co. Japan in the year

1979 to manufacture 350 cc bikes in India. This bike was launched in the year 1983. In 1985, a

new plant was started in Surajpur, about 30kms from New Delhi, where YAMAHA 100cc bikes

are manufactured.

The two companies (Yamaha Motor Co. Japan & Escorts Ltd.) entered in to a 50:50 joint venture

in November 1995 and thus was formed Escorts Yamaha Motor India Ltd. Later in June 2000,

Yamaha Japan took 76% share while Escorts was left with only 24%. The company was then

known as Yamaha Motor Escorts Ltd. and Yamaha Motor Co. Japan assumed the managerial

control of the company. YMI is headed by Mr. Masahiko Shibuya, Director, Corporate Planning,

and Strategy

Group.

Yamaha Motor India Pvt. Ltd. (YMI) has got a market share of 11%. Its competitors in the

Indian market are Hero Honda, TVS Suzuki, Bajaj Auto, Kinetic Honda, LML and Enfield. YMI

also exports its products to over 50 countries in Asia, Africa central and South America.

YAMAHA MOTOR COMPANY, JAPAN

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Yamaha Motor Company was founded on July 1, 1955. Having started as a motorcycle

manufacturer, YMC have successfully diversified into several utility and leisure product lines.

The expansive Yamaha product lines today includes personal - motorcycles, scooters, all

terrain vehicles, snowmobiles, golf cars, personal watercrafts and Electro-hybrid bicycles - as

well as power boats, outboards, pool operation engines, marine and water engines, power

products, automobile engines, industrial robots and unmanned helicopters.

Yamaha Motor Company is today a Multinational company creating high quality products in

60 factories across 45 countries, two of which are in India.

And in the heart of all Yamahas endeavors, is the customer.

Landmarks

1 1960 Secured license under technical collaboration with CEKOP, Poland.

1 1961 Obtained 23 acres of land for separate factory.

1 1962 Assembly and partial manufacturing started in Plant 1.

Introduction of Motorcycles with technical collaboration with M/s CEKOP of

Poland.

1 1964 Machinery was installed in the new building

1 1965 Manufacturing activities shifted from Plant 1 to the present building of YMIFaridabad.

1 1970 Introduction of scooters.

GTS a small Motorcycle was introduced.

11 1979 Entered in a technical collaboration with Yamaha Motors Company of Japan

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for manufacturing of 350cc Motorcycles.

1 1982 R&D section shifted to 19/2 Mathura Road, Faridabad.

1 1983 Latter of intent obtained for manufacture of 100cc Motorcycles.

Launched 350cc Motorcycles in the market all over India.Setting up of CNC CELL in the organization.

1 1984 On identified scale, manufacturing facilities of various components wereimproved upon by introduction of 4th generation machinery equipments.

To cater to the urban population demand for a few efficient and sleek looking Motorcycles,

175cc Super-D Model was introduced.

Surajpur plant was established in NOIDA.

1 1985 Started manufacture of RX-100 cc Motorcycle with technical collaboration

with Yamaha Motors Company of Japan, at Surajpur plant situated at 30 km from Delhi in UP

state.

1 1986

Installed UYEMURA, automatic electroplating plant.

Implemented Incentive Scheme to improve uponproductivity. Concentrated on product improvement and manufacturing facility

1

1 Introduction of Indicators the existing 175cc Rajdoot Motorcycles.

1 1990 Upgradation of the 175cc Motorcycle by introducing newer technology and

styling such as bringing in of Excel-T with Telescopic front forks/modern

style.1 1

1 1993 Electronic Ignition system of Rajdoot launched.

1 1995 Started manufacturing 50cc Moped on 31st March 1995.

1 1996 ISO 9001 was conducted. Joint venture with Yamaha Motors Limited Japan.

1 1999 Launched of Yamaha RXZ and 175cc Escorts ACE.

1 2001 YBX 4 stroke Bi- wheeler was launched.

2 2004 The share of Yamaha Motor has increased to Yamaha 74% and Escorts 26%.

YD125 4- stroke Bi wheeler was launched.

2 2006 YMEL became a total subsidiary of YMC and its name changed from YMEL t o YMI.

Launch of Enticer 125 cc & Libero 106 cc (4 stroke) Motorcycle

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2 2007

General Information: YMI Faridabad

Total Area : 116640 sq. mtrs.

Total Covered Area : 41350 sq. mtrs.

Date of Starting : January 1, 1963

Production achieved in 1997-1998 : Motorcycle : 75,582: Moped : 2,357

Production achieved in 1998-1999 : Motorcycle : 87,802

: Moped : 10,359: Yamaha : 1,10,684

Production achieved in 1999-2000 : Rajdoot : 91,013: RX Tiger : 1550

: YD 125 : 1070

: YBX :1,58,806

Production achieved in 2000-2001 : Rajdoot : 67,260

: RXZ : 358: RX : 135

5 gears : 20,890

4 gear : 25

Production achieved in 2002 : RD : 66,622

(January to December) : ACE : 1,100: RX : 26,290

: RXZ : 900

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Commercial Information

Total investments (2000-2001) :Rs. 458.02 crores

Regular Suppliers : 450

Projected Purchase (2001-2002) : Rs. 422.12 crores

Sales Outlet : 450

YMI turnover (2000-2001) : Rs. 656.15 crores

Number of vehicles sold (2000-2001) Faridabad : 85919 Surajpur : 85196YMIL turnover forecast (2004-2006) : Rs. 1200 crores

Projected growth (2004-2006) : 15%

Indigenous Contents

Faridabad : 100% Surajpur : 80%

Yamaha recently in News for:

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Yamaha and Mitsui enter into a joint venture in India:

Yamaha Motor Co., Ltd. (Headquarters: Shingai, Iwata, Shizuoka Pref.; President: Takashi

Kajikawa) (hereafter YMC) and Mitsui & Co., Ltd. (Headquarters: Otemachi, Chiyoda-ku,

Tokyo; President: Shoei Utsuda) (hereafter Mitsui) today announced the agreement that

Mitsui will become a joint investor in the new motorcycle manufacturing company India

Yamaha Motor Private Limited (IYM) established by YMC in October 17, 2007.

Mitsui's investment will take the form of an allocation of new stock shares to a third

party issued by IYM for the equivalent of 30% of the company's capitalization. In this way,

IYM will increase its total capital to a planned 5.6 billion rupee (approx. 16 billion yen)

and utilize the same factory and office facilities used by its predecessor, Yamaha Motor

India Private Limited (YMI), to take over YMI's manufacturing and business operations

beginning from April, 2008. Based on this, YMI will promptly begin the closing of its

books and corporate liquidation. It will be business as usual for the employees and business

partners of YMI.

Through the "Yamaha-Mitsui Strategy Committee" that was established following

Mitsui's acquisition of 3% of YMC stock (announced May 2007), YMC and Mitsui have

reviewed the possibilities for Mitsui's participation in various areas of YMC's business

activities with the aim of strengthening its overseas business and cooperative ventures in

other areas of business. The decision announced today is a result of these reviews and

repeated discussions with a focus on a "comprehensive joint business venture in India."

YMC started manufacturing of motorcycles in India by establishing a joint venture

company with local partner Escorts in 1996. In 2001, YMI became a 100% owned

subsidiary of YMC. Then in 2005, a separate sales company, Yamaha Motor India Sales

Private Limited, was established, after which the Yamaha motorcycle business in India was

conducted by two companies specializing in manufacturing and marketing respectively.

With the stable growth of the Indian economy as a whole, the Indian motorcycle market

has grown to 7.3 million units in 2007, making it the world's second largest market in terms

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of demand. The aims for the future are for YMC to aggressively introduce new high value-

added models and promote a sales network strategy that includes expanding the

establishments of directly-run showroom/dealerships and for Mitsui to use its strengths in

logistics and dealer network development to achieve a synergistic effect that will stimulate

a growth in sales of Yamaha motorcycles from 120,000 units (domestic only exclusive of

exports: 60,000 units) annually in 2007 to 650,000 units (domestic only exclusive of

exports: 90,000 units) annually in 2010 while improving the brand's presence in the fiercely

competitive Indian market.

HIERARCHIAL STRUCTURE

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Managing Director & CEOExecutive Committee

Senior Vice President TOP MANAGEMENT

Vice PresidentAssociate Vice President

Chief General ManagerGeneral Manager

Deputy General Manager

Chief Manager (M6-M8) MIDDLEMANAGEMENT

Manager (M3-M5)

Assistant Manager (M2)

Senior Superintendent (JM IV)

JUNIOR MANAGEMENTSenior Officer (JM III)

Officer (JM II)Assistant Officer (JM I)

Highly Skilled (E 07-E 12) OPERATIVE &

OPERATIVE STAFF

(Unionised Cadre)

Skilled (E 04-E 06)

Semi Skilled (E 02-E 03)Unskilled (E 01)

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Factory Hours

The factory operates in three shifts as per the following details: -

First Shift - 8:00 a.m. to 4:30 p.m.

Second Shift - 4:30 p.m. to 1:00 a.m.

Third Shift - 1:00 a.m. to 8:00 p.m.

Employment details

(As on 31stJanuary 2003)

Faridabad Surajpur

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Average age of employee 40-45 years 35-40 years

Managerial (AM and above) 264 173

Junior staff 155 158

Staff 316 122

Workmen 987 770

Trainees/Apprentices 75 456

YMC PRODUCTS

On road sports bike

LAND

Snow mobiles

Super sports bike

Motor crossers

Racing dinghies

Scooters

Golf cars

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Electro-hybrid bicycles

Land cars

Business use scooters

Snow mobiles

Large sized Outboard motors

MARINE

American style cruiser

Sale boats

Sports fishing boats

Trail bikes

Personal water craft

Sports boats

Jet boats

Outboard motors

Four stroke outboard motors

FRP fishing boats

Two stroke Outboards

Water pumps

Amusing pools

OTHERS

OES Truss Artificial Reefs

Industrial use unmanned helicopters

ATVs

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Commercial use generators

Automatic feeders

Surface mounters

Wheel chair mounter

Built-in type water purifiers

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Existing Practices of HR Manual In

YAMAHA MOTORS Pvt. Ltd.

The HR Manual of YAMAHA Includes:

1. Recruitment process: Received job specification from production manager,

uploading the same Naukri.com, also other sources like advertisement Local

Newspaper/National Newspaper, Websites, Campus placement agencies.

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2. Selection Process: Employees selection is a two-tier process like written test and

personal discussion/interview this process is same in all the units.

3 Security Deposit: As a part of two years job commitment, employee joining as trainee is

required to go either of the following

(a) Deposit the original certificates, which shall be required only on completion of two years

from the date of joining.

(b) 10% salary deduction during the training period, which shall be refunded only after

completion of two years of employees, procedure is same followed in all the units. This

practice is same followed in all the units.

4. Offer of Employment: Selected candidates are issued letter of offer to join

employment as per term and condition of employment. This practice is same in all the units.

5. Induction: New employees are sent on induction in consultation with the department

in-charge to acquaint them to the people, working environment and workflow of the company

and to facilitate their adaptations to the new environment. Induction procedure is same in all

the units.

6. Medical Examination: All new employees have to undergo Medical examination

from the prescribed Hospital (Prayag Hospital & Research Center Pvt. Ltd.). This test is not

conducted at Chennai unit.

7. Identity Card:

a) Dummy card is issue to the employee at the time of joining.

b) Attendance cum identity card is issue within one month of

joining employment.

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c) In case of loss or damage, fine of Rs. 100/- is to be borne by the employe for

issue of duplicate identity cum attendance card.

This Procedure is also same in all the units.

8. Updations of HRIS:

New Employees: HRIS updation for all new employees shall be made on

every Saturday. NSEZ, F-5 units using software to maintain the data and Chennai unit, all the

work done through manually.

9. Working Hours: There are a number of shifts working in different units. NSEZ 4

shifts f-5 3 shifts, Chennai 5 shifts. Shift rotation after every 15 days only for males.

10. Overtime: Overtime for Fixed Term employees and workmen & Tr. Workmen

beyond 1 hour, for supervisors & tr. Supervisors OT beyond 2 hours, for managers no

overtime.

Procedure:

Only those employees shall be eligible to claim OT, whose names are included in the good

work reward docket by the concerned department/section head, subject to actual working.

b) Employees shall be required to punch their attendance card and also record their name in

the good work reward register maintains at the gate, on leaving the premise. This practice is

same in all the units.

11. Lunch hours: Lunch timing for Workmen & Tr. Workmen

12:30 1:00 am

Supervisor & Tr. Supervisor 1:00 1:45 pm

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Managers 2:30

12. Late Coming: Reporting late beyond 5 minutes entail to deduction from salary as per

8.21am-8.45am (half an hour deduction)

8.46am-9.15am(one hour deduction from salary)

9.16am-9.45(one &half an hour deduction from salary)

9.46am-10.15am(two hour deduction from salary)

beyond 10.15 am (half day deduction from salary)

Frequency of late thrice in a month, relaxation only 5 minutes. This procedure is being

followed in all the units.

13. Record for attendance: Computerized attendance recorded through non-transferable

attendance cum identity cards. This is same in all units.

14. Leaves: Leaves are categorized as under:

Privilege leave (PL)

Sick leave (SL)

Casual leave (CL)

Leave procedure for availing leave:

Fill-up leave form

Get the leave status recorded on the leave form time office

Get leave recommended by immediate superior

Forward it for final approval of the sanctioning authority

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15. Short leave: Provide short leave to workmen & Tr. Workmen twice

in a month

Duration- 30 minutes to 2 hours

Frequency- Twice in a month

Salary adjustment- Deduction from wages

Workmen (Charge hand Cadre), Administrative & sub staff

Duration- 30 minutes to 2 hours

Frequency- Twice a Month

Salary adjustment- Against SL/CL/PL with leave year ending on 31st Dec. of each

year.

Officer, Supervisor and Supervisory Trainees

Duration 30 minutes to 2 hours

Frequency- Twice a month

Deduction Nil

16. Canteen Facility: Canteen facility provides at NSEZ and F-5, but at Chennai unit this

facility is not available. Tea/Coffee vending machines are available in all the units. Tea/Coffee

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provides to managers complementary twice a day. Snacks provided only to those employees

who are on overtime beyond 7 pm.

17. Lunch/Dinner: Lunch is prepared only for managers, Rs.250/- deduction from the

salary per month. This process is same at NSEZ, F-5.

18. Transportation: Four buses are being used for transportation for NSEZ; there is no

transportation facility available in the F-5 unit.

19. Recreation: Instrumental music existing in all the units.

20. Employee State Insurance (ESI):The employee state insurance is a social

security scheme extended by the govt. of India. The organization is under obligation to extendthis scheme to employees, whose monthly salary upto Rs. 7000/- salaries for the purpose of

ESI will include- Basic, HRA, DA, and Medical Allowances. Under this scheme employee

contributes 4.75%of the towards ESI scheme.

The Benefits available under ESI are as follow:

1. Sickness benefits

2. Medical benefits

3. Dependent benefits

4. Maternity benefits

5. Funeral expenses.

21. Provident funds: Contribution to the provident funds is as per the PF act. Employee

& Employers contribution will be 20 % basic salary subject to a maximum of Rs. 600/- & willbe effected from the date of joining.

Provident Fund Withdrawal: When an employee leaves the origination & would like to

withdraw the PF. He/she is required to fill up the form no. 19/10B after 60 days &get it

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verified from the company. The form has to be submitted in the regional PF office. Procedure

of this is same in all the units.

22. Bonus: Only for those employees whose basic salary is up to Rs. 3500 is eligible for

bonus at the rate of 20% (contribution by employers only). It is disbursed at the time of Diwali.

This practice is being same in all the units.

23. Gratuity: Gratuity is a reward for long & meritious services. Gratuity act envisage

providing a retirement benefits to the employees who have rendered long and

unblemished services to organization and thus contributed to the prosperity of the organization.

All employees applicable who have worked for more than 5 years.

Gratuity payable: @ 15 days for every completed year of services or part there of in excess of

6 months.

24. Salary Advance: After the payment of the previous months salary advance can be given

almost equaling no. of days worked by the employees. This process is also same in all the unit

25. Loan: Employee welfare funds, facility provides only those employee who are the

member of TPEWF for a minimum of 6 months (minimum period of employment/cadre) at

least probationers. Procedure of form filled by the employee is processed at Faridabad.

Recovery of loan through deduction from salary in EMI.

Employee Benevolent Scheme: This scheme, which is used to give some monetary benefits

to the family of employee who died during the service period. Some amount is collected from

confirmed employee.

26. Stationary: Store comes under accounts & all the stationary issued by accounts by

filling proper requisition from & duly signed by concerned person/production manager. This

practice is same in all the units.

27. Security Rule: Security personnel shall maintain entry/exit register, slip for all

visitors, and employees to the company at the security gate.

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Gate pass: Gate pass is issued for all the visitors. This practice is same in all the units.

28. Mediclaim Policy: In any organization is to create an umbrella for employee

medical treatment for self and other family members. To provide comprehensive medical

insurance claim coverage for our employees, which are the following salient features:

a) Family kitty

b) Cash less hospitalization

c) Network hospitals

d) Admission in other hospitals than those listed in the Network Hospitals.

Mediclaim policy is same in all the units.

29. Review of Trainees: Review and approved the corporate office once in a year.

30. Regularization of FTs: Usually 1 year (either confirmed or terminated)

communication and maintenance are on FT only for all YAMAHA Digital.

31. Annual Appraisal Cycle: Once a year april-oct. cycle for confirmed employees, rest

are according to their date of joining, appraisal form is filled by HR. This practice is same in

all the units.

32. Training need identifications: The organization has formulated a well structured

training scheme to provide skills to employees joining employment .the training peered for

each position varies and determine on the basis of the experience required to perform a job

effectively and efficiently.

Trainees are provided on the job training as defined in HR competency Matrix.

Training need identification of JMS, Workmen & trainees is done on four monthly basis

through

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i) Annual Appraisal of confirmed employees.

ii) QA reports obtained from QA department

iii) Issue of training needs identification from to department in charge

Based on the training needs identified a four monthly training calendar is formulated.

Evaluate the internal & external training through feedback form, test & quality reports.

This practice is same followed in all the units.

33. Grievance Redressal System:

Operational: Employee shall be at liberty up his grievance pertaining to operational matterwith his immediate superiors who shall to the best of his ability, discuss the problem and

resolve the same to the mutual satisfaction of the employee.

Personal: Employee may approach HR department only after exhausting the remedial

procedure in both operational as well as personal mattters, which shall be up on receipt of

departmental head recommendation in grievance form.

This Practice is also same in all the units.

34. Resignation: All resignations tended by employees shall be accepted strictly in

accordance with terms and condition of employment. Waiver of terms and conditions under

special circumstances shall require approval of unit head and chief manager-HR.

All resignation letters shall be forwarded to departmental head

for recommendations.

On the basis of recommendations received from the departmental head, HR shall process the

resignation through issue of acceptance letter. This practice is being followed in all the units.

35. Exit Interviews: To ensure proper feedback and analyze the cause of attrition. All

employees the organization shall be taken in to confidence by the HR at the time of exit

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interview from available with HR. HR shall analyze the cause of attrition from the information

given by the employee.

The organization shall ensure remedial action through CM-HR at regular intervals. This

practice is also same in all the units.

36. Full & Final Settlement: Full and Final settlement of dues shall be made on the

employee existing the organization as per schedule.

Proper notice- last working day

Without any notice- within one week

Without any information- by end of the month

Procedure of full & final is same in all the units.

HRM CONCEPT

In the present scenario, productivity is the concern in an organization and its

people are th e vita l means for improving productivity. HRM is critical to

organizations because i t can serve to improve the overall productivi ty and

minimize penal ties to the organization by observing the humanis tic laws

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r elevant to the u ti li za tion of human resource.Thus , HRM is a l arge and

complex that i s c lose ly t ied up with the ove ra ll e ff ec ti veness o f t he

organization. HRM comprises four-process viz.;

Acquisition

Development

Motivation and

Maintenance

of these development is the heart and essence of HRM function. It is so because effective

utilization of even the most capable, well- maintained and highly motivated people is not

possible if their development is not taken care of on continuous basis. Therefore, organizations

have to create conducive environment, which ensures the utilization and promotion of

potential. Human Resource Development (HRD) systems are the means to create such

organizational conditions.

HRD CONCEPT

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Organizations cannot avoid the impact of dynamic and fast changing world. For the success of

an organization, it is necessary for it to be dynamic. To cope up with the changing world,

organizations have to change their approaches of working through HRD.

Thus it is necessary to understand the basic philosophy of HRD which assumes that HRD can

be planned and monitored in ways that may be beneficial both to the individual and the

organization.

Human Resource is the most important asset in the Organization because all other natural

resources can be better utilized by motivation human resources. Thus, there is a need to invest

time, money at efforts in the development of human resources because it provides fruitful

results as the human resource can be developed to an unlimited extent since every human being

has endless potentialities. It is true that the people have got a large amount of creativity,

imagination, and ingenuity to solve the problems of organization.

Human Resource Development in an organizational context as rightly defined by Prof. Rao, as

a process by which the employees of an organization are helped in a continuous and planned

way to:

Acquire or sharpen capabilities required to perform various functions associated with their

present or expected future roles.

Develop their general capabilities as individuals and discover and exploit their inner potential

for their own and/or organizational development purposes.

Development an organizational culture in which supervisor-subordinate relationships, team

work, and collaboration among sub-units are strong and contribute to the professional well-

being, motivation, and pride of employees.

Further, he suggests the following process mechanisms or sub-systems:

Performance Appraisal,

Potential Appraisal and Development,

Feedback and performance Coaching,

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Training,

Career Planning,

Employees Welfare and Quality of Work life,

Rewards,

Organizational Development and Systems Development, and

Human Resource Information.

These mechanisms are used to initiate, facilitate and promote HRD process in a continuous

way. All the process mechanisms are linked with corporate plans, particularly with the humanresource planning.

Thus, in the organizational context, the scope of HRD is not limited to the development of the

organizational role of the employees but it also extends to the individuals, inner urges genius

and latent potentialities. HRD believes that individuals in an organization have unlimited

potentialities for growth and development which can be multiplied and canalized through

appropriate and systematic efforts. Given proper opportunities and the right type of climate in

the organization individuals can be helped to give full expression to their latent abilities, and

thereby contributing towards the achievement of the goals of the organization.

RECRUITMENT AND SELECTION

Recruitment is a positive process by which more and more candidates who fulfill the

requirement of the job are encouraged to apply for the post with a view to enable the

management to have wide choice of candidate.

The process includes in itself job analysis, job description job specification, and advertisement

notification of various internal and external sources of recruitment in such a way that will lead

to maximum response to the vacancy. There is n elimination of candidate at this stage

irrespective of the educational qualification experience attitude and skill. The process of

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recruitment is over with the receipt of application of candidate in the Human Resource

Department.

SOURCE OF RECRUITMENT

The source of recruitment varied from categories to categories of employees the number of

vacancies to be filled up the types of vacancies are to be filled up i.e. whether only one type of

vacancies to fill up or different types of vacancies are to be filled up. Recruitment in Thomson

press which is private sector are guided purely by consideration of merit and for obligating

their business contact in matter of recruitment of employees whereas the public sector

undertaking are guided mainly by public employment policy and fulfillment of its social

objectives to various categories of public. Priorities of Thomson press are entirely different

from Public Sector Undertaking. They do not have any such social commitment to weaker

section of society.

But according to CM-HR TP believes in fulfilling their employees need first then society in TP

there are some physically handicap workers they are those who got it by accidents in company

premises. According to CM TP is a soft hearted company which cares a lot about its

employees. Besides this the social obligations of TP .and other companies of India Today is

carried out buy Today Care. There are two types of sources:

Internal sources

External sources

SELECTION

Selection process is an elimination exercise with a view to select the most suitable candidate

amongst all the applicants for the existence as well as future vacancies it is known as negative

exercise because of its elimination process. It is a process of matching the individual qualities

in terms of his skills capabilities and potential with the organizational requirement. Every

organization has its own planned stages of selection. TP has following stages:

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Blank Application Form

Screening

Selection Test

Job Knowledge Test

Job Skill Test

Job Potential; Test

Interest Test

Personality Test

Interview

Assessment Sheet

Preparation of Panel of Selection

Checking Of References and Antecedents

Offer of Employment

Medical Examination

Joining Of Duty

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PERFORMANCE MANAGEMENT SYSTEM

The term performance management is often used to describe a revamped appraisal system or a

performance related bonus scheme.

Performance management, though, needs to be looked at in the much larger and more

comprehensive context of continuous improvement in business performance. The holistic

performance management system takes into account several ongoing and integrated processes,

within the framework of achieving overall business strategy.

This diagram demonstrates the interrelated nature of the individual aspects of performance

management. Second objective leads to what human resources are needed to meet them, and

what supports and resources these staff will lead to meet their individual objectives. Then

49

Objective Setting

(What is to be

Support &Resources

(What is needed to

do it?)

Manpower Planning

(How to allocate

humanresources?)

Ongoing Appraisal

(How is it


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achievement and progress need to be assessed, both formally and informally. The cycle

continues as new objectives are planned and decisions are taken regarding how to allocate

human resources in the future.

The performance management system promotes self-improvement at both the levels of the

individual and the organization. Thus, each aspect of the system must be considered at both the

levels. Objectives are set at the level of the organization (strategies) as well as at the level of

the individual (how the individual will contribute to the strategies).

Human resources needs are considered relative to the companys needs to promote, downsize,

transfer or recruit, as well as on the individual level, where career aspirations are taken into

account Resources and support for achieving objectives must be procured for the company

(information and communication technology, building space usage, large scale training

programmes, etc.) as well as for individuals, who will have their own specific training,

resources, coaching and counseling needs.

Appraisal must also take place at both levels, monitoring both organizational and individual

capability.

There are two main areas of opportunity for facilitation when setting objectives. First, while

corporate and departmental objectives will usually be determined by management (with orwithout employee input) you can facilitate your staffs thinking about how they are going to

contribute to meeting the objectives. Second, you can facilitate their coming up with additional

objectives of their own, as well as plans for meeting those and ways of measuring their

progress and performance.

Facilitation techniques can be used to pinpoint the exact areas of developmental need, as well

as for determining which modes of support will be most useful.

For Example: - An employee might need to improve his/her supervisory skills and which

particular supervisory skills are weak. The next step is to determine whether a training course,

coaching, or counseling will be most helpful, or some combination of these. All too often, the

response to a developmental need is to send the person on a course that sounds as if it will

cover the topic. Using your

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facilitative skills will help you to ascertain the exact nature and depth of their need, and to

determine together a method of learning which will be more suited to that need. An

organizations human resource planning should be performed alongside career planning for

individuals. The supply and demand of human resources are matched correspondingly so that

skills are utilized to the best possible advantage, and the aspirations of the individuals are taken

into account. This coordination of organizational and individual needs is becoming more

common place as companies recognize that they need to make best use of human resources,

and that has staff turnover is expensive. This component of manpower planning referred to as

succession planning. Facilitation skills will come in useful during the part of the succession

planning process which involves talking to your staff; in other words, during career

counseling.

Functions of Performance Appraisal

It seeks to provide adequate feedback to each individual for his or her performance.

It purports to serve as a basis for improving or changing behavior toward somemore effective working habits.

It aims at providing data to managers with which they may judge future job

assignments and compensation.

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TRAINING AND DEVELOPMENT

Training is a method of imparting knowledge and information to the employee for

improvement and up gradation of his skills activities and potential for his own benefit as well

as for the benefit of the organization.

Objectives of Training

There is a variety of reasons why an employer or employee may decide to follow a training

program. Some major reasons include gaining a competitive edge improving personal skills,

satisfying ISO requirements, achieving individual reward and gaining recognition These

general objectives of training can be broken down into a series of more specific aims:

Gaining a competitive edge-

Improving base line of competence and skills of staff.

Improving quality of product.

Reducing operating cost

Opening new markets etc.

Improving personal skills thereby leading to a highly committed and productive

workforce.

Career path development

Staff multi skilling and flexibility.

Obtaining recognized qualifications.

Developing management techniques.

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Continuous professional development.

Achieving individual reward

Career progression within company

TRAINING NEEDS IDENTIFICATION

Sources for Identification of Training Needs.

Through performance appraisal

It is the indeed the foremost step in identifying what is an individuals area of improvement.

Through the performance appraisal form, the line manager, as well as the employee himself

gets to know what skill, knowledge or attitude based training does the employee need. The

performance management system followed at Thomson Press also asks for specific training

and development needs of the appraise, which is later incorporated in the training calendar.

Thus, various levels of performance are identified for all the employees in each department

and, also the levels, which they are expected to climb upon to, are taken into consideration,

while deciding upon training needs. In order to manage performance and maintaining it at a

desired level in the organization, this process serves the purpose of bridging the skill gap of the

employees.

Specific Business Needs:

Due to fast pace market arena, every organization is compelled to change its systems and

process, to beat the competition.

New technology, new machinery and equipment better ways of functioning etc, are the need of

the hour and for meeting there business specific needs, training is most sought after tool.

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HRD-Mechanisms: HRD mechanisms include performance and potential appraisals, training,

feedback, counseling, career planning, employee welfare for quality of work life, job rotation,

etc, these mechanisms are the methods initiated to develop employee competencies, these are

considered as instruments to facilitate change. Successful implementation of HRD involves

taking an integrated look at HRD and making efforts to use as many HRD mechanisms as

possible.

OCTAPACE Culture: OCTAPACE culture is essential for facilitating HRD. Openness is

there when employees feel free to discuss their ideas, activities and feelings with each other.

Confrontation is bringing out problems and issues into the open with a view to solving them

rather than hiding them for fear of hurting or getting hurt. Trust is taking people at their face

value and believing what they say. Autonomy is giving freedom to let people work

independently with responsibility. Proactively is encouraging employees to take initiative and

risks. Authenticity is the tendency on the part of people to do what they say. Collaboration is

to accept interdependencies to be helpful to each other and work as teams.

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OBJECTIVES

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The purpose of motivation is to create in which people are willing to work with zeal,

initiative, interest and enthusiasm with a high personal and group moral satisfaction

with a sense of responsibility, loyalty, discipline and with pride & confidence in a most

cohesive manners so that goals of an organization are achieved effectively.

Motivation techniques are utilized to stimulate employees growth. This was indicated

by FRANCIS when he was chairman of general foods.

He said you can a mans time, you can buy a mans physical presence at given place,

you can even buy a measured number of skilled motions per hour or day but you cannot

buy initiative, you can buy loyalty, you can buy devotion of hearts, minds.

Thats why you have to learn these things through motivation.

SCOPE

1) This project will help company to know the market potential that will help the

company in introducing products with more acceptability.

2) Learning gained during the projects can be utilized in designing new strategies for

improving customer satisfaction.

3) Through this project company can know about the particular factor that has

enhanced growth of the company.

4) The company can know about the best features of their profile.

5) It increases efficiency of the workers in the company.

Relevance Of The Project

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Every industry is trying to strengthen the employee. Employer-employee relationship

which leads to higher motivation to workers and overall an increase in the production and

productivity of the company, by going through this project one can easily know about the

following things given below:

The actual policies of personnel department in this company.

Project can help also help to know the company loopholes.

Helpful in strengthening the employee-employer relationship.

LIMITATIONS

Due to limited time period & constrained working hours for most of the Respondents

the answers at times were vague enough to be ignore

Most of the results that are spelt out have been of qualitative aspects.

Dual to the lack of the data results was not accurate.

Every industry is trying to strengthen the employee. Employer-employee relationship

which leads to higher motivation to workers and overall an increase in the production and

productivity of the company, by going through this project one can easily know about the

following things given below:

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The actual policies of personnel department in this company.

Project can help also help to know the company loopholes.

Helpful in strengthening the employee-employer relationship

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RESEARCH METHODOLOGY

RESEARCH PROBLEM

To identify and analyze the factors that can be linked with the HR Department of the

YAMAHA MOTORS India Pvt. Ltd.

To improve the efficiency and effectiveness of the HR Manual.

THE SCOPE OF THE STUDY

The study will be conducted at YAMAHA MOTORS India Pvt. Ltd

The whole HR Manual given are taken under consideration irrespective whether they belong

to Managerial level or Working level.

THE SIZE OF THE REPRESENTATIVE SAMPLE

The size of the representative sample of the 1000would be 10% of the Managerial as well as

Non-managerial level ofYAMAHA MOTORS India Pvt. Ltd.

THE METHOD OF SELECTING REPRESENTATIVE SAMPLE

The Selection of the representative sample will be based on Random Sampling.

The whole of the personnel in the HR Department are taken into consideration in this study.

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METHOD OF DATA COLLECTION

For the study ofHR Manual at YAMAHA MOTORS India Pvt. Ltd. PRIMARY DATA are

used. The data was collected with the help of different sources such as:

PRIMARY DATA: -

QUESTIONNAIRES.

INTERVIEWS.

OBSERVATIONS.

INFORMATION FROM CORRESPONDENTS.etc

SECONDARY DATA: -

For the study ofHR Manual SECONDARY DATA are used. HR Department ofYAMAHA

MOTORS India Pvt. Ltd. provided these data and data was collected from certain references

books. The SECONDARY DATA includes both Published as well as Unpublished sources:

BROCHURES.

JOURNALS.

COMPANY MAGAZINES, RECORDS.

ANNUAL REPORTS .etc

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THE HYPOTHESIS

This survey is conducted under the presumption of the functioning of the recruitment and

selection procedure in the YAMAHA MOTORS India Pvt. Ltd. can be improved by placing

RIGHT PERSON ON THE RIGHT JOB .

In testing the above hypothesis the following aspects will be considered: -

Awareness about HR Manual

Satisfaction level.

Provision of post retirement facility

Feeling of security.

Extension of benefits.

Suggestions.

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Various Methods Of Data Collection

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Depending on the source, statically data are classified under two categories:

Primary data: Primary data are obtained by a study specifically designed to fulfill the

data needs of the problem at hand. Such data are original in character and are generated in

large no. of survey conducted with a sample.

Secondary Data: These data are not originally collected but rather obtained published or

unpublished source.

Sources of data

Collection of data is an essential part of the project, as it constitutes the foundation of the

statistical analysis and information. Thus, it forms the initial step of any project.

A sample of 50 employees was taken comprising to manager and supervisors of the

organization. Out of which 44 are manager and 30 are supervisors.

After collection the required data from all other sources, analysis was done and theproblems were identified.

Recommendations and suggestions in respect to has been given

1. AWARENESS OF PERSONAL POLICIES

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S.no Opinion No. of Respondents Percentage

1 YES 25 83.3

2 NO 5 16.7

83.3 % of the respondents know about the personal policy

16.7% of the respondents dont know about the personal policy .

2. FORECAST OF FUTURE MAN POWER PLANNING

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AWARENESS OF PERSONAL POLICY

83.3%

16.7%

YES

NO


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S.no Opinion No of respondents Percentage

1 YES 28 93.3

2 NO 2 6.7

93.3 % of the respondents were of the view that the company makes forecast of the future

manpower planning

6.7 % of the respondents were of the view that the company do not makes forecast of the future

man power planning

3. RECRUITMENT POLICY PLAN

67

Forecast of Future Man Power Planning

93.3%

6.7%

YES

NO


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S.no Opinion No. of respondents Percentage

1 YES 24 80

2 NO 6 20

80% of the respondents say that their company follow the recruitment policy plan

20 % of the respondents say that their company dont follow the recruitment policy plan

68

RECRUITMENT POLICY PLAN

80%

20%

YES

NO


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4. PROCESS OF FEED BACK


1 YES 20 64

2 NO 10 36

64 % of the respondents were of the view that the company provide feedback relating to training

36 % of the respondents were of the view that the company does not provide feedback relating to

training

5. AWARENESS OF PRFORMANCE APPRAISAL SYSTEM

69

PROCESS OF FEED BACK

64%

36%

YES

NO


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1 YES 145 90%

2 NO 15 10%

AWARENESS OF TRAINING PROGRAMME

90%

10%

YES

NO

90 % of the respondents are aware of the performance appraisal system

10 % of the respondents are aware of the performance appraisal system

6. INCREASE IN PRODUCTIVITY THROUGH TRAINING.

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1 YES 120 80

2 NO 18 12

3 CANT SAY 12 8

INCREASE IN PRODUCTIVITY

THROUGH TRAINING

80%

12%8%

YES

NO

CAN'T SAY

80% of the respondents said that the companys performance appraisal system is fair

12% of the respondents said that the companys performance appraisal system is not fair

8% of the respondents said that they dont know about the fairness of the companys performanceappraisal system

7.REDUCTION IN INTERPERSONAL CONFLICTS

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1 YES 75 75

2 NO 25 25

75 % of the respondents were of the view that the company follows a set of motivational practices

25% of the respondents were of the view that the company does not follow a set of motivationalpractices

8 . REDUCTION IN COST

72

REDUCTION IN INTER PERSONAL

CONFLICTS

75%

25%

YES

NO


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REDUCTION IN COST THROUGH

TRAINING

16%

55%

24%

5%0%-25%

26%-75%76%-100%

CANT SAY


1 0%-25% 24 16%

2 26%-75% 83 55%

3 76%-100% 36 24%

4 CANT SAY 7 5%

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FINDINGS

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Even though every effort has been done to minimize the variation and present a factual picture

with the help of statistical method, but still there are some limitations: -

Due to less time or time factor is play an important role in the report making two

month is not enough to complete the whole project

Money is the another constraint in making of the whole complete project

Certain important information was kept secret. This is because of the reason certain

hypothesis were taken.

The respondent may not have marked all responses honestly so that the collected data

may be not fully accurate.

Peoples working in the organization are very cooperative but due to busy schedule of

the HR officers they were not able to give more time &attention.

Departmental Set of Divisions

Manufacturing Operations Manufacturing

Plant Engineering and Maintenance

Product Planning and Control

Stores and Inventory Control

Quality Assurance Quality

Inspection

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Manufacturing Engineering Production Management

Industrial Engineering

Tool Engineering

Marketing Planning and Advertising

Sales

Services

Exports

Spare Parts

Personnel And Administration Industrial RelationsAdministration

Security

Human Resources Department

Product Engineering Design

Testing

Technical Administration

Project Planning Corporate Planning

Business Planning

Information Technology IT Centre

Finance Corporate Finance

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CONCLUSION

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HR PRACTICES is becoming the most suitable way to assess the suitability of any individual

to his job and the basis to provide training if needed, the basis of promotion, and also it is a

best way of salary revisions, etc. it also helps the superior to get feedback about themselves,

which can be effectively used, in acquiring and sharpening their managerial and behavioral

skills.

At last it can thus be concluded that:

1.The employees are satisfied with the existing system

2.They do not want a change in their performance Appraisal System.

3.They will appreciate any change done that would for their betterment.

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SUGGESTIONS

The company is doing very well and is providing everything what an average employee

demands regarding the HR and social security. Still then there are various suggestions that are

given below: -

The employee should have clear understanding of various policies

regarding:-

Rules

Retired employees benefits rules

Medical facilities

Statutory obligations and similar other rules.

Increment to be related with performance.

Redesigning compensation system to reduce multiple allowances

Adopt open-end scales.

Print booklets containing all the policy matters and circulate it among all the

employees

For recruitment, preference should be given to the spouse of the employee

who fits to the job as per the required qualification. This will not only

motivate the current employee but also will lead to long term stay with the

organization with better output

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RECOMMENDATIONS

The training for the employees about the work and tells about the terms andcondition of the company. Statuary obligation and similar other rules and

regulation.

Tell employees about the plans & policies.

Tell employees about the retired benefits rules.

Provide good environment for the employees.

To adopt the open-end scale.

Provide good library for the employees when they are free they get relaxed their

and their knowledge about the company.

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QUESTIONAIRE

NAME

AGE .

SEX .

ADDRESS .....

..

..

PHONE NO. ..

QUALIFICATION ..

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DEPARTMENT .

I. Personnel Policy

Q.1.Does your Company prefer personnel policies?

(a) Yes (b) No

II. Manpower Planning

Q.2.Does your Company makes forecasting of future manpower planning requirement?

(a) Yes (b) No

Q.3.What do you suggest be the basis of forecasting?

(a) Total cost of project (b) Past Experience

(c) Difference phases of project

III. Recruitment & Selection

Q.4.Does your Company plans the requirement policy?

(a) Yes (b) No

Q.5.Which source of requirement policy your Company prefer?

(a) External (b) Internal (c) Both

IV. Training & Development

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Q.6.Which type of training your Company prefers?

(a) On the job (b) Off the job (c) Both

Q.7.Is there any process of feedback relating to training?

(a) Yes (b) No

V. Performance Appraisal

Q.8.Does your Company follows the P.A. system?

(a) Yes (b) NO

Q.9.What are the tools & techniques adopted for the appraisal?

(a) Proper format (b) Appraisal Interview0

(c)Grading method Self Appraisal

Q.10. The P.A. system of your Company is fair?

(a) Yes (b) No

VI. Motivation

Q.11.Does your Company follows the set of training practices?

(a) Yes (b) No

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Q12. Which type of motivation your Company prefers?

(a) Monitory (b) Non-Monitory

(c) Both

Q13.Do you think Monitory Motivation is a real technique for motivation?

(a) Yes (b) No

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BIOLIOGRAPHY

Dr. Gupta C B, Human Resource Management, Sultan Chand & Sons 2004.

MAMORIA, C.B., Personnel Management, Himalaya Publication House, Gurgaon,

Mumbai, 400004.

K.S. ASWATHAPA, Human resource and Personal Management, Tata McGraw

Hill Publishing Company Limited, 2001.

GUPTA C.B., Principles of Management, National, New Delhi, 1996.

WEBSITES

WWW.hrworld.com

www.hr.com www.google.com

www.Yamahamotors.com

86
http://www.hrworld.com/http://www.hr.com/http://www.google.com/http://www.yamahamotors.com/http://www.hrworld.com/http://www.hr.com/http://www.google.com/http://www.yamahamotors.com/

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