kirloskar pune

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CHAPTER 1 .

INTRODUCTION


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Training is a short term process utilising a systematic and organised procedure by which non-

managerial personnel to learn technical knowledge and skillsStaimez

Training and development are closely interrelated terms that aim to help in

achieving the objectives of the company while at the same time increasing the efficiency and

productivity of the employees. Though similar in a broader sense, there are many differences

between training and development that will be highlighted in this article.

1.1 Training:

Training is concerned with imparting developing specific skills for a particular purpose. Training is

the act of increasing the skills of employees for doing a particular job. Training is the process oflearning a sequence of programmed behaviour. Training of a new employee is an integral part of his

induction and orientation. Training is imparted so that he understands his roles and responsibilities

and learns to perform the tasks entrusted to him with ease and with efficiency. It is only after a brief

training period that a new employee is able to perform his job at a satisfactory level. Training makes

an employee more productive for the organization and is thus concerned with his immediate

improvement

1.2 Development:

Development is all those activities and programme when recognized and controlled have substantialinfluence in changing the capacity of the individual to perform his assignment better and in going so

all likely to increase his potential for future assignments. Thus, development is a combination of

various training programme, though some kind of training is necessary, it is the overall development

of the competency of individual in the light of the present requirement as well as the future

requirement. Development is an activity designed to improve the performance of existing employees

and to provide for a planned growth of employee to meet future organizational requirements.

Development of an employee is an ongoing process which continues well beyond training. The focus

of development process is the person himself. Development concerns with making the employee

efficient enough to handle critical situations in future. So while training concentrates on short term

needs of the organization, development looks after long term goals of the organization.

1.3 Importance of training

If organizations are to survive and prosper in the modern world of rapid change, they

need to be more flexible, faster-moving and faster-learning than before. Their ability to do this

rests upon the abilities of their workforce to have these characteristicshence the value of


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training. If individuals are able to learn, develop and change, then so can the organizations.

Providing training for employees not only helps them develop their skills and

knowledge, but it is also motivational and a building block to organizational success. It is

important for any organization, large or small, to plan the training that its people may need.

While there can be enormous benefits in developing the capabilities of the workforce, training

dont come cheaply. Training needs to be for the right people, it needs to be the right type of

training and it needs to be at the right time.

It improves the overall image of the organization and invests it with a degree of professionalism,

which can lead to increased professionalism, productivity, and profitability.

1.4 Need for training:

The need for training arises due to the following reasons:

1. To match the employee specifications with the job requirements and organizational needs.2. Maintaining the Organizational Viability and the Transformation Process.

3. To adopt the latest technology i.e. mechanization, computerization and automation for survival

of the organization, they should train the employees to enrich them in the areas of changing

technical skills and knowledge from time to time.

4. For working on the skills of co-ordination, integration and adaptability to the requirements of

growth, diversification and expansion.

5. When an existing employee is promoted to the higher level in the organization and when there

is some new job or occupation due to transfer.

Fig 1:Need for training


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The need for training also arises to increase productivity, improve the quality of the

products or services, help the company in fulfilling its vision and future targets, improve

organizational climate and culture, improved health and safety, prevent obsolescence, effect

personal growth and minimize the resistance to change.

1.5 Types of training methods:There are a number of training methods available. Use of a particular method will depend on the

trainees viz., worker, supervisor, and manager. Basically these methods can be classified into

the following two broad categories:

On-the-job training

Off-the-job training

On-the-job training:

Apprenticeship Training.

Job Instruction Training (JIT).

Off-the-job training:

Class room lectures.

Conferences or seminars.

Group discussions or case study analysis.

Audio visual or film shows.

Simulation or Computer modelling.

Vestibule training.

Programmed instructions (PI).

Games and Role-playing.

1.6 Benefits of training:

Training benefits the Organization in the following ways: Leads to an improved profitability and/or more positive attitude towards profit orientation

Improves the job knowledge and skills at all levels of theorganization

Improves the morale of the workforce

Helps people identify with organizational goals

Helps create a better corporate image

Fosters authenticity, openness and trust


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Improves the relationship between boss and subordinate

Aids in organizational development

Learns from the trainee

Aids in understanding and carrying out organizational policies

Provides information for the future needs as well as all areas of the organization Improves labour management relations

Helps prepare guidelines for work

Organization gets more effective decision making and problem solving skills

Aids in developing leadership skills, motivation, loyalty, better attitude and others aspects

that successful workers and managers usually display

Develops a sense of responsibility in the organization for being competent and

knowledgeable.

1.7 Role of Human Resources in training and development:

Fig 2 :Role of Human Resources in training and development:

HRM plays a very important role in training and development. It first identifies the need of the

organisation and designs the training program. At once when the design is made the HRM

department develops the training program and delivers it to the organisation employees. But the

cycle does end here the HRM evaluates the training program through various research techniques

and analyse from the research the issues that need to be handled while designing the next training

program.


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One the one hand, training can be costly when goals or expectations are not met. On the other

hand, when these are met or even exceeded, the organization reaps its long term benefits.

Because when employeescompetencies improve, the organization gains an increase in corporate

competitiveness and in return an increase in profitability.

Training programs must be initiated by the HRM department. These must be carefully planned,

executed utilizing the best possible resources, i.e., instructors ortraining facilitators , venues, etc.

The focus must not only be based on competencies but on values and attitudes as well. In the

end, training is actually a change management initiative whose aims are to develop employees

potentials, holistically, so that they add more vales to the organization and the community where

they belong. This sensitive role for theHRM professional, and is a tough one. After all,HRM is

still about not only managing, butdeveloping human resource.

HRM's role in organization is to develop the organization to meet the future needs, face

the competition, and maintain/improve the standing in the industry level.Organization Development (OD) is the process of improving organizations. The process is

carefully planned and implemented to benefit the organization, its employees and itsstakeholders.The change process supports improvement of the organization or group as a whole. The HRM

and consultant work together to gather data, define issues and determine a suitable course of

action. The organization is assessed to create an understanding of the current situation and to

identify opportunities for change that will meet company objectives.
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CHAPTER 2 .

COMPANY PROFILE


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Kirloskar Oil Engines Ltd.

2.1 About The Company

The Company was incorporated as public limited company on 12 January 2009, under

Companies Act, 1956 having its registered office at Laxmanrao Kirloskar Road, Khadki, Pune

411 003.

The Engines and Auto Components business of Kirloskar Oil Engines Limited (now known as

Kirloskar Industries Limited) was transferred and vested with the Company on becoming

effective of the Scheme of Arrangement between Kirloskar Oil Engines Limited (now known as

Kirloskar Industries Limited) and the Company and their respective shareholders and creditors, as

approved by the Honble High Court of Judicature at Bombay vide its order dated 31 July 2009


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read with its order dated 19 March 2010. With effect from the effective date, 31 March 2010, the

Company has commenced the Engines and Auto Components Business. The Company was

incorporated with the primary objective of taking over ofEngine and Auto Component business

of Kirloskar Oil Engines Limited now known as Kirloskar Industries Limited) under the said

Scheme on going concern basis.

Company Identification Number (CIN) of the Company is U29120PN2009PLC133351.The

name of the Company has been changed to Kirloskar Oil Engines Limited with effect from 2

June 2010 pursuant to the said Scheme.

2.2 Directors

Mr. Atul C. Kirloskar, Mr. Gautam A. Kulkarni and R.R. Deshpande were the first directors of

the Company. They will be appointed as directors of the Company at the ensuing Annual

General Meeting.

Pursuant to Section 260 of the Companies Act, 1956, read with Article 160 of the Articles ofAssociation of the Company, the Board of Directors, in its meeting held on 30 March 2010, co-

opted Mr.R.Srininvasan, Mr. U.V Rao, Mr. H M Kothari, Mr. Nihal Kulkarni, Mr.Rahul C.

Kirloskar, Mr. M Lakshminarayan, Mr. PG. Pawar, Dr. Naushad Forbes and Mr. A.N. Alawani

as Additional Directors on the Board of the Company. They hold office of Director up to date of

the ensuing Annual General Meeting of the Company and being eligible, offer themselves for

appointment.

Mr. Atul C. Kirloskar was appointed as Managing Director of the Company by the Board in its

meeting held on 30 March 2010, with effect from 31March 2010 for a period of 5 years.

Pursuant to the Scheme of Arrangement between Kirloskar Oil Engines Limited (Demerged

Company - now known as Kriloskar Industries Limited) and Kirloskar Engines India Limited

(Resulting Company) the services of Mr. Gautam A. Kulkarni as Joint Managing Director, Mr.

Rahul Kirloskar as Whole Time Director and Mr. R.R. Deshpande as Executive Director of the

Company, for a period upto 19 August 2013,4 June 2011 and 28 April 2010, respectively, with

effect from 31 March 2010 have been transferred from Demerged Company to Resulting

Company.

The services of Mr. R.R. Deshpande have been transferred on a continuous basis from the

Demerged Company to the Company, with effect from 31 March 2010 for the balance period of

his term, i.e. up to 28April 2010, pursuant to the Scheme of Arrangement. Mr. R.R. Deshpande

was re-appointed as the Executive Director for a further period of five years with effect from 29April 2010.

2.3 Vision: To be amongst the top ten Global Players in off-high way engine business.

2.4 Guiding principle & values of KOEL


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Fig 3 : Guiding principle & values of KOEL

Integrity:

Is the value which underlines all the other KOEL core values.

Quality First:

Living Quality First is about letting quality considerations to influence decisions

significantly even under acute pressures of quantity.

Customer Focus:

Customer focus support efficiency smartness effectiveness purpose and more and bring

joy and satisfaction and meanings to ones life.

Respect For People:

They believe that people have come together by choice. they acknowledge that all the

human beings are in endless journey to fulfil their potential and deserve emotional

support, acceptance and respect for other for their well being.

2.5 HR Mission: To build and sustain an organisation that attract retains and brings out the best

in people.

2.6 Products:

Diesel engines ranging from 3 hp to 11000 hp


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Smallest 3hp Biggest 11000 hp

Bearings Gensets

Fig 4: Products of KOEL

2.7 Competitors:

Cummins India Ltd.

Greaves Cotton Ltd.

Kirloskar Industries Ltd.

Swaraj Engines Ltd.

Wartsila India Ltd.

2.8 Financial status:

Total Income - Rs. 688.865 Million ( year ending Mar 2011)

Kirloskar Oil Engines net profit declines 20.06% in the March 2011 quarter

May 13, 2011 15:08
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Kirloskar Oil Engines net profit declined 20.06% to Rs 47.61 crore in the quarter ended March

2011 as against Rs 59.56 crore during the previous quarter ended March 2010. Sales declined1.11% to Rs 596.57 crore in the quarter ended March 2011 as against Rs 603.25 crore during the

previous quarter ended March 2010. For the Audited full year,net profit rose 5.92% to Rs 173.73

crore in the year ended March 2011 as against Rs 164.02 crore during the previous year ended

March 2010. Sales rose 6.51% to Rs 2362.98 crore in the year ended March 2011 as against Rs2218.50 crore during the previous year ended March 2010.

2.9 Organisation Structure:

KOEL

Strategic Business Units Corporate Services

Power Generation

AOBG

Finance & Legal

Human Resources,Personnel & industrial


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Fig 5: Organisation chart of KOEL

2.10 HR Hierarchy

Manufacturing

(Kagal)

Manufacturing

(Khadki ,Rajkot)

LEBG

Corporate research and

engineering

Strategic Sourcing

Assistant Vice President

Siddharth Archary


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Fig 6: HR hierarchy of KOEL

2.11 Business Location and Services

Senior Manager

Mr. Tejinder Pal

Singh Bharma

General Manager

Siddharth Mohanty

Officer

Sejal Gupta

Deputy Manager

Archana S.

Deputy Manager

Priyanka Vanjari

Deputy Manager

Disha Sharma

Deputy Manager

Govind V.

Manager

Sushmita Mishra

Deputy Manager

Rahul Jagtap

Senior Officer

Simran Kaur

Manager trainee

Aarthi Kadam

KOEL

Pune, Ahmednagar, Nashik & Phursungi


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Fig 7:Business Location and Services

Business Services

Auto Components

Pune, Ahmednagar, Nasik

Secretarial &Legal

Pune

Large Engines &Spares

Nashik

Management Studies

Pune

(HR, Personnel, IT Corporate)

Small Engines & Spares

Pune & Phursungi

Corporate Finance

Pune

Medium Engines & Spares

Pune & Phursungi

Other Operations

Pune


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CHAPTER 3 .

INDUSTRY PROFILE


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3.1 The founder and the first factory village

The Kirloskar story starts with Laxmanrao Kirloskar, the founder. A man who

believed that an understanding of one's environment and reality was essential to

the manufacture of path-breaking industrial implements. From this steadfast

belief was born the iron plough, the first Kirloskar product. Originally intended

as an essential aid to agriculture, the plough soon became an icon of reform and

revolution.

A highlight of the early history of the group is Kirloskarvadi, India's first industrial township. A

model factory-village created by Laxmanrao and his band of dedicated workers.

In January 1910, when the Kirloskar were being ousted from Belgaum to make room for a new

suburb, they found themselves in dire need of a place to live and work. Sensing this need, the

Raja of the princely state of Aundh, who admired and respected Laxmanrao Kirloskar, offered

the latter all the land he needed in Aundh state.

Two months later, Laxmanrao Kirloskar set foot on 32 acres of barren land strewn with cacti and

infested with cobras. Driven by his faith in human ability, Laxmanrao banded together 25

workers and their families and succeeded in transforming the barren expanse into his dream

village. Ramuanna, Laxmanrao's brother, planned and administered the township, Shamburao

Jambhekar doubled as engineer and all-round healing man, K.K.Kulkarni, an unsuccessful

student, became a manager, treasurer and odd jobs man, Mangeshrao Rege was the clerk andchief accountant, Anantrao Phalnikar, a school drop-out flowered into an imaginative engineer.

Such was our founder's faith in the human being that, Tukaram Ramoshi and Pirya Mang, both

convicted dacoits, became the trusted guards of Kirloskarvadi!

3.2 The Kirloskar Group Of Companies

Kirloskar Brothers Limited. (KBL)

Kirloskar Ferrous Industries Limited. (KFIL)

Kirloskar Middle East FZE. (KMEF)

Kirloskar Oil Engines Limited. (KOEL)

Kirloskar Industries Limited. (KIL)

Kirloskar Pneumatic Company Limited. (KPCL)

Kirloskar Proprietary Limited. (KPL)
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3.3 Joint ventures and subsidiaries

Kirloskar Ebara pumps ltd(KEPL)

Kirloskar corrocoat pvt ltd

Kirloskar construction & engineers ltd

Kolhapur steel ltd

ssp pump ltd

Gondwana eng pvt.ltd

Toyota kirloskar

3.4 Education sector

Kirloskar institute of advanced management studies (KIAMS)

KIAMS-HARIHAR

KIAMS-PUNE

kirloskar pune

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