Sunita Project

8/3/2019 Sunita Project

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PREFACE

The summer training is an integral part of the MBA course. As a

matter of fact every management students has to undergo practicaltraining in an approved business organization, under the guidance of

professional managers as to become aware of the real life business

situations and the environment.

During the course of training, the trainees are expected to use and

apply their academic knowledge and gain valuable insight into

corporate cultures with all its environment of operational complexity

the said training offers, The aim of the trainings is to apply their

academic knowledge with real world situation.

The project provides all relevant information related to the training

programs being conducted training and development program

information of employs of employee’s skill & knowledge. Is helpful for

improving the company’s environment. In this report I have put my

best efforts to compile the data to the highest level of accuracy.

The Project was conducted in various departments of B.H.E.L during

07/05/2011 to 31/07/2011 to study the training and Development

being imparted in various department of B.H.E.L.



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ACKNOWLEDGEMENT

I am extremely thankful and indebted to all B.H.E.L Jhansi

executives, engineers & staff members who provided a vital &

relevant information’s about the functioning of their respective

departments thus helping me to get overall information’s about the

working of the organization. I am highly thankful for the support and

guidance to each of them.

I am thankful to my project guide Dr. YASHODHARA SHARMA For

giving me her valuable time and necessary facilities, suggestions and

providing relevant data to compile the Project report during my

vocational training at B.H.E.L. Jhansi.

Last but not least, I would like to thank my parents and fellow trainees

who have been a constant source of encouragement and inspiration

during my studies and have been always provided me support in

every walk of life.

Sunita Rai



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DECLARTION

This project work has been conducted in partial fulfillment of thedegree of MASTER OF BUSSINESS ADMNISTRATION (MBA) in

Indira Gandhi National Open University, New Delhi.

This is my original work, which is completed with the help of

managing staff of the BHARAT HEAVY ELECTRICALS LIMITED

(B.H.E.L.), JHANSI.

Sunita Rai

MBA Student



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CONTENTS

Preface

Acknowledgement Declaration

Introduction to B.H.E.L.

Major Achievements of B.H.E.L.

Manufacturing units of B.H.E.L.

Activity profile of B.H.E.L.

Introduction to B.H.E.L. Jhansi

Product profile of B.H.E.L. Jhansi

Rotation report

Vision ,Mission & Value

Right to Information

Growth of Production & Milestone

Health, Safety,& Environment

Introduction of HRD

Training & Development

Training & Development Needs

Method of Training

T & D Process in BHEL

Research Methodology

Rational of Study Analysis & Interpretation

Summary of Training Programme

Suggestion, Limitation & Conclusion

Questionnaire & Bibliography



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BHARAT HEAVY ELECTRONICALS LIMITED

Introduction:

BHEL or Bharat Heavy Electricals Limited is the largest engineering

and manufacturing enterprise in India in the energy-

related/infrastructure sector. BHEL is one of the nine large Public

Sector Undertakings known as navratnas or nine jewels. BHEL

offers over 180 products and provides systems and services to meet

the needs of core sectors like: power, transmission, industry,

transportation, oil & gas, non-conventional energy sources and

telecommunication.

BHEL was founded in 1950s. Its operations are organized around

three business sectors: Power, Industry - including Transmission,

Transportation, Telecommunication & Renewable Energy - and

Overseas Business. Today, BHEL has a wide-spread networkcomprising 14 manufacturing divisions, 8 service centres, 4 power

sector regional centres, 18 regional offices, and a large number of

project sites spread all over India and abroad. BHEL is one of the

largest exporters of engineering products & services from India.

BHEL has established its references in around 60 countries of the

world, ranging from the United States in the West to New Zealand in

the Far East. Its export range include: individual products to complete

power stations, turnkey contracts for power plants, EPC contracts,

HV/EHV Sub-stations, O&M services for familiar technologies,

specialized after-market services like Residual Life Assessment



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(RLA) studies and retrofitting, refurbishing & overhauling, and

supplies to manufacturers & EPC contractors.

BHEL's product range include: Steam turbines and generators of up

to 500MW capacity for utility and combined-cycle applications; Steam

turbines for CPP applications; Gas turbines of up to 260MW (ISO)

rating; Custom-built conventional hydro turbines of Kaplan, Francis

and Pelton types with matching generators, pump turbines with

matching motor-generators; Spherical, butterfly and rotary valves and

auxiliaries for hydro station; HSD, LDO, FO, LSHS, natural-

gas/biogas based diesel power plant; Industrial turbo-sets of ratings

from 1.5 to 120MW; Steam generators for utilities, ranging from 30 to

500MW capacity, using coal, lignite, oil, natural gas or a combination

of these fuels; Pulverized fuel fired boilers; Stoker boilers;

Atmospheric fluidized bed combustion boilers; Circulating fluidized

bed combustion boilers; Waste heat recovery boiler; Boiler

Auxiliaries; Heat Exchangers & Pressure Vessels; Pumps; Power

Station Control Equipment; Switchgears; Bus Ducts; Transformers;

Insulators; Capacitors; Energy Meters etc.



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MAJOR ACHIEVEMENTS OF BHEL

Acquired certifications for Quality Management Systems (ISO

9001), Environmental Management Systems (ISO 14001) and

Occupational Health & Safety Management Systems (OHSAS

18001).

Installed equipment for over 90,000 MW of power generation.

Supplied over 2,25,000 MVA transformer capacity and other

equipment operating in Transmission & Distribution network up

to 400 kV (AC & DC).

Supplied over 25,000 Motors with Drive Control System to

Power projects, Petrochemicals, Refineries, Steel, Aluminum,

Fertilizer, Cement plants, etc.

Supplied Traction electrics and AC/DC locos to power over

12,000 km Railway network.

Supplied over one million Valves to Power Plants and otherIndustries.



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OBJECTIVES

A dynamic organization is one which keeps its aim high adapts itself

quickly to changing environment. So here we are in BHEL. Theobjectives of the company have been redefined in the corporate plan

for 90’s are….

Business mission

To maintain a leading position as supplier of quality equipment,

systems and services in the fields of conversion, transmission,

utilization and conservation of application in the areas of electric

power, transportation, oil and gas exploration and industries.



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GROWTH

To ensure the steady growth by enhancing the competitive edge of

BHEL in existing business, new areas and international market so asto fulfill national expectation from BHEL.

PROFITABILITY

To provide a reasonable and adequate return on capital employed

primarily through improvements in operational efficiency, capacity

utilization and productivity and generate adequate internal resourcesto finance the company’s growth.

FOCUS

To build a high degree of customer confidence by providing increased

value for his money through international standard of product quality

performance and superior customer service.

PEOPLE ORIENTATION

To enable each employees to achieve his potential, improve his

capabilities, perceive his role and responsibilities and participate and

contribute to the growth and success of the company to invest in

human resources and continuously and be alive their needs.

ADOPT NEW TECHNOLOGY

To achieve technological excellence in operations by development of

indigenous technologies and efficient absorption and adoption of



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imparted technology to suit business and priorities and competitive

advantages to the company.

CUSTOMER SATISFACTION

Like other important objective BHEL has one more importance

objective to satisfy his customer so that both can run their business

for long period to earn more profit.



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COMPETITORS OF BHEL

ELECTRO CONSULT ITALY

ABB SWITZERLAND BEEHTEL USA

BLOCK & NEATCH USA

GENERAL ELECTRIC USA

RAYTHEON USA

WESTING HOUSE USA

CNMI & EC CHINA

SANGHAI ELECTRIC CO. UK

GEC-ALSTHOM UK

ELECTRIM POLAND

FRANCO TOSI FRANCE

FUJI JAPAN

HITECHI JAPAN

MITSUBISHI JAPAN

TOHSIBA JAPAN

ROLLS ROYSE,SIEMENS GERMANY

ARIVA ALLAHABAD

DLW VARANASI



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MANUFACTURING UNITS OF BHEL

BHEL has 14 manufacturing

Units spread all across India.

FIRST GENERATION OF UNITS

BHOPAL : Heavy Electrical Plant

HARIDWAR : Heavy Electrical Equipment Plant

HYDRABAD : Heavy Electrical Power Equipment Plant

SECOND GENERATIONS OF UNITS

TIRUCHY : High Pressure power plant

JHANSI : Transformer and Locomotive Plant

HARIDWAR : Central Foundry and forge Plant

TIRUCHY : Seamless steel Tube Plant

UNITS TROUGH ACQUISITION & MERGER

BANGALORE : Electronic Division, Electro Porcelain Division

NEW MANUFACTURING UNITS

RANIPAT : Boiler Auxiliaries Plant

JAGDISHPUR : Insulators plant

GOINDWAL : Industrial Valve Plant

RUDRAPUR : Component and Fabrication Plant

BANGALORE : Energy system Division



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―BHEL is growing concern ready to meet to changing needs of the

nation and this has taken it beyond power into the local garnets of

energy industry and transportation etc. BHEL is able to offer a total

service in each of these fields. Its manufacturing capability is

supported by corporate R & D division at Hyderabad which works

closely with the research and development cells as various and

welding institute at Tiruchirapalli.

BUSINESSARAES

POWER

TRANS-MISSION

INDUSTRY

TRANS-PORTATI

ON

OIL &GAS

NONCONVE-

NTIONALENERGY

TELE-COMMU-NICATIO

N

MANUFA-

CTURINGTECHNOL

OGY

R & D

AFTERSALE

SERVICES

EXPORTS



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ACTIVITY PROFILE,BHEL

.

ACTIVITYPROFILE

POWERSECTORS

SYSTEM/S-ERVICES

TRANSPO-RTATIONSECTOR

INDUSTRIELSECTORS



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TRANSPORATION SECTOR

DIESEL ELECTRIC GENERATOR

TRACTION SYSTEM FOR RAILWAY

ELECTRIC TROLLER BUSES

AC/DC LOCOMOTIVE



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POWER SECTORS

Thermal sets and auxiliries

Steam generators and auxliries

Industrial fans

Electrostatic preciptators

Air pre heaters

Nuclear power equipment

Hydro sets and auxiliries

Motors

Transformers

Rectifiers

Pumps

Heat exchange

Capacitors

Porcelain / ceramics insulator

Seamless steel tubes

castings and forgings



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SYSTEM / SERVICES

Turnkey power station

Data acquisition system

Power system

HVDC commissioning system

Erection and commissioning

Modernization and rehabilitation



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INDUSTRY SECTOR

Boilers

Valves

T G sets

Power devices

Solar cells

Photo voltage cells

Gas turbine

Compressors

Drive turbine

Oil rigs

Blow out preventers

Wind mills



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OVERSEAS BUSINESS

BHEL, ranking among the major power plant equipment suppliers in

the world, is one of the largest exporters of engineering products andservices in India. Over the years, BHEL has established its

references in around 70 countries of the world, ranging from the

United States in the west of New Zealand in the Far East. BHEL

export range covers individual products in complete power stations,

turnkey contracts for power plant, EPC contracts, HV / EHV sub

stations, O&M services for familiar technologies, specialized after

market services like residual life assessment (RLA) studies

retrofitting, refurbishing and overhauling and supply to manufacturer

and EPC contractors. BHEL has assimilated and updated / adopted

the state-of-the-art-technologies in the power and industrial

equipment sector acquired from world leaders. BHEL has

successfully undertaken turnkey projects on its own and possesses

the requisite flexibility to interface and complement international

companies for large projects, and has also exhibited adaptability by

manufacturing and supplying intermediate products to the design of

other manufacturers and original equipment manufacturers (OEMs).

The success in the area of rehabilitation and life extension of power

projects has established BHEL as a reliable alternative to the OEMs

for such power plant.

BHEL makes maiden entry in the Syrian power sector wins Rs.2080

cr. Turnkey contracts foe 400 MV thermal power plants highest value

single order ever secured in the overseas market.



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New Delhi, June 30, engineering major Bharat Heavy Electricals

limited (BHEL) has achieved one of its biggest breakthroughs so far

in international business by winning a turnkey contract for setting up a

400 MV thermal power project in Syria with this order for Tishreen

thermal power plant extension 2x200 MV; the company has also

made its maiden in the Syria power sector. The order has been

placed on BHEL by public establishment of electricity for generation

and transmission PEEGT, ministry of electricity, Syria. Valued at over

Rs. 2080cr, this is the highest value single order secured by the

company in overseas markets as also the first-ever overseas order

for a large size steam turbine power plant. Which 200 MV rating sets.

This benchmark references will now open up new overseas market

segment for large size thermal sets.

BHEL scope of work in the contract includes design, engineering,

manufacturer, supplier erection and commission of main plant

equipment with associated auxiliaries, balance of plant electrical,besides state of the art controls and Instrumentation (C & I) and civil

works. The project will be executed by the company in a tight

schedule of 33 months.

Riding high on its dominant domestic position, BHEL is taking long

strides to become a major global player by enhancing its presence in

international market. It has identified overseas business as one of itsthrust areas as part of its strategic plan 2012. The is targeting a six

fold increase in its physical export by 2012. BHEL has established its

footprint in all seven continent of this world spanning 70 countries and

its technical competence has earned worldwide acclaim. Further



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stimulation on the growth of BHEL’s international business will be

achieved through consolidation in existing market product and

services, and by entering new market with EPC business being the

key driver of its exponential growth plan.

SHAREHOLDING PATTERN

BHEL has a capital base of Rs.244.8cr and its current market

capitalization is Rs.3451.12cr. the company has 24.48cr shares

outstanding. The free float available in the market for trading is only

6% of the total shares outstanding. Indian Government holds the high

amount of stakes in the company which is going to be disinvested in

the near future.

The shares holder pattern is as follows:

Govt.

67%

Indian institution

11%

FII'S

10%

Public

12%

Sales



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INTERNATIONALBUSINESS

BHEL products services and projects have been exported to the over

50 countries. BHEL supplied steam generators today account over

1100 MW of operating thermal capacity in Malaysia. BHEL also

executed orders for stream turbine generators at Malta and Cyprus

besides supply of boilers as AL-Arish Egypt and Tripolki- west

thermal power station at Libya on turnkey basis. BHEL has also

supplied hydro power plant equipment to Thailand. Malaysia, New

Zealand, Bhutan and Nepal. BHEL supplied gas turbines of 150 MW.

ISO rating to SIEMENTS AG. BHEL has also executed many major

ages based power project in Malaysia, Saudi Arabia and Oman and

has contracts in hand for gas turbine from Iraq, Bangladesh Oman

and Srilanka. Among other products BHEL exports insulators,

transformer valves, motor traction, generators and services for

renovation and modernization of power plant.

QUALITY ASSURANCE

Towards meeting its quality policy, BHEL is using the vehicles of

quality management systems, which are certified to ISO 9001:2000

series of standard by internationally acclaimed certifying agency,

BVQI.

Corporate quality and unit level quality enables requisite planning,

control and implementation of company-wide quality policy, and

objectives which are linked with the company’s vision statement.

Corporate quality derives strength from direct reporting to chairman

and managing director of the company.



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Calibration and testing laborites’ of BHEL are accredited under the

national accreditation, which has got mutual recognition with Asia

pacific laboratory accreditation conference.

As a result of its thrust on quality and technology, BHEL enjoys

national and international bodies like ASME, API, etc. plant approvals

agencies like Lloyds register of shipping, U.K., chief controller of

explosives India, TUV Germany, etc.

In its movement towards business excellence and with the objectives

of achieving international level of quality, BHEL has adopted

European foundation for business excellence. Through this model

and annual self-assessment exercise, BHEL is institutionalization

continuous improvement in all its operation.

BHEL, JHANSI UNIT

By the end of fifth five-year plant, it was envisaged by the planningcommission that demand for the power transformer would raise in the

coming year. Anticipating the country’s requirement BHEL decided to

set up a new plant, which would manufacturer power and other type

of transformer in addition of capacity available at BHEL Bhopal. The

Bhopal plant was engaged in the manufacturer of transformer of large

rating and Jhansi unit would concentrate on power transformer,

traction transformer of large rating and Jhansi unit would concentrate

on power transformer, traction transformer for Railways etc.

The unit in Jhansi was established in 9 Jan, 1974 and it is situated 15

km stone from the city on the NH 26. Jhansi – lalitpur road. It is



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called second generation plant of BHEL. It was set up in 1974 at an

estimated cost of Rs.16.22cr inclusive of Rs.2.1cr of township .late

Mrs.indira Gandhi, the prime minister, laid the foundation on 9 th Jan

1974. The commercial production of the unit began on 1976-77, with

an output of Rs.53 lakhs, since than there has been no looking back

for BHEL, Jhansi .

This plant of BHEL is equipped with most modern manufacturing

processing and testing facilities for power and special transformer

and instrument transformer, diesel shunting locomotives and AC/DC

locomotives, the layout of plant is such that it is well streamline to

enable smooth materials flow from the row materials stages to finish

goods. All the feeder bays have been laid perpendicular to

Main assembly bay and each feeder bay, raw material smoothly gets

converted to sub assemblies, which after inspection are sent to main

assembly bay.

The raw material that are produced for manufacture are used only

after through materials testing in the testing lab and with strict quality

checks at various stages of production. This unit of BHEL is basically

engaged in the production and manufacturing of transformer of

various type and capacities with growing competitions in the

transformer section in 1985-88. It undertook the re-powering of diesel

but it took a complete year for the manufacturing to begin. In 1987-

89, BHEL has taken a step further in undertaking it is also,

manufacturing AC/DC locomotives.



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UNIQUE MODERN MACHINE IN JHANSI UNIT

CNC CROPING LINE MACHINE

CNC BIGIE MACHINE CENTER

CNC AXLE TURNING LATHE

CNC PIPE BENDING MACHINE

WELL FORCING MACHINE

FACING AND CENTERING MACHINE

VAPOR PHASE DRYING SYSTEM

COMPUTER IBM 6080,6040 AND IRISH 40/20 WITH GRAPHIC



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28



29



30



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BHEL has many departments, while production and administrative

department are separate. Broadly speaking BHEL Jhansi has two

protection categories.

Transformer section

Locomotive section

Previously their were three section but bus duct is now shifted in

Rudrapur.

0.533.497.567.0215.7419.7828.5437.4238.6143.6751.8765.29109.41128.1155.82

215.61215225.05238328.43

435.6

287218.96

120.71169.22

209.34217315

440

587

480

674

540

867

Series 1

Series 1



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TRANSFORMER SECTION

In transformer section, there are 10 ways.

Fabrication

Fabrication is nothing but production. It basically stands for cutting

welding. Market outer structure and other hard core works. It

comprises of 3 Bays I.e. BAY 0, BAY 1, BAY.

BAY 0

This section has the following machines

PLANNER MACHINE

SHEARING MACHINE

CNC/ANC FLAME CUTTING MACHINE

BENDING MACHINE

ROLLING MACHINE

FLATTERING MACHINE

NIBBLING MACHINE

PANTOGRAPH FLAME CUTTINGMACHINE



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BAY 1

It is an assembly shop where different parts of tank come from bay

0.Here welding processes are used for assembly, after which a roughsurface is obtained Grinder operating at 1200 rpm, is used to

eliminate the roughness.

BAY 2

It is an assembly shop dealing with making different objects

mentioned below.



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BAY 3

Here are basically three sections in the way:

1. Machine section 2. Copper section

3. Tooling section

BAY 4

It is the winding section.

There are four TYPES OF COIL fixed in a transformer, they are:

Low voltage coil (LV), High voltage coil (HV), Tertiary coil AND Tap

coil.



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BAY 5

It is core and punch section. The lamination used in power, dry,

ESP transformer etc for making core is cut in this section.

For the purpose of cutting and punching the core three machines

are installed in shop

BAY 6

Single-phase traction transformer for AC locomotives is assembled

in this section.

BAY 7

This is the insulation shop.

The machines used for shaping the insulation material are:-

Cylindrical machines

Circle cutting machine

SLITING MACHINE

CNC CROPING LINE PNEUMETIC

CNC CROPING LINE HYDRAULIC



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Scarfing machines

Punching press machine

Drilling machine

Guillotine machines

Bench saw (spl for OD)

Jig saw (spl for ID)

Circular saw

Lines in machines

BAY 8

It is the instrument transformer and ESP transformer manufacturing

section.

BAY 9

In this bay power transformer are assembled. After taking different

input from different bays 0-9 assembly is done Power transformer is

used to step and step down voltages at generating and sub-stations.



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LOCOMOTIVE SECTION

Locomotive department is one of the most important in the factory. It deals

with the manufacture and production of the following types of

locomotives.

AC LOCOMOTIVE

AC/DC LOCOMOTIVE

THIRSTIER TYPE LOCOMOTIVE

DIESEL ELECTRIC SHUNTING LOCOMOTIVE

DIESEL SHUNTING ENGINE OF VARIOUS CAPACITY

TRANSFORMER COMMERCIAL (TRC)

The objective of the department is interaction with the customers. It

brings out tender and notices and also responds to them. This

department bags contracts for building transformers. After delivering

regarding faults. This department does failures and maintenance. All

such snags are reported to them and they forward the information

into the concerning department.

One of the major tasks of this department is to earn profits over all

negotiations. Transformers industry has become very competitive.

The company offering the lowest price gets the contract but this

process may continue does the work on very low profits.

To avoid such situation’s body of the name of India Electrical

Manufacturers association (IEMA) was set up. This association helps



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to maintain a healthy competitive atmosphere in the manufacturing of

electrical appliances.

The main features of TRC are classified as;



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TRANSFORMERS ENGINEERING (TRE)

The transformer manufactured in BHEL Jhansi range from 0 MVA to

240 MVA and upto 220 KV. The various transformers manufacturedin this unit are:-

POWER TRANSFORMER

Generators transformer

System transformer

Auto transformer

SPECIAL TRANSFORMER

Freights loco transformer

ESP transformer

Dry type transformer

TRANSFORMER PLANNING DEPARTMENT (TRP)

The main functions of this department are:-



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LOCOMOTIVE PRODUCTION (LMP):

There are two products

1. Alternating current Locomotive (AC Loco)

2. Diesel Electric Locomotive Shunting (DESL)

MATERIAL PLANNING

INVENTORY CONTROL

PREPARATION OF BUDGET AND PLANS

COORDINATION OF VARIOUS DEPARTMENT

ORGANIZING PRODUCTION MEETING

SPACING AND LOADING TO SHOPS



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WORK ENGINEERINGH & SERVICES (WE&S)

This department looks after the commissioning and maintenance of

all the machinery used in the factory. It also has 3 two-stage air

compressors for supplying compressed air to the various bays.

The department has 03 different divisions :

Electrical Engg

Electronics Engg

Mechanical Engg

BUS DUCT:

Bus duct are used as connection between generation and

transformers. They are used in power connection over 150 MV. The

question now arise why are bus duct preferred over ordinary

conductors, in such connections? In high power application insulation

is the major problem and frequently insulation breakdown occurs. If

this does happen then there is a possibility of shorting of conductors

and hence serious damage may occur both the transformer and

generators.



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CENTRAL QUALITY SERVICE (CQS)

The section looks after with a few terms concerning this department.

a) QUALITY:

It is the extent to which products and services satisfy the customer

needs.

b) QUALITY ASSURANCE:

All those plants and systematic action necessary to provide adequate

confidence that a product or service will satisfy the given requirement

is called quality assurance.

c) QUALITY CONTROL:

The operational technique and activities that are used to fulfil

requirement for quality are quality control.

d) QUALITY INSPECTION:

Activities such as measuring, testing, gauging one or more

characteristics of a product or service and comparing these with

specified requirement to determine conformity are termed quality

inspection



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CUSTOMER OF BHEL

NTPC Ltd

KPTCL Ltd

LINBAGA, MALAYSIA

GOVERNMENT OF BHUTAN

TNB MALAYSIA

BPDP BANGLADESH

PUBLIC POWER CORPORATION,GREECE

GOVERNMENT OF SAUDI ARABIA

REPUBLIC OF IRAN

VOLTA RIVER AUTHORITY , GHANA

JORDAN ELECTRIC AUTHORITY

ZESCO ZAMBIA

MINGECHAUR HEP, AZERBAIJAN

MWE, OMAN

NEPAL ELECTRICAL AUTHORITY



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VISION, MISSION AND VALUES

BHEL is continuously looking, with the following Vision, Mission and

Values. BHEL is working on several initiatives aimed at enhancing its

global presence:-

Vision:

A world-class Engineering Enterprise committed to Enhancing

Stakeholder Value.

Mission:

To be an Indian Multinational engineering enterprise providing total

business solution through quality products systems and services in

the field of energy, transportation, industry, infrastructure and other

potential areas.

Values:

- Ensure speed of Response.

- Foster learning, creativity and teamwork.

- Respect for dignity and potential of individuals.

- Loyalty and pride in the company.

- Zest for change.

- Zeal to excel.

- Integrity and fairness in all matters.

- Strict adherence to commitments.



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RIGHT TO INFORMATION

Right to Information Act, 2005 (here-in-after Act) provide for setting

out the practical regime of right to information for citizens to secure

access to information under the control of public authorities, in order

to promote transparency and accountability in the working of every

public authority. Bharat Heavy Electricals Limited, Siri Fort, New Delhi

110049 (India) is a Public Sector Enterprise.

GROWTH OF PRODOCTION AND

MILESTONES

Year Output (Rs. Crores) Milestones

1976-77 0.53 Start of Instrument Transformer

1977-78 3.49 Start of Traction Transformer and

power transformer (up to 132 KV)

1978-79 7.56 Start of HFTT type freight Loco

transformer.

1979-80 7.02 commissioning of 2,500 KV DG

Set(due to server Power Cuts)

1980-81 15.74 Start of ESP Transformer

1981-82 19.78 Start of 220 KV Power

Transformers



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1982-83 28.54 Achieved Break Even

1983-84 37.42 Start of Bus-duct

1984-85 38.61 Start of dry Type

Transformer

1985-86 43.67 Re-powering of Diesel Loco

Started

1986-87 51.87 Start of new Diesel Loco

Manufacturing

1987-88 65.29 Manufacturing facilities for

AC Loco

1988-89 109.41 Crossed 100 crores target

1990-91 128.10 Successful design and

manufacturing

of 450 HP 3 Axel Diesel CCI

1991-92 155.82 Manufacturing of first 2600 HP

DESL for NTPC

1992-93 215.61 Successful designs and

development

of 5000 HP Thirstier Control

Locomotive

1993-94 215.00 240 MVA power transformer

produced first time

1994-95 225.05 Unit has been awarded ISO 9001

certificate for quality

1995-96 238 AC/DC locomotive first time in

India

1996-97 328.43 100 Th loco manufactured



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1997-98 435.6 250 mva transformer produced

1998-99 287 development overhead equipment

oum test car

1999-00 218.96 Diesel hydraulic shunting

2000-01 120.71

2001-02 169.22

2002-03 209.34 ISO 14001 awarded and successful

manufacturing

2003-04 217 manufacturing tower car

2004-05 315 manufacturing synchronolift

2005-06 440 first times it will cross

2006-07 587 target of budget.

2007-08 595 250 mva transformer produced

HEALTH, SAFETY AND ENVIRONMENT

MANAGEMENT

BHEL, as an integral part of business performance and in its

endeavor to becoming a world class organization and sharing the

growth global concern on issues related to Environment,

Occupational Health and Safety, is committed to protecting

Environment in and around its own establishment, and providing safeand healthy working environment to all its employees.

For fulfilling these obligations, Corporate Policies have been

formulated as:



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ENVIRONMENTAL POLICY

• Compliance with applicable Environmental Legislation/Regulation;

•Continual Improvement in Environment Management Systems to

protect our natural environment and control pollution;

• Promotion of activities for conservation of resources by

Environmental Management.

OCCUPATIONAL HEALTH AND SAFETY POLICY

• Compliance with applicable Legislation and Regulations.

• Setting objectives and targets to eliminate/control/minimize risks

due to Occupational and Safety Hazards.

• Appropriate structured training of employees on Occupational

Health and Safety (OH&S) aspects.

• Formulation and maintenance of OH&S Management

programmes for continual improvement;

• Periodic review of OH&S Management System to ensure its

continuing suitability, adequacy and effectiveness;

• Comm. of OH&S Policy to all employees and interested parties.



50

INTRODUCTION OF HRD

It was 25 years ago that our country witnessed the emergence of a

new HRD culture in our country with Prof Udai Pareek and ProfT.V.Rao heading the movement. In the early seventies, this company,

in association with IIMA the reviewed all aspects of its operations. In

1974, the consultants studied the organisation and prepared a new

integrated system called Human Resource Development ( HRD)

System.

Human Resources Development (HRD) refers to the function (ordiscipline) that focuses on the people who work for a company. HRD

specialists (both internal employees and external consultants) use a

variety of performance assessment and management tools to help

the company's workers improve their job skills, increase their job

satisfaction and plan for a full and rewarding future.

HRD: FUNCTIONS In order to achieve the above objectives, Human Resource

Management undertakes the following activities:

1. Human resource or manpower planning.

2. Recruitment, selection and placement of personnel.

3. Training and development of employees.

4. Appraisal of performance of employees.

5. Taking corrective steps such as transfer from one job to another.

6. Remuneration of employees.

7. Social security and welfare of employees.

8. Setting general and specific management policy for organizational



51

relationship.

9. Collective bargaining, contract negotiation and grievance handling.

10. Staffing the organization.

11. Aiding the self-development of employees at all levels.

12. Developing and maintaining motivation for workers by providing

incentives.

13. Reviewing and auditing man¬power management in the

organization

14. Potential Appraisal. Feedback Counseling.

15. Role Analysis for job occupants.

16. Job Rotation.

17. Quality Circle, Organization development and Quality of Working

Life.

TRAINING & DEVELOPMENTIn the field of human resource management, training and

development is the field concerned with organizational activity aimed

at bettering the performance of individuals and groups in

organizational settings. It has been known by several names,

including employee development, human resource development,

and learning and development.

Harrison observes that the name was endlessly debated by the

Chartered Institute of Personnel and Development during its review of

professional standards in 1999/2000. "Employee Development" was

seen as too evocative of the master-slave relationship between

http://en.wikipedia.org/wiki/Human_resource_management

http://en.wikipedia.org/wiki/Organization

http://en.wikipedia.org/wiki/Chartered_Institute_of_Personnel_and_Development

http://en.wikipedia.org/wiki/Chartered_Institute_of_Personnel_and_Development

http://en.wikipedia.org/wiki/Organization

http://en.wikipedia.org/wiki/Human_resource_management



52

employer and employee for those who refer to their employees as

"partners" or "associates" to be comfortable with. "Human Resource

Development" was rejected by academics, who objected to the idea

that people were "resources" — an idea that they felt to be

demeaning to the individual. Eventually, the CIPD settled upon

"Learning and Development", although that was itself not free from

problems, "learning" being an overgeneral and ambiguous name.

Moreover, the field is still widely known by the other names.

Training and development encompasses three main activities:

training, education, and development. Garavan, Costine, and Heraty,

of the Irish Institute of Training and Development, note that these

ideas are often considered to be synonymous. However, to

practitioners, they encompass three separate, although interrelated,

activities.

TRAINING: This activity is both focused upon, and evaluated against,

the job that an individual currently holds.

EDUCATION: This activity focuses upon the jobs that an individual

may potentially hold in the future, and is evaluated against those jobs.

DEVELOPMENT: This activity focuses upon the activities that the

organization employing the individual, or that the individual is part of,

may partake in the future, and is almost impossible to evaluate.

DIFFERENCE BETWEEN TRAINING & DEVELOPMENT: Training

is an event, development is a process. Training usually involves

educational or inspirational activities designed to improve knowledge,



53

skill, and performance at the individual level. Development involves

process… in other words, the behaviors, attitudes, actions, and

systems directly related to organizational performance and direction.

A successful development process delivers appropriate change in

individual behavior, attitudes, and activity directly related to

organizational goals and measurable results.

TRAINING AND DEVELOPMENT NEEDS:

A competent workforce underpins the success of any organisation. It

is crucial that staff possess the knowledge, skills and competencies

required for optimum performance. Recognising the training,

development and learning needs necessary to equip staff with the

capabilities required to contribute to business success and progress

their careers is therefore key. Most organisations acknowledge the

importance of developing their staff, but many will admit that their

provision for staff development through training and learning could be

improved.

Cornwell helps organisations improve employee performance through

effective development, training and learning. Our consultants view

training and learning as components of a broad approach to

competency management, aligned to HR and business strategy.

Training and learning impact on many business areas including

selection, recruitment and retention, performance management and

staff development. Cornwell consultants therefore adopt a holistic



54

approach that encompasses both current and evolving future

requirements with methodologies tailored to individual client needs.

This involves:

Analysis of the gap between current competencies held and

those needed.

Preparation of a strategic competency management framework,

encompassing a broad range of HR interventions including

training and learning, to bridge the gap.

Combining our expertise in training and learning with that in our

other consultancy disciplines such as programme management,

information and knowledge management and HR to bridge

gaps in areas of specialist competencies.

http://www.cornwell.co.uk/project_management/project_management.asp

http://www.cornwell.co.uk/information_management/ikm.asp

http://www.cornwell.co.uk/information_management/ikm.asp

http://www.cornwell.co.uk/project_management/project_management.asp



55

Principle of Training

It is important to identify training needs before trying to implement

any training solutions.

The identification of training needs is the first step in a uniform

method of instructional design



56

. 1. Types of Needs Analyses

Many needs assessments are available for use in different

employment contexts. Sources that can help you determine which

needs analysis is appropriate for your situation are described below.

Context Analysis . An analysis of the business needs or other

reasons the training is desired. The important questions being

answered by this analysis are who decided that training should

be conducted, why a training program is seen as the

recommended solution to a business problem, what the history

of the organization has been with regard to employee training

and other management interventions.

User Analysis . Analysis dealing with potential participants and

instructors involved in the process. The important questions

being answered by this analysis are who will receive the

training and their level of existing knowledge on the subject,

what is their learning style, and who will conduct the training. Work analysis . Analysis of the tasks being performed. This is

an analysis of the job and the requirements for performing the

work. Also known as a task analysis or job analysis, this

analysis seeks to specify the main duties and skill level

required. This helps ensure that the training which is developed

will include relevant links to the content of the job.

Content Analysis . Analysis of documents, laws, procedures

used on the job. This analysis answers questions about what

knowledge or information is used on this job. This information

comes from manuals, documents, or regulations. It is important

that the content of the training does not conflict or contradict job



57

requirements. An experienced worker can assist (as a subject

matter expert) in determining the appropriate content.

Training Suitability Analysis . Analysis of whether training is

the desired solution. Training is one of several solutions to

employment problems. However, it may not always be the best

solution. It is important to determine if training will be effective

in its usage.

Cost-Benefit Analysis . Analysis of the return on investment

(ROI) of training. Effective training results in a return of value to

the organization that is greater than the initial investment to

produce or administer the training.

TRAINING NEEDS:

Organizational Level – Training need analysis at organizational level

focuses on strategic planning, business need, and goals. It starts with

the assessment of internal environment of the organization such as,



58

procedures, structures, policies, strengths, and weaknesses and

external environment such as opportunities and threats.

Individual Level –

Training need analysis at individual level focuses

on each and every individual in the organization. At this level, the

organization checks whether an employee is performing at desired

level or the performance is below expectation. If the difference

between the expected performance and actual performance comes

out to be positive, then certainly there is a need of training.

However, individual competence can also be linked to individual

need. The methods that are used to analyze the individual need are:

Appraisal and performance review

Peer appraisal

Competency assessments

Subordinate appraisal Client feedback

Customer feedback

Self-assessment or self-appraisal

Operational Level – Training Need analysis at operational level

focuses on the work that is being assigned to the employees. The job

analyst gathers the information on whether the job is clearly

understood by an employee or not. He gathers this information

through technical interview, observation, psychological test;

questionnaires asking the closed ended as well as open ended

questions, etc. Today, jobs are dynamic and keep changing over the



59

time. Employees need to prepare for these changes. The job analyst

also gathers information on the tasks needs to be done plus the tasks

that will be required in the future. Based on the information collected,

training Need analysis (TNA) is done.

BENEFITS OF EMPLOYEE TRAINING AND

DEVELOPMENT:

Better Risk management and staff safety consciousness.

Increase in productivity.

Increased job satisfaction and morale among employees.

Better inter personal relationship and customer satisfaction

Increased employee motivation

Increased efficiencies in processes, resulting in improved financial gain

Increased capacity to adopt new technologies and methods

Increased innovation in strategies and products

Reduced employee turnover

Enhanced company image.



60

IMPORTANCE OF TRAINING IN AN ORGANIZATION:

Training and Development is the framework for helping employees to

develop their personal and organizational skills, knowledge, andabilities. The focus of all aspects of Human Resource Development is

on developing the most superior workforce so that the organization

and individual employees can accomplish their work goals in service

to customers.

IMPORTANCE OF TRAINING FOR EMPLOYEES:

human intellect and an overall personality of the employees.

Productivity – Training and Development helps in increasing the

productivity of the employees that helps the organization further to

achieve its long-term goal.

Team spirit –

Training and Development helps in inculcating thesense of team work, team spirit, and inter-team collaborations. It

helps in inculcating the zeal to learn within the employees.

Organization Culture – Training and Development helps to

develop and improve the organizational health culture and

effectiveness. It helps in creating the learning culture within the

organization.

Organization Climate – Training and Development helps building

the positive perception and feeling about the organization. The

employees get these feelings from leaders, subordinates, and peers.

http://traininganddevelopment.naukrihub.com/organization.html

http://traininganddevelopment.naukrihub.com/organization.html



61

Quality – Training and Development helps in improving upon the

quality of work and work-life.

Healthy work environment – Training and Development helps in

creating the healthy working environment. It helps to build good

employee, relationship so that individual goals aligns with

organizational goal.

Health and Safety – Training and Development helps in improving

the health and safety of the organization thus preventing

obsolescence.

Morale – Training and Development helps in improving the morale

of the work force.

Image – Training and Development helps in creating a better

corporate image.

Profitability –

Training and Development leads to improvedprofitability and more positive attitudes towards profit orientation.



62



63

METHODS OF TRAINING

The most widely used methods of training used by organizations are

classified into two categories: On-the-Job Training & Off-the-Job

Training.

ON-THE-JOB TRAINING is given at the work place by superior in

relatively short period of time. This type of training is cheaper & less

time-consuming. This training can be imparted by basically four

methods: -

Coaching is learning by doing. In this, the superior guides his sub-

ordinates & gives him/her job instructions. The superior points out the

mistakes & gives suggestions for improvement.

Job Rotation: - In this method, the trainees move from one job to

another, so that he/she should be able to perform all types of jobs.E.g. In banking industry, employees are trained for both back-end &

front-end jobs. In case of emergency, (absenteeism or resignation),

any employee would be able to perform any type of job.

OFF THE JOB TRAINING: - is given outside the actual work place.

Lectures/Conferences:- This approach is well adapted to convey

specific information, rules, procedures or methods. This method is

useful, where the information is to be shared among a large number

of trainees. The cost per trainee is low in this method.

Films: - can provide information & explicitly demonstrate skills that



64

are not easily presented by other techniques. Motion pictures are

often used in conjunction with Conference, discussions to clarify &

amplify those points that the film emphasized.

Simulation Exercise: - Any training activity that explicitly places the

trainee in an artificial environment that closely mirrors actual working

conditions can be considered a Simulation. Simulation activities

include case experiences, experiential exercises, vestibule training,

management games & role-play.

Cases: - present an in depth description of a particular problem an

employee might encounter on the job. The employee attempts to find

and analyze the problem, evaluate alternative courses of action &

decide what course of action would be most satisfactory.

Experiential Exercises: - are usually short, structured learning

experiences where individuals learn by doing. For instance, rather

than talking about inter-personal conflicts & how to deal with them, an

experiential exercise could be used to create a conflict situation

where employees have to experience a conflict personally & work out

its solutions.

Vestibule Training: - Employees learn their jobs on the equipment

they will be using, but the training is conducted away from the actual

work floor. While expensive, Vestibule training allows employees to

get a full feel for doing task without real world pressures. Additionally,

it minimizes the problem of transferring learning to the job.

Role Play: - Its just like acting out a given role as in a stage play. In



65

this method of training, the trainees are required to enact defined

roles on the basis of oral or written description of a particular

situation.

Management Games: - The game is devised on a model of a

business situation. The trainees are divided into groups who

represent the management of competing companies. They make

decisions just like these are made in real-life situations. Decisions

made by the groups are evaluated & the likely implications of the

decisions are fed back to the groups. The game goes on in several

rounds to take the time dimension into account.

In-Basket Exercise: - Also known as In-tray method of training. The

trainee is presented with a pack of papers & files in a tray containing

administrative problems & is asked to take decisions on these

problems & are asked to take decisions on these within a stipulated

time. The decisions taken by the trainees are compared with one

another. The trainees are provided feedback on their performance.



66

TRAINING AND DEVELOPMENT

PROCESS IN BHEL

Training and development is one of the very important process in any

organization, companies are spending more and more into this

segment, because through this they will get perfect employees for

their organization.

In this report I tried to give all the possible information about BHEL

training and development, how they related with each other? How

they relate with the company, what are the possible factors which

affect the whole process of training and development.

This report also includes various kinds of training program which the

company follows, and how those programs will be beneficial good for

the organization or employees. I also tried to include needs of training

their objective and conceptual framework of training.

This report also includes some training programs which are held in

BHEL of the development of employees. By doing this project I was

able to understand the satisfaction levels of employees who are the

part of the training. I have also tried to give my views about the

training needs and make some suggestions’ and recommendation for

their training and development program.



67

OBJECTIVES OF TRAINING

GROWTH: To ensure a steady growth by enhancing the

competitive edge of BHEL in existing businesses, new areas

and international operations.

PROFITABILITY: To provide a reasonable & adequate return

on capital employed, primarily through improvement in

operational efficiency, capacity utilization & productivity and

generate adequate internal resources to finance the

company’s growth.

CUSTOMER FOCUS: To build a high degree of customer

confidence by providing increased value for his money

through internationals standards of products quality,

performance and superior customer services.

PEOPLE ORIENTATION : To enable each employee to

achieve his potential, improve his capabilities, perceive his

role & responsibilities and participate & contribute positively

to the growth and success of the Company. To invest in

human resources continuously and be alive to their needs

IMAGE: To fulfill the expectations which stakeholders like

government as owner, employees and the country at large

have from BHEL.



68

TRAINING PROCEDURE IN BHEL

BHEL provides training to all its employees as per the policy of its

organization.

The purpose of training is to ensure availability of trained manpower.

IDENTIFICATION OF NEEDS

PREPRATION OF TRAINING PLANS

IMPARTING TRAINING

FEEDBACK

INDUCTION TRAINING

TRAINING EFFECTIVENESS



69



70

RESEARCH METHODOLOGY

Meaning and objective:Research simply means a search for fact- answer to question and

solution to problem. It is purposive investigation, it is an organised

inquiry. It seeks to find explanation to unexplained phenomenon to

clarify the doubtful fact and to correct the misconceived fact.

The objective of my research is to know about the TRAINING

AND DEVELOPMENT in any particular organization and how they

are helpful for the workers and management. The reason for

choosing BHEL is very simple BHEL is successful public sector

undertaking (psu) which employed large workers and have many

trade unions (7 in case of BHEL JHS).

PRIMARY AND SECONDARY DATA:

A methodology is the way of approaching the problem in order to find

out truth involved in a problem.

SIZE OF SAMPLE:

Sample size for the survey was units of units in which are

workers, management and trade unions. The sample represented the

whole of workers, management and trade union, which are selected

through ―Random Sampling Method‖ on the basis of data collected,

and conclusions are drawn.

SURVEY WORK:

The information regarding the functioning of trade unions is obtained

from almost every department of organization.



71

DATA SOURCES:

Data is collected in three ways:-

1. Interview and Discussion

2. Observation.

3. Questionnaires

INTERVIEWS AND DISCUSSION:

Unstructured interview was conducted with HR officer. During

the interview question were asked about trade unions and discussion

were made regarding the effective implementation in BHEL. At the

time of filling questionnaire some question were also asked

respondent to obtain insight about the organisation.

OBSERVATION:

Second step for collecting data is observation. At the time of

field survey, observation were made at there natural setting,employees were being observed therefore, observation were under

taking in every realistic conditions.

QUESTIONNAIRE:

The third steps for collecting the data are structured

questionnaire consist of a set of question presented to a respondent

for his response.

A structured questionnaire is one were the listing of question

was in a pre-arranged order and were the object of inquiry was

revealed to the respondent.



72

The form of question was used in questionnaire such as ended

question dichotomous question. The present work is based on the

open-ended question.

DATA PROCESSING:

In the last step, collected data have been presented in the form of

table, which has been analyzed subsequently below the table. This

analysis finally helped in drawing conclusion and making suggestion.

RATIONALE OF THE STUDY

The Human Resources Development Department, BHEL conducts

various training programmes throughout the year for development

and growth of its employees. The training programmes to be

conducted in a year are decided at the start of the year. Training

need analysis is done by sending a "need analysis" form at the start

of the year to the head of departments. The HODs of various

departments then list the name of the employees that are in need of

the training. These training programmes target behavioural as well as

technical needs.

Training needs are then compiled and accordingly the programmes

are designed- in plant as well as out plant. The evaluation of thetraining programmes serves as important a function as the proper

conduction of programme itself. But the nature of the programmes is

many a times such that proper evaluation is not possible. The

―reaction" of the employee is taken right after the training is



73

completed. However, to know how effective has been the training

programme and to what extent is it fulfilling the purpose of increasing

the efficiency of participant on the job evaluation is necessary.

HRD, Jhansi this year for the first time made an effort to check "on

the job" effectiveness. The present study was designed and

conducted keeping in mind the above rationale.

UNIVERSE OF THE STUDY:

The sample of the present study consisted of employees of BHEL,

Jhansi. Initially, the sample size of 88 was chosen out of all the

people who have participated in the training programmes conducted

by HRD throughout the year. Out of all the training programmes, five

were randomly selected so that their effectiveness could be

evaluated. These programmes are:

- Worker Development Programme

- Finance Management Programme

- Supervisor Development Programme

- MS Word

- MS Excel

A total of 88 people were found to have received training under these

programmes.

In order to gain an insight into how the employee is performing after

the training is imparted, the controlling officer of the candidate was

made to respond. The reason behind targeting the controlling officer



74

is that the improvement in on the job performance could best be

judged by the boss. However, only 54 out of 88 people responded to

the questionnaire. Rest of them could not be tracked owing to their

absence, leave, transfer and night shift.

Tool Used:

A questionnaire was designed and checked for effectiveness of the

training programme. The responses were coded in a 5-point scale

ranging from not at all, little extent, moderate extent, and good extent

to great extent.

A total of eight questions were included. These questions covered the

following areas:

1) Efficiency

2) Knowledge level

3) Impact on productivity

4) Motivation

5) Job responsibility

6) Supervision

7) Objective fulfillment

8) Relation with co-workers.

Since the time period for completion of the study was less, reliability

and validity of this questionnaire could not be ascertained. However,

the questions were made keeping in mind the objective of the study

and were finalized only after the assent of the HRD officials.

A copy of the questionnaire is attached in annexure.



75

PROCEEDURE:

The aim of the present study was to check effectiveness of thetraining programme. In order to evaluate the effectiveness of training

programmes out of all the programmes conducted during the year, 5

programmes were randomly selected. 88 people were found to have

received training under these programmes. This number was

ascertained by checking their attendance record, which was

maintained by HRD. The questionnaire was then designed and made

available to the HRD for its consent. After making the questionnaire,

the controlling officers of all the participants of these 5 training

programmes were personally approached. The design and purpose

of the study was explained to them and the responses were taken on

the questionnaire.

Out of 88, only 54 responded to the questionnaire. The reason was

that a few of them could not be traced because of their transfer,

leave, night shift and other reasons. The data obtained was then

compiled programme wise.



76

The data collected is presented programme wise in a tabular form.

I. Worker Development Programme:

no. of respondents = 18

Table 1.1: Effectiveness of worker development programme

Options Q.1 Q.2 Q.3 Q.4 Q.5 Q.6 Q.7 Q.8

1. Not at all 15 0 0 0 20 5 0 7

2.Little extent 0 8 4 14 12 6 8 8

3.Moderate extent 10 17 10 8 8 8 14 10

4. Good extent 12 12 8 8 8 8 10 8

5. Great extent 3 2 5 0 2 4 2 0

The table above is responses given by 18 respondents, who have

rated on a 5 point scale from not at all to a great extent. The answers

are tabularized question wise. Each question corresponds to

separate parameter used for evaluating the effectiveness of training

programmes.



77

Q.1= increase in efficiency

Q.2= increase in knowledge level

Q.3= increase in productivity

Q.4= increase in motivation level

Q.5= increase in job responsibility

Q.6= reduction in supervision

Q.7= objective achievement

Q.8= improvement in relationship with co-workers.

II. Supervisor Development Programme

no. of respondents= 10

Table2: summary of supervisor development


1. Not at all 20 0 0 0 0 0 10 0

2.Little extent 0 0 0 10 20 10 5 5

3.Moderate extent 12 12 24 9 12 9 9 12

4. Good extent 12 15 6 12 12 12 9 6

5. Great extent 0 3 0 6 0 0 3 0



78

Where,









III. Finance Management Programme


Table3: summary of Finance Management


1. Not at all 0 0 0 0 20 0 0 10

2.Little extent 10 10 20 0 0 0 0 10

3.Moderate extent 8 8 4 5 5 10 5 5

4. Good extent 5 10 5 5 10 5 5 5

5. Great extent 5 5 10 0 10 20 0 0

Where,



79









IV. MS Word

no. of respondents=9

Table 4: Summary of MS Word


1. Not at all 0 0 0 0 0 0 0 0

2.Little extent 0 0 5 5 10 10 5 10


4. Good extent 0 10 5 5 6 6 8 10

5. Great extent 0 0 0 0 0 20 10 0

Where,




80








V. MS Excel


Table5: Summary of MS Excel


1. Not at all 0 0 0 0 0 0 0 0

2.Little extent 0 0 5 5 5 10 10 10


4. Good extent 10 15 4 4 4 4 3 5

5. Great extent 0 10 0 0 0 20 10 0

Where,




81








VI. Summary of all five training programmes, namely

- Worker Development Programme

- Finance Management Programme

- Supervisor Development Programme

- MS Word

- MS Excel

Total no. of respondents = 54

Table 6: Summary of all the programmes


1. Not at all 8 0 0 0 8 10 2 16

2.Little extent 2 10 16 28 11 8 10 11

3.Moderate extent 44 30 40 17 21 14 19 18

4. Good extent 28 42 16 22 18 19 19 17

5. Great extent 2 6 6 4 4 8 4 0

Where,




82










83

ANALYSIS AND INTERPRETATION:

The present study was conducted to evaluate the effectiveness of the

training programmes. Five programmes were randomly selected outof all the training pragrammes that are organized by the Human

Resources Development Department.

The Controlling Officers of participants were made to fill the

questionnaire asking about on the job performance of the

participants. Given below is the programme wise summary and

analysis of the results of the study.

1) Worker Development Programme:

This programme was conducted for two days from 7 August 2010 to 8

August 2010.

Worker Development Programme is mainly designed to do value

addition to the continuous and ever challenging task of a worker, a

person who is showing direct production by working on it manually.

Out of 25 people who attended the programme, the Controlling

Officers of only 18 people replied.

Graph1: showing efficiency, knowledge level, productivity and

achievement of the objective of worker development programme.

0

2

4

6

8

10

efficiencyknow lvlproductvyobjective

not at alllittle extmoderate

goodgreat



84

Nine out of eighteen people think that the efficiency of worker

development programme has been achieved to a moderate extent.

Similar trend can be seen from graph 1 which depicts that most

people think that knowledge level, productivity and objective of the

programme has been achieved only to a moderate extent.

Also it can be seen that though majority of the people think that the

efficiency, productivity, knowledge level and objective of the

programme has been achieved to a moderate extent, quite a few

(though not majority) believe that the efficiency, productivity,

knowledge level and objective of the programme has been achieved

to a good extent. It is noteworthy that none believe that knowledge

level, productivity and objectivity of the programme has not been

achieved.

Graph 2: showing motivation, job responsibility, reduction in

supervision level and relationship with co-workers of Worker

Development Programme

0

1

2

3

4

5

6

7

motivatn job resp supervsn relations

not at all

little ext

moderate

good

great



85

Graph 2 shows how much effective has been Worker Development

Programme in improving the behavioural aspects of workers. The

motivation level of workers increased to only a little extent. However

people also believe that there has been some increase in motivation

levels to a moderate and good extent. Equal number of people has

shown increment in job responsibility, though there are some workers

who have shown the increment to a good extent.

As far as reduction in supervision level is concerned, there are mixed

results. Though most believe that the supervision has not at all

reduced, a few also believe that it has reduced to a great extent. Thegraph clearly shows that workers' relationship with supervisors has

not at all increased. Though there are a few who believe that the

supervision has improved to a little and a few who believe that

relations has improved to a moderate extent.

2) Supervisor Development Programme:

The supervisor development programme was conducted from 27 Sep

2010 to 29 Sep 2010.

A supervisor is a bridge between management and worker.

Supervisor's task is of importance as it guides the worker according

to the management alongside serving task of vertical communication.

This programme is initiated by the HRD to add to the skill of

supervisors in handling the role conflicts, how to guide people better,

reporting important information to the management, personality

development, positive self attitude and other parameters.

The programme was attended by 18 people, of which we could tap

only 10.



86

Graph 3: showing efficiency, knowledge level, productivity and

achievement of the objective of supervisor development programme.

As can be seen from Graph 3 that equal number of people think that

the efficiency and objective of this programme was achieved to a

good and moderate extent. However 8 on 10 think that productivity

was achieved to only a moderate extent. The respondents show that

knowledge level of the participants has increased to a good extent.

None believed that there was no increase in knowledge level and

productivity.

0

1

2

3

4

5

6

7

8

efficiency know lvl productvy objective

not at all

little ext

moderate

good

great

0

0.5

1

1.52

2.5

3

3.5

4

motivn job resp supervisn relations

not at all

little ext

moderate

good

great



87


supervision level and relationship with co-workers of Supervisor

Development Programme

Supervisor Development Programme has shown a good

improvement in motivation level, a few believe to a great extent.

Graph no. 4 shows that equal number of people believes that

supervisors have become more responsible on their job to a

moderate extent and same number of people has shown increment to

a good extent. Supervision has reduced to a good extent is believed

by the majority. However, others also believe that supervision has

reduced to a moderate and little extent.

Supervisor development Programme has resulted in improvement in

relationship with the supervisors to only a little and moderate extent.

3) Finance Management Programme:

This training programme was held on 18 August 2010 to 19 August

2010.

Finance holds an important role in any organization. This programme

was designed to teach the basics of finance management to people

who are not involved in finance department but who take care of

proper management of resources in every unit under BHEL Jhansi.

The training programme is especially designed for executives as they

only take care of the finance issues, their accounting, resource

management in every unit, called as shop.

Out of the 15 people who attended the programme the controlling

officers of only 7 replied.



88


achievement of the objective of finance management programme.

The graph reveals that efficiency of finance management programme

is achieved to a moderate and good extent equally. However more

people think that the objectivity of the programme has been achieved

to a good extent. Equal number of people believes that knowledge

levels increased to a moderate extent and productivity increased to a

good extent. Worth noting is another pattern revealed by graph 5 that

none of the people thought that the programme has achieved nothing

with respect to efficiency, productivity, knowledge level and objective

achievement. Also the fact cannot be ignored that none of the people

at the same time thought that the achievement on these parameters

was done to a great extent.

0

1

2

3

4

5


not at all

little ext

moderate

good

great



89


supervision level and relationship with co-workers of FinanceManagement Programme

It can be clearly seen from the graph that motivation level after

attending Finance Management Programme has increased to a good

extent. Job responsibility of executives is found to have increased to

a moderate level, though a few also believe that it has increased to a

great extent.

Finance Management Programme has proved good results with

respect to decrease in supervision level, as majority believe that

supervision has reduced to a good extent and a few also believe that

it has reduced to a great extent. In fact this training programme also

proved to be beneficial in improving relations with the co-workers to a

good extent.

4) MS Word:

MS Word, a computer-training programme was held on 15 December

2010 to 16 December 2010. Out of the 16 people who attended the

programme the controlling officers of only 9 replied.

0

0.5

1

1.5

2

2.5

3

3.5

4


not at all

little ext

moderate

good

great



90


achievement of the objective of MS Word.

Graph 7 shows that all the respondents believe that the efficiency of

this rogramme has been achieved to a moderate extent. The majority

believes however the knowledge level after attending the programme

has increased to a good extent. Equal number of people believes that

the objective of the programme has been achieved to a moderate and

good extent equally. Again, here nobody thinks that the programme

has achieved nothing in terms of productivity, efficiency, knowledge

level and attaining objective of the programme. Only a few think that

the objective of the programme was attained to a great extent.

0

1

2

3

45

6

7

8

9


not at all

little ext

moderate

good

great



91


supervision level and relationship with co-workers of MS Word.

MS Word has resulted in improvement of motivation of employees to

a good extent. With respect to job responsibility, the increase has

been to a good extent and also equal number of people has shown

increase to a moderate extent. Decrease in supervision has been to a

great extent in a few and to a moderate and good extent in others.

Graph no. 8 clearly shows that relationship with supervisors has

improved to a good extent after attending the MSWord training

programme.

5) MS Excel:

MS Excel, a computer-training programme like MS Word was held on20 December 2010 to 21 December 2010.

Out of the 14 people who attended the programme the controlling

officers of only 10 replied.

0

1

2

3

4

5


not at all

little ext

moderate

good

great



92


achievement of the objective of MS Excel.

The efficiency of the employees after attending this computer-training

programme has increased to a moderate extent. Equal number of

people believes that the productivity has increased to a moderate and

good extent. However the number of people who believe that the

knowledge level, productivity and objective attainment has been done

to a moderate level. But more people think that knowledge level of

the participants increased to a good extent. Also it is revealed from

graph 9 that none thought that providing this training programme was

a completely futile act as none has opted for not at all option. But

also, at the same time no one believed that the training programme

was able to achieve its objective, increase the efficiency level,

knowledge level and productivity of the participants to a great extent.

0

1

2

3

45

6

7

8

9


not at all

little ext

moderate

good

great



93


supervision level and relationship with co-workers of MS Excel

The motivation level of employees after attending MS Excel

programme has increased to a good extent. A few have shown this

increase to be at little and moderate extent. Equal number of people

has shown increase in responsibility towards their job to a good

extent and to a moderate extent.

The training programme of MS Excel has resulted in decrease in

supervision to a great extent in few and to a good extent in majority.

Graph no. 10 shows that the relations with supervisors have

improved to a good extent.

0

1

2

3

4

5


not at all

little ext

moderate

good

great



94

SUMMARY OF ALL THE TRAINING

PROGRAMMES

Given below are the results obtained from the findings:

1) Efficiency: The summary graph of training effectiveness

evaluation shows the training programmes that are

organized by HRD, BHEL, Jhansi, have resulted in

increment of efficiency to a moderate extent.

2) Knowledge Level: As is visible from the graph no. 11

that those employees who have shown moderate

increment in knowledge level is slightly more than those

employees who have shown a good amount of increment

in their knowledge. Thus it can be concluded that the

training programmes conducted here result in moderate

to good increment in the knowledge level of an

employee.

3) Productivity: To the extent that a training programme

has resulted in an increase in productivity is what proves

to be a standing stone for any organization to continue

with the training and development programmes that it

designs for its employees. The increase in productivity of

employees is found to be moderate. Alongside, a few

employees also show a good extent of increase in their

responsibility towards their job.



95

4) Motivation level: The behavioural aspect of training

such as motivation level of the employee after covering

these training programmes was found to have increased

to a good extent. The result is clearly visible from graph

no. 11. Thus, it can be concluded that employees show a

good increase in motivation level after attending these

training programmes.

5) Job Responsibility: One of the many impacts of training

programme here has been an increased level of jobresponsibility. This increase in found to be moderate after

attending the training programmes here. Employees

have also shown a good amount of increment in their

responsibility towards their job.

6) Supervision: Reduction in the amount of supervision

provided to worker, supervisor or executive is also a

criterion in measuring how effectively one is able to

perform and if there is an increase in productive

performance there will also be reduction in supervision

that is required generally by the employee. The training

programmes here were successfully able to reduce the

supervision to a good extent. Some employees even

showed a reduction in supervision required to a great

extent.



96

7) Objective Achievement: Every training programme is

designed keeping in mind the aims and objectives that it

wants to achieve. All the five programmes that were

evaluated for its effectiveness showed the training

objectives were achieved to a good extent and some

even showed the achievement at a great extent.

8) Relations with Co-workers: A training programmes

results in an increase in not only what it is designed for

but also overall development of the employees. This in

turn results in improved personal development and

therefore a change in how any person conducts itself in

work environment. The results of the present study

indicate that the employees who attended the training

programme have shown a good extent of improvement

with their co-workers. Equal number of people also

showed this improvement but to a moderate extent.



97

The following are the limitations of the study:

The sample size was small and hence the results can have a

degree of variation.

The response of the employees in giving information was

lukewarm. Organization’s resistance to share the internal information.

Questionnaire is subjected to errors.



98

1) Training should be given to mostly to those who are less

efficient and week in their job areas.

2) Training should be so organized that each and every worker

can participate.

3) New technologies & knowledge based training should be given.

4) Technical programs like latest field in technology concerning

their operations.

5) Yoga and meditation & personality based training should be

conducted frequently. It helps the individual overall

development.

6) Training should be job related and emphasis more on practical

aspects with more Audio-visual clips.

7) Training should be conducted frequently ; every 6 months andregular feedback should take.

8) Subject method should be discussed thoroughly, in detail and

both extensively and intensively.

9) Homogenous groups should be formed for training so that they

can easily and quickly understand each other’s problems.



99

1) During training programs, few problems were faced by theworkers.

2) Mostly the workers felt need for training.

3) Training need for workers divided into categories.

Training is must:

Technologies related

Work related

Quality circle

Training should be there:

Personality based

Leadership

Nice to have training:

Safety and fire

Yoga and meditation

4) During training programme, the participants faced a few

problems.

5) Training program should be conducted frequently.

6) Faculty members were excellent in teaching.

7) Duration of the program training was short in some

programmes.8) Training program was effective for the workers.

9) Overall programme was largely useful for the participants.



100

A Study of training & effectiveness in BHEL, Jhansi

Name of the Programme :

...............................................................................................................

From.............................................to.........................................Name of

Participant: ............................................................................................

Clock No. ..............................................................................................

Department: .........................................................................................

Name of the respondent Controlling Officer: .......................................

Collection of data, to know the training effectiveness.

Please tick the valid option.

1. To what extent you feel the efficiency of your subordinate has

increased after attending the training programme?

a) Not at all [ ]b) Little extent [ ]c) Moderate extent [ ]d) Good extent [ ]e) Great extent [ ]f)

2. After attending the training programme his knowledge level has

increased ?

a) Not at all [ ]b) Little extent [ ]c) Moderate extent [ ]d) Good extent [ ]e) Great extent [ ]’



101

3. What is the extent of impact on productivity ?

a) Not at all [ ]b) Little extent [ ]

c) Moderate extent [ ]d) Good extent [ ]e) Great extent [ ]

4. To what extent you feel that the subordinate is motivated after

training programme ?

a) Not at all [ ]b) Little extent [ ]

c) Moderate extent [ ]d) Good extent [ ]e) Great extent [ ]

5. To what extent his job responsibility has increased ?

a) Not at all [ ]b) Little extent [ ]c) Moderate extent [ ]d) Good extent [ ]e) Great extent [ ]

6. To what extent you think supervision has reduced ?

a) Not at all [ ]b) Little extent [ ]c) Moderate extent [ ]d) Good extent [ ]

e) Great extent [ ]

7. How far the objective of the programme has been achieved ?



102

a) Not at all [ ]b) Little extent [ ]c) Moderate extent [ ]d) Good extent [ ]e) Great extent [ ]

8. Do you feel a positive impact on relations with his co-workers

after attending the programmed ?

a) Not at all [ ]b) Little extent [ ]c) Moderate extent [ ]

d) Good extent [ ]e) Great extent [ ]



103

Books that helped me in developing a project-

Hand book of BHEL Jhansi

Research METHODOLOGY- C.R. Kothary

HRM (T.N.CHABRA),(C.B. GUPTA)

Records of HRD BHEL

Website that help me for developing a projects-

WWW.BHEL.COM

WWW.BHELJHS.COM

WWW.GOOGLE.COM

http://www.bhel.com/

http://www.bheljhs.com/

http://www.google.com/

http://www.google.com/

http://www.bheljhs.com/

http://www.bhel.com/



In Partial fulfillment of the degree of Master of

Business Administration (MBA) in Indira Gandhi

National Open University, New Delhi

A

PROJECT REPORT

ON Training and Development of human

resources is a means of profit yielding

management a comprehensive study

Sunita Project

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Transcript of Sunita Project