INTERNAL PROJECT

NAME : M.RAJ KUMAR

PIN NO : 1914883023
3RD YEAR BBA
 CHAPTER-I
INTRODUCTION

I propose to take up Project work with the above title, as part of

curriculum of MBA. This project requirement provided me an opportunity to
apply knowledge and skills acquired during the MBA program and to
analyse the chosen topic in the work situation in a systematic manner and
also to suggest improvements. Before proceeding further with the project
proposal, I would like to furnish a brief introduction about the human
resource management and Visakhapatnam Steel Plant as follows:

INTRODUCTION OF HRM

Human asset are the most significant and one of a kind resource of an
association. The fruitful administration of an association's human asset is an
energizing, dynamic and testing undertaking, particularly when the world
has turned into a worldwide town and economies are in a condition of
transition. The shortage of capable asset and the developing desire for the
cutting edge specialist have additionally expanded the unpredictability of the
human asset work.

Despite the fact that particular human asset work/exercises are the
duty of the human asset office, the real administration of human asset is the
obligation of all the oversees in an association.

It is consequently essential for all supervisors to comprehend and give

due significance to the distinctive human asset arrangements and exercises in
the association. Human Resource the executives traces the significance of
HRM and its distinctive capacity in an association. It looks at the different
HR process that are worried about drawing in, overseeing, persuading and
creating workers to assist the association.

MEANING OF HRM?

Human Resource Management (HRM) can be characterized as the

arrangement of projects, capacities, and exercises structured and performed
so as to expand both worker just as authoritative adequacy. It is an
administration work

that helps association in enlisting, choosing, and preparing, creating

and dealing with its individuals. HRM is worry with the administration of
individuals in the association from Recruitment to Retirement.

DEFINITION OF HRM

ACCORDING TO FLIPPO, "human resource management is the planning,

organizing,directing and controlling of the procurement, development,
compensation,integration, maintenance, and separation of human resource to
the end that individual, organizational and social objectives are
accomplished."

ACCORDING TO DUECENTO AND ROBBINS, "HRM is concerned

with the people dimension in management. Since every organization is made
up of people, acquiring their services, developing their skills, motivating
them to higher level of performance and ensuring that they continue to
maintain their commitment to the organization are essential to achieving
organizational objectives. This is true, regardless the type of organization-
government, business, education, health, recreation, or social action."

HRM is the capacity inside an association that centers on enlistment of,

the board of, and giving guidance for the general population who work in the
association. Human Resource Management can likewise be performed by
line administrators.

Human Resource Management is likewise a vital and complete way to

deal with overseeing individuals and the working environment culture and
condition. Viable HRM empowers workers to contribute successfully and
beneficially to the general organization course and the achievement of the
association's objectives and goals.

Human Resource Management is the hierarchical capacity that

bargains with issues identified with individuals, for example, pay, procuring,
execution, the executives, association improvement, well-being, health,
benefits, worker inspiration correspondence, organization, and preparing.

ELEMENTS OF HRM

The board of HR comprise of a few between related capacities. These

capacity are basic to all association however every association may
comprehensively be grouped into two categories, viz.

(1) Managerial capacity, and

(2) Operating capacities.
There are three sorts of capacity.
 Managerial work
 Operative capacity
 Procurement Function

(1) MANAGERIAL FUNCTION

 Planning
 Organizing
 Directing
 Controlling

(2) OPERATIVE FUNCTION

The usable or administration elements of human asset the executives

are worried about explicit exercises of obtaining, creating, redressing and
keeping up a proficient work compel.

(3) PROCUREMENT FUNCTION

It is worried about verifying and utilizing the correct kind and

appropriate number of individuals required to achieve the hierarchical targets.
It comprises of the accompanying exercises:

(A) JOB ANALYSIS:

It is the way toward concentrate in a vocation to recognize the nature

and dimension of HR required to play out the activity viably.
 (B)HUMAN RESOURCE PLANNING:

It is the way toward assessing the present and future labour of the
association, getting ready stock of present labour and defining activity
projects to connect the holes in labour.

(C) RECRUITMENT:

It is the way toward looking for required human asset and invigorating
them to apply for occupations in the association.

(D) SELECTION:

It infers making a decision about the appropriateness of various

possibility for employments in the association and picking the most fitting
individuals.

(E) PLACEMENT:

It implies relegating appropriate occupations to the chose hopefuls in

order to coordinate representative capabilities with employment necessities.

(F) INDUCTION OR INTRODUCTION:

It includes acclimating the new representatives with the organization,

the workplace and the current workers so the new individuals feel
comfortable and can begin work unhesitatingly.
2. DEVELOPMENT FUNCTION

Human asset improvement is the way toward improving the learning,

abilities, aptitudes and estimations of representatives so they can play out the
present and future employments all the more adequately. This capacity
bargain the accompanying exercises:

EXECUTION AND POTENTIAL APPRAISAL:

It suggests orderly assessment of representatives as for their execution

at work and their potential for advancement.

TRAINING:

It is the procedure by which representatives learn information, abilities

and frames of mind to advance hierarchical and individual objectives

EXECUTIVE DEVELOPMENT:

It is the way toward creating administrative ability through suitable

projects

CAREER PLANNING AND DEVELOPMENT:

It includes arranging the profession of workers and actualizing

vocation designs in order to satisfy the profession yearnings of individuals.
COMPENSATION FUNCTIONS

It alludes to giving even-handed and reasonable compensation to

workers for their commitment to the accomplishment of hierarchical goals. It
comprises of the accompanying exercises:

A. JOB EVALUATION:

It is the way toward deciding the general worth of work.

B. WAGE AND SALARY ADMINISTRATION:

It suggests creating and working an appropriate pay and

compensation program.

C. BONUS:

It includes instalment of reward under the Payment of Bonus Act,

1965 just as non-statutory reward and different impetuses.

INTEGRATION FUNCTION

It is the way toward accommodating the objectives of the association

with those of its individuals. Reconciliation includes persuading
representatives through different money related and non-monetary
motivating forces, giving occupation fulfillment, taking care of worker
complaints through formal complaint systems, aggregate dealing, specialist's
investment in the board, compromise, creating sound human connection,
worker advising, improving nature of work life, and so forth.
SUPPORT OR MAINTENANCE FUNCTION

It is worried about securing and advancing and advancing the physical

and emotional well-being of representatives for this reason a few sorts of
incidental advantage, for example, lodging, restorative guide, instructive
offices, transport offices, and so on are given to workers. Government
managed savings estimates like provident store, annuity, tip, maternity
benefits, damage/disablement recompense, aggregate protection, and so forth
are likewise orchestrated.

GOALS OF HRM

 To help the association achieve its objectives.

 To guarantee powerful usage and most extreme improvement of human

asset.

 To guarantee regard for individuals. To distinguish and fulfil the

requirements of people.

 To guarantee compromise of individual objectives with those of the

association.

 To accomplish and keep up high good among workers.

 To give the association very much prepared and all around propelled
representatives.
 To increment minus all potential limitations the worker's activity
fulfillment and self-completion.

 To create and keep up a nature of work life.

 To be morally and socially receptive to the necessities of society.

 To create in general identity of every representative in its

multidimensional perspective.

 To upgrade worker's abilities to play out the present employment.

 To furnish the workers with exactness and lucidity in trans-activity of

business.
 NEED FOR THE STUDY

Welfare states about "well-being of the employee". Welfare measures

are the steps taken by the management to create a good environment in
which the workers feel satisfied both physically and mentally and in the end,
produce the best results by putting their maximum efforts.

The extinct use of welfare is basically known in the two sentences as

the 'long aim of the job' and the 'social invasion of the factory'. The working
environment of any job on factory or mine or a workshop imposes some
adverse effect on the workers because of the heat, noise, and fumes etc.,
involved in the production process itself .Every organization has its own
occupational hazards and environmental issues existed in the manufacturing
process itself, that can't be removed and reduced. As a result, productive
devices and compensatory benefits have to be provided for the welfare of the
workers. This can be referred to as the 'long arm of the Job' which stretches
out its adverse effect on to the workers, long
 SCOPE OF THE STUDY

The study covers all the statutory welfare measures namely canteens,
washing facilities, resting facilities, dress and storing facilities, sanitary and
drinking water facilities and the non-statutory welfare measures namely
education, housing, co-operative societies, transport and recreation.

 It also includes a study on issues like grievance handling and

working environment, which also have impact on the overall welfare
of the worker.
 The study is conducted only on employees of Visakhapatnam Steel
Plant, which forms the universe of this study.
 TRAINING AND DEVELOPMENT IN LUMAX

PERIOD OF THE STUDY

The period of the study consists of 45 days in a reputed industrial

organization, which is the manufacture of Automotive Parts situated at
Rudrapur, Uttarakhand.

DATA COLLECTION:

Data was collected through both primary and secondary sources. The
primary data was collected through administration of questionnaire through
personal observation. Secondary source includes article from magazines.
Company's manual and Internet was also used to collect data (secondary).
 SCOPE OF STUDY

In this project I have tried to present details about the training and
development programs being presently followed in LUMAX SIDCUL and
the feedback, I collected from different employees during my interaction
with them.

The scope of training and development can be explained with the help
of following points -

 Exact position of performance of employees through their feedback

 Development of the employees through various training and

development programs.

 Developing altered of unbiased treatment to all employees

 LIMITATION OF STUDY

During my training period although the management and plant

personnel were very co operative & extended their full support, yet there
were following limitations associates with my study which I would like to
mention:

Due to the busy schedule of an organization I was unable to grasp the

precious words of the HRD Manager.
 CHAPTER - II
LITRATURE REVIEW:

Dr.sarbjit, direction apeejay college of engineering, gurgon, india,

august 18, 2009. In today's fast moving economy and prevailing uncertainty
all around us, the role of HRD is lot more than just identifying suitable
manpower and meeting organizational training needs. Developing people's
full capabilities and managing them well is the heart of any organization.
This articles focus on three controlling elements for the success of any
business that are people, time and cost.

Paul lewis, William j. rothwell, lindamillar, ahad osman-gani,

14/2010.This article says that, the effective use of human resources is seen as
a perquisite, and the training and development of employees as paramount.
The growth of training and development as an academic subject reflects its
growth in practice.

Department of psychology & institute of Molecular Biology,

University of Oregon, Eugene, OR 97403; and 'Sackler Institute for
Developmental Psychobiology, Weill Medical College of Cornell University,
New York, NY 10021 August 9, 2005. This article test training effects on
different age group. They compared with different types of no training
(control groups) in 4 years old and 6 years children and attention training
(experimental group).

lane randale crocket colifornia museum of science and industry,

Califomia museum foundation, 700 state drive, los angeles, Califomia 90037,
USA 2008 This article identifies useful and feasible methods to meet these
needs. Finally, it suggested that informal science learning is understood as a
collective entity. Main focuss is on learning and on methods.

L.B.oio & D.A.olanivan,2008.This article examines the impact of

training and development on the performance of home economics teaching
schools important. The study revealed among others that and development
has a positive impact on the performance of home economics teachers.

Barid, liayd, grith Darrell, lunderson, john,2003.This article focuses

on training and development strategies require remodeling due to
globalization and fast moving business. In enhance performance with less
cost and development certain as peers of business, leaming opinions
frameworks has been defined.
HISTORY OF THE COMPANY

As the most experienced automotive lighting solutions company in

South Asia, LUMAX. enjoys a history of more than half a century of
innovation, Technology. Manufacturing and Market Leadership. Today.
Lumax Industries Limited is a full-capability provider of high quality
automotive lighting solutions for Four wheelers and Two wheeler
applications. serving automobile manufacturing in India as-well-as
worldwide.

Lumax strives for continual improvement of manufacturing

processes with emphasis on consistent quality and cost effectiveness.

Lumax signifies LUMINOSITY MAXIMA for today's demanding
automobile users.

Lumax has come a long way since its inception as a trading company
in the year 1945, under the aegis of its founder Late Sh. S.C. Jain. Today
Lumax accounts for over 60% market share in Indian Automobile Lighting
Business, fueled in no small measure by its more than two decade old
technical and financial collaboration with STANLEY, Japan, a world leader
in Vehicle Lighting and illumination products for Automobiles.
 Lumax has six ultra modern manufacturing plants in India. Of these,
two are located in cities of Gurgaon, Dharuhera in the state of Haryana, near
New Delhi and two plants in Pune, near Mumbai in Maharashtra and two
plants in Uttarakhand Pantnagar, Haridwar. These facilities have been laid
out to match world's best plant engineering standards and as you hear this,
our plants are busy producing automotive lighting products in large
quantities to our customer's exacting standards.

Lumax has a futuristic with an experienced and customer focused

management team. This is clearly evident from our financial growth which
has seen a steady upward trend right since our inception. Lumax posted a
growth of over 39% in 2004-05, despite a de-merger from its mirror and
filters businesses. Automotive Lighting now enjoys a singular focus at
Lumax Industries Limited.

Lumax facilities are manned by over a 1352 (31-03-2010) highly

skilled and specialized personnel composed of associates, executives and
managers. Lumax is listed on major stock exchanges in India and depicts a
shareholding of 32% by Indian Promoters, 42% is held by STANLEY and
26% by Public and Corporate Bodies.

1945- Mr.S.C.Jain, Chairman, establishes a trading concern.

1956-66- Manufacturing Units set up for automotive lighting equipment and

other components.

1975- Manufacturing unit set up for automotive filters.

1977-79 Manufacturing Units became functional at Fariadabad-Haryana and
Pune-Maharashthra.

1984- Private Ltd. Company to Public Limited Company. Technical

assistance agreement with M/s STANLEY, Japan for lighting equipment.

1985-87-Dedicated manufacturing unit for M/s Maruti-Suzuki at Gurgaon-

Haryana.

1990- Manufacturing unit for auto bulbs with assistance of STANLEY,

Japan.

1994- Financial participation of collaborator M/s STANLEY Japan

Manufacturing unit at Aurangabad-Maharasthra.

1995- ISO 9002 Certification to Gurgaon unit by TUV Germany.

1998-QS-9000 Certification to Gurgaon unit by DNV Netherlands

Production begins at Lumax Dharuhera.

1999-QS-9000 Certification to Dharuhera unit by DNV Netherlands.

2003- ISO/TS 16949: 2002 Certification for GURGAON and

DHARUHERA Plants by DNV, USA. 2004- ISO 14001 Certification for
Gurgaon, Dharuhera and Chennai Plants by DNV. De-merger Core
Lightining Technology.

2005-Unit become functional Chakan (Near Pune).

2006- Plant set up in Bajaj Auto Vendor Park- at Pantnagar - Uttranchal.

2007- Setting up of state of art new plants at Pantnagar-Uttranchal, Singur-

West Bengal And Haridwar-Uttranchal.

Extension of Dharuhera and chakan II Plant.

 CHAPTER-III
INDUSTRIAL PROFILE

Steel industry is treated as spine of all mechanical and business

exercises. Understanding this, the nations' organizers have been detailing and
up-dating yearly designs for creation of iron and steel. India is the world's
third-biggest steel maker in the year 2017. Development in the Indian steel
area has been driven by household accessibility of crude materials, for
example, iron metal and savvy work. In this way, the steel segment has been
a noteworthy supporter of India's assembling yield.

The Indian steel industry is modernized with best in class steel

factories. Steel industry strived a great deal for consistent modernisation and
up-degree of plants and higher vitality effectiveness levels. Indian steel
enterprises are arranged into three unique classes, for example, significant
makers, principle makers and optional makers.

The Steel business assumes a crucial job in the development of

country's economy. Steel is such a flexible product, that each article we find
in our day today life is fabricated by the steel either specifically or in a
roundabout way in this task. To make reference to a couple, it has utilized
for such little things, for example, nails, pins, needles and so forth.,
agribusiness actualizes, boilers, transport creations railroad material, vehicle
parts, and so forth to have machine structure and so on.

The incredible venture that has gone into the basic research in iron and
steel innovation has helped both straightforwardly and in a roundabout way
in numerous advanced fields of the present situation of science and
innovation. It would have been exceptionally agonizing to envision the
destiny of the present progress if steel has not been being used. Steel is an
adaptable and basic thing.

The flexibility of steel can be pursued generally of the three reasons:

Steel industry is treated as spine of all modem and business exercises.

Understanding this, the nations organizers have been defining and up-dating
yearly designs for creation of iron and steel. India is the world's third-biggest
steel maker in the year 2017. Extension in the Indian steel part has been
driven by residential accessibility e materials, for example, iron mineral
savvy work. In this way, the steel division has been a noteworthy supporter
of India's assembling yield.

The Indian steel industry is modernized with best in class steel

factories. Steel industry strived a great deal for nonstop modernisation and
up-degree of plants and higher vitality productivity levels. Indian steel
ventures are grouped into three distinct classifications, for example,
significant makers, fundamental makers and auxiliary makers.

The Steel business assumes an indispensable job in the development

of country's economy. Steel is such a flexible ware, that each item we find in
our day today life is produced by the steel either straightforwardly or by
implication in this task. To specify a couple, it has utilized for such little
things, for example, nails, pins, needles and so on., agribusiness actualizes,
boilers, transport manufactures ,railroad material, car parts, and so on to
have machine structure and so forth.
 The incredible venture that has gone into the principal inquire about in
iron and steel innovation has helped both straightforwardly and in a
roundabout way in numerous advanced fields of the present situation of
science and innovation. It would have been agonizing to envision the destiny
of the present human progress if steel has not been being used. Steel is a
flexible and imperative thing.

THE ADAPTABILITY OF STEEL CAN BE FOLLOWED

BASICALLY OF THE THREE REASONS:

 It is just metallic material thing, which can be reliably and monetarily

created in vast amounts.

 It has great quality combined with thickness.

 Its properties can be changed over a wide range.

ROAD AHEAD:

India is relied upon to surpass Japan to end up the world's second

biggest steel maker soon, and has imagined accomplishing 300 MT of yearly
steel creation limit by2030.Steelconsumption is required to become 5.7
percent year-on-year to 92.1 MT in 2018. India is relied upon to end up the
second biggest steel maker on the planet by 2018, in view of expanded limit
expansion fully expecting forthcoming interest, and the new steel strategy,
that has been affirmed by the Union Cabinet in May 2017, is required to help
India's steel production. Huge extension for development is offered by
India's relatively low per capita steel utilization and the normal ascent in
utilization because of expanded framework development and the flourishing
car and railroads parts.

GOVERNMENT INITIATIVES:

A portion of the other late government activities in this segment are as

per the following:

Government of India's emphasis on framework and restarting street

ventures is supporting the lift sought after for steel. Likewise, further likely
increasing speed in rustic economy and foundation is relied upon to prompt
development popular for steel. The Union Cabinet, Government of India has
affirmed the National Steel Policy (NSP) 2017, as it looks to make a
universally focused steel industry in India. NSP 2017 targets 300 million
tons (MT) steel-production limit and 160 kgs for each capita steel utilization
by 2030.

The Ministry of Steel is encouraging setting up of an industry driven

Steel Research and Technology Mission of India (SRTMI) in relationship
with people in general and private area steel organizations to lead innovative
work exercises in the iron and steel industry at an underlying corpus of Rs
200 crore (US$ 30 million).

MARKET SIZE:

India's done steel utilization developed at a CAGR of 5.69 percent

amid FY08 FY18 to achieve 90.68 MT. India's unrefined steel and
completed steel creation expanded to 102.34 MT and 104.98 MT in 2017-18,
individually. In 2017-18, the nation's done steel sends out expanded 17
percent year-on-year to 9.62 million tons (MT), when contrasted with 8.24
MT in 2016-17. Fares and imports of completed. steel remained at 0.99 MT
and 1.22 MT, amid Apr-May 2018.

THE WORLDWIDE STEEL INDUSTRY:

The current worldwide steel industry is in its best position in

contrasting with a decades ago. The cost has been rising ceaselessly. The
steel business is making the most of its sixth successive long periods of
development in free market activity. What's more, there is a lot more merger
and acquisitions which by and large floated the business and demonstrated
some great outcomes. The preeminent emergency has prompted the retreat in
economy of various nations, which may prompt negatively affect entire steel
industry in coming years. Anyway steel generation and utilization will be
bolstered by constant financial development.

CONTRIBUTION OF COUNTRIES TO GLOBAL STEEL

INDUSTRY:

The nations like China, Japan, India and South Korea are in the
highest point of the above in steel creation in Asian nations. China represents
33% of all out generation for example 419m ton, Japan represents 9% for
example 118 m ton, India represents 53m ton and South Korea is represented
49m ton, which all absolutely turns out to be over half of worldwide
generation. Aside from this USA, BRAZIL, UK represents the real piece of
the entire development.
 Table 2.1.

Country Wise Crude Steel Crude Steel Production (million

Production During The Year Of tons pa)
2007-08 Country
CHINA 272.5
JAPAN 112.7
UNITED STATES 98.9
RUSSIA 65.6
SOUTH KOREA 47.5
F.R.GERMANY 46.4
UKRAINE 38.7
BRAZIL 32.9
INDIA 32.6
ITALY 28.4

Contribution of different countries to steel production India's rough

steel yield was 68.32 million tons. The nation figured out how to extend the
limit with respect to rough steel generation from 72.76 million tons for every
annum mtpa in 2009-10 to 78 mtpa in 2010-11.

As indicated by government, open segment steel organizations

performed well amid the year. Their joined benefit after expense was Rs8605
crore amid the period April-December 2010. Steel involves the preeminent
spot among alternate materials being used today and infests varying
backgrounds. All the key disclosures of the human virtuoso, for example, the
steam motor, methods for correspondences, car, aero-plane and PCs are in
one way or other, affixed together with steel and with its clever and diverse
applications, Steel is a flexible material with huge number of helpful
properties making it key for promoting and accomplishing consistent
development of the economy-be it development, assembling, foundation or
consumables The dimension of steel utilization has for quite some time been
viewed as a file of industrialization and monetary development
accomplished by a nation.
 CHAPTER - IV
COMPANY PROFILE

LUMAX has grown from success to success since its foundation in

the year 1945. The company went Public in the Year 1984, and thus in the
same year embarked on its highly successful technical collaboration with
STANLEY, Japan.Ten years of highly rewarding partnership resulted in
STANLEY picking up in Lumax in the financial stake year 1994.

Lumax became an ISO 9002 certified company in 1995, attained its

QS 9000 certification in the year 1998 and achieved the ISO/TS 16949:
2002and ISO 14001 in 2003. In the same year Lumax Industries Ltd de-
merged from its Mirror and Filter Division, there-by focusing on its core
competency of producing stellar Automotive Lighting Products.

Lumax has a futuristic vision with an experienced and customer

focused management team. This is clearly evident from our financial growth
which has seen a steady upward trend right since our inception. Lumax
posted a growth of over 30% in the year 2003-04, despite a de-merger from
its mirror and filters businesses. Automotive Lighting now enjoys a singular
focus at Lumax Industries Limited.

Lumax strives for continual improvement of manufacturing processes

with emphasis on consistent quality and cost effectiveness. Lumax signifies
LUMINOSITY MAXIMA for today's demanding automobile users.

We at Lumax in the new millennium, are committed to retain

excellence in quality of our products and services, with focus on customer
satisfaction and market leadership. We vow to remain a responsible
corporate citizen, contributing to the lives of our people and the
preservations of our Planet's eco-balance. We extend ourselves as your
partner in growth.

QUALITY POLICY

We, at Lumax will target to exceed customer satisfaction by

developing quality in all the processes. We will consistently adhere to our
basics of Q.C.D.

Q. Excellence in quality as core.

S. Market leadership through cost competence.

D. On time delivery through innovative business processes.

ENVIRONMENTAL POLICY

We at lumax are committed to achieve continual improvement in our

environment performance by following the basic principle of

 Complying with statutory and corporate requirements.

 Prevention of pollution & conservation of natural resources.

 Prevention of generation of waste by 3R (Reduce, Reuse and Recycle.

SAFETY & HEALTH POLICY

Lumax is committed to achieve and maintain world class health and

safety standards for all its employees by:

 Proper design of all the processes.

 Develop, Improve and Sustain processes for systematic elimination of

Health & Safety hazards.

 Minimizing risks involved.

LUMAX'S VISION

We, the proud member of lumax family, shall stirve vigorously to

delight our customer and stakeholders who are our very purpose, by pursuing
excellence and innovation through committed team work. To this end we
shall promote continuos learning, achievement orientation and ethical
business practice, which will make us shine as a global player.

STRENGTHS

We are dedicated to achieving excellence in our work. LUMAX

maintains the highest ethical and professional standards and strives to stay
on the leading edge in technology, in an ever changing environment.

While our greatest strength is the ability to understand the client goals,
our success is very much attributed to strong teamwork, continuous R&D
and the dedication and commitment of each and every member of the Lumax
family to deliver unsurpassed quality and reliable products & services to the
total satisfaction of all our customers.

We believe that our historical success and future prospects are directly
related to a combination of strengths, including the following:

 Best 'Speed to Market' in Industry

 Cost efficiency

 World class technology

 Global scale of operations

 Largest single location capacity worldwide

 Product range and expansion lend scalability to operations

 Comprehensive CAD/CAM/CAE and product development capability

 High Quality, motivated Human Resources

These extensive resources combined with our dedication to the highest

professional standards enables us to support a wide range of our clients'
business needs.
FUTURE DIRECTIONS

Lumax has an aggressive target of achieving 20% of its total sales by

exports, by year 2010.

We at Lumax in the new millennium, are committed to retain

excellence in quality of our products and services, with focus on customer
satisfaction and market leadership. We vow to remain a responsible
corporate citizen, contributing to our lives of our people and the preservation
of our planet's eco-balance.

 Expand and establish operations in Pune and Chennai.

 Lumax has been following TQM practices from end 1998. The first
phase of TQM journey was done under guidance of Prof. T. Suda till end
2002. Next phase of TQM joumey is undergoing till date with world
renowned TQM guru Dr. H. Osada. During this ongoing journey our
main emphasis has been on

 Total Employee Involvement

 Use of :

 Poka Yoka

 First Time Thru

 5 'S'
 3K

 Kanban

 Lean Manufacturing

 Focus on Internal Customer Concept

 Customer Satisfaction through manufacturing excellence.

The ongoing TQM joumey has been very leaming and fruitful exercise
for the whole organization and has given positive impact to the top and
bottom line.

 Export Orientation.

 Cost Competitiveness.

 Quality

 R&D initiative

 Social awareness & development.

MANUFACTURING LOCATION

QUALITY

We at Lumax in the new millennium, with focus on customer

satisfaction and market leadership. are committed to achieve excellence in
quality of our products and services. Lumax has the most modern
Manufacturing and Testing facilities in India.
 Lumax became an ISO 9002 certified company in 1995, attained its
QS 9000 certification in the year 1998 and achieved the ISO/TS 16949: 2002
and ISO 14001 in 2003. Being Quality as our backbone, we are continuously
thriving towards 'Customer Delight' and our products see the light of most
developed OEM's and after markets of the world.

TQM (TOTAL QUALITU MANAGEMENT)

Lumax has been following TQM practices from end 1998. The first
phase of TQM journey was done under guidance of Prof. T. Suda till end
2002. Next phase of TQM journey is undergoing till date with world
renowned TQM guru Dr. H. Osada. During this ongoing journey main
emphasis has been on

»Total Employee Involvement

» Use of :. Poka Yoka First Time

Thru -5 'S' -3K. Kanban Lean
Manufacturing • Focus on Internal
Customer Concept

»Customer Satisfaction through

manufacturing excellence.

The ongoing TQM joumey has

been very learning and fruitful exercise
for the whole

organization and has given positive impact to the top and bottom line.
 We are unendingly striving towards Improvement of our Quality
Management Systems with our objective of doing the things right, the first
time and every time. Our growing markets and Customer base is an indicator
of our continuous efforts towards the achievement of our goal of Customer
Delight.

Our "Quality Centered" team approach of manufacturing ensures

Products of the finest Quality, giving drive to some of the most advanced
Vehicles manufactured globally.

We aim at achievieng all this through:

Continual improvement of manufacturing processes with emphasis on

consistent quality and cost effectiveness.
Advancement of process ownership concept throughout the
organisation thereby improving and innovating the business process.

Doing right, the first time and every time.

Improving quality by enhancing competence of all personnel.

LUMAX CLIENTS

Automobile Clients of Lumax Industries:

Lumax Industries also deals in the manufacture of electrical

appliances for automobiles. The client-base of the company in this sector
includes Hero Honda, Mahindra and Mahindra, Maruti Udyog, and Tata
Motors. The two-wheeler section caters to the requirements of Honda
motorcycles and scooters, Bajaj Auto, and so on. Some more clients are
there they are as follows

DOMESTIC CLIENTS
GLOBAL CLIENTS

BOARD OF DIRECTOR

Mr. D. K. Jain Chairman & Managing Director

Mr. Deepak Jain Senior Executive Director

Mr. Anmol Jain Senior Executive Director

Mr. Ikuo Abe Senior Nominee of

Executive Stanley, Japan
Director

Mr. Atsushi Ishii Executive Nominee of

Director Stanley, Japan

Mr. Makio Natsusaka Non-Executive Nominee of

Director Stanley, Japan

Mr. A.P. Gandhi Non-Executive Independent Director

Mr. Gursaran Singh Non-Executive Independent Director

Mr. Suman Jyoti Khaitan Non-Executive Independent Director

Mr.M.C. Gupta Non-Executive Independent Director

Mr. Dhiraj Dhar Gupta Non-Executive Independent Director

Mr. Rattan Kapur Non-Executive Independent Director

PRODUCTS OF LUMAX
TRAINING AND DEVELOPMENT IN LUMAX

In 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 inorganizational 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 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.

The "stakeholders" in training and development are categorized into

several classes. The sponsors of training and development are senior
managers. The clients of training and development are business planners.
Line managers are responsible for coaching, resources, and performance.
The participants are those who actually undergo the processes. The
facilitators are Human Resource Management staff. And the providers are
specialists in the field. Each of these groups has its own agenda and
motivations, which sometimes conflict with the agendas and motivations of
the others.

The conflicts are the best part of career consequences are those that
take place between employees and their bosses. The number one reason
people leave their jobs is conflict with their bosses. And yet, as author,
workplace relationship authority, and executive coach, Dr. John Hoover
points out, "Tempting as it is, nobody ever enhanced his or her career by
making the boss look stupid." Training an employee to get along well with
authority and with people who entertain diverse points of view is one of the
best guarantees of long-term success. Talent, knowledge, and skill alone
won't compensate for a sour relationship with a superior, peer, or customer.

IMPORTANCE OF TRAINING AND DEVELOPMENT

 OPTIMUM UTILIZATION OF HUMAN RESOURCES- Training

and development helps in optimizing the utilization of human resource
that further helps the employee to achieve the organizational goals as
well as their individual's goals.

 DEVELOPMENT OF HUMAN RESOURCE- Training and

development helps to provide an opportunity and broad structure for the
development of human resources technical and behavioral skills in an
organization. also helps the employees in attaining personal growth.

 DEVELOPMENT OF SKILLS OF EMPLOYEES- Training and

development helps in the job knowledge and skill of employees at each
level. It helps to expand the horizons of human intellect and an overall
personality of the employees.
 ORGANISATION CLIMATE.

 QUALITY.

 HEALTHY WORK-ENVIRONMENT.

 HEALTH AND SAFETY.

QUALITY POLICY

We, at Lumax will target to exceed customer satisfaction by

developing quality in all the processes. We will consistently adhere to our
basics of Q.C.D.

Q. Excellence in quality as core.

S. Market leadership through cost competence.

D. On time delivery through innovative business processes.

ENVIRONMENTAL POLICY

We at lumax are committed to achieve continual improvement in our

environment performance by following the basic principle of

 Complying with statutory and corporate requirements.

 Prevention of pollution & conservation of natural resources.
 Prevention of generation of waste by 3R (Reduce, Reuse and Recycle.

SAFETY & HEALTH POLICY

Lumax is committed to achieve and maintain world class health and

safety standards for all its employees by:

 Proper design of all the processes.

 Develop, Improve and Sustain processes for systematic elimination of
Health & Safety hazards.

 Minimizing risks involved.

LUMAX'S VISION

We, the proud member of lumax family, shall stirve vigorously to

delight our customer and stakeholders who are our very purpose, by pursuing
excellence and innovation through committed team work. To this end we
shall promote continuos learning, achievement orientation I ethical business
practice, which will make us shine as a global player.

METHODS OF TRAINING

There are various methods of training, which can be divided in to

cognitive and behavioral methods. Trainers need to understand the pros and
cons of each method, also its impact on trainees keeping their background
and skills in mind before giving training. The various methods that come
under cognitive approach are:

LECTURE - A METHOD TRAINING

It is one of the oldest methods of training. This method is used to

create understanding of a topic or to influence behavior, attitudes through
lecture. A lecture can be in printed or oral form. Lecture is telling someone
about something.
DEMONSTRATION TRAINING METHOD

This method is a visual display of how something works or how to do

something. As an example, trainer shows the trainees how to perform or how
to do the tasks of the job. In order to be more effective, demonstration
method should be accompanied by the discussion or lecture method.

DISCUSSION TRAINING METHOD

This method uses a lecture to provide the leamers with context that is
supported, elaborated. explain, or expanded on through interactions both
among the trainees and between the trainer and the trainees.

The discussion method consists a two-way flow of communication i.e.

knowledge in the form of lecture is communicated to trainees, and then
understanding is conveyed back by trainees to trainer.

COMPUTER BASED TRAINING

With the world-wide expansion of companies and changing

technologies, the demands for knowledge and skilled employees have
increased more than ever, which in turns, is putting pressure on HR
department to provide training at lower costs. Many organizations are now
implementing CBT as an alternative to classroom based training to
accomplish those goals.

Behavioral methods are more of giving practical training to the

trainees. The various methods under behavioral approach allow the trainee to
behave in real fashion. These methods are best used for skill development.
The various methods that come under behavioral approach are:

 GAMES AND STIMULATION BEHAVIOR-MODELING

 BUSINESS GAMES

 CASE STUDIES

 EQUIPMENT STIMULATORS IN BASKET TECHNIQUE

 ROLE PLAY

ON THE JOB TRAINING

There are many management development techniques that an

employees can take in off the job. The few popular methods are:

 SENSITIVITY TRAINING

 TRANSACTIONAL ANALYSIS

 STRAIGHT LECTURE/ LECTURES

 SIMULATION EXERCISE
TRAINING AND DEVELOPMENT METHOD ADOPTED BY
LUMAX INDUSTRIES LTD.

The training methods which are generally used in an organization are

classified into two i.e

1-ON THE JOB: On the job training places the employees in an

actual work situation and makes them appear to be immediately productive.
It is learning by doing. For jobs, that either are difficult to simulate or can be
learn quickly by watching and doing on-the job training makes sense.

2- OFF THE JOB: Off-the-job training covers a number of

techniques classroom lectures.films, demonstration, case studies and other
simulation exercises, and programmed instruction.

INPUTS IN TRAINING AND DEVELOPMENTS IN LUMAX

INDUSTRIES LTD.

Any training and development program must contain inputs which

enable the participants to gain skills, learn theoretical concepts and help
acquire vision to look into distant future. In addition to these, there is a need
to impart ethical orientation, emphasize on attitudinal changes and stress.
upon decision-making and problem-solving abilities.

SKILLS

Training, as was stated earlier, is imparting skills to employees. A

worker needs skills to operate machines, and use other equipments with least
damage or scrap. This is a basic skill without which the operator will not be
able to function. There is also the need for motor skills. Motor skills refer to
performance of specific physical activities. These skills involve training to
move various parts of one's body in response to certain external and internal
stimuli. Common motor skills include walking, riding a bicycle, tying a
shoelace, throwing a ball and driving a car. Motor skills are needed for all
employees from the clerk to the general manager. Employees, particularly
supervisors and executives, need interpersonal skills popular known as the
people skills. Interpersonal skills are needed to understand one self and
others better, and act accordingly. Examples of interpersonal skills include
listening, persuading, and showing an understanding of others' feelings.

EDUCATION

The main purpose of lumax industries is to provide education to teach

theoretical concepts and develop a sense of reasoning and judgment. That
any training and development program must contain an element of education
is well understood by HR specialist. Any such program has university
professors as resource persons to enlighten participants about theoretical
knowledge of the topic proposed to be discussed. In fact organizations
depute or encourage employees to do courses on a part time basis. Chief
Executive Officers (CEO's) are known to attend refresher courses conducted
by business schools. Education is important for managers and executives
than for lower-cad reorders.

DEVELOPMENT

Another component of a training and development is development

which is less skill oriented but stressed on knowledge. Knowledge about
business environment, management principles and techniques, human
relations, specific industry analysis and the like is useful for better
management of the company.

ETHICS

There is need for imparting greater ethical orientation to a training and

development program. There is no denial of the fact that ethics are largely
ignored in businesses. Unethical practices abound in marketing, finance and
production function in an organization. They are less see and talked about in
the personnel function. If the production, finance and marketing personnel
indulge in unethical practices the fault rests on the HR manager. It is his/her
duty to enlighten all the employees in the organization about the need of
ethical behavior.

HOW TRAINING BENEFITS LUMAX INDUSTRIES ITD:

 Leads to improved profitability and/or more positive attitudes towards

profit orientation.

 Improves the job knowledge and skills at all levels of the organization

 Improves the morale of the workforce.

 Helps people identify with organizational goals.

 Helps create a better corporate image.

 Fosters authenticity, openness and trust.

 Improves relationship between boss and subordinate.

 Aids in organizational development.

 Leams from the trainee.

 Helps prepare guidelines for work.

 Aids in understanding and carrying out organizational policies.

 Provides information for future needs in all areas of the organization.

 Organization gets more effective decision-making and problem-solving

skill.

 Aids in increasing productivity and/or quality of work.

 Helps keep costs down in many areas, e.g. production, personnel,

administration, etc.

 Develops a sense of responsibility to the organization for being

competent and

 knowledgeable.

 Improves Labour-management relations.

 Reduces outside consulting costs by utilizing competent internal

consultation.
 Stimulates preventive management as opposed to putting out fires.

 Eliminates suboptimal behavior (such as hiding tools).

 Creates an appropriate climate for growth, communication.

 Aids in improving organizational communication.

TRAINING AND DEVELOPMENT AS SOURCE OF COMPETITIVE
ADVANTAGE:

LUMAX derive competitive advantage from training and development.

Training and development program, as was pointed out earlier, help remove
performance deficiencies in employee. This is particularly true when -

(1) The deficiency is caused by a lack of ability rather than a lack of

motivation to perform.

(2) The individual(s) involved have the aptitude and motivation need
to learn to do the job better,and
(3) Supervisors and peers are supportive of the desired behaviors.

Training & Development offers competitive advantage to LUMAX by

removing performance deficiencies; making employees stay long; minimized
accidents, scraps and damage; and meeting future employee needs.

There is greater stability, flexibility, and capacity for growth in an

organization. Training contributes to employee stability in at least two ways.
Employees become efficient after undergoing training. Efficient employees
contribute to the growth of the organization. Growth renders stability to the
workforce. Further, trained employees tend to stay with the organization.
They seldom leave the company. Training makes the employees
versatile in operations. All rounder's can be transferred to any job. Flexibility
is therefore ensured. Growth indicates prosperity, which is reflected in
increased profits from year to year. Who else but well-trained employees can
contribute to the prosperity of an enterprise?
 Accidents, scrap and damage to machinery and equipment can be
avoided or minimized through. training. Even dissatisfaction, complaints,
absenteeism, and turnover can be reduced if employees are trained well.

Future needs of employees will be met through training and

development program. Organizations take fresh diploma holders or
graduates as apprentices or management trainees. They are absorbed after
course completion. Training serves as an effective source of recruitment.
Training is an investment in HR with a promise of better returns in future.

In LUMAX training and development pays dividends to the employee.

Though no single training program yields all the benefits, the organization
which devotes itself to training and development enhances its HR
capabilities and strengthens its competitive edge. At the same time, the
employee's personal and career goals are furthered, generally adding to his or
her abilities and value to the employer.
 CHAPTER - V
QUESTIONARY

DATA ANALYSIS & INTERPRETATION -

QUES 1): YOUR ORGANIZATION CONSIDERS TRAINING

AS A PART OF ORGANIZATIONAL STRATEGY. DO YOU AGREE
WITH THIS STATEMENT?

RESPONSE NO. OF PERCENTAGE

STRONGLY RESPONDENTS
AGREE 13 52
AGREE 1 4
SOME WHAT
AGREE 4 16
DISAGREE 7 28
TOTAL 25 100
INTERPRETATION

The above graph indicates that organization considers training as a

part of organizational strategy.

QUES 2): TO WHOM THE TRAINING IS GIVEN MORE IN YOUR

ORGANIZATION?

NO. OF
RESPONSE RESPONDENT PERCENTAGE
SENIOR STAFF 3 12
JUNIOR STAFF 5 20
NEW STAFF 6 24
BASED ON
REQUIRTMENT 13 52
TOTAL 25 100
INTERPRETATION

The above chart shows indicates that training is provided on the basis
of requirement.

QUES 3): WHAT ARE ALL THE IMPORTANT BARRIERS TO

TRAINING AND DEVELOPMENT IN YOUR ORGANIZATION?

NO. OF
RESPONSE RESPONDENT PERCENTAGE
TIME
MONEY 5 20
LACK OF INTEREST
BY STAFF 6 24
NON-AVAILABILITY
OF SKILL TRAINER 10 40
TOTAL 25 100
INTERPRETATION

The graph indicates that the important barriers to training and

development in the organization is non-availability of skilled trainers.

QUES 4): ENOUGH PRACTICE IS GIVEN FOR US DURING

TRAINING SESSION? DO YOU AGREE WITH THIS STATEMENT?

NO. OF
RESPONSE RESPONDENTS PERCENTAGE
STRONGLY
AGREE 14 56
AGREE 2 8
SOME WHAT
AGREE 6 24
DISAGREE 3 12
TOTAL 25 100
INTERPRETATION

The above graph indicates that enough practice is given for employees
during training sessions.

QUES 5): THE TRAINING SESSION CONDUCTED IN YOUR

ORGANIZATION IS USEFUL. DO YOU AGREE WITH THIS
STATEMENT?

NO. OF
RESPONSE RESPONDENTS PERCENTAGE
STRONGLY
AGREE 15 60
AGREE 5 20
SOME WHAT
AGREE 5 20
DISAGREE 0 0
TOTAL 25 100
INTERPRETATION

The above graph indicates the training sessions conducted in the

organization is useful.

QUES 6): EMPLOYEES ARE GIVEN APPRAISAL IN ORDER

TO MOTIVATE THEM TO ATTEND THE TRAINING. DO IT
AGREE WITH THIS STATEMENT?

NO. OF
RESPONSE RESPONDENTS PERCENTAGE
STRONGLY
AGREE 14 56
AGREE 6 24
SOME WHAT
AGREE 3 12
DISAGREE 2 8
TOTAL 25 100
INTERPRETATION

The above graph indicates employees are given appraisal in order to

motivate them to attend the training.

QUES 7): WHAT ARE THE GENERAL COMPLAINS ABOUT THE

TRAINING SESSION?

NO. OF
RESPONSE RESPONDENTS PERCENTAGE
TAKE AWAY PRECIOUS
TIME OF EMPLOYEES 4 25
TOO MANY GAPS
BETWEEN THE SESSIONS 10 40
TRAINING SESSIONS
ARE UNPLANNED 6 15
BORING AND NOT
USEFULL 5 20
TOTAL 25 100
INTERPRETATION

This graph indicates that there are too many gaps between the training
sessions.

QUES 10): TIME DURATION GIVEN FOR THE TRAINING

PERIOD IS;

NO. OF
RESPONSE RESPONDENTS PERCENTAGE
SUFFICIENT 5 20
TO BE EXTENDED 10 40
TO BE SHORTENED 8 32
MANAGEABLE 2 8
TOTAL 25 100
INTERPRETATION

This graph indicates the reasons for shortage of skilled manpower at

workplace are lacks of support from senior staff.
 RECOMMENDATIONS/SUGGESTIONS

On the basis of survey through questionnaire, I hereby humbly

propose my recommendation to carry out further improvement in existing
training and development activities in Lumax Industries Ltd.

 Efforts for making training and development formats user friendly

should be continued.
 CONCLUSION

This study was a learning experience for me and I came to know the
training and development programs in lumax Industries Ltd Sidcul, Rudrapur
was positive in response but still more training and development is needed in
Lumax so that the employees are motivated time by time and they should
know their strength & weakness so that they can work on it & improve their
knowledge & skills for the betterment of their organization.

In the last but not the least I conclude that all the training and
development programs of company are highly effective & beneficial to the
employees in giving their best contribution to their personal growth &
development as well to meet the organizational objective.
 REFERENCES

1. David A. Decenzo/Stephen P. Robins (2004) Personal Human Resource

Management

2. A. Monappa (2004), Personal Management

3. Allan pepper (1999) A Handbook on Training and Development

4. www.wikipedia.org

5. www.naukrihub/training&development.com

6. Dr. sarabjit singh, Director Apeejay College of engeneering, Gurgon,

India

7. Paul Lewis, William J. Rothwell, Lindamillar Aahad osan-gani

8. Department of psychology & Institute of molecular Biology

9. Lane Randole crocket

10. L.B.oio & D.A.olaninan

11. Barid, liayad, Grith Dorell, Lunderson, John

12. www.lumax industries ltd.com

 ANNENXURE

QUESTIONNAIRE:

QUES 1)-YOUR ORGANIZATION CONSIDERS TRAINING AS

A PART OF ORGANIZATIONAL STRATEGY. DO YOU AGREE
WITH THIS STATEMENT?

 STRONGLY AGREE
 AGREE
 SOME WHAT AGREE
 DISAGREE

QUES 2)- TO WHOM THE TRAINING IS GIVEN MORE IN

YOUR ORGANIZATION?

 SENIOR STAFF
 JUNIOR STAFF
 NEW STAFF
 BASED ON REQUIRTMENT

QUES 3)- WHAT ARE ALL IMPORTANT BARRIERS TO

TRAINING AND DEVELOPMENT IN YOUR ORGANIZATION?

 TIME
 MONEY
 LACK OF INTEREST BY THE STAFF
 NON-AVAILABILITY OF SKILLED TRAINERS
 QUES 4)- ENOUGH PRACTICE IS GIVEN FOR US DURING
TRAINING SESSION? DO YOU AGREE WITH THIS STATEMENT?

 JOB ROTATION
 EXTERNAL RATING
 CONFERENCE/DISCUSION
 PROGRAMMED INSTRUCTION

QUES 5)- THE TRAINING SESSION CONDUCTED IN YOUR

ORGANIZATION IS USEFUL. DO YOU AGREE WITH THIS
STATEMENT?

 STRONGLY AGREE
 AGREE
 SOME WHAT AGREE
 DISAGREE

QUES 6) EMPLOYEES ARE GIVEN APPRAISAL IN ORDER

TO MOTIVATE THEM TO ATTEND THE TRAINING. DO YOU
AGREE WITH THIS STATEMENT?

 STRONGLY AGREE
 AGREE
 SOME WHAT AGREE
 DISAGREE
 QUES 7)- WHAT ARE THE GENERAL COMPLAINS ABOUT
THE TRAINING SESSION?

 TAKE AWAY PRECIOUS TIME OF EMPLOYEES

 TOO MANY GAPS BETWEEN THE SESSION
 TRAINING SESSION ARE UNPLANNED
 BORING AND USEFUL

QUES 8)- TIME DURATION GIVEN FOR THE TRAINING

PERIOD IS;

 SUFFICIENT
 TO BE EXTENDED
 TO BE SHORTEND
 MANAGEABLE