Final Project Ambuja Print

8/3/2019 Final Project Ambuja Print

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1.1 INTRODUCTION

The main strength of any organization is its human capital. It is highly necessary that the

employees of an organization feel good about their work. Hence the study would focus

on determining the identification of training needs for employees of GUJRAT AMBUJA

EXPORTS LTD. and providing the company the suitable suggestion to improve the

performance of employees. Training and development is a very crucial topic in today’s

competitive environment. It is very wide in its scope. I have chosen this topic to know if

training and development activities are efficiently being provided to employees, are the

employees satisfied with the content of training being provided. It was to be seen that are

the employees of Ambuja were satisfied with the Training Procedures and are there

suggestions and opinions are being asked about the trainings they attended. It is to be

seen that is training programmes has any impact on there work, nature or not. Along with

these many other aspects were analysed of the impact of training on the employees.

Improving business performance is journey, not a destination. Business performance rises

and falls with the ebb and flow of human performances. HR professionals lead the search

for ways to enhance the effectiveness of the employees in their jobs today and prepare

them for tomorrow. Over the years training programmes have grown into corporate with

these goals into mind. Training programmes should enhance the performance and enrich

the contributions of the workforce. The ultimate goal of the training is to develop

appropriate talent in the workforce internally.

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The benefits of this research to the organization will be that it will come to know the

expectations of its employees, their satisfaction level with the training programmes

and what improvements are to be necessitated in the training procedure. As it is said

that, “staying competitive is the key to sustainability”. Training the staff, keeping

them motivated and up-to-date with industry trends and new technologies is essential

to achieving the goal. Staff benefit too, learning new skills and becoming a valued

asset in any organization. Training brings direct benefits to business and can be

calculated as a return on investment. Hence awareness of relevancy of these

programmes to the organization is very crucial aspect.

Training is neither a panacea for all ills nor it’s a waste of time. What is required is an

inside vision into what training can or can’t do and skills in designing and carrying out

training effectively and economically. Search light of enquire may make the task and

challenges stand out too starkly and too simply. Using experience with training in India

and other developing countries has this advantage at the similar risk.

The contribution, that training can make development, is needed accurately and

obviously. At the same time limit resources available in these countries make this

contribution hard to come by. These lines are sharply drawn on the one hand, no promise

can be ignored, and on the other hand no waste is permissible.

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1.2 Chapter Arrangement

Chapter-1

This chapter of the project report includes the introduction, chapter arrangements,

objectives of study, period of study, methodology and sample size, scope of the study and

limitation of the study.

Chapter-2

This part of project report states the industry profile and profile of the company.

Chapter-3

This part of project report contains data analysis and interpretation on the basis of

questionnaire and Findings.

Chapter –4

In this part of the project report I finally conclude the project with some findings,

suggestions and recommendation.

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1.3 Objectives of study

“Training and Development system and Its Effectiveness in AMBUJA ”

• To understand and evaluate the “Training System” in an organizational context.

• To gather information on training needs and identification.

• To find the problem if any in the system.

• To take the feedback from the employees on the training programme.

• To suggest the method if any improvement is needed.

1.4 Period of study

The research work was concluded from 15 June, 20 11 to 31 July, 2011.

1.5 Research Methodology

1.5.1 Research design

First, an exploratory research was conducted to generate basic statistics. It was a basic

study of the research topic. Secondaly, I conducted a descriptive study so as to make the

research more analytical. Descriptive study lead to more in-depth understanding of the

topic on the basis of pie-charts and data related to it.

1.5.2 DATA USED IN THE STUDY

The data collected for the purpose of the study was primary data and secondary data:-

Secondary data

The secondary data has been collected through –

• Organizational reports.

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Primary data

The primary data will be collected through a Questionnaire and personal interaction. The

data will be collected through questionnaire method because exact and first-hand

information can be gained. This is more helpful rather than adopting any other method .

Primary data is collected from the following sources:-

1) Personal interaction

2) Discussion with personnel concerned with HR department

3) Questionnaire

1.5.3 SAMPLING DESIGN

Sampling design is a procedure or plan drawn up before any data are collected to

obtain a sample from a given population. Also known as sampling plan survey

design.

• Population unit- The individuals/employees that were coming to the the

shift from 3 p.m to 6:30 p.m.

• Population Size – The population size was 450 employees that were

coming in that shift in the particular department (Production Department).

• Sampling size- I took the population size of 100 employees because large

the population size probability of more representative respondents of

being selected increases.

• Sampling method- I used non-probability sampling technique i.e.,

convenience sampling. Probability sampling was not used due to the

unavailability of sampling frame.

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• 1.5.4 Tools of analysis

For the analysis the pie-charts and different types of graphs have been used.

1.6 Scope of the study

1) Existing training needs and identification system.

2) Latest trend of training methods.

3) What is training needs and identification of its advantage, disadvantage and

characteristics?

4) Identification of the training system in Gujrat Ambuja.

5) Move to manage resource like man, material, money& machinery is gathering

information and submitting desired result within time to management.

1.7 Limitations of the study

1. Managerial and non-managerial levels was not differentiated in the study.

2) Due to the time available the important aspect are only high-lighted in the present

respect.

3) Some sampling errors may occur such as some important respondents may escaped

from the sample.

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2.1 CONCEPT OF TRAINING AND DEVELPOMENT

Improving business performance is journey, not a destination. Business performance rises

and falls with the ebb and flow of human performances. HR professionals lead the search

for ways to enhance the effectiveness of the employees in their jobs today and prepare

them for tomorrow. Over the years training programmes have grown into corporate with

these goals into mind. Training programmes should enhance the performance and enrich

the contributions of the workforce. The ultimate goal of the training is to develop

appropriate talent in the workforce internally.

In India training, as an activity, has been going on as a distinct field with its own roles,

structures and budgets, but it is still young, this field is however expanding fast but

controversy seems to envelop any attempt to find benefits commensurate with the

escalating costs of the training.

Training has made significant contributions to development of all kinds. Training is

essential; doubts arise over its contribution in practice. Complaints are growing over its

ineffectiveness and waste.

The training cost and apparatus have multiplied but not benefits. Dissatisfaction persists

and growing at the working level where the benefits of the training should show up most

clearly.

This disillusionment shows in many ways-reluctance to send the most promising people

for training, inadequate use of personnel after training etc. With this disillusionment

mounting in the mid of expansion training has entered a dangerous face of its

development.

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Training is neither a panacea for all ills nor it’s a waste of time. What is required is an

inside vision into what training can or can’t do and skills in designing and carrying out

training effectively and economically.

Search light of enquire may make the task and challenges stand out too starkly and too

simply. Using experience with training in India and other developing countries has this

advantage at the similar risk.

The contribution, that training can make development, is needed accurately and

obviously. At the same time limit resources available in these countries make this

contribution hard to come by. These lines are sharply drawn on the one hand, no promise

can be ignored, and on the other hand no waste is permissible.

2.1.1 Conceptual Framework

Training refers to the acquisition of knowledge, skills, and attitudes as a result of the

teaching of vocational or practical skills and knowledge that relates to specific useful

skills. It forms the core of apprenticeship and provides the backbone of content at

technical colleges and poly techniques. Today it is often referred to as professional

development. Physical training is more mechanistic: planned suites of regimes develop

specific skills or muscles with a view to peaking at a particular time. A specialized field

of training often used in sports is autogenic training. Another type of training is fartek

training which is a flexible training type which can be adapted to suit almost any athlete.

Training & Development is the field concerned with workplace learning to improve

performance. Such training can be generally categorized as on-the-job or off the job. On-

the-job describes training that is given in a normal working situation, using the actual

tools, equipment, documents or materials that they will use when fully trained. On-the-

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job training is usually most effective for vocational work. Off-the-job training takes place

away from normal work situation, which means that the employee is not regarded as

productive worker when training is taking place. An advantage of off-the-job training is

that it allows people to get away from work and totally concentrate on the training being

given. This is most effective for training attitudes, concepts, and ideas. Once the desired

abilities have been learned, on-going training means to drill and keep in shape in case of

deployment orders.

2.1.2 Types of training

• There are many approaches of training.

• Skill training: The need for training in basic skills (such as reading, writing,

computing, speaking, listening, problem solving, managing oneself, knowing how to

learn, working as part of a team, leading others)

• Refresher training: Rapid changes in technology may force companies to go in

for this kind of training. It is conducted at regular intervals by taking the help of

outside consultants who specialize in a particular descriptive.

• Cross-functional training: This training involves training employees to perform

operations in areas other than their assigned job. It has following benefit:

• Workers gain rich experience in handling diverse jobs.

• They can better engineer their own carrier paths.

• Team training: The training basically throws light on :

• How members should communicate to each other.

• How they have to cooperate and get ahead.

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• How they should deal with conflict situations.

• Creativity training: Here we describe through flow chart how training make

more creative.

How training be creative?

Postpone judgment: don’t reject any idea

Create alternative frames of reference

Break the boundary of thinking

Examine a different aspect of the problem

Specify the resources and environment

Make a wish-list of solution

Borrow ideas from other fields

Look for process to change or eliminate

Think up alternative methods

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• Diversity training: This training aims to create better cross-cultural sensitivity

with the aim of fostering more harmonious and fruitful working relationships

among a firm’s employees.

2.1.3 TRAINING METHODS

Training methods are usually classified by the location of instruction. Some of the widely

Used training methods are listed below:

• Job instruction training (JIT): It is developed during II world war. It’s

including preparation, presentation & performance. The four steps followed in the

JIT methods are:

• The trainee receives an overview of the job, purpose and also clear focus on the

relevance of training.

• The trainer demonstrates the job to handle it properly.

• Employee does the job independently without supervision.

• Trainee learns fast through practice and observation.

• It is economical does not require any special setting

• It is most suitable for unskilled and semi-skilled jobs.

• Coaching: coaching is a kind of daily training and feedback given to employees

by immediate supervisors. Coaching can be implemented when:

• An employee demonstrates a new competency.

• An employee expresses interest in a different job.

• An employee seeks feedback.

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• An employee is a expressing low morale, violating company policies or

practices or having performance problems.

• Mentoring: Mentoring is a process whereby senior employees of the

organization, acting as mentors, take under their wings new recruits or other

junior organizational members and imparts them their experience, knowledge,

wisdom, values etc.

Importance of mentoring:

• There is an excellent opportunity to learn.

• Constant guidance helps the mentee to be on track, using facilities to good

advantage.

4. Job Rotation: This kind of training involves the movement of trainee from one

job to another. This helps to have a general understanding of how the

organizational functions. The purpose of the job rotation is to provide trainees

with a larger organizational perspective and a greater understanding of different

functional areas as well as better sense of their own carrier objective and interest.

Importance of job rotation:

• Improves participant’s job skills, job satisfaction.

• Provides valuable opportunities to network within the organization.

• Offers faster promotion and higher salaries to quick learners.

• Lateral transfer may be beneficial in rekindling enthusiasm and developing

new talents.

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5. Apprenticeship Training: Most craft workers such as plumbers and

carpenters and trained through formal apprenticeship programmers. Apprentices

are trainees who spend a prescribed amount of time working with an experienced

guide, coach of trainee.

6. Committee Assignment: In this method, trainees are asked to solve an actual

organization problem. The trainees have to work together and offer solution to the

problem. It is a cost effective method.

2.1.4 Typical Topics of Employee Training

• Communications: The increasing diversity of today's workforce

brings a wide variety of languages and customs.

• Computer skills: Computer skills are becoming a necessity for

conducting administrative and office tasks.

•

Customer service: Increased competition in today's global

marketplace makes it critical that employees understand and meet the needs of

customers.

• Diversity: Diversity training usually includes explanation about how

people have different perspectives and views, and includes techniques to value

diversity

• Ethics: Today's society has increasing expectations about corporate

social responsibility. Also, today's diverse workforce brings a wide variety of

values and morals to the workplace.

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• Human relations: The increased stresses of today's workplace can

include misunderstandings and conflict. Training can people to get along in the

workplace.

• Quality initiatives: Initiatives such as Total Quality Management,

Quality Circles, benchmarking, etc., require basic training about quality concepts,

guidelines and standards for quality, etc.

• Safety: Safety training is critical where working with heavy equipment,

hazardous chemicals, repetitive activities, etc., but can also be useful with

practical advice for avoiding assaults, etc.

• Sexual harassment: Sexual harassment training usually includes

careful description of the organization's policies about sexual harassment,

especially about what are inappropriate behaviors.

2.1.5 General Benefits from Training and Development

There are numerous sources of online information about training and development.

Several of these sites (they're listed later on in this library) suggest reasons for

supervisors to conduct training among employees. These reasons include:

• Increased job satisfaction and morale among employees

•

Increased employee motivation

• Increased efficiencies in processes, resulting in financial gain

• Increased capacity to adopt new technologies and methods

2.2 INDUSTRY PROFILE

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2.2.1 Industry structure and performance

The metal products, food product and machinery and equipment sectors are the largest

sectors in the Manufacturing industry. The most significant change in the composition of

the Manufacturing industry over the past 20 years has been the decline of the Textile,

clothing, footwear and leather manufacturing subdivision. In this sector, productivity

levels in developing countries often match those of Australia, while their wage rates are

lower. There are considerable differences in the structure of firms in the low-paid sectors

of Manufacturing compared with Manufacturing as a whole. For Manufacturing as a

whole, small businesses (businesses with fewer than 20 people employed) comprise a

smaller percentage of activity than they do in other industries. However, this is not the

case for many of the low-paid sectors of the industry. Also, the low-paid sectors are more

labour intensive than the other sectors in Manufacturing, with labour costs making up a

higher percentage of total expenses.

Manufacturing is one of the industries that is most exposed to competition from overseas

firms. In general, given international wage relativities, Manufacturing firms in Australia

will have the most difficulty competing in non-differentiated traded goods that rely on

low-skilled, labour-intensive processes, and have less difficulty competing in processesm

that draw on high-skilled workers. The high degree of trade exposure in Manufacturing

means that it is less able than other industries to adjust its prices, which in turn means that

it is one of the industries whose output is more sensitive to changes in minimum wages.

Over the past three decades, economic activity in all of the other non-farm industry

divisions grew at a faster pace than Manufacturing. As a result, the contribution of

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Manufacturing has been steadily decreasing over the past three decades, which is likely to

reflect a shift in consumer preferences across the developed world for services over

goods. Growth in Manufacturing is relatively closely correlated with the economic cycle,

as the industry produces a large proportion of intermediate goods. The current downturn

in the economy suggests a pessimistic outlook for the industry in the near-term, a forecast

that is supported by recent data and business surveys. Manufacturing is the use

of machines, tools and labor to produce goods for use or sale. The term may refer to a

range of human activity, from handicraft to high tech, but is most commonly applied

to industrial production, in which raw materials are transformed into finished goods on a

large scale. Such finished goods may be used for manufacturing other, more complex

products, such as aircraft, household appliances or automobiles, or sold to wholesalers,

who in turn sell them to retailers, who then sell them to end users – the "consumers".

2.2.2 History and Development

In its earliest form, manufacturing was usually carried out by a single skilled artisan with

assistants. Training was by apprenticeship. In much of the pre-industrial world

the guild system protected the privileges and trade secrets of urban artisans.

Before the Industrial Revolution, most manufacturing occurred in rural areas, where

household-based manufacturing served as a supplemental subsistence strategy

to agriculture (and continues to do so in places). Entrepreneurs organized a number of

manufacturing households into a single enterprise through the putting-out system.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

http://en.wikipedia.org/wiki/Putting-out_system

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

http://en.wikipedia.org/wiki/Putting-out_system



Toll manufacturing is an arrangement whereby a first firm with specialized equipment

processes raw materials or semi-finished goods for a second firm.

2.2.3 Manufacturing and Investment

Surveys and analyses of trends and issues in manufacturing and investment around the

world focus on such things as:

• the nature and sources of the considerable variations that occur cross-nationally in

levels of manufacturing and wider industrial-economic growth;

• competitiveness; and

• attractiveness to foreign direct investors.

In addition to general overviews, researchers have examined the features and factors

affecting particular key aspects of manufacturing development. They have compared

production and investment in a range of Western and non-Western countries and

presented case studies of growth and performance in important individual industries and

market-economic sectors.

2.2.4 Manufacturing Categories

Chemical industry

Pharmaceutical

Construction

Electronics

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

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

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

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

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

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

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

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



Semiconductor

Engineering

Manufacturing engineering

Production engineering

Process Engineering

Industrial Engineering

Biotechnology

Emerging technologies

Nanotechnology

Synthetic biology, Bioengineering

Energy industry

Food and Beverage

Agribusiness

Brewing industry

Food processing

Industrial design

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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



Interchangeable parts

Metalworking

Smith

Machinist

Machine tools

Cutting tools (metalworking)

Free machining

Tool and die maker

Global steel industry trends

Steel production

Metal casting

Plastics

Telecommunications

Textile manufacturing

Clothing industry

Sail maker

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

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

http://en.wikipedia.org/wiki/Smith_(metalwork)

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

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

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

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

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

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

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

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

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

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

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

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

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

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

http://en.wikipedia.org/wiki/Smith_(metalwork)

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

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

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

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

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

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

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

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

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

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

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

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



Pulp and paper industry

Transportation

Aerospace manufacturing

Automotive industry

Bus manufacturing

Tire manufacturing

Shipbuilding

2.2.5 The Manufacturing labour market

As of February 2009, there were over 1 million people employed in Manufacturing.

Of these people, around 70 per cent were males working full-time, compared with less

than 50 per cent for the workforce as a whole. As they are relatively labour-intensive,

many of the low-paid sectors tend to have a greater share of employment than they do of

output. The workforce in Textile, clothing, footwear and leather manufacturing is clearly

different from that of the other sectors in Manufacturing in terms of its composition —

around two-thirds of the workforce in this sector is female, and around one-quarter works

part-time. Total employment in Manufacturing has been stagnant since the recession in

the early 1990s. The slight decline in full-time employment over this period has been

offset by a rise in part-time employment.

The most significant trend in employment in Manufacturing over the past couple of

decades has been the large fall in employment in Textile, clothing, footwear and leather

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

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

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

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

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

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

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

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

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

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

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

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



manufacturing. For other low-paid sectors in Manufacturing, employment has generally

either been stagnant or declining in recent years. In July 2008, the Department of

Education, Employment and Workplace Relations predicted that, in the five years to

2012–13, employment would decline in Manufacturing by an average of 0.5 per cent per

annum. Given the downturn in the economy since these employment projections were

released, it might now be expected that employment will fall in all subdivisions over the

medium term.

2.2.6 Industry structure and performance

Industry structure

Under the ANZSIC 1993 classification system, the largest subdivisions of Manufacturing

are Metal product manufacturing, Machinery and equipment manufacturing, and Food,

beverage and tobacco manufacturing. In 2007–08, these three subdivisions accounted for

$61.0 billion, or 58.3 per cent of the value added by the Manufacturing industry.

More detailed data on value added by industry class are available from the ABS 2006–07

Manufacturing Industry release. This release uses the ANZSIC 2006 classification

system.

These data also indicate that the metal products, food product and machinery and

equipment sectors are the largest sectors in the Manufacturing industry.

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Of the low-paid sectors:

• Fabricated metal product manufacturing accounted for 9.2 per cent of the value

added in the industry in 2006–07;

• Meat and meat product manufacturing, Fruit and vegetable processing, and

Bakery product manufacturing collectively accounted for 7.5 per cent;

• Polymer and rubber product manufacturing accounted for 5.1 per cent;

• Wood product manufacturing accounted for 4.0 per cent;

•

Printing accounted for 3.9 per cent;5

• Textile, leather, clothing and footwear accounted for 2.8 per cent;

• Furniture and other manufacturing accounted for 2.4 per cent; and

• Computer and electronic equipment manufacturing accounted for 1.8 per cent.

Collectively, then, these sectors accounted for around 35 per cent of the value added in

the Manufacturing industry.

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2.3 COMPANY PROFILE

Gujarat Ambuja Exports Limited (GAEL) is principally involved in agro-processing &

trading and has focused on exports, competing in the global market.

With a humble beginning in 1983 and with just a textile processing unit, the company

has grown with the addition of numerous state-of-the-art- plants in the agro-processing

sector, After establishing its first edible oil refinery in 1986, the company set up its wheat

flour mill and cattle feed mill in 1987.

2.3.1 THE MISSION

Our competence is in exports & international business. We are committed to be largest

exporter of quality agro products. We are aware of India's locational & resource

advantages & would endeavor to turn them into opportunities to fuel the company's

growth.

2.3.2 THE VISION

We foresee Gujarat Ambuja Exports Limited to be a leading Indian Company providing

good quality products and world class services at affordable prices. We therefore focus

our efforts on offering our customers the best value for their money.

2.3.3 ABOUT THE COMPANY

Date of Establishment 1991

Revenue 440.141 ( USD in Millions )

Market Cap 3265.10425 ( Rs. in Millions )

Corporate Address Ambuja Tower,Opp. Memnagar Fire Station,,Navrangpura P. O

NavjivanAhmedabad-380014,

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www.ambujagroup.com

Management Details Chairperson - Vijay Kumar Gupta

MD - Manish V Gu

Directors - Ashok C Gandhi, Chaitan M Maniar, Jagdish Sharan Varshne

Jagdish Sharan Varsnneya, Manan C Bhavsar, Manan C Bhavsar, Manish

Gupta, Mohit V Gupta, N Giridhar, Prakash G Ramrakhiani, Rohil J Patel, Ro

J Patel, Sandeep N Agrawal, Sanjay S Maniar, Sulochana V Gupta, Vijay Kum

Gupta

Business Operation Consumer Food

Background Established in 1991, Gujarat Ambuja Exports is principally involved in ag

processing and trading and has focused on exports, competing in the global

market.

The company has put in place a strong infrastructure that constitu

technologically advanced plants with captive power generation at each pla

most modern quality control, improvement setup and human resource.

Financials Total Income - Rs. 19615.6 Million ( year ending Mar 2011

Net Profit – Rs. 941 Million ( year ending Mar 2011)

Company Secretary Manan C Bhavsar

Bankers

Auditors Kantilal Patel & Co

2.3.4 Company History

Established in 1991, Gujarat Ambuja Exports is principally involved in agro-processing

and trading and has focused on exports, competing in the global market.

24

http://www.ambujagroup.com/

http://www.ambujagroup.com/



The company has put in place a strong infrastructure that constitutes technologically

advanced plants with captive power generation at each plant, most modern quality

control, improvement setup and human resource. GAEL is poised to scale newer heights

and is fully geared to achieve the magical Rs 1,200 crore operational turnover.

Gujarat Ambuja Exports foresee itself as a leading Indian company providing good

quality products and world class services at affordable prices. They therefore focus their

efforts on offering customers the best value for their money. The company’s soya

processing plants at Kadi in Gujarat and Akola in Maharastra are ISO 9001:9002 and

Non-GMO Standard certified.

It came out with a public issue aggregating Rs 3.78 crore in April 1992 to meet the

working capital requirements, part-finance a project for crushing castor seed and for

setting up a refinery. The businesses of Gujarat Ambuja Proteins, Gujarat Ambuja Cots in

and Jupiter Biotech were amalgamated with Gujarat Ambuja Exports in 1997 and 2003

respectively.

The promoters of the company also have interests in Ambuja Agro, Gujarat Ambuja Soya

Products and Ambuja Flour Mills. The shares of the company are listed on the

Ahmedabad Stock Exchange, Bombay Stock Exchange and National Stock Exchange.

2.3.5 Products:

The company is one of the India’s major manufacturers and exporters of the below:

• Edible Oil – Refined Soya Bean Oil, Refined Palm Oil, Refined RBD Palmoline

and Refined Cotton Seed

25



• Starch and Derivatives - Malto Dextrin, Malto Dextrin, Dextrin, Dextrose

Monohydrate, Sorbital, Maize Starch and Liquid Glucose

• Defatted Soya Flour - Toasted and Un-Toasted

• Full Fat Soya Flour – Active, Inactive and Feed Grade

• Soya Flakes - Toasted and Un-Toasted

• Cotton Yarn

• Deoiled Cakes

• Vanaspati Ghee

• Bakery Shortening

• Wheat Flour

• Cattle Feed

•Soya Lecithin

• Indian Soyabean Meal

• Indian Soyabean Hulls

• Rapeseed Meal Deoiled Extractions

• Rapeseed Lecithin

2.3.6 Business Divisions:

• Solvent Extraction

• Wheat Milling

26



• Cotton Yarn

• Bio Chemical

•Cattle Feed

• Vanaspati

• Vegetable Oil Refinery

• Oil Mill

2.3.7 Subsidiary:

Gujarat Ambuja International – The wholly owned subsidiary was set up in Singapore to

focus on the international trade

3.2.8 Awards /Achievements:

The company has bagged various prestigious awards from Solvent Extractions

Association of India, S.O.P.A and Glob Oil India. They are as below:

From Solvent Extractions Association of India -

• 2005 - 2nd Highest Exporter of Rapeseed Extraction and Castor Seed Extraction

• 2004 - 2nd Highest Exporter of Rapeseed Extraction and Castor Seed Extraction

• 2004 - Highest Exporter of Groundnut Oil

• 2003 - 2nd Highest Exporter of Rapeseed Extraction

• 2003 - Certification in Appreciation of its support on Castor Seed, Cotton Oil and

its value added product

27



• 2002 - 2nd Highest Exporter of Rapeseed Extraction, 2nd Highest Exporter as

Manufacturer Exporter of Soyabean Extraction.

• 2001 - 2nd Highest Exporter of Castor Seed Extraction

• 1997 - 2nd Highest Exporter of Seed Extraction

• 1997 - 2nd Highest Exporter of Rapeseed Extraction

• 1996 - 2nd Highest Exporter Soyabean Extraction and Sunflower Seed Extraction

From S.O.P.A -

• 2004 - Highest Exporter as Manufacturer -Exporter of Soyabean Extraction and

2nd Highest processor of Soyabean extraction

• 2003 - 2nd Highest Exporter of Rapeseed Extraction, Manufacturer Exporter of

Soyabean extraction and 3rd highest processor of Soyabean Extraction

• 2003 - Certificate recognizing the contribution to bringing prosperity to the India

Soybean Seed Industry

• 2002 - 2nd Highest Exporter Award as Manufacturer Exporter of Soyabean

Extraction

• 2000 - 2nd Highest Exporter Award as Manufacturer Exporter (private sector) of

Soyabean Extraction

• 1999 - 3rd Highest Exporter of Soyabean Extraction

From Glob Oil India -

• 2005 - Exporter of oil Meals ( GlobeOil Silver)

28



• 2003 - GlobeOil Bronze -Highest Exporter of Oil Meals

• 2002 - GlobOil Silver-Outstanding Performance in the Category of Export of Oil

Meal

• 2001 - GlobOil Silver - for Highest Exporter of Oil Meals.

2.3.9 Key Executives

Name DesignationAshok C Gandhi Director Chaitan M Maniar Director Jagdish Sharan Varshneya Director Manan C Bhavsar Co. Secretary & Compl. Officer Manan C Bhavsar SecretaryManish V Gupta CEOManish V Gupta Managing Director Mohit V Gupta Joint Managing Director N Giridhar V P - Finance & AccountsPrakash G Ramrakhiani Director Rohit J Patel Director Sandeep N Agrawal Whole Time Director Sulochana V Gupta Director Vijay Kumar Gupta Chairman and Managing director

2.4 Procedure of training and development in GUJRAT AMBUJA:-

In GUJRAT AMBUJA EXPORTS LTD training & development activities assumes a

significant place. The management is deeply interested in developing their people

through this tool in effective manner .All training & development activities are quit

exhaustive in nature and are carefully woven exercises. Utmost care is taken to make this

process effective.

Following are the steps that are taken with respect to training & development in

AMBUJA.

29



2.4.1 Procedure-

Sr.No. Acti

vity

Responsible Record

1.1 Training need

identification is done

by the following

means-

• Reviewing

appraisal form

for

employment

based on his

HR

Department

Training need

identification

form

30



or her profile

requirement.

• Gap Analysis

of competence

matrix.

• Reviewing

and analyzing

appraisal form

which

includes

recommendati

on from HOD,

self-

assessment.

1.2 Skills necessary for

performing each,

function shall be

assessed by

-SOPs

-SSOPs.

HR Application for

employment

1.3 Induction

training(including

company

practices,5Ss,FSMS

and quality system)

shall be provided for

each new employee.

HR Induction form

31



1.4 The HOD / supervisor

shall assess whether

additional training is

required before tasks

are assigned with the

help of PA form/KRA.

HR Suggested

training need

form

1.5 The HOD/supervisor

shall asses the need for

immediate training of

personnel already

assigned to tasks in

relevant situation with

the help of PA

form/KRA.

HR Suggested

training need

form

1.6 Training requirements

for each position are

detailed in the training

calendar.

HR Training calendar

1.7 Records of education,

training skills and

experience shall be

maintained for all staff

whose work can effect

quality.

HR Employee

personnel file,

software

1.8 The records of training

are maintained in the

training attendance

sheets in the training

HR Training

attendance sheets

and software

32



file.

1.9 The HOD/ supervisor

shall verify if training

is effective and notify

the manager-

operations

accordingly.

FSTL Training feedback

form

1.10 The training

effectiveness is also

judged by taking

feedback of the

attendees in the

training attendance

form.

FSTL Training feedback

form

1) Identification of training needs:-

At the beginning of calendar year (April to March), the HRD department sends a format

having the list of employees and the list of topics/ subjects to all the HOD’s for

identification of training needs of each & every employee of their department/section.

The topics/ subjects include technical, behavioral, fire & safety and some other general

topics etc.

33



The HOD’s in consultation with shop floor in charge and supervisors identify the actual

training needs of their department employees for next year. After mentioning the training

needs in front of the employee, the department sends back it to HRD department, who

prepare final identification list. These final identification list is signed by respective

department head’s and sectional head. One copy of the list remains with the concern

department and one is recorded at the HRD department.

2) Analysis of training needs:-

After receiving the training need identification list from different departments, HRD

department analyses the training needs and find out how many employees needs training

on a particular subject/topic. Thus for each & every topic number of identified employees

are known, so it becomes easier to prepare training programmes for coming year/month.

Sample of analyses of training need is shown as under.

In this way the HRD department analyzes all training needs and prepares yearly plan or

schedule to cover all the topics and identified employees in coming year training

programme.

3) Preparation of Annual Calendar:-

After analyzing the training needs identified by different departments, It becomes clear

that how many participants are identified for each subject. On the basis of this analysis

HRD department makes a planned schedule to conduct the training program in next

coming year. This schedule is called annual training calendar. The calendar depicts the

34



topic duration of the training, participants (staff, worker), trainer and the month. The

annual calendar is circulated to all the concerned HOD’s.

4) Monthly Calendar:-

Once the annual calendar is prepared it is further broken into monthly training calendar.

This monthly calendar depicts the day and date of the training program, name of the

trainer, topic, time and category of the participants.

This monthly calendar also circulated to HOD’s on1st & 2nd day of the month, the

objective is to aware the department and the trainer about the time, day of the program.

5) Interoffice memo/circular:-

Though the intimation of scheduled training program has been send to all departments on

1st day of the month but confirmation of organizing schedule program on the fixed day,

time and place is also intimated to all the department/section through a circular/inter

office memo 24 hrs before the start of training program. Confirmation of organizing

training program is the final verdict to conduct the program, otherwise it is understood

that no program will be held on the scheduled day & time.

6) Actual Training:-

In the organisation HRD department maintain a well-equipped big training hall where all

internal as well as external training programs/seminar takes place.

35



All required facilities like mike, electronic media, OHP, LCD, TV, laptop are available in

Ac HRD hall. Comfortable sitting arrangement of more than 100 participants is also

available there.

Participants from all concerned department are informed well in time to present in HRD

hall for attending different training programs scheduled as per monthly training calendar.

Before startup of training program following activities takes place.

a) Attendance:-

The participants mark their attendance on attendance sheet provided by HRD department.

The sample of attendance sheet is as shown below:

Si.No Token no. Name Designation Department Signature

b) Trainer conducts the program with introduction of the subject & provides required

training on the topic, sharing the knowledge. Normally the training programme remains

interactive all the time & at last there is a question answer session.

c) Feedback from participants:-

36



The trainer distributes the feedback form to participants which is designed by the HRD

department. The participants fill it up and mark the points through which they express

how they will utilize the knowledge gained from the training programme.

Participants are also encouraged to give suggestions regarding the improvement of

training programme, subject matter wise or method wise to provide better understanding.

d) Feedback from trainer:-

The HRD department gets feedback from trainer also on a prescribed format. The

feedback regarding requirement of any infrastructure, other facilities, participant

intellectual level & suggestion for making the programme more beneficial & effective.

7) Evaluation & Effectiveness of training:-

With the concept to develop every employee as a master in his job or subject the concern

department identify the employees for training till they get the skill level ‘4’. All the

training procedures, the company has decided five level of skill. Every new entrant (fresh

employee), mostly comes in ‘0’ level. He learned practically about his job, systems,

targets & act to achieve the targets then gradually his skill increased from 0 to 1,2,3,4.

This skill level mention on feedback form is useful to judge or evaluate the participants

present skill. HRD department send the feedback form to the concern department and

collect them back. Thereafter the HRD department analyzes the data and keeps the

records of effectiveness of training programme.

Gujrat Ambuja Pvt. Ltd.

37



Summer training-2011

Questionnaire on T&D

(For academic purpose only)

DATA ANALYSIS AND INTERPRETATION

Q.1 How many number of training you had attended from 1st April to 31st July?

1. 1-5 352. 6-10 15

3. Above 10 50

Interpretation: According to the chart which is shown above 50% people are in the

favor of HRD departments always provide training on all the topics identified by HOD in

a year, 35% attended 1-5 trainings and 15% have attended 6-10 trainings. By analyzing it

properly we find that HRD department can fulfill the training needs of the people

effectively.

Q.2 What type of training you are provided ?

38



1. Motivational 25

2. Personality Development 10

3. Health Related 5

4. Technical 10

5. All 50

Interpretation-According to chart motivational training is given to 25% persons,10% are

provided with personality training ,health related training is given to 5%,technical is

given to 10% and 50% are provided all of these. Thus we can say that half of the

employees are provided all training.

Q.3 The training which had been provided was beneficial for you or not?

1. Yes 95

2. No 5

39



Interpretation-According to the chart 95% of employees are benefitted by trainings

being provided, remaining 5% says that they are not benefitted by training. Thus we can

analysis that majority are in favor but the views of remaining must be taken and sort out

so that it results in 100% beneficial.

Q.4 Was the trainer provided to you was external or internal ?

`1. Internal 15

2. External 10

3. Both 75

40



Interpretation-15% of employees are only given training by internal trainer whereas

10% are given training by external trainer. And remaining 75% are given both external

and internal trainer.

Q.5 Is the training given to you was according to your needs?

1. Yes 852. No 53. Often 10

41



Interpretation-According to the chart 85% of employees are given training according to

their need, 5% are not given training according to their needs whereas 10% are often

given training according to their needs. Thus we can say that performance appraisal

should be done in more detailed way.

Q.6 Is the training being provided to you effectively?

1. Yes 952. No 5

42



Interpretation-95% are in the favor of that training was provided effectively and

remaining 5% disagree with the way training is being provided. Thus, company need to

be bit focused on the way of providing training.

Q.7 Do you feel that the contents of the training programmes are sufficient for the

thorough understand of the topic?

1. Yes 802. No 53. Often 15

43



Interpretation-According to the chart 80% of the employees feel contents of the training

are sufficient for thorough understanding of the topic , 5% do not feel so and remaining

15% often feel satisfied with the contents of the training

Q.8 Are the training programme refreshed if required by the participants?

1. Always 502. Often 40

3. Never 10

44



Interpretation-According to the chart 50% of employees says that they are always given

refreshed training programme if required,40% say they often given refreshed training

programmes when required and only 10% says never thus this 10% should be brought

down to 0%.

Q.9 Are you satisfied with the duration of training?

1. Yes 902. No 10

45



Interpretation-According to the chart 90% of employees are satisfied with the duration

of the training and remaining 10% are not satisfied with the duration of the training. Thus

there should be little changes made in the duration of the training.

Q.10 How often do you give your opinions/suggestions about the training

programmes you have attended?

1. Always 952. Often 53. Never 0

46



Interpretation-According to the chart, 95% employees agree with that they have given

opinion/suggestions about training programmes, and only 5% says often they have given

suggestion and 0% says. Thus this represents employees generally given their

suggestions.

Q.11 After getting training do you feel there is change in your work, nature or not?

1. Yes 802. No 5

3. Often 15

47



Interpretation-According to the chart 80% employees agree that there is change in their

in their work, 5%saays that there is no change in their work or nature and 15% say often

there is change in work or their nature.

Q.12 Are you provided training in company or outside the company also?

1. In the company 152. Outside the company 103. Both 75

48



Interpretation-According to the chart 15% employees says that they are given training

in the company 10% says that they are given training outside the company and 75% are

given training both in the company and outside the company.

Q.13Do you feel the training programmes help you to understand better your job?

1. Yes 902. Often 53. Never 5

49



Interpretation-According to the chart 90% employees says that the training programme

helps them to understand their job ,5% says they do not understand their job better from

the training programmes,5% says they are often able to understand their job better.

Q.14 Is there adequate emphasis on developing managerial capabilities of the

managerial staff through training?

1. Very little 10

2. Moderately 253. A lot 65

50



Interpretation-According to the chart 10% feel very little regarding developing

managerial capabilities of the managerial staff through training,25% moderatelz

feels that adequate on developing managerial capabilities and 65% feels that training

emphasis on developing managerial capabilities.

Q.15 Training helps employees to achieve a greater appreciation of how to become

better organized and carry out work more effectively-

1. Very little 52. Moderately 15

3. A lot 80

51



Interpretation-80% of employees feels that training helps them to achieve

greater appreciation of how to become better organized and carry out work

more effectively,15% feels they are moderately helped by training in better

organizing and carrying out work and 5% says very little thus this should be

looked upon.

Q.16 The quality of company programmes in your organization is excellent-

1. Very little 10

2. Moderately 103. A lot 80

52



Interpretation-According to the chart 10% employees says that the quality of the

company programmes is very little.10% says that the quality is moderate and 80%

persons says the quality of the company programme is a lot.

Q.17 Management is eager to help their employees to develop through training-

1. Very little 102. Moderately 10

3. A lot 80

53



Interpretation-80% of the employees says that they are helped by management to

develop through training,10% says they are moderately helped by management and 10%

says that management is very little eager to help their employees to develop through

training.

Q.18 How much satisfied you are with the training provided to you?

1. Very little 52. Moderately 253. A lot 70

54



Interpretation-According to the chart, 5% of employees are very little satisfied with the

training, 25% employees are moderately satisfied and 70% employees are satisfied a

lot.thus there is requirement of more improvement to be made in the training

programmes.

Q.19 The employees after training are given adequate free time to reflect and plan

improvement on the job-

1. Very little 102. Moderately 253. A lot 65

55



Interpretation-10% employees feel that they get very little to plan improvement,25%

feel they get moderate time to plan improvement and65% employees feel they get

adequate free time to reflect and plan improvement on the job.

Q.20 Are you able to implement the learning gained through training programmes

in your professional and personal life?

1. Always 652. Often 253. Seldom 54. Never 5

56



Interpretation-65% employees are always able to implement learning into their

professional and personal life,25% often able to implement learning gained through

training,5% are seldom able and 5% are never able to implement.

Q.21 Do you share your learning to your colleagues and people down the line?

1. Yes 852. No 53. Often 10

57



Interpretation-According to the chart,85% says that they share learning with their

colleagues,5% says they are not satisfied and 10% says often they share learning with the

colleagues.

Q.22 Do you feel comfortable with the way of training of the trainer?

1. Always 502. Often 403. Seldom 54. Never 5

58



Interpretation-50% of the employees feel comfortable with the way of training of the

trainer,40% are often comfortable, 5% are seldom comfortable, and 5% are never

comfortable, thus this should be looked upon.

Q.23 Are you informed well in advance about the relevant details of training

programmes by your senior?

1. Always 75

2. Often 153. Seldom 54. Never 5

59



Interpretation-75% are always informed well in advance about the relevant details of

the training programmes by the seniors,15% are often informed ,5% are seldom informed

and 5% are never informed well in advance.

FINDINGS

• I found that most of the employees were satisfied with the training programmes.

• Also most of the employees were satisfied with the training programmes contents

and the durations.

• I also found that most of the employees were in favor of on the job training.

• I observed that training programmes are refreshed if it is required.

• And employees were well informed about the training programmes.

60



RECOMMENDATIONS & SUGGESTIONS

• Following suggestions can be made to improve the effectiveness of the services:

• Required level of effective service should be given to employees. It must stress

the need for more disciplined work habits and make it clear that even simple

mistakes can create consequences in other areas. But a good service can

encourage the employee for doing hard work.

61



• Everyone must become familiar with new roles, revised processes, and new

control mechanisms.

• They should be familiar with the employees and they should not play hard to

reach.

• Feedback of the employees should be addressed properly.

• They should take customer feedback of the employees regularly and act upon

their suggestions. And if there is any complain they should solve it very soon

otherwise the dissatisfaction of the employees can increase.

• Rather conducting these kinds of surveys on yearly basis it has to be conducted

twice in a year for more accurate results and conclusions so that comparison can

be easily done with the employees previous results.

CONCLUSION

A structured Training and development system should be introduced. Some suitable and

reliable person should be given responsibilities for implementing the programs.

62



Training and development programmes in Parle are relevant and effective in preparing

the employees for the job they do as well as keeping them appraise with new technology

in this competitive era.

Training facilities were perceived by the respondents to be quite adequate. The training

was relevant and effective in terms of the job performed by the managers.

Training and development programmes undergone by the management staff improve

performance and effectiveness of employees.

Documents

Final Project Ambuja Print