Training and development: Tata AutoComp Limited (TACO)

Extract

[...] Behavioural After attending the training, the participants will be equipped with better observation, analytical and decision making skills They will also be able to complete the deliverables on time. Non-Training issues The number of operators at each shift is less than the number required Due to labour unrest in the neighbouring plants the work environment has become strained There is not enough scope for immediate implementation of learning after training 4 fitters and 6 welders are overqualified for the current job description with an ITI diploma and this is causing a lack of energy at the job The production schedule is made according to Tata Motors weekly demands which are not divided chronologically according to the monthly demand chart which is sent Inventory storage area is not adequate to handle both erratic demand and long cycle time for delivery of raw materials from Pune Phase II 9 day program phases (each week for 3 days) as the assembly line can't be stopped at any point of time, due to shortage of manpower. [...]

[...] Hard Data: We took the reduction in breakdown time as the long-term measure and the marks obtained in the quizzes as the short-term measure. First the performance records of previous components will be studied to get an idea about the breakdown time and the productivity on an annual basis prior to the training programme. Now 6 months after the training programme has been conducted, the performance records (reduction in the breakdown time) and the increase in the productivity are studied once more to arrive at the final number. [...]

[...] Level Performance Appraisal Already available with the company, with the key performance indicators Measures the usefulness of the program objectively Easy to link the monetary benefits with the performance appraisal Level Field Failure Reports An objective measure as it is directly related to the performance The field failure records and already maintained and hence no special effort needs to be made to generate these reports Evaluation done after a reasonable period of 6 months from the date on which the training program was implemented Done after 6 days as not every day that the design engineer has to do problem identification from field failures Isolating Effects of the Training Program As batch size was small, there were high chances of contamination of information among the workers. Therefore, we choose to isolate the effects of the training program by using estimates and confidence percentage from the supervisors and the participants and then choosing the most conservative estimate. [...]

[...] The Application of New Skills Index can also be controlled for the effect of training program by using estimate from the plant head level. Training Design for Objective 2 Objective Better equipped to identify as well as determine errors via knowledge of specifications in supplies from locally sourced and external vendors Break the Training Objectives into constituent parts Training Methods Chosen Different Packages Schedule Detailed Syllabus Evaluation Setting Measurable Objectives To help candidates develop their observation skills, detail orientation & analytical skills with the knowledge of supplier specifications so as to prevent faulty parts in production Data Collection Plan Reasons for choosing different evaluation methods with timings and target data users at different levels Level Standard Reaction and Impact Questionnaire (mix of closed and open ended questions) Easy to evaluate and ease of administering Greater freedom of expression Usefulness and relevance of the program The participants' satisfaction to factors like program content and method of delivery Check the satisfaction of the participants in terms of the instructor, infrastructure, facilities, etc. [...]

[...] Choosing the Methods We used the following methods for collecting the needs assessment data: Observation: We went and observed the work going on at the plant, identifying at a broad level the jobs present and the reporting structure. Interviews: Interviews were taken of the job holders and the their supervisors at various stages of the data gathering Supervisors: What is the minimum qualification you look for? Can you describe the characteristics of the good and poor performers? What kind of knowledge do operators need to perform the tasks? What skills are seen as critical in operators? [...]