Project presentation

Measurement of Training Effectiveness at Telcon

By Harsha Ankola (MBA09001012)

Industry & Company OverviewOverview about construction equipment industry and Telcon.Info on Telcon Service network, departments, etc.

Construction equipment industryHas only medium and large businesses.The leaders in this industry have SBU’s or

Collaboration in India.The customer are normally Road Contractors,

Mining Co’s, Govt. Institutions, Construction Co’s.

The companies are highly computerized and use advanced design software's and quality management techniques.

About TelconStarted as department of Telco and floated as

separate company in 1999.Has 3 manufacturing plants at Kharagpur,

Jamshedpur and Dharwad.Has collaboration with John Deere, Hitachi,

Serviplem, Lebrero, CESAN, Tadano and Berco.

Leaders in excavators with 50% Market share and over all share of 11%.

Vision & MissionVision

Global Top 25 in CE Industry by 2012.Mission

To be most trusted partner for Full line of Constructive Solutions.

While dominating Indian market try to get global.

Hall mark will motivated employees, superior technology and widespread customer support working with environment and society.

Ownership & Capital Structure60% of shares are held by Hitachi and rest 40%

by Tata Motors.Initially HCM took 20%. Stakes in 2000,

another 20% in 2005 for `203.55 Cr., another 20% in 2009 for $220 million.

Equity capital is `1,000 million.Tata Motors took a debt of 70% of its tangible

net-worth in2008-09. The Y-o-Y growth in 06-07 was 39%, 07-08 was

50% and dropped to -20% in 08-09 due to recession.

Service Network of TelconWith wide service network Telcon poses a strategic advantage over other competitors.

DepartmentsFinancePlanningSCMDesignProductionQuality AssuranceHuman Resource & AdministrationEnvironment, Health & SafetyMarketing

SWOT AnalysisStrengths

Telcon is leader in Hydraulic Excavators.Telcon has huge service network in India.

WeaknessR & D is not on par with Hitachi.

OpportunitiesGrowing domestic CE Industry.Globalization is helping expanding to foreign markets.

ThreatsJCB has become leader in Backhoe loaders.Higher attrition rate in industry.

Measurement of Training EffectivenessKirkpatrick Model introduction. Evaluation methodology at Telcon.

Kirkpatrick ModelDonald Kirkpatrick published this learning

evaluation model in 1959.The 4 levels are

Reaction of the student: What he thought about training.

Learning: The resulting increase in knowledge.

Behavior: Extent of behavior improvement in application of KSA’s.

Results: The effect on business and environment due to training.

How needs are assed at Telcon?

Training Needs

Organizational Needs

Appraisal

Competency Mapping

Training Process

Measurement of Training Effectiveness

Conduction of Training

Periodic Training Plan is prepared

Inidividual Training Plan is prepared

Departmental Training Booklet is prepared

Training Need Assessment

QuestionnaireQuestions

Over all I was satisfied with this program.

I had the knowledge and/or skills required to start this program

The facilities and equipment were favourable to learning.

I was able to take this program when I needed it.

I clearly understood the program objectives.

The program met all its stated objectives.

The way course was delivered (such as classroom, training equipment) was an effective way to for me to learn the subject.

Study materials were useful during the programme.

I had enough time to learn the subject matter covered in the programme.

The program content was logically organized.

My knowledge and/or skills increased as a result of this programme.

My knowledge and skills gained through this program are directly applicable to my job.

Level 1 Results

Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q123.90

4.00

4.10

4.20

4.30

4.40

4.50

4.60

4.70

4.80

4.55

4.17

4.594.55

4.62

4.55 4.554.52

4.38

4.45

4.55

4.69

Communication and Interpersonal Skills

Average Rating Moving average (Average Rating)

Training Results

6 Poi

nt S

afet

y Obs

erva

tion

Attach

men

t (M

idi)

Backh

oe L

oade

r (5T

& 3

036)

Bush

Press

ing

Crisp

Facili

tato

rs P

rogr

amm

e

Demin

g Sys

tem

Elect

rical

Circ

uits

Elect

rical

Saf

ety

Heavy

Exc

avat

ors

Mot

orgr

ader

& 1

0ton

Whe

el L

oade

r

PDCAI Met

hodo

logy

Pro E

CAD O

verv

iew

Risk m

anag

emen

t web

inar

ses

sion

Safet

y - E

lect

rical

Sho

ck F

irst A

id

SAP - FIC

O

Sub A

ssem

bly (M

ini)

Team

cent

er A

rchi

tech

ture

Team

cent

er O

pera

tion

Team

cent

er p

roce

sses

TPM

Track

fram

e Ass

embl

y (M

idi)

UT Tes

ting

Level

14.00

4.10

4.20

4.30

4.40

4.50

4.60

4.70

4.80

4.90

5.00

Participant Supervisor

Sample Data

ConclusionConsider an example of TPM. The training session has aggregate score of 4.55 in Level 1. The pre-test aggregate were 50% and post-test aggregate were 50%. The supervisors provided rating of 4.35 and participants rated it as 4.75. The training resulted in 400 Kaizens resulting in cost cutting of `19.5 lacks. After evaluating all the 4 levels of Kirkpatrick model, the above shown training at Telcon, the training session can be judged as is effective.