TABLE OF CONTENTS PREFACE …………………………………………………..…....Page No.2 ACKNOWLEDGEMENT…..…………………………………….Page No.3 LIST OF TABLES …………………………………………………Page No.5 LIST OF CHARTS……………..……………………………...…..Page No.7 LIST OF ABBREVIATIONS……………………………………..PageNo.8 CHAPTER TITLE PAGE. NO I INTRODUCTION 9 1.1 INDUSTRY PROFILE 10 1.2 COMPANY PROFILE 13 1.3 CORPORATE PROFILE 24 1.4 MAJOR COMPETITORS OF L&T - MHI 27 II OBJECTIVE & METHODOLOGY 28 2.1 SIGNIFICANCE OF THE STUDY 28 2.2 OBJECTIVES OF THE STUDY 29 2.3 SCOPE OF THE STUDY 30 2.4 RESEARCH METHODOLOGY 31 2.5 LIMITATIONS OF THE STUDY 34 III LITERATURE REVIEW 35 IV DATA ANALYSIS & INTERPRETATION 48 1
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
TABLE OF CONTENTS
PREFACE …………………………………………………..…....Page No.2
ACKNOWLEDGEMENT…..…………………………………….Page No.3
LIST OF TABLES …………………………………………………Page No.5
LIST OF CHARTS……………..……………………………...…..Page No.7
LIST OF ABBREVIATIONS……………………………………..PageNo.8
CHAPTER TITLEPAGE.
NO
I INTRODUCTION 9
1.1 INDUSTRY PROFILE 10
1.2 COMPANY PROFILE 13
1.3 CORPORATE PROFILE 24
1.4 MAJOR COMPETITORS OF L&T - MHI 27
II OBJECTIVE & METHODOLOGY 28
2.1 SIGNIFICANCE OF THE STUDY 28
2.2 OBJECTIVES OF THE STUDY 29
2.3 SCOPE OF THE STUDY 30
2.4 RESEARCH METHODOLOGY 31
2.5 LIMITATIONS OF THE STUDY 34
III LITERATURE REVIEW 35
IV DATA ANALYSIS & INTERPRETATION 48
V FINDINGS OF THE STUDY 81
VI SUGGESTIONS & RECOMMENDATIONS 84
VII ANNEXURES
7.1 BIBLIOGRAPHY 86
1
7.2 QUESTIONNAIRE 87
List of Tables
Table No Tables Pg. No
4.1 Age details of the respondents 48
4.2 Educational details of the respondents 49
4.3 Experience details of the respondents 50
4.4 Setting the goals and objectives in the beginning of the year 51
4.5 Respondents opinion on training need identification by the
company
52
4.6 Immediate supervisor conducting TNA 53
4.7 Recommendation for training by IS/HR 54
4.8 Appropriate nomination procedure being followed 55
4.9 Best option to select employees for training 56
4.10 Developing and maintaining training calendar 57
4.11 Training schedule communicated in advance 58
4.12 Training programs conducted 59
4.13 Training procedure being followed 60
4.14 (i) Type of training attended 62
4.14 (ii) Type of training attended 63
4.15 Most preferred method for behavioral training 64
4.16 Number of training programs attended 66
4.17 Respondents opinion on number of training programs 67
2
Table No Tables Page
no
4.18 Respondents opinion on spending on external trainers by the
company
68
4.19 Respondents opinion on various training programs offered to the
employees
70
4.20 Factors that motivates employees to attend the training 71
4.21 Level of satisfaction of the employees with respect to training 72
4.22 Knowledge sharing sessions conducted in the organisation 74
4.23 Library facilities in the organization 75
4.24 Efforts of organization to learn new technology 76
4.25 Respondents opinion on implementation of employee feedback 77
4.26 Respondents opinion on effectiveness of training programs 78
4.27 Respondents opinion on knowledge acquired through training 80
3
LIST OF CHARTS
Chart
No
Charts Pg. No
4. (i) Age details of the respondents 48
4. (ii) Educational details of the respondents 49
4. (iii) Experience details of the respondents 50
4. (iv) Setting the goals and objectives in the beginning of the year 51
4. (v) Respondents opinion on training need identification by the
company
52
4. (vi) Immediate supervisor conducting TNA 53
4. (vii) Recommendation for training by IS/HR 54
4. (viii) Appropriate nomination procedure being followed 55
4. (ix) Best option to select employees for training 56
4. (x) Developing and maintaining training calendar 57
4. (xi) Training schedule communicated in advance 58
4. (xii) Training programs conducted 59
4. (xiii) Training procedure being followed 61
4. (xiv) i Type of training attended 62
4. (xiv)
ii
Type of training attended 63
4. (xv) Most preferred method for behavioral training 65
4. (xvi) Number of training programs attended 66
4
Chart
No
Chart Page
no
4. (xvii) Respondents opinion on number of training programs 67
4. (xviii) Respondents opinion on spending on external trainers by the
company
69
4. (xix) Respondents opinion on various training programs offered to the
employees
70
4. (xx) Factors that motivates employees to attend the training 71
4. (xxi) Level of satisfaction of the employees with respect to training 73
4. (xxii) Knowledge sharing sessions conducted in the organisation 74
4. (xxiii) Library facilities in the organization 75
4. (xxiv) Efforts of organization to learn new technology 76
4. (xxv) Respondents opinion on implementation of employee feedback 77
4. (xxvi) Respondents opinion on effectiveness of training programs 79
4.
(xxvii)
Respondents opinion on knowledge acquired through training 80
LIST OF ABBREVIATIONS
TNI –Training Need Identification
TNA – Training Need Analysis
IS – Immediate Supervisor
HR – Human Resource
5
PODP – Performance Oriented Development Plan
PMS – Performance Management System
CHAPTER – I
INTRODUCTION
A study has been carried out to observe and analyze the training and development
practices at L&T – MHI Boilers Private limited. Training is a concept which is not new but has
been used from time to time in varying degrees in different spheres of life. Organisations have in
recent years given more and more emphasis to this concept mainly due to the fact that the level
and amount of competition has been increasing in the last decade or so.
Every organization needs to have well trained and competent workforce who are up-to-
date in the new technologies and who are ready to adopt new learning concepts so as to increase
their skill levels and add to their existing levels of knowledge. As a result the employee is better
equipped to do his present job and is also better prepared for higher positions with increased
responsibilities.
With the advent of technology, jobs have been becoming more and more complex,
adding to the need for more training so as to update the knowledge of the workforce. Training in
organizations can be used as both reactive and a proactive approach, because no employee is
perfect at the time of hiring and hence certain training is always needed to make an individual as
close to the requirement of an organization as possible.
In today’s fast changing organizations it is most important for organizations to spend
time, money and energy towards the development of training and the various resources which are
essential for the fast growth of training and development.
6
Training is a part of Human Resource Development (HRD), which basically comprises of
training, education and development. HRD can be defined as an organized learning experience,
conducted in a definite time period, to increase the possibility of improving job performance and
growth.
1.1 INDUSTRY PROFILE
India's power market is the fifth largest in the world. The power sector is high on India's
priority as it offers tremendous potential for investing companies based on the sheer size of the
market and the returns available on investment capital.
Contribution from different sources of power generation
Coal based55%
Gas10%
Hydro26%
Re-new-able5%
Nuclear3%
Diesel1%
Almost 55 per cent of this capacity is based on coal, about 10 per cent on gas, 26 per cent
on hydro, approximately 5 per cent on renewable sources, about 3 per cent on nuclear and 1 per
cent on diesel.
In the past five years, there has been a much greater emphasis on transmission and
distribution reforms.
7
Over the years, the fuel mix has changed. Growing environmental concerns have led to
an interest in renewable sources of energy (comprising wind energy, solar photovoltaic energy,
biomass power and mini hydro plants). But despite great potential, renewable sources contribute
only a little over 6,000 MW at present.
Thermal Power Generation
Even with full development of the feasible hydro potential in the country, coal would
necessarily continue to remain the primary fuel for meeting future electricity demand. Use of gas
as a fuel for power generation would depend upon its availability at reasonable prices. Natural
gas is being used in Gas Turbine /Combined Cycle Gas Turbine (GT/CCGT) stations, which
currently accounts for about 10 per cent of total capacity. Power sector consumes about 40
percent of the total gas in the country. Thermal power plants convert energy rich fuel into
electricity and heat. Possible fuels include coal, natural gas, petroleum products, agricultural
waste and domestic trash / waste. Other sources of fuel include landfill gas and biogases. In some
plants, renewal fuels such as biogas are co-fired with coal.
Coal and lignite accounted for about 57% of India's installed capacity. However, since
wind energy depends on wind speed, and hydropower energy on water levels, thermal power
plants account for over 65% of India's generated electricity. India's electricity sector consumes
about 80% of the coal produced in the country. India expects that its projected rapid growth in
electricity generation over the next couple of decades is expected to be largely met by thermal
power plants.
Fuel constraints
The iron content is low in India's coal, and toxic trace element concentrations are negligible. The
natural fuel value of Indian coal is poor. On average, the Indian power plants using India's coal
supply consume about 0.7 kg of coal to generate a kWh, whereas United States thermal power
plants consume about 0.45 kg of coal per kWh.
The high ash content in India's coal affects the thermal power plant's potential emissions.
Therefore, India's Ministry of Environment & Forests has mandated the use of beneficiated coals
8
whose ash content has been reduced to 34% (or lower) in power plants in urban, ecologically
sensitive and other critically polluted areas, and ecologically sensitive areas. Coal benefaction
industry has rapidly grown in India, with current capacity topping 90 MT.
Thermal power plants can deploy a wide range of technologies. Some of the major technologies
include:
Steam cycle facilities (most commonly used for large utilities);
Gas turbines (commonly used for moderate sized peaking facilities);
Cogeneration and combined cycle facility (the combination of gas turbines or internal
combustion engines with heat recovery systems); and
Internal combustion engines (commonly used for small remote sites or stand-by power
generation).
Installed thermal power capacity
The installed capacity of Thermal Power in India, as of June 30 2011, was 115649.48 MW
which is 65.34% of total installed capacity.
Current installed capacity of Coal Based Thermal Power plant is 96,743.38 MW which
comes to 54.66% of total installed capacity
Current installed capacity of Gas Based Thermal Power plant is 17,706.35 MW which is
10.00% of total installed capacity.
Current installed capacity of Oil Based Thermal Power plant is 1,199.75 MW which is
0.67% of total installed capacity.
The state of Maharashtra is the largest producer of thermal power in the country.
9
1.2 COMPANY PROFILE
HISTORICAL BACKGROUND OF LARSEN & TOUBRO (L&T)
Henning Holck-Larsen and Soren Kristian Toubro, school-mates in Denmark, would not
have dreamt, as they were learning about India in history classes that they would, one day,
create history in that land.
In 1938, the two friends decided to forgo the comforts of working in Europe, and started
their own operation in India. All they had was a dream. And the courage to dare.
Their first office in Mumbai (Bombay) was so small that only one of the partners could use
the office at a time!
In the early years, they represented Danish manufacturers of dairy equipment for a modest
retainer. But with the start of the Second World War in 1939, imports were restricted,
compelling them to start a small work-shop to undertake jobs and provide service facilities.
Germany's invasion of Denmark in 1940 stopped supplies of Danish products. This crisis
forced the partners to stand on their own feet and innovate. They started manufacturing
dairy equipment indigenously. These products proved to be a success, and L&T came to be
recognized as a reliable fabricator with high standards.
The war-time need to repair and refit ships offered L&T an opportunity, and led to the
formation of a new company, Hilda Ltd., to handle these operations. L&T also started two
repair and fabrication shops - the Company had begun to expand.
Again, the sudden internment of German engineers (because of the War) who were to put
up a soda ash plant for the Tata, gave L&T a chance to enter the field of installation - an
area where their capability became well respected.
10
THE JOURNEY
In 1944, ECC was incorporated. Around then, L&T decided to build a portfolio of foreign
collaborations. By 1945, the Company represented British manufacturers of equipment used
to manufacture products such as hydrogenated oils, biscuits, soaps and glass.
In 1945, L&T signed an agreement with Caterpillar Tractor Company, USA, for marketing
earthmoving equipment. At the end of the war, large numbers of war-surplus Caterpillar
equipment were available at attractive prices, but the finances required were beyond the
capacity of the partners. This prompted them to raise additional equity capital, and on 7th
February 1946, Larsen & Toubro Private Limited was born.
Independence and the subsequent demand for technology and expertise offered L&T the
opportunity to consolidate and expand. Offices were set up in Kolkata (Calcutta), Chennai
(Madras) and New Delhi. In 1948, fifty-five acres of undeveloped marsh and jungle was
acquired in Powai. Today, Powai stands as a tribute to the vision of the men who
transformed this uninhabitable swamp into a manufacturing landmark.
PUBLIC LIMITED COMPANY
In December 1950, L&T became a Public Company with a paid-up capital of Rs.2 million.
The sales turnover in that year was Rs.10.9 million.
Prestigious orders executed by the Company during this period included the Amul Dairy at
Anand and Blast Furnaces at Rourkela Steel Plant. With the successful completion of these
jobs, L&T emerged as the largest erection contractor in the country.
In 1956, a major part of the company's Bombay office moved to ICI House in Ballard
Estate. A decade later this imposing grey-stone building was purchased by L&T, and
renamed as L&T House - it’s Corporate Office.
The sixties saw a significant change at L&T - S. K. Toubro retired from active management
in 1962.
The sixties were also a decade of rapid growth for the company, and witnessed the
formation of many new ventures: UTMAL (set up in 1960), Audco India Limited (1961),
Eutectic Welding Alloys (1962) and TENGL (1963).
11
EXPANDING HORIZONS
By 1964, L&T had widened its capabilities to include some of the best technologies in the
world. In the decade that followed, the company grew rapidly, and by 1973 had become one
of the Top-25 Indian companies.
In 1976, Holck-Larsen was awarded the Magsaysay Award for International Understanding
in recognition of his contribution to India's industrial development. He retired as Chairman
in 1978.
In the decades that followed, the company grew into an engineering major under the
guidance of leaders like N. M. Desai, S.R. Subramanian, U. V. Rao, S. D. Kulkarni and A.
M. Naik.
Today, L&T is one of India's biggest and best known industrial organizations with a
reputation for technological excellence, high quality of products and services, and strong
customer orientation. It is also taking steps to grow its international presence.
For an institution that has grown to legendary proportions, there cannot and must not be an
'end'. Unlike other stories, the L&T saga continues.....
EVOLUTION OF L&T & PARTNERSHIP WITH MITSUBISHI
HEAVY INDUSTRIES (MHI)
The evolution of L&T into the country's largest engineering and construction
organization is among the most remarkable success stories in Indian industry.
L&T was founded in Bombay (Mumbai) in 1938 by two Danish engineers, Henning
Holck-Larsen and Soren Kristian Toubro. Both of them were strongly committed to developing
India's engineering capabilities to meet the demands of industry.
Beginning with the import of machinery from Europe, L&T rapidly took on engineering
and construction assignments of increasing sophistication. Today, the company sets global
engineering benchmarks in terms of scale and complexity.
12
Company partnership
Larsen & Toubro Limited, India is a USD 9.8 billion technology, Engineering and
Construction group, with global operations. It is one of the largest and most respected
companies in India's private sector. A strong, customer - focused approach and the constant
quest for top-class quality have enabled L&T to attain and sustain leadership in its major lines
of business over seven decades.
Mitsubishi Heavy Industries, Limited, Japan is one of the world's leading heavy
machinery manufacturers, with consolidated sales of over USD 34 billion. Its diverse line-up of
products and services encompasses energy, material handling and transportation equipment,
aerospace, machinery & steel structures and shipbuilding & ocean development.
MHI has over five decades of experience in manufacturing supercritical boilers and
turbine-generators. It possesses state-of-the-art technology, and has the world's most extensive
references of large capacity supercritical boilers and turbine.
Vision
“L&T MHI boilers Pvt. Ltd. shall be India’s most preferred provider of fossil fuel
supercritical boilers, services and a leading contributor to the nation’s power generation capacity
in an eco-friendly manner”.
Mission
“L&T MHI boilers Pvt. Ltd. shall enhance customer satisfaction through consistent high
quality, on-time delivery of product using state-of-the-art technology and implementing best
practices.
L&T MHI boilers Pvt. Ltd. Shall follow fair, transparent, ethical and safe practices in its
operations with all stakeholders and achieve performance excellence through continuous
innovation to systems, product and services (kaizen).
13
L&T MHI boilers Pvt. Ltd. Shall foster a culture of mutual support and respect,
professionalism and empowerment among its employees”.
Learning & Development Vision of L&T:
Training shall be a strategic business function, contributing significantly to
organizational, group and individual effectiveness and growth by fostering a strong learning
culture.
Quality policy
“L&T MHI boilers Pvt. Ltd. Shall strive to become the most preferred provider of fossil
fuel fired super critical boilers and services meeting stakeholders expectations through
innovative management practices, latest manufacturing techniques, observing high standards in
health, safety and environment practices, maintaining and confidentiality, integrity and
availability of information and continual improvement in management stems to achieve customer
satisfaction”.
L&T- MHI Facilities and Establishment
L&T-MHI Boilers has established state of art manufacturing facility for Pressure Parts
and Pulverisers for super critical boilers at Hazira in Gujarat. The current installed capacity is
4000 MW per year. The facility has systems, processes, machinery, manufacturing capabilities
which are the best in its class. Today we can boast of creating such a facility in India which is
unique and augurs well for the Indian Power Equipment requirement.
In Pulveriser manufacturing facility, the plant layout is designed for optimum movement
of material. Also many of the production accessories are designed and facilitated to achieve the
ergonomic workstation design to reduce the fatigue of the people working in the area.
14
There has been lot of thrust and emphasis on system driven approach since inception and
MHI has put lot of emphasis on training and development of workforce skill development.
This has lead to development of a strong technical team with proficiency in super critical
boiler fabrication. Along with MHI, we have run various training and skill development
programs. More than 400 people have been trained in their areas of activities with the active
participation of MHI experts, this covered detail Manufacturing Procedure for Header, Pipe,
Panel and Coils.
For the on job Shop Floor experience a MHI Technical Advisory Team has been placed
at L&T-MHI Boilers Hazira Manufacturing Complex to assist the Engineers and Supervisors in
fabrication activities. With their in depth knowledge and proficiency in manufacturing of Super
critical boilers, we have been able to develop our workforce too.
After starting the full load production a Quality Patrol Team has been formed including
the MHI and L&T-MHI Boilers persons. This team takes in frequent visits in fabrication shops
and suggests various measures for improvement. These suggestions are related to safety,
improving productivity and quality of products.
Projects & Product Offerings of L&T - MHI
L&T-MHI Supercritical Sliding Pressure Operation Boilers - Projects under execution
CompanyUnit
NameCountry MW
SHO
outlet
Pressure
(kg/
cm2(g))
SHO
Steam
Condition
(deg-C)
RHO
steam
condition
(deg-C)
Main
Fuel
*Boiler
Type
Jaiprakash
Power
Nigrie India 2X660 256 568 596 Coal SV
15
Venturesltd
Mahagenco Koradi India 3X660 255 569 595 Coal SV
Nabha
Power Ltd.Rajpura India 2X700 256 568 596 Coal SV
Boiler offerings
Supercritical boilers of 500 MW and above range
SH & RH temperature up to 605 degrees Celsius
Low NOx burners (A-PM) as standard
Two pass design with divided back pass
Front and side mill arrangements
Vertical wall as standard
Spiral wall can also be offered
Features & merits
Furnace wall
Vertical wall construction as standard
MHI has largest number of sliding pressure vertical wall supercritical units in operation
Rifled tube construction In high heat flux zone
Easier manufacturing and simpler construction
Low mass flux compared to spiral wall and hence lesser pressure drop
Lesser field joints
Less slag accumulation
Less thermal stresses
Simpler supporting arrangement
Firing arrangement
16
Circular corner firing (CCF) with twin fire vortex as standard
Less steam temperature imbalance between left and right leads
Uniform heat flux in the furnace
Less burner heat input
Coal firing system
Use of MACT (Mitsubishi Advanced Combustion Technology) with APM (Advanced
Pollution Minimum) burner and additional air port
High ignition ability under low O2 condition
Reduced NOx emissions
Reduced unburned carbon loss
Low excess air (15%) increases boiler efficiency
R h temperature control
Use of gas biasing damper in the second pass as primary control
Additional tilting mechanism for burners as a secondary control
Interstage attemperation as emergency control
Pressure control of RH temperature is achieved
No RH spray under steady state operation
L&T‘s GLOBAL PRESENCE:
17
MILESTONES OF L&T – MHI
18
2007: Formation of L&T – MHI Boilers Pvt Ltd – a joint venture between Larsen & Toubro
and Mitsubishi Heavy Industries.
2008: Foundation stone laying ceremony at Hazira Boiler manufacturing facility.
2009: Order received from Jaiprakash Power Ventures limited for 2 x 660 MW Nigrie, MP
Order received from L&T for 3 x 660 MW power plant at koradi, Maharashtra.
AWARDS AND ACCOLADES RECEIVED BY L&T – MHI
1. L&T-MHI Boilers wins award for Best Industrial Structure in TEKLA Structures
Model Competition
2. The Economic Times named Mr. A.M. Naik "Business Leader of the Year" for 2008.
3. L&T is among the top 100 Most Trusted brands of India as published in The Brand Trust
Report.
4. Mr. A.M. Naik was also awarded the Padma Bhushan by the President of India in
2009.
5. L&T Won Best Innovation in Logistics-Transportation award on 20 May 2011 from
India International Logistics Forum
6. L&T Won The Financial Express-EVI Green Business Leadership Award for 2010-
11. The award was received from Dr. A.P.J. Abdul Kalam
7. Mr. A.M. Naik honored with CNBC TV18 ‘Infrastructure Leader of the Year’ Award
in 2012
8. L&T Heavy Engineering Wins National Award for Export Excellence in 2010-11
9. L&T Ranks 3rd in BSE Green Index. This is first-of-its-kind index assesses the ‘carbon
performance’ of companies drawn from the BSE Top 100 in Feb’ 2012
10. L&T wins ICC ‘Corporate Governance and Sustainability Vision Award 2012’
11. L&T was recognized as the Company of the Year in 2010.
19
2010: Order received from L&T for 2 x 700 MW, Rajpura, Punjab (Phase D).
IBR (Indian Boiler Regulator) approval received from Hazira boiler manufacturing facility
Order received from SPGCL for 3 x 660 MW power plant at Karchana, Uttarpradesh