A

SUMMER TRAINING PROJECT REPORT

ON

“STUDY TRAINING AND DEVELOPMENT IN BHEL, JHANSI”

AT

BHARAT HEAVY ELECTRICALS LIMITED,JHANSI

Submitted to

Dr A P J Abdul Kalam Technical University, Lucknow

In the partial fulfillment of the requirement for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
(2017-2019)

Under the guidance of: Submitted By:

External Guide Name HARIRAM CHAUDHARY
Designation of External Guide M.B.A- IIIrd Sem.
BHEL JHANSI Roll No.–1703370010

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 Raj Kumar Goel Institute of Technology
Department of Management Studies
(ISO: 9001: 2015 Certified)
5th KM. STONE, DELHI-MEERUT ROAD, GHAZIABAD (U.P)-201003

Date: ……………….

TO WHOM SOEVER IT MAY CONCER

This is to certify that Mr/ HARIRAM CHAUDHARY is a bonafide student of MBA

2nd year of this institute for the session 2018-2019 and he/she has undergone the
summer training in BHARAT HEAVY ELECTRICALS LIMITED,JHANSI
organization and prepared Summer Training Project Report “STUDY OF
TRAINING AND DEVELOPMENT IN BHEL JHANSI” titled for partial
fulfillment of Master of Business Administration (MBA)affiliated to Dr A P J Abdul
Kalam Technical University, Lucknow.

I wish him/her all the best for his/her future endeavors.

Dr. Vibhuti
Professor and Head
(Department of Management Studies)

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 Declaration

I HARIRAM CHAUDHARY S/o MOTILAL CHAUDHARY am pursuing Master of

Business Administration (MBA) 2nd year from Raj Kumar Goel Institute of
Technology , Ghaziabad in the session 2018-19. I hereby declare that this summer
training research project report titled “STUDY OF TRAINING AND
DEVELOPMENT” is the outcome of my own effort at organization BHEL JHANSI
under the guidance of Mr/ PERDEEP PAL designation. The same report has not been
submitted earlier to any Institute/ University for awarding any degree/ diploma of
MBA or any other professional course. If there will be any violation of IPR, I will be
solely responsible to that and Institute/ University has right to cancel my degree.

Date: ………………… Sign with Full Name

Place: RKGIT, Ghaziabad Roll. No:1703370010

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ACKNOWLEDGEMENT

Summer Training is a bridge connecting the educational qualification and

professional use. It is the path leading to success by shouldering responsibilities under

the careful guidance of seniors and experienced personnel without fear and failure.

It gives me immense pleasure to take the opportunity to remember and thanks

the personalities who have involved with this project work. I express my sincere

thanks and deep gratitude who are directly and indirectly associated in completion of

this project.

I would like to thanks to Mr/ PERDEEP PAL designation Sr.ENGINEER

(LMC) Of BHEL JHANSI organization for assigning an extremely challenging

project thereby giving unique opportunity to meaningful contribution of such growing

and vibrant organization, guiding throughout the project, without his help the project

would have not added enough value. I am extremely grateful for the time he spent

from his busy schedule.

Student Name

HARIRAM CHAUDHARY

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TABLE OF CONTENT

Part I:
I. Certificate from Organization
II. Certification from Institution
III. Declarations
IV. Acknowledgement
V. Executive Summary
VI. Index/ Table of Content
VII. List of Tables
VIII. List of Figures

Topic Page Number

Part II: Study of Organization
 Introduction of Organization
 Business Overview
 Mission, Vision & Objectives
 Board of Director
 Company History
 Achievements
 Products & Services
 Sales & Financial Performance
 SWOT Analysis

Part III: Research Work

1. Objective
2. Discussion of Problems
a. Significance of Problems
b. Concept & Practices
c. Theory & Models related with Problem/ Literature Review
3. Hypothesis
4. Research Methodology
5. Limitations
6. Data Findings
7. Data Analysis
8. Suggestions & Recommendations
9. Conclusion
10. Bibliography

Part IV: Annexure

1. Questionnaire

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2. Codebook
3. Data Sheet

Part II:

Study of Organization

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Bharat Heavy Electricals Limited (BHEL) is one of the oldest and largest state-
owned engineering and manufacturing enterprise in India in the energy-related and
infrastructure sector which includes Power, Railways, Transmission and Distribution,
Oil and Gas sectors and many more. It is the 12th largest power equipment
manufacturer in the world. In the year 2011, it ranked ninth most innovative company
in the world by US business magazine Forbes. BHEL is the only Indian Engineering
company on the list, which contains online retail firm Amazon at the second position
with Apple and Google at fifth and seventh positions, respectively. It is also placed at
4th place in Forbes Asia's Fabulous 50 List of 2010. BHEL was established more than
50 years ago, ushering in the indigenous Heavy Electrical Equipment industry in
India. The company has been earning profits continuously since 1971-72 and paying
dividends since 1976-77.74% of the total power generated in India is produced by
equipment manufactured by BHEL.

In June 2012, BHEL commissioned a 250 MW power generating unit at Harduaganj

in Uttar Pradesh. This would add six million units of electricity on a daily basis.

BHEL is an integrated power plant equipment manufacturer and one of the largest
engineering and manufacturing companies in India in terms of turnover. It was
established in 1964, ushering in the indigenous Heavy Electrical Equipment industry
in India - a dream that has been more than realized with a well-recognized track
record of performance. The company has been earning profits continuously since
1971-72 and paying dividends since 1976-77.

It is engaged in the design, engineering, manufacture, construction, testing,

commissioning and servicing of a wide range of products and services for the core
sectors of the economy, viz. Power, Transmission, Industry, Transportation,
Renewable Energy, Oil & Gas and Defense. It has 15 manufacturing divisions, two
repair units, four regional offices, eight service centers, eight overseas offices and 15
regional centers and currently operates at more than 150 project sites across India and
abroad. It place strong emphasis on innovation and creative development of new

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technologies. Their research and development (R&D) efforts are aimed not only at
improving the performance and efficiency of our existing products, but also at using
state-of-the-art technologies and processes to develop new products. This enables
them to have a strong customer orientation, to be sensitive to their needs and respond
quickly to the changes in the market.

The high level of quality & reliability of their products is due to adherence to
international standards by acquiring and adapting some of the best technologies from
leading companies in the world including General Electric Company, Alstom SA,
Siemens AG and Mitsubishi Heavy Industries Ltd., together with technologies
developed in our own R&D centers. Most of their manufacturing units and other
entities have been accredited to Quality Management Systems (ISO 9001:2008),
Environmental Management Systems (ISO 14001:2004) and Occupational Health &
Safety Management Systems (OHSAS 18001:2007).

It has a share of around 59% in India's total installed generating capacity contributing
69% (approx.) to the total power generated from utility sets (excluding non-
conventional capacity) as of March 31, 2012. It has been exporting there power and
industry segment products and services for approximately 40 years. It has exported
our products and services to more than 70 countries. We had cumulatively installed
capacity of over 8,500 MW outside of India in 21 countries, including Malaysia, Iraq,
the UAE, Egypt and New Zealand. There physical exports range from turnkey
projects to after sales services.

It works with a vision of becoming a world-class engineering enterprise, committed to

enhancing stakeholder value.

There greatest strength is there highly skilled and committed workforce of over
49,000 employees. Every employee is given an equal opportunity to develop himself
and grow in his career. Continuous training and retraining, career planning, a positive
work culture and participative style of management - all these have engendered
development of a committed and motivated workforce setting new benchmarks in
terms of productivity, quality and responsiveness

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THE PRODUCT PROFILE OF BHEL JHANSI UNIT

 TRANSFORMER

the weakest point in the transformer body. An oil temperature indicator and the
secondary supply spark detector are also provided. One side of the transformer output
is taken and the other side has a “marshalling box “which is the control box of the
transformer.
PRODUCTSRATINGS

1. Power transformer up to 220 KV class 250 MVA.

2. Special transformer up to 180 KA.
3. ESP transformer 95 KVp, 1400 Ma.
4. Freight Loco transformer 3900 to 5400 KVA & 7475
KVA for 3 phase
5. ACEMU transformer up to 1000 KVA (1-phase)
1385 KVA (3-phase)
6. Dry type transformer up to 6300 KVA 33 KV class
7. Instrument transformer VT & CT up to 220 KV class

 LOCOMOTIVES

 ELECTRICAL ENGINE

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 Diesel Locomotive

10
  AC/DC Locomotive
 Special purpose wagons
 Rail cum road vehicle
 Synchro liftz

Introduction of Organization

BHEL JHANSI division has many departments with production and administrative
departments separated. Broadly BHEL has two production categories:-
1- Transformer section
2- Locomotive section

The production, design and commercial departments of BHEL are:-

1- Store
2- Fabrication
3- T.R.M Bay-3

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4- T.R.M Bay-4
5- T.R.M Bay-5
6- T.R.M Bay-6
7- T.R.M Bay-7
8- T.R.M Bay-8
9- T.R.M Bay-9
10- T.R.E.
11- Technology
12- T.R.C.
13- L.M.C.
14- L.M.M.
15- L.M.E.
16- Quality Control
17- Testing
18- W.E. & S.

STORE
Here all the material required by the company, is kept, maintained and transported to
various sections of the company.

FABRICATION
Fabrication is nothing but production. It comprises of three bays viz. Bay-0, Bay-1 &
Bay-2.

BAY-0
It is the preparation shop. There are different machines available to perform different
types of functions. This section has the following machines:
Planar machine- to reduce thickness
 Shearing machine- to shear the metal sheet according to the required
dimensions
 CNC Flame cutting machine- to cut complicated shape items using oxy-
acetylene flame

The other cutting machines which use oxy-acetylene are listed below:
 Pantograph machine
 Hand torch cutting machine
 Bending machine- to bend metal sheets and rods
 Flattening machine- in this machine, hammer is used for flattening operation
 Drilling machine- to make hole by drill

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BAY-1
It is an assembly shop where different types of tank come from Bay-0. Here welding
processes such as arc welding, CO₂ welding, TIG & MIG welding are used for
assembly, after which a long surface is obtained. Grinder operating at 1200 rpm is
used to eliminate the roughness.

BAY-2
It is an assembly shop dealing with making different objects mentioned below:
1- Tank assembly

2- Tank cover assembly

3- End frame assembly

4- Core clamp assembly

5- Pin and pad assembly

6- Foot assembly

7- Cross feed assembly

Before assembly SHOT BLASTING (firing of small iron particles with compressed
air) is done on different parts of jobs to clean the surface before planning.
After assembly NON DESTRUCTIVE TESTS are done which are:
1- ULTRASONIC TEST- to detect the welding fault on the CRO, at the fault place
high amplitude waves are obtained.
2- DIE PENETRATION TEST- Red solution is put at the welding and then cleaned.
After some time white solution is put. Appearance of a red spot indicates a fault at
welding.
3- MAGNETIC CRACK DETECTION- Magnetic field is created and then iron
powder is put at the welding. Sticking of iron powder in the welding indicates a fault.
4- X-RAY TEST- It is same as human testing and the fault is seen in X-ray film.

BAY-3
Bay-3 is mainly divide in three sections via:
1- Machine section
2- Copper section
3- Tooling section

MACHINE SECTION-

The operations to form small components of power and traction transformer are done
in this section. The shop consists of following machines.

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  CENTRAL LATHE: It is consists of tailstock and headstock. Lower part of
tailstock spindle is moving. On this machine facing, threading and turning is
done.
 TURRET LATHE: Its function is same as central lathe but it is used for mass
production. Here turret head is used in presence of tailstock because turret
head contains many tailstocks, around six.
 CAPSTAN LATHE: It is belt drive.
 RADIAL ARM DRILLING MACHINE: It is used for drilling and boring.
 HORIZONTAL BORING MACHINE: It is computerized and used for making
bore, facing etc.
 MILING MACHINE: It is of two types-
 Horizontal milling machine: it is used for making gear and cutting operations.
 Vertical milling machine: by this machine facing, cutting and T-slot cutting is
done.

COPPER SECTION-
All the processes related to copper are done here.
 TUBE SLITTING MACHINE: This machine is developed here and is used for
cutting the tube along its length and across its diameter. Its blade thickness is 3
mm.
 SHEARING MACHINE: It is operated hydraulically and its blade has V-shape
and thickness of 15mm.
 DIE AND PUNCHING MACHINE: It is also hydraulically operated and has a
die and punch for making holes.
 HYDRAULIC BANDING MACHINE: It is used for bending the job up to
90⁰.
 SHEARING MACHINE: It is fully mechanical and is used to cut the job
along its width.

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  FLY PRESS MACHINE: It is used to press the job. It is operated
mechanically by a wheel, which is on the top of machine.
 BEND SAW MACHINE: This is used for cutting the job having small
thickness. It has a circularly operated blade, around 5.1 m long.
 WATER COOLED BRAZING MACHINE: It contains two carbon brushes.
The sheet is put along with a sylph’s sheet and the carbon brushes are heated.
A lap joint is formed between the sheets as the sylph’s sheet melts.
 LINCING BELT MACHINE: It creates a smooth surface.
 HYDRAULIC PRESS MACHINE: To press the job.
 SOLDER POT MACHINE: It has a pot that contains solder. Solder has
composition of 60% zinc and 40% lead.
TOOLING SECTION-
In this section servicing of tool is done.
 BLADE SHARP MACHINE: It sharpens the blade using a circular diamond
cutter. Blade of CNC cropping line machine is sharpened here.
 MINI SURFACE GRINDER MACHINE: It serves grinding purpose. It has a
grinding wheel made of “ALIMINIUM OXIDE”.
 TOOL AND SURFACE GRINDING MACHINE: This is specially used to
grind the tools used in Bay-7.
 DRILL GRINDING MACHINE: To grind the drills.
BAY-4-
This is winding section. Types of windings are:
1- Reverse section locomotive winding
2- Helical winding
3- Spiral winding
4- Interleaved winding
5- Half sectional winding
There are four types of coil fixed in a transformer, they are:
1- Low voltage coil (LV)
2- High voltage coil (HV)
3- Tertiary coil
4- Tap coil

The type of winding depends upon job requirement. Also, the width and thickness of
conductors are designed particulars and are decided by design department.

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Conductors used for winding is in the form of very long strips wound on a spool, the
conductor is covered by cellulose paper for insulation.
For winding, first the mound of diameter equal to inner diameter of required coil is
made. The specification of coil is given in drawing. The diameter of mound is
adjustable as its body is made up of wooden sections that interlock with each other.
This interlocking can be increased or decreased to adjust the inner diameter of coil.

BAY-5
It is core and punch section. The lamination used in power, dry, ESP transformers etc.
for making core is cut in this section.
CRGO (cold rolled grain oriented) silicon steel is used for lamination, which is
imported in India from Japan, U.K. and Germany. It is available in 0.27 and 0.28 mm
thick sheets, 1 m wide and measured 1kg. The sheets are coated with very thin layer
of insulating material called “carlines”.

For the purpose of cutting and punching the core three machines are installed in shop.
1- SLITTING MACHINE: It is used to cut CRGO sheets in different width. It has a
circular cutter whose position can be changed as par the requirement.
2- CNC CROPPING LINE PNEUMATIC: It contains only one blade, which can
rotate 90⁰ about the sheet. It is operated pneumatically.
3- CNC CROPPING LINE HYDRAULIC: It is also used to cut the CRGO sheet. It is
operated hydraulically. It contains two blades, one is fixed and otherrotates 90⁰ above
the sheet. M4 quality sheet 0.23-0.33 mm thickness is used.
BAY-6
Single phase traction transformer for AC locomotives is assembled in this section.
These freight locomotive transformers are used where there is frequent change in
speed. In this bay core winding and all assembly and testing of traction transformer is
done. Three phase transformer for ACEMU are also manufactured in this section. The
supply line for this transformer is of 25KV and power of the transformer is 6500KVA.
The tap changer of rectifier transformer is also assembled in this bay. Rectified
transformer is used in big furnaces like the thermal power stations/plants (TPP).

BAY-7
This is the insulation shop. Various types of insulation used are:
1- AWWW: All Wood Water Washed press paper. The paper is 0.2-0.5mm thick
cellulose and is wound on the conductors for insulation.
2- PRE-COMPRESSED BOARD: This is widely used for general insulation and
separation of conductors in the form of blocks.

16
3- PRESS BOARD: This is used for separation of coils e.g. LV from HV. It is up to
38mm thick.
4- UDEL: Un-Dignified Electrical Laminated wood or perm wood. This is special
type of plywood made for insulation purposes.
5- FIBRE GLASS: This is a resin material and is used in fire prone areas.
6- BAKELITE :
7- GASKET: It is used for protection against leakage.
8- SILICON RUBBER SHEET: It is used for dry type transformer.

The machines used for shaping the insulation material are:

1- Cylindrical
2- Circle cutting
3- Scraping
4- Punching press
5- Drilling
6- Guillotine
7- Bend saw (for OD)
8- Circular saw (for ID)
9- Lynching

BAY-8
In this section instrument transformer and ESP transformer are manufactured.
INSTRUMENT TRANSFORMER
These are used for measurement. Actual measurement is done by measuring
instruments but these transformers serve the purpose of steeping down the voltage to
protect the measuring instrument. They are used in AC system for measurement of
current, voltage and energy. It can also be used for measuring power factor, frequency
and for indication of synchronism. They find application in protection of power
system and for the operation of over voltage, over current, earth fault and various
other types of relays.
There are two types:
1- Current transformer (CT)
2- Voltage transformer (VT)

CURRENT TRANSFORMER
It is step down transformer. High current is not directly measured by the CT but
stepped down to lower measurable voltages.
The main parts of CT are:

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a) BODY: The main body is a bushing, which houses the winding and also acts as an
insulator.
 The CT has a bottom and top chamber.
 The top chamber is a cylindrical tank of mild steel. It has terminals for
connectivity oh HV coils. It also has large glass window to indicate the oil
level.
 Below the top chamber is the bushing made of porcelain. It has several folds
rain sheds to provide a specific electric field distribution and long leakage
path. Some bushings are cylindrical while modern ones are conical as amount
of oil porcelain used is reduced without any undesirable effect.
 Bottom chamber houses the secondary winding. There is also connection box
to which the connection of the low voltage coil is made.

b) - WINDINGS: The primary winding consists of hollow copper/aluminum pipe bent

in the form of “U”. Aluminum is used for low rating. For higher ratings a set of wires
is passed through the pipe. For still higher ratings a copper pipe is used and for
highest rating copper pipe with copper wires passing through it is used. This
arrangement depends on the current carrying capacity. The bent portion of primary as
in bottom chamber whereas the free end in the top chamber. The straight portion lies
inside the bushing.
The primary is wound with crepe paper insulation. The thickness of the insulation
goes in increasing as we go downwards in the bottom chamber. The free ends are
provided with “ferrules”, which are, small hollow cylinders through which wires can
pass connection to the primary are made through these ferrules.
The secondary is divided in a number of coils for different set of tapings. Connections
in different tapings are made in connection box. Each coil has an annular core of
CRGO. The wire used is insulated copper wire. The winding may be done both
manually and by machine. After winding the coils are covered with paper tape
insulation. The coils are then slipped into both the legs of the primary winding and
connections are made in connection box for different tapping.

VOLTAGE TRANSFORMER

This is also a step down transformer. The outer construction is same as that of the CT
i.e. this also has a top chamber, bushing and a bottom chamber. The difference is only
in the winding.

WINDINGS: the primary winding is of thick wire having a few turns. The winding is
heavily insulated with paper insulation. It has a hollow cylinder passing centrally
through it, which houses the secondary winding. The customer gives the choice of
paint. Epoxy paint is generally used in chemical plants and seashore installation.
Terminals are then mark and ratings diagram plate is fixed.
The job is then sent to the shipping department, which take care of its dispatch by
packing it in the wooden boxes.

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ESP TRANSFORMER
The electrostatic precipitator transformer is used for environmental application. It is
used to filter in a suspended charge particle in the waste gases of an industry. They are
of particular use in the thermal power stations and cement industry.
The ESP is a single phase transformer. It has a primary and secondary. The core is
laminated and is made up of CRGO silicon steel. It is a step up transformer. An AC
reactor is connected in series with primary coil. The output of transformer must be
DC that is obtained by using a bridge rectifier. A radio frequency choke is connected
in series with the DC output for the protection of the secondary circuit and filter
circuit. The output is chosen negative because the particles are positively charged. The
DC output from the secondary is given to a set of plates arranged one after the other.
Impurity particles being positively charged stick to these plates, which can be jerked
off. For this a network of plates has to be setup all across the plant. This is very costly
process in comparison with the transformer cost. A relive vent is also provided to
prevent the transformer from bursting if higher pressure develops inside it. It is

BAY-9

In this bay power transformer are assembled. After taking different input from
different bays, assembly is done.
Power transformer is used to step up and step down voltages at generating and
substations. There are various ratings- 11KV, 22KV, manufactured; they are generator
transformer, system and auto transformer.
A transformer in a process of assemblage is celled a job. The design of the
transformer is done by the design department and is unique to each job as per
customer requirement. The design department provides drawing to the assembly shop,
which assembles it accordingly.
The steps involved in assembly are:
1- Core building
2- Core lifting
3- Unlacing
4- Reaching and end frame mounting HV terminal gear and LV terminal gear
mounting
5- Vapor phasing and oil soaking
6- Final servicing and tanking
7- Case fitting
CORE BUILING
It is made of CRGO steel. The punched core is sent to the shop from core punching
shop. Here it is assembled with the help of drawing. A set of 4 laminations is called a
packet. The vertical portion of the core is called a “leg” the horizontal one is called as
“yoke”. Packets of both are interlinked. It is undesirable to keep the X section of core

19
circular to provide low reluctance part without air space. A perfect circle cannot be
made so the core is stepped to achieve a near circle. The rest of the spaces are filled
with thin wooden rod.
After core building the end frames are bolted. The bolts are insulated from the core.
CORE LIFTING
The core is lifted by a crane and is placed vertical. The rest of assembly is done on the
core in this position.

UNLANCING AND CORE ASSEMBLY

The yoke of the core is removed using crane. Bottom insulation in the form of 50mm
thick UDEL sheets is placed PCB and press board are also used for filling the gap and
provide a good base for the coil rest. The coil are then lowered primary, secondary,
tertiary and tap in that sequences.

RELACING AND END FRAME MOUNTING

After lowering a coil the top insulation similar to the bottom one is provided. The
removed yoke is placed end frame bolted back into its position.
The connections are then made as per drawings. All the conductors are insulated using
crepe paper. Brazing copper makes the connections. For brazing sylphs is used.
The following tests are done during replacing:
1- Mugger test
2- Ratio test
3- Meg current/ high voltage test

Testing at this stage is called pre testing. This is essential because if fault are seen at a
later stage whole transformer will have to be dissembled.

HV TERMINAL GEAR AND LV TERMINAL GEAR MOUNTING

Terminal gears are accessories provided at high voltage and low voltage terminals.
Main device used is tap changer. Tap changer can be on load or offload. In offload
type the supply has to be tripped then the tapings changes, but in on load type the
tapings can be changed while the supply is on. On load type changer (OLTC) are used
where the supply is desirable to be continuous.
The upper portion of the OLTC contains mechanism by which taping is changed.
There is switch which changes tap in very small time. But there is a possibility of
sparking. To get rid of it, OLTC is filled with oil. The bottom part houses the
terminals and the mechanism, which makes automatic connections.
The terminals are made of thick aluminum strips.

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VAPOUR PHASING AND OIL SOAKING
It is well known fact that impure water conducts electricity. Therefore, moisture
presence in transformer will effect insulation; the process of moisture removal from
transformer is called vapor phasing.
The job is put in a dummy type and placed in a vacuum vessel. It is an airtight
chamber with heating facilities. A solvent vessel is released in the chamber which
enters all transformer parts and insulations. It absorbs water rapidly. The job is heated
in vacuum. All the solvent vapors are stocked out with moisture.
Metals contain no moisture but a lot of insulations are provided which contains
moisture and if not taken care of, may burst the job.
After moisture removal tank is filled with transformer oil and soaked for at least three
hours, so that everything gets wet with oil.
The job remains in vessel for three days during phasing. It is taken out of the vessel
and also out of the dummy time.

FINAL SERVICING AND TANKING

After taking job out of the dummy time all the parts retightened and any other defect
are rectified and job is retimed in mild steel tank. After tanking oil is filled.

CASE FITTING
The accessories are fixed and final touches given to job. The accessories include tank
cover, fixing bushing, fixing valves etc. the terminals are marked and rating and
diagram plate is fixed by bolting.
Bushings are hollow to provide a passage for conductor; oil is filled inside the hollow
spaces for better insulation. Bushing is built on a mild steel base, which is bolted to
bottom chamber with a cork gasket in vacuum.
The bottom chamber is mild steel tank with a steel frame attached to its base for
earthling. This chamber houses the secondary winding.

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TRANSFORMER ENGINEERING (TRE)
This section deals with the designing of all types of transformer. The design is
prepared here and then sent to different departments. The transformer manufactured in
BHEL Jhansi ranges from 10 MVA to 240 MVA and up to 220KV. The various types
of transformer manufactured in this unit are:

POWER TRANSFORMER
a) Generator transformer
b) System transformer
c) Auto transformer
SPECIAL TRANSFORMER
a) Freight loco
b) ESP
c) Instrument
d) Dry type

All the above types are oil cooled except dry type, which is air cooled.
The generator voltages at the power station are 6.9KV, 11KV and 13.8KV but due to
certain advantages like economical generation 11KV is most widely used. For this
voltage needs to be stepped up. Transmission at higher voltage is desirable because it
result in lesser losses, needs thinner wire and hence is economical. If the current is
kept high the copper losses becomes very high but iron losses are practically constant.
In certain cases the required voltage may be less than the output voltage, so in order to
obtain we require a taping circuit. The output voltage may have a certain percentage
variation, which may be taped in 4 or 6 steps.
The type of tap changer depends on the application of the transformer, where a
continuous power supply is not required an off circuit tap changer (OCTC) may be
used and where a continuous power is a must e.g. at a substation in cities on load tap
changer (OLTC) is used.
TECHNOLOGY-
This department analyses the changes taking place in the world and suggest changes
accordingly. This is very important because the product must not get obsolete in the
market otherwise they will be rejected by the customer.
Functions of this department are:
 Processing sequence: the sequence of process of manufacturing is decided for
timely and economic completion of the job.
 Operation time estimate: it includes incentives scheme management.
 Allowed operation time: it includes incentive amount.

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TRANSFORMER COMMERCIAL (TRC)
The objective if the department is interaction with the customers. It brings out tenders
and notices and also responds to them. It is this department that bags contracts of
building transformers. After delivery regarding faults, this department does failures
and maintenance. All such snags are reported to them and they forward the
information to the concerning department.

The main work of the TRC is classified as:

1- Tenders and notices
2- Interaction with design department
3- Place of the work
4- Approximate cost of the work
5- Earnest money
6- The place and the time where documents can be seen
7- The place and time where tenders documents can be obtained
8- The time up to which the tender documents will be sold.

LOCOMOTIVE COMMERCIAL (LMC)

The LMC department functions same as TRC. It takes up order for diesel and electric
locos and report to the concerning manufacturing departments. The orders of small
capacity diesel loco are usually given by large firms such as Coal India Limited (CIL),
SAIL and RELIANCE INDUSTRIES etc. the orders for heavy duty electric loco are
given by Indian Railways.

LOCOMOTIVE MANUFACTURING (LMM)

The loco manufacturing department may be broadly classified as:
 Electric loco manufacturing
 Diesel loco manufacturing

Each of the above 2 manufacturing department is further divided into different shops
as loco store, bogie shop, testing shop etc.
This unit deals with the complete assembly of loco till the end. The important works
done here are:
 Centre pivot assembly
 Suspension tube assembly
 Wheel pressing
 Axle wheel assembly
 Mounting of traction motors

23
  Mounting of upper and lower base of bogie
 Brake gear assembly
 Testing of traction motor
 Mounting of compressors, transformer, pantograph etc.
 Final circuiting and piping
 Welding and painting of loco

Some of the important machines in the machine area are:

1. Wheel press
2. Axle turning machine
3. CNC lathe machine
4. Turret lathe machine
5. CNC axle gearing machine
6. CNC vertical boring machine
7. Hydraulic press
8. Electric heated oven

WHEEL PRESS MACHINE

RATING:
Power of ram-5000KN
Wheel diameter-1400mm
Max. Distance between ram and res. Head-3000mm
Max. Working pressure-400 bar
Weight of wheel set between centres-5000kg
It is used for mounting of wheel in the axle. The force required for pressing the wheel
in the axle varies from engine to engine.
ELECTRIC HEATED OVEN:
RATING:
Chamber size-1500mm x 1250mm
Temp. Rating-350⁰C (max)
Power rating-40KW

24
LOCOMOTIVE ENGINEERING (LME)
Like as TRE, this department deals with design of diesel and electric locos. Design of
assembly of different parts is prepared here and sent to the concerned manufacturing
unit

QUALITY CONTROL
There is central quality service department whose duty is to maintain quality & satisfy
customer needs. Each manufacturing department has a quality control section.

TESTING
After complete assembly of loco, all types of testing are done in this shop. Air-brakes
are tested for any leakage and are corrected accordingly. All the electrical and
electronics equipment’s are tested including all digital displays. Functioning of
transformer, compressors and other machinery is also checked. The company owns a
nearly 20 KM railway track to perform all kind of run test. Rain test is also performed
to check for chances of short circuiting.

WORK, ENGINEERING AND SERVICES

This department looks after the commission and maintenance of all the machinery
used in the factory. It also has 3 two-stage air compressors for supplying compressed
air to the various bays.

The department has 3 different divisions:

 Mechanical engineering
 Electrical engineering
 Electronics engineering

By the end of 5th five-year plan, it was envisaged by the planning commission that
the demand for power transformer would rise in the coming years. Anticipating the
country’s requirement BHEL decided to set up a new plant, which would manufacture
power and other types of transformers in addition to the capacity available in BHEL
Bhopal. The Bhopal plant was engaged in manufacturing transformers of large ratings
and Jhansi unit would concentrate on power transformer up to 50 MVA, 132 KV class
and other transformers like Instrument Transformers, Traction transformers for
railway etc.

25
This unit of Jhansi was established around 14 km from the city on the N.H. No 26 on
Jhansi Lalitpur road. It is called second-generation plant of BHEL set up in 1974 at an
estimated cost of Rest 16.22 cores inclusive of Rest 2.1 cores for township. Its
foundation was laid by late Mrs. Indira Gandhi the prime minister on 9th Jan. 1974.
The commercial production of the unit began in 1976-77 with an output of Rest 53
laces since then there has been no looking back for BHEL Jhansi.

The plant of BHEL is equipped with most modern manufacturing processing and
testing facilities for the manufacture of power, special transformer and instrument
transformer, Diesel shunting locomotives and AC/DC locomotives. The layout of the
plant is well streamlined to enable smooth material flow from the raw material stages
to the finished goods. All the feeder bays have been laid perpendicular to the main
assembly bay and in each feeder bay raw material smoothly gets converted to sub-
assemblies, which after inspection are sent to main assembly bay.

The raw material that are produced for manufacture are used only after thorough
material testing in the testing lab and with strict quality checks at various stages of
productions. This unit of BHEL is basically engaged in the production and
manufacturing of various types of transformers and capacities. With the growing
competition in the transformer section, in 1985-86 it under took the re-powering of
DESL. In 1987-88, BHEL progressed a step further in under taking the production of
AC locomotives, and subsequently it started manufacturing AC/DC locomotives also

26
 Business Overview

Bharat Heavy Electricals Ltd. (BHEL) is the largest engineering and manufacturing
enterprise of its kind in India and is one of the leading international companies in the
field of power equipment manufacture
The first plant of BHEL, set up at Bhopal in 1956, signalled the dawn of the Heavy
Electrical Industry in India. In the sixties, three more major plants were set up at
Haridwar, Hyderabad and Tiruchirapalli that form the core of the diversified product
range, systems and services that BHEL offers today. BHEL’s range of services extends
from project feasibility studies to after-sales-service, successfully meeting diverse
needs through turnkey capability.
The company has 14 manufacturing units, 4 power sector regions, 8 service centers
and 15 regional offices, besides project sites spread all over India and abroad. BHEL
has a well recognised track record of performance, making profits continuously since
1971-72 and paying dividends since 1976-77. BHEL manufactures over 180 products
under 30 major product groups and caters to core sectors of the Indian economy viz.,
Power Generation and Transmission, Industry, Transportation, Renewable Energy etc.
The quality and reliability of its products is due to the emphasis on design,
engineering and manufacturing to international standards by acquiring and adapting
some of the best technologies from leading companies in the world, together with
technologies developed in its own R&D centers.
The Company has been constantly adapting itself to face the challenges thrown- up
by the business environment. BHEL has already attained ISO 9000 certification for
quality management and all the manufacturing units /divisions have been upgraded to
the latest ISO 9001-2000 version. BHEL has also secured ISO 14001 certification for
environmental management systems & OHSAS -18001 certification for occupational
health and safety management systems for all its units/divisions. BHEL is continuing
its journey towards Business Excellence.

BHEL has committed to support the Global Compact & the set of core values
enshrined in its ten principles in the areas of human rights, labour standards and
environment.

27
Bharat Heavy Electrical Limited (BHEL) is an integrated power plant equipment
manufacturer and one of the largest engineering and manufacturing companies in
India. BHEL is engaged in manufacturing, engineering, design, construction, testing
and commissioning of wide range of products and services for sectors including
power, renewable energy, oil & gas and defence. The company was established in
1964 and is one of the seven companies with the ‘Maharatna’ status – along with
GAIL, SAIL, COAL INDIA, NTPC, ONGC, and IOCL. The aforementioned status,
which was granted to BHEL in February 2013, raises the company’s investment
ceiling from Rs. 1,000 Cr to Rs. 5,000 Cr. This provides BHEL more operational
freedom for carrying out activities in the country as well as overseas. BHEL employs
nearly 50,000 people, has revenues of around Rs. 50,000 Cr. and 60% of power
produced in India is using BHEL’s power plants. India is the 5th largest power
producer in the world with 90,000 MW of power produced as of May 2013. The
company has 15 manufacturing divisions, 2 repair units, 4 regional offices, 8 service
centres, 8 overseas offices, 15 regional centres and currently operates at more than
150 project sites across India and abroad. BHEL can deliver up to 20,000 MW of
power equipments per annum; which makes up around 10% of total installed capacity
of India (255GW). Hence, BHEL alone can contribute to 10% growth of power
generation in India. The concern though is that BHEL installed power equipments of
only around 10,000 MW capacities in the financial year 2012-2013. The company is
led by Mr. B. Prasada Rao: B.Tech (Mechanical) from JNTU, Kakinada (Andhra
Pradesh). He is also a postgraduate in Industrial Engineering from NITIE, Mumbai.
He is serving as the CMD of BHEL since October 2009. BHEL has several
subsidiaries in place such as Bharat Heavy Plate and Vessels Ltd, BHEL Electrical
Machines Ltd. They also have several Joint Ventures with companies like GE, NTPC,
Siemens and some State Governmen

28
Mission, Vision & Objectives

A World-class Engineering enterprise committed to Enhancing Stakeholder Value.

MISSION

To be an Indian Multinational Engineering Enterprise providing Total Business

solution through Quality products, systems and Services in the fields of Energy,
Industry, Transportation, Infrastructure and other potential areas.

OBJECTIVE

 Zeal to Excel and Zest for change.

 Integrity and Fairness in all Matters.
 Respect for Dignity and potential of Individuals.
 Strict Adherence to commitments.
 Ensure Speed of Response.
 Foster Learning, Creativity and Teamwork.
 Loyalty and pride in the company.

29
Board of Director

Sitting from right to left

Shri Keshav N. Desiraju,Part-time Non-official Director

Shri Rajesh Kumar Singh, Joint Secretary,
DHI Shri Atul Sobti, Chairman & Managing Director
Dr. Subhash Chandra Pandey, Additional Secretary & Financial Adviser,
DIPP Shri A.N. Roy, Part-time Non-official Director

30
Standing from right to left

Shri S. Biswas, Director (Engineering, R&D)

Ms. Harinder Hira, Part-time Non-official Director

Shri T. Chockalingam, Director (Finance)

Shri R. Swaminathan, Part-time Non-official Director
Shri Rajesh Kishore, Part-time Non-official Director
Shri D. Bandyopadhyay, Director (Human Resources)
Shri Akhil Joshi, Director (Power)
Shri Amitabh Mathur, Director (Industrial Systems & Products

MAJOR COMPETITORS OF BHEL

1. ELECTRO CONSULT ITALY

2. ABB SWITZERLAND
3. BEEHTEL USA
4. BLOCK & NEATCH USA
5. GENERAL ELECTRIC USA
6. RAYTHEON USA
7. WESTINGHOUSE USA
8. CNMI & EC CHINA
9. SANGHAI ELECTRIC CO UK
10. GEC-ALSTHOM UK
11. ELECTRIM POLAND
12. FRANCO TOSI FRANCE
13. FUJI JAPAN
14. HITECHI JAPAN
15. MITSUBISHI JAPAN
16. TOSHIBA JAPAN
17. ROLLS ROYCE GERMANY
18. SIEMENS GERMANY

31
CUSTOMERS

 Karnath Govt. of J & K

 Gumti Govt. of Tripura
 Bhandardara-1 Govt. of Maharashtra
 Subbal Sindh Govt. of J & K
 Kali nadi Stage-1 Karnataka power corporation Ltd.
 Chibro UP Electricity Board
 Ukai Gujrat Electricity Board
 Chennai Govt. of J & K
 Tillari Govt. of Maharashtra
 Kadamparai Tamilnadu Electricity Board

EXPORTS

 Devighat Govt. of Nepal

 Bhumibol Electricity Generating Authority, Thailand
 Pattani Electricity Generating Authority, Thailand
 Kulikhani Govt. of Nepal

CONTRIBUTION TO POWER SECTOR

 Today the power sector plays a very important role in building any Nation.
 It helps the country to develop its economy and the life style of society.

32
  BHEL contributes 79% of the national power generation. In which 44%
contribution is made only by BHEL JHNASI, 35% contribution is made by BHEL
other than Hardwar unit and rest 21 % contribution made by other companies.

BUSINESS POLICY:

“In-line with Company’s Vision, Mission and values, we dedicate ourselves to sustained
growth with increasing positive Economic Value Addition and Customer focussed
business leadership in the Power and Industry Sector.

CENTRAL FOUNDRY FORGE PLANT

The Central Foundry Forge Plant was set up at zwith French collaboration. The
construction started in 1974 and production was commenced in 1976.This plant has
in-built high degree of sophistication normally associated with much larger plants and
has successfully developed various intricate castings and forgings which were
imported earlier.

CFFP has successfully manufactured various types of steels, e.g., creep resistant
steels, heat resistant steels, stainless steels, armor steels etc. per Indian and
International standards.

CFFP has been supplying sophisticated castings used in power sector e.g., steam
turbine castings, turbo generator press rings, hydro turbine Kaplan blades and Francis
runners, compressor castings etc. The castings have also been manufactured for
Defense, Nuclear, Chemical and steel sectors.

Critical Forgings manufactured by CFFP include: HP, IP and LP rotors and discs etc.,
from steam turbines, shafts, pole and plates, rotor bush, thrust collars etc., for hydro
sets and jackets and discharge cover for pumps besides various types of critical
forgings for defense, nuclear, steel, cement and machine building industries. CFFP is
further upgrading and augmenting its facilities in the high growth and high technical
areas.

Most of the castings and forgings produced by CFFP are of import substitution nature.
CFFP has also exported motor frame and steam turbine castings and forgings to CIS

33
and Germany. CFFP has also won the National award for import substitution. It has
been recognized as a well known steel maker-Foundry and Forge Master by Indian
Boiler Board. The American Bureau of Shipping has also approved CFFP for the
manufacture of castings and forgings for ship building industry.

Company History

Bharat Heavy Electricals Limited, Jhansi is a factory and township in Uttar

Pradesh, India. It was founded on 9 January 1974 and is one of the 14 manufacturing
units of the Bharat Heavy Electricals Limited (BHEL) Corporation. It is located
on NH-26, 15 km south of Jhansi city. The Jhansi unit is spread in 1064 acres, which
includes 519 acres of township having large green cover and excellent amenities.
BHEL Jhansi started production of Transformers in the year 1976. BHEL Jhansi is in
the business of two product groups namely, Transformer and Locomotive. Marketing
of products and services is done at the corporate level by Power sector, Industry
sector, International operation division and Regional Office Divisions spread all over
India.
BHEL Jhansi has received the CII Exim bank award of "Strong Commitment to
Excel" in the year 2007 in the field of Business Excellence.
BHEL is engaged in the design, engineering, manufacturing, construction, testing,
commissioning and servicing of a wide range of products, systems and services for
the core sectors of the economy, viz. power, transmission, industry, transportation,
renewable energy, oil & gas and defence.
It has a network of 17 manufacturing units, 2 repair units, 4 regional offices, 8 service
centres, 8 overseas offices, 15 regional centres, 7 joint ventures, and infrastructure
allowing it to execute more than 150 projects at sites across India and abroad. The
company has established the capability to deliver 20,000 MW p.a. of power
equipment to address the growing demand for power generation equipment.[4]
BHEL has retained its market leadership position during 2015-16 with 74% market
share in the Power Sector. An improved focus on project execution enabled BHEL
record its highest ever commissioning/synchronization of 15059 MW of power plants
in domestic and international markets in 2015-16, marking a 59% increase over 2014-
15. With the all-time high commissioning of 15000 MW in a single year FY2015-16,
BHEL has exceeded 170 GW installed base of power generating equipments.[5]
It also has been exporting its power and industry segment products and services for
over 40 years. BHEL's global references are spread across over 76 countries across all
the six continents of the world. The cumulative overseas installed capacity of BHEL
manufactured power plants exceeds 9,000 MW across 21 countries
including Malaysia, Oman, Iraq, UAE, Bhutan, Egypt and New Zealand. Their
physical exports range from turnkey projects to after sales services

34
Type State-owned enterprise
public company
(BSE: 500103, NSE: BHEL)

Industry Electrical equipment

Founded 1953

Headquarters New Delhi, India

Area served India and presence in 70

countries[1]

Key people B. Prasad Rao, (Chairman & MD)

Revenue ₹433,799 million(US$6.0 billion)

(2010–2011)[2]

Net income ₹60,110 million(US$840 million)

(2010–2011)

Total assets ₹125,514 million(US$1.7 billion)

(2010–2011)[2]

Number of 46,274 (2010)[2]

employees

Website www.bhel.com/home.php

35
FIRST GENERATION UNITS

BHOPAL HEAVY ELECTRICAL PLANT

HARIDWAR HEAVY ELECTRICAL EQUIPMENT

PLANT

HYDERABAD HEAVY ELECTRICAL POWER

EQUIPMENT PLANT

SECOND GENERATION UNITS

JHANSI TRANSFORMER AND

LOCOMOTIVE PLANT

HARIDWAR CENTRAL FOUNDRY AND

FORGE PLANT

TIRUCHY HIGH PRESSURE BOILER PLANT

UNIT THROUGH ACQUISTION AND MERGER

BANGALORE ELECTRONICS DIVISION

ELECTRO PORCELAIN
DIVISION

NEW MANUFACTURING UNITS

RANIPAT BOILER AUXILIARIES PLANT

JAGDISHPUR INSULATOR PLANT

RUDRAPUR COMPONENT AND
FABRICATION PLANT

BANGALORE INDUSTRIAL SYSTEM GROUP

36
Achievements

Achievements/ recognition:–
 Certified to ISO 9001:2000
 Rajiv Gandhi Quality Award: 1995

 Golden Peacock – National Quality Award: 1999

 Golden Peacock – National Quality Award: 1999–2000

 CII–EXIM 'Strong Commitment to Total Quality Management'– 2000

 Rajiv Gandhi Quality Award: 2000–01

 IMC–Bajaj National Quality “Commendation Certificate” – 2002

 Special Commendation under Golden Peacock – National Quality Award –

2003

 International Asia Pacific Quality Award (IAPQA) – 2005

2011
 BHEL employees win 8 Prime Minister's Shram Awards
 BHEL employees win 5 Vishwakarma National Awards

 BHEL Unit bags 3 National Safety Awards

2012
 BHEL–developed India's first Ultra High Voltage AC 1200 kV Transformer
successfully commissioned
 BHEL wins SCOPE Meritorious Award 2010–11 for Best Practices in Human
Resource Management

 The Hon'ble President of India, Shri Pranab Mukherjee, presenting the

National Energy Conservation Award 2012 to Mr. B. Prasada Rao, CMD, BHEL

2013
 BHEL conferred Jury Award for Lasting Impact on Indian Economy
 CMD, BHEL honoured with Lakshya Business Visionary Award 2013

37
 BHEL bags PSE Excellence Award 2013 for RnD, Technology Development
and Innovation

 BHEL wins India Pride Award 2013 for Excellence in Heavy Industries

2014
 BHEL bags World Intellectual Property Organisation (WIPO) Award for
Innovative Enterprises
 BHEL achieves milestone in the Middle East market with the commissioning
of another Gas Turbine– based Power Plant in Oman

 BHEL bags Intellectual Property Award 2014

2015
 BHEL has been awarded the CBIP award for “Best Power Equipment
Manufacturing Organization”.
 BHEL bags “Outstanding Achievement Award” in recognition of excellence in
R&D through technology in large enterprise category

There achievements, BHEL has:

 Installed equipment for over 90,000 MW of power generation –– for Utilities,
Captive and Industrial users.
 Supplied over 2,25,000 MVA transformer capacity and other equipment
operating in Transmission & Distribution network up to 400 kV (AC & DC).

 Supplied over 25,000 Motors with Drive Control System to Power projects,
Petrochemicals, Refineries, Steel, Aluminum, Fertilizer, Cement plants, etc.

 Supplied Traction electrics and AC/DC locos to power over

12,000 kms Railway network.

 Supplied over one million Valves to Power Plants and other Industries.

Awards:
 Bharat Heavy Electricals Limited (BHEL) has been ranked the Ninth Most
Innovative Company in the world by the renowned US business magazine Forbes
in 2011
 BHEL wins ICWAI National Awards for Excellence in Cost Management for
the sixth consecutive year; maximum number of awards conferred on BHEL
among public and private sector companies.

 BHEL's Innovativeness gets Global Recognition; Forbes ranks BHEL at No.9

in the list of the World's 100 Most Innovative Companies.

 BHEL gets Golden Peacock Award 2011 for Occupational Health and Safety.

 2010– BHEL bags EEPC's Top Export Award for the 20th consecutive year..

38
 BHEL wins MoU Excellence Award for the year 2006–07 for the highest
growth rate in Market Capitalization

Products & Services

POWER SECTOR PROJECTS

 Thermal sets and Auxiliaries.

 Steam generators and Auxiliaries.
 Industrial fans.
 Electrostatic precipitators.
 Air pre heaters.
 Nuclear power equipments.
 Hydro sets and Auxiliaries.
 Motors.
 Transformers.
 Rectifiers.
 Pumps.
 Heat Exchangers.
 Capacitors.
 Porcelain/Ceramics insulators.
 Seamless steel tubes.
 Casting and forging.

SYSTEM/SERVICES

 Turnkey power station.

 Data acquisition systems.
 Power systems.
 HVDC Commissioning systems.
 Modernization and Rehabilitation.
TRANSPORTATION SECTOR

39
  Diesel Electric generators.
 AC/DC locomotives.
 DC locomotives and loco shunters.
 Traction systems for railways.
 Electric trolley buses.

INDUSTRY SECTOR

 Boilers.
 Valves.
 T.G. sets.
 Power devices.
 Solar Cells.
 Photo Voltaic cells.
 Gas Turbines.
 Compressors.
 Drive Turbines.
 Oil rings.
 Blow out preventers.
 Wind mills.
Control systems for electric devices

40
Sales & Financial Performance
Bharat Heavy Electricals Limited (“BHEL” or the “Company”) is an integrated
power plant equipment manufacturer and one of the largest engineering and
manufacturing companies in India in terms of turnover. The Company manufactures a
wide range of products and services for the core sectors of the Indian economy,
including power, transmission, industry, transportation, renewable energy, oil & gas
and defence. The Company has been earning profits continuously since 1971-72 and
paying dividends since 1976-77. BHEL undertakes all jobs related to the construction,
designing, engineering and testing of its products all the way to commissioning and
servicing. The Company currently operates at more than 150 project sites across India
and abroad and has a wide presence with 16 manufacturing divisions, 2 repair units,
eight service centres, eight overseas offices, 7 joint ventures and 15 regional centres.

Key Financial Figures

Consolidated (Rs. Cr)

Particulars FY 2013 FY 2014 FY 2015 FY 2016 FY 2017

Total Income from 48,915.84 39,569.41 30,788.59 26,350.60 29,506.57

Operations

Expenses 39,433.24 34,989.93 28,259.22 28,280.56 28,410.00

Earnings Before Other 9,482.60 4,579.48 2,529.37 (1,929.96) 1,096.57

Income, Interest, Tax
and Depreciation
(Operating Profit)

Depreciation 957.18 985.36 1,082.01 942.53 849.79

Finance Costs 127.61 133.46 92.43 27.69 351.30

41
Other income 1,128.76 1,623.02 842.65 1,459.60 713.65

Exceptional items (4.14) 6.00 10.29 5.90 –

PBT 9,530.71 5,077.68 2,187.29 (1,446.48) 609.13

Tax 2,837.61 1,575.34 736.85 (549.09) 130.39

PAT (before Minority 6,693.10 3,502.34 1,450.44 (897.39) 478.74

Interest and share of
Associates)

Profit/ (loss) (0.27) (0.52) (1.94) (1.46) –

attributable to Minority
Interest

Share of profit / (loss) – – – – 23.56

of Associates

Consolidated Profit / 6,693.37 3,502.86 1,452.38 (895.93) 455.18

(Loss) for the year

Profitability Analysis
Consolidated (%)

Particulars FY 2013 FY 2014 FY 2015 FY 2016 FY 2017

Operating Profit Margin Ratio 19.39 11.57 8.22 (7.32) 3.72

Net Profit Margin Ratio 13.68 8.85 4.71 (3.41) 1.62

Operating profit margin is a measurement of the proportion of a company’s revenue

that is left over after paying for production costs such as raw materials, salaries and
administrative costs. Net profit margin is arrived at by deducting non operating
expenses such as depreciation, finance costs and taxes out of operating profit and
shows what is left for the shareholders as a percentage of net sales. Together these
ratios help in understanding the cost and profit structure of the firm and analysing
business inefficiencies.

 Profitability Ratios

42
Key Balance Sheet Figures
Sources of Funds / (Rs. Cr)
Liabilities

Particulars FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

Share Capital 489.52 489.52 489.52 489.52 489.52

Share application money – – 13.36 – –

pending allotment

Reserves & Surplus 24,913.54 30,043.21 32,667.35 33,717.08 32,682.98

Net worth (shareholders 25,403.06 30,532.73 33,170.23 34,206.60 33,172.50

funds)

Minority Interest 4.97 4.70 4.18 2.23 0.77

Long term borrowings 282.07 2,623.57 1,961.33 1,733.62 2,441.00

Current liabilities 29,155.38 29,591.12 25,996.19 22,817.12 21,432.02

Other long term 12,584.8 9,000.58 14,110.64 12,129.11 12,597.76

liabilities and provisions

Total Liabilities 67,430.28 71,752.70 75,242.57 70,888.68 69,644.05

Application of Funds / (Rs. Cr)

Assets

Particulars FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

Fixed Assets 6,282.06 7,035.92 7,657.99 6,852.38 7,245.43

Noncurrent Investments 5.94 5.94 5.91 5.91 5.91

Current assets 49,090.37 49,084.37 52,395.03 49,040.93 47,051.26

43
Long term advances and 10,502.43 15,626.47 13,207.72 12,760.04 12,195.53
other noncurrent assets

Deferred Tax Assets 1,549.48 – 1,975.92 2,229.42 3,145.92

Total assets 67,430.28 71,752.70 75,242.57 70,888.68 69,644.05

Efficiency Analysis

Particulars FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

ROCE 38.74 29.11 13.03 7.04 (5.42)

ROE / RONW 27.90 21.92 10.56 4.25 (2.71)

Return on Capital Employed (ROCE) measures a company’s profitability from its

overall operations by calculating the return generated on the total capital invested in
the business (i.e. equity + debt). Return on Equity (ROE) or Return on Net Worth
(RONW) measures the amount of profit which the company generates on money
invested by the equity shareholders. In short, ROE draws attention to the return
generated by the shareholders on their investment in the business. Together these
ratios can be used in comparing the profitability of the company with other companies
in the same industry.

 Efficiency Ratios

Valuation Analysis
Consolidated

Particulars FY 2013 FY 2014 FY 2015 FY 2016 FY 2017

Total Income from 48,915.84 39,569.41 30,788.59 26,350.60 29,506.57

Operations (Rs. Cr.)

Growth (%) 1.16 % (19.11 %) (22.19 %) (14.41 %) 11.98 %

PAT (Rs. Cr.) 6,693.10 3,502.86 1,450.44 (897.39) 478.74

Growth (%) (5.56 %) (47.66 %) (58.59 %) (161.87 %) 153.35 %

44
Earnings Per Share – 27.35 14.31 5.93 (3.66) 1.86
Basic (Rs. )

Earning Per Share – 27.35 14.31 5.93 (3.66) 1.86

Diluted (Rs. )

Price to Earnings 6.47 17.38 42.00 – 73.55

 Price Earnings Ratio

Dividend History
The Company has maintained an average dividend yield of 2.12 % over the last 5
financial years.

Liquidity and Credit Analysis

Current Ratio

Higher current ratio implies healthier short term liquidity comfort level. A current
ratio below 1 indicates that the company may not be able to meet its obligations in the
short run. However, it is not always a matter of worry if this ratio temporarily falls
below 1 as many times companies squeeze out short term cash sources to achieve a
capital intensive plan with a longer term outlook. BHEL’s average current ratio over
the last 5 financial years has been 1.85 times which indicates that that the Company is
comfortably placed to pay for its short term obligations.

Long Term Debt to Equity Ratio

Companies operating with high debt to equity on their balance sheets are vulnerable
to economic cycles. In times of slowdown in economy, companies with high levels of
debt find it increasingly difficult to service the interest on their borrowings as profit
margins decline. We believe that long term debt to equity ratio higher than 0.6 – 0.8
could affect the business of a company and its results of operations.

BHEL’s average long term debt to equity ratio over the last 5 financial years has been
0.04 times which indicates that the Company operates with a low level of debt and is
well placed to pay for its obligations.

Interest Coverage ratio

Interest coverage ratio indicates the comfort with which the company may be able to
service the interest expense (i.e. finance charges) on its outstanding debt. Higher
interest coverage ratio indicates that the company can easily meet the interest expense
pertaining to its debt obligations. In our view, interest coverage ratio of below 1.5
should raise doubts about the company’s ability to meet the expenses on its

45
borrowings. Interest coverage ratio below 1 indicates that the company is just not
generating enough to service its debt obligations.

SHAREHOLDING PATTERN OF BHEL

SL CATEGORY %AGE OF SHAREHOLDING

NO.

2005-06 2006-07

A PROMOTER'S HOLDING

PRESIDENT OF INDIA 67.72 67.72

B NON PROMOTER'S HOLDING

a) MUTUAL FUNDS AND UTI 4.79 5.08

b) BANKS,FINANCIAL INSTITUTIONS AND 2.52 3

INSURANCE COMPANIES

c) FOREIGN INSTITUTIONAL INVESTORS 22.42 19.49

d) OTHERS - 2.55 4.71

PRIVATE CORPORATE BODIES 1.37 2.81

INDIAN PUBLIC 1.09 1.8

NRIs AND OCBs 0.06 0.10

TRUST 0 0

SHARE IN TRANSIT 0.03 0

46
 PIE CHART SHOWING SHAREHOLDING PATTERN OF BHEL FOR THE
YEAR 2006-07

PRESIDENT OF INDIA

MUTUAL FUNDS AND UTI

BANKS,FINANCIAL
INSTITUTIONS AND
5% INSURANCE COMPANIES
22% FOREIGN INSTITUTIONAL

INVESTORS
OTHERS -

2%
66%
5%

PIE CHART SHOWING SHAREHOLDING PATTERN OF BHEL FOR THE YEAR 2005-06

PRESIDENT OF INDIA

MUTUAL FUNDS AND UTI

BANKS,FINANCIAL
2.55, 3%
INSTITUTIONS AND
22.42, 22% INSURANCE COMPANIES
FOREIGN INSTITUTIONAL

INVESTORS
OTHERS -
2.52, 3%
4.79, 5% 67.72, 67%

47
SWOT Analysis
STRENGTHS


The company has 180 products under 30 major product groups that cater to the needs
of the core sector like power, industry, transmission, transportation, defense,
telecommunications and oil business.


BHEL's ability to acquire modern technology and make it suitable to Indian

conditions has been an exceptional strength of the company.


Strong relationship with NTPC is strength as NTPC is planning a capacity expansion

of Rs.52bn and based on the past, 85% of NTPC projects have been bagged by BHEL.
The company also enjoys purchase price preference

WEAKNESSES


PSU status is a big weakness for BHEL as it is subject to their rules and regulations
and is forced to carry a huge amount of labor force, which it is unable to retrench.


The company offers very stringent credit facilities to the customers and this is a
weakness when compared in the face of rising competition. On the other hand their
customers in the power segment, SEBs, have a huge amount of receivables standing
against their name in the company's balance sheet. This is a major weakness of the
company.


The company is vertically integrated, which could have been avoided by outsourcing
its components for power generation and transmission. This could reduce the cost

48
OPPORTUNITIES


The power sector reforms are expected to pick up in the near future in India, which
would directly benefit BHEL.

Increase in defense budget will increase the top line for the company.


NTPC is planning additional capacities to the tune of 2,800 MW, at a cost of Rs 52

bn.BHEL could benefit a lot as it has happened in the past that significant portion of
theproject of NTPC is handled by BHEL. Nearly 85% of the NTPC projects were
assigned toBHEL only.


The business of modernization and renovations of power plants is expected to grow

inIndia.


The disinvestment plans of the government would bring in new resources

andexperience into the company.


Joint venture with Siemens in the name of Power Plant Performance Improvement Ltd.(PPIL) is a
major strength for the company. This tie-up will be beneficial as there is a lotof scope
for business

Threats:
BHEL faces increasing competition from domestic as well as

 international players. Chinese imports are a serious threat to BHEL, as highlighted

in the next section. There are various local problems ranging from acquisition of coal

, steel and land, which are both time consuming and expensive for the power
producers. BHEL faces obsolescence as the world moves towards greener
technology.

 Rising steel prices has put another constrains on BHEL’s margin.

 India is expected to add power generating capacity of about

 900,000 MW by 2050, according to International Energy Agency. This might sound

like an opportunity but if we look into numbers, the above amounts to 25,000 MW of

49
capacity addition per year on average. Currently, BHEL alone has 20,000 MW
addition capacity. With private players adding 30,000 MW and an increasing trend
towards Chinese and African imports, there is a sign of saturation in the Power
equipment sector.

TRAINING

Employee training is a specialized function and is one of the fundamental operative

functions of Human Resource Management.

Acc to FLIPPO,

“Training is the act of increasing the knowledge and skill of an employee for
doing a particular job.”

It is a short-term educational process and utilizing a systematic and organized

procedure by which employees learn technical knowledge and skills for a definite
purpose. Training refers to the organization’s efforts to improve an individual’s ability
to perform a job or organizational role. It can be defined as a learning experience in
which it seeks a relative permanent change in an individual that would improve his
ability to perform the job.

DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT

Training and development go hand in hand and are often used synonymously but there
is a difference between them. Training is the process of learning a sequence of
programmed behavior. It is an application of knowledge. It gives people an awareness

50
of the rules and procedures to guide their behavior. It intends to improve their
performance on the current job and prepares them for an intended job.

Development is a related process. It covers not only those activities, which improve
job performance, but also those, which bring about growth of the personality. It helps
individual in the progress towards maturity and actualization of potential capabilities
so that they can become not only good employees but better human beings.

PRINCIPLES OF TRAINING

 MOTIVATION
Learning is enhanced when the learner is motivated. Learning experience must be
designed so learners can see how it will help in achieving the goals of the
organization. Effectiveness of training depends on motivation.

 FEEDBACK
Training requires feedback. It is required so the trainee can correct his mistakes. Only
getting information about how he is doing to achieve goals, he can correct the
deviations.

 REINFORCEMENT
The principle of reinforcement tells the behaviors that are positively reinforced are
encouraged and sustained. It increases the likelihood that a learned behavior well be
repeated.

 PRACTICE
Practice increases a trainee’s performance. When the trainees practice actually, they
gain confidence and are less likely to make errors or to forget what they have learned.

51
 INDIVIDUAL DIFFERENCES
Individual training is costly. Group training is advantageous to the organization.
Individuals vary in intelligence and aptitude from person to person. Training must be
geared to the intelligence and aptitude of individual trainee.

52
 OBJECTIVES OF TRAINING

 TO INCREASE PRODUCTIVITY
An instructor can help employees increase their level of performance on their
assignment. Increase in human performance leads to increase in the operational
productivity and also the increase in the profit of the company.

 TO IMPROVE QUALITY
Better-trained workers are less likely to make operational mistakes. It can be in
relationship to the company or in reference to the intangible organizational
employment atmosphere.

 TO HELP A COMPANY FULFILL ITS FUTURE PERSONNEL NEEDS

The organizations having good internal training and development programmes will
have to make less changes and adjustments. When the need arises, vacancies can be
easily staffed.

 TO IMPROVE ORGANIZATIONAL CLIMATE

An endless chain of positive reactions result from a well planned training programme.

 TO IMPROVE HEALTH AND SAFETY

Proper training can prevent industrial accidents. A safer atmosphere leads to more
stable attitudes on part of the employees.

 PERSONAL GROWTH
Employees on a personal basis gain individually from their exposure to educational
expressions. Training programmes give them wider awareness and skills.

53
 NEED FOR TRAINING

 To impart to the new entrants the basic knowledge and skills they need for definite
tasks.

 To assist employees to function more effectively in their present positions by

exposing them to new concepts.

 To build a line of competent people and prepare them to occupy more responsible
positions.

 To reduce the supervision time, wastage and spoilage of new material.

 To reduce the defects and minimize the industrial accidents.

 To ensure the economical output of the required quality.

 To prevent obsolescence.

 To promote individual and collective morale, responsibility and cooperative

attitudes etc.

54
 TYPES OF TRAINING

Training is required for several purposes. Accordingly training programmes may be of

the following types:

 Orientation training: Induction or orientation training seeks to adjust newly

appointed employees to the work environment. Every new employee needs to be
made fully familiar with his job, his superiors and subordinates and with the rules
and regulations of the organization. Induction training creates self-confidence in
the employees. It is also knows as pre-job training. It is brief and informative.

 Job training: It refers to the training provided with a view to increase the
knowledge and skills of an employee for performance on the job. Employees may
be taught the correct methods of handling equipment and machines used in a job.
Such training helps to reduce accidents, waste and inefficiency in the performance
of the job.

 Safety training: Training provided to minimize accidents and damage to

machinery is known as safety training. It involves instruction in the use of safety
devices and in safety consciousness.

 Promotional training: It involves training of existing employees to enable them

to perform higher-level jobs. Employees with potential are selected and they are
given training before their promotion, so that they do not find it difficult to
shoulder the higher responsibilities of the new positions to which they are
promoted.
 Refresher training: When existing techniques become obsolete due to the
development of better techniques, employees have to be trained in the use of new
methods and techniques. With the passage of time employee may forget some of
the methods of doing work. Refresher training is designed to revive and refresh
the knowledge and to update the skills of the existing employees. Short-term
refresher courses have become popular on account of rapid changes in technology

55
 and work methods. Refresher or re-training programmes are conducted to avoid
obsolescence of knowledge and skills.

METHODS OF TRAINING

METHODS OF

TRAINING

ON- THE- JOB OFF- THE- JOB

METHODS METHODS

Fig - Methods of Training

 ON-THE-JOB TECHNIQUES
On the job techniques enables managers to practice management skills, make
mistakes and learn from their mistakes under the guidance of an experienced,
competent manager. Some of the methods are as:

 Job Rotation: It is also referred to as cross straining. It involves placing an

employee on different jobs for periods of time ranging from a few hours to several
weeks. At lower job levels, it normally consumes a short period, such as few hours or
one or two days. At higher job levels, it may consume much larger periods because
staff trainees may be learning complex functions and responsibilities.

Job rotation for managers usually involves temporary assignments that may range
from several months to one or more years in various departments, plants and offices.
Job rotation for trainees involves several short-term assignments, that touch a variety

56
of skills and gives the trainees a greater understanding of how various work areas
function.

For middle and upper level management, it serves a slightly different function. At this
stage, it involves lateral promotions, which last for one or more years. It involves a
move to different work environment so that manager may develop competence in
general management decision-making skills.

 Enlarged and enriched job responsibilities:

By giving an employee added job duties, and increasing the autonomy and
responsibilities associated with the job, the firm allows an employee to learn a lot
about the job, department and organization.

 Job instruction training:

It is also known as step-by-step training. Here, the trainer explains the trainee the
way of doing the jobs, job knowledge and skills and allows him to do the job. The
trainer appraises the performance of the trainee, provides feedback information
and corrects the trainee. In simple words, it involves preparation, presentation,
performance, and tryout and follow up.

 Coaching:
The trainee is placed under a particular supervisor who functions as a coach in
training the individual. The supervisor provides the feedback to the trainee on his
performance and offers him some suggestions for improvement. Often the trainee
shares some duties and responsibilities of the coach and relives him of his burden.

A drawback is that the trainee may not have the freedom or opportunity to express
his own ideas.

57
 Committee assignments:

Here in, a group of trainees are given and asked to solve an actual organizational
problem. The trainees solve the problem jointly. This develops team work and
group cohesiveness feelings amongst the trainees.

 OFF-THE-JOB TRAINING
It includes anything performed away from the employee’s job area or immediate
work area.

Two broad categories of it are:

 IN HOUSE PROGRAMMES
These are conducted within the organizations own training facility; either by
training

specialists from HR department or by external consultant or a combination of

both.

 OFF-SITE PROGRAMMES
It is held elsewhere and sponsored by an educational institution, a professional
association, a government agency or an independent training and development
firm.The various off- the- job-training programmes are as follows:

 Vestibule training: Herein, actual work conditions are simulated in a classroom.

Material, files and equipment those are used in actual job performance are also
used in training. This type of training is commonly used for training personnel for
clerical and semiskilled jobs. The duration of this training ranges from few days to
a few weeks. Theory can be related to practice in this method.
 Role-playing: It is defined as a method of human interaction that involves
realistic behaviour in imaginary situations. This method involves action doing and
practice. The participants play the role of certain characters, such as production

58
 manager, HR manager, foreman, workers etc. This method is mostly used for
developing interpersonal interactions and relations.
 Lecture method: The lecture is a traditional and direct method of instruction.
The instruction organizes the material and gives it to the group of trainees in the
form of a talk. To be effective, the lecture must motivate and create interest among
the trainees. An advantage of this method is that it is direct and can be used for a
large group of trainees.
 Conference or discussion: It is a method in training the clerical, professional and
supervisory personnel. It involves a group of people who pose ideas, examine and
share facts and data, test assumptions and draw conclusions, all of which
contribute to the improvement of job performance. It has an advantage that it
involves two-way communication and hence feedback is provided. The
participants feel free to speak in small groups. Success depends upon the
leadership qualities of the person who leads the group.
 Programmed instruction: This method has become popular in recent years. The
subject matter to be learned is presented in a series of carefully planned sequential
units. These units are arranged from simple to mere complex levels of
instructions. The trainee goes through these units by answering questions or filling
the blanks. This method is expensive and time consuming.

EXECUTIVE DEVELOPMENT PROCESS

Executives are the people who shape the policies, make the decisions and see their
implementation in any business organization. They are the president, the vice-
president, the managing director, works manager, plant superintendent, controller,
treasurer, office managers, engineers, directors of functions such as purchasing,
research, personnel, legal, marketing etc.

Executive development may be stated as the application of planned efforts for raising
the performance standards of high level managers, and for improving the attitudes and
activities that enter into or influence their work and their work relations.

59
 EXECUTIVE DEVELOPMENT PROCESS
Following are the steps, which are involved in the development process of executives:

 OBJECTIVES
The first and foremost step is to define the long- term objectives of training and
development of executives.

 STRENGTH AND WEAKNESS

An inventory of managers is taken with special focus on their strength in terms of
managerial skills and other attributes. Their unique capabilities, specialist knowledge
and achievements are listed down against each. A comparison with the requirement of
the organization will bring the gap in knowledge and skills of existing executive. This
is the weakness.

 LONG- RANGE PLANS

Here the management prepares long-term training and development plans for their
executives, which include the annual training targets, the annual budgets and the
specific area of training.

 SHORT- TERM PROGRAMME

This programme specify the duration, starting time, ending time, number of
executives being trained, identify the resources etc.

 IMPLEMENTATION
The training programme envisaged before is put into operation. The actual training is
initiated by proper timetable and other arrangements.

 EVALUATION
In this step, the effectiveness of the executive training programme is evaluated by
measuring the improved performance of executives who underwent the programme,
on their job. There are various criteria of measuring effectiveness such as validity,
reliability etc.

60
 EVALUATING THE EFFECTIVENESS OF TRAININ

An Investor in People evaluates the investment in training and development to assess

achievement and improve future effectiveness. Kearns (1994) suggests that there are
four groups of ‘measures’ of training effectiveness, which are used by organization.

The groups are as follows:

- No Measurement
- Subjective Measures
- Qualitative Measures
- Objective Measures
The first group, in which no real measurement occurs, includes activities undertaken
as an “Act of Faith”, where no form of measurement is attempted, such as initiatives
to improve communications in organization, which seem to make people feel good
and appear to have worked in some intangible manner.

The second group includes subjective responses from trainees/course delegates, as

exemplified by the “Happy Sheet”. The main question asked is about how individuals
feel after the training. Organizations often make the assumption that positive
responses indicate training success and therefore value to the organization. However,
course delegates may well give strong positive response scores for a number of
reasons, including the presentational skills of the trainer, the quality of the venue, and
the “feel good” factor of indulging in a creative work group, and so on. Quality
measures appear to be more objective than the previous group, but are often flawed by
subjectivity as well. They are typified by questionnaires asking delegates to “put a
value on” the likely benefits of a training programme.

Objective measures are the only really meaningful ones. However, they challenge the
provider of training to demonstrate how their training activities feed through to the
“bottom line”: in terms of return on investment and return on the capital employed.
There has often been an assumption, in times past, that training somehow “justifies
itself”, because it is all about developing people.

However, it is incumbent on organizations to look critically at the ways in which they

evaluate their training activities, lest they fall prey to the subject approach and are
badly caught out when a rigorous analysis of all the functions of the organization’s

61
business is called for. A desirable, if not essential, characteristic of all training
programmes is a built-in provision for evaluation. The four main dimensions of
evaluation are:

 EVALUATION OF CONTEXTUAL FACTORS

Training effectiveness depends not only on what happens during training, but also on
what happens before the actual training and what happens after the training has
formally ended. Evaluation should, therefore, be done of both the pre-training and
post-training work. Pre- training work includes proper identification of training needs,
developing criteria of who should be sent for training, how many at a time and in
what sequence, helping people to volunteer for training, building expectations of
prospective participants from training etc. Post- training work includes helping the
concerned managers to plan to utilize the participant’s training, and provide the
needed support to them, building linkages between the training section and the line
departments and so on.

 EVALUATION OF TRAINING INPUTS

This involves the evaluation of the training curriculum and its sequencing.

 EVALUATION OF THE TRAINING PROCESS

The climate of the training organization, the relationship between participants and
trainers, the general attitude, and approaches of the trainers, training methods, etc are
some of the important elements of the training process which also needs to be
evaluated.

 EVALUATION OF TRAINING OUTCOMES

Measuring the carry-home value of a training programme in terms of what has been
achieved and how much is the main task of evaluation. This, however, is a complex
technical and professional task. Benefits of a training programme are not obvious and
they are not readily measurable. Payoffs from training are intangible and rather slow

62
to become apparent. A central problem is the absence of objective criteria and specific
definitions of relevant variables by which to measure the effectiveness either of
specific programmes or changes in employee behaviour. Nevertheless, the good
personnel managers do make an effort to systematically appraise the benefits and
results of their programmes.

In job-related training, the objective is to train people for specific job skills so that
their productivity may increase. Evaluation can be done either to the direct criterion of
increase in output or to the indirect criteria of decrease in cost, breakage or rejects.
Even more indirect are measures that point out changes in absenteeism or turnover.

The most difficult problems of evaluation lie in the area of human relations skill
training, which is given to the supervisors and middle- level managers. Supervisory
and managerial training programmes are, for this reason, less amenable to objective
review procedures. Much subjectivity enters into evaluations of these programmes,
since exact standards and criteria are hard to devise.

63
 THE EVALUATION MODELS

The process of evaluating the training effectiveness involves the consideration of

various constraints. Many researchers have developed various methods and models in
order to facilitate this process. Some of the models are described as below: -

CIRO MODEL OF EVALUATION

Developed originally by WARR (1978), this theoretical model is based on evaluation

being carried out at four different levels:

Context Evaluation: Obtaining and using information about the current operational
context i.e. about individual difficulties, organizational deficiencies etc. in practice,
this mainly implies the assessment of training needs as a basis for decision. This
involves:

 Examining the expectations and perceptions of the people.

 Examining whether the training needs were accurately identified.
 Putting the specific training event in the wider context of other training activities.
 Establishing whether the trainers enjoyed the confidence of the trainees and
whether the latter are comfortable with the level and focus of the training.

Input Evaluation: Determine using factor and opinion about the available human and
material training resources in order to choose between alternative training methods.

This involves:

 Establishing the adequacy of the resource base and its cost.

 Considering the choice and effectiveness of the training methods and techniques.
 Identifying the numbers who successfully completed the program compared with
those who started and draw appropriate inferences.

64
 Establishing whether the trainers were perceived to be credible as far as the
trainees are concerned.
 Establishing whether the psychological and emotional climate of learning was
appropriate.

Reaction Evaluation: Monitoring the training as it is in progress. This involves

continuous examination of administrative arrangements and feedback from trainees.
This involves:

 Looking at the reactions of trainees to the content and method of training.

 Establishing the reaction of other people, particularly line managers to the early
results of the training program.
 Discussing the views and observations of the trainers.

Outcomes: It implies the measuring of the consequences of training. This involves:

 Establishing whether expectations of results were met.

 Identifying whether all or some of the learning objectives were met.
 Finding out what were the end course views about the training.

The three levels of outcome evaluation may be distinguished:

Immediate Outcomes: The changes in the trainee’s knowledge, skills and attitude
that can be identified immediately after the completion of training. The aim here is to
find out the extent to which positive transfer of learning has taken place from the
training to the workplace. This type of evaluation may be done in several ways such
as behaviourally anchored rating scales or self repots supplemented by reports of
subordinates, peers and supervisors or critical incidents etc.

Intermediate Outcomes: These are the changes in trainee’s actual work behaviour,
which result from training. The assumption here is that effective training should be
reflected in the trainee’s increased job-proficiency.

65
Ultimate Outcomes: These are the changes in the functioning of part or the entire
organization, which have resulted from changes in work behaviour. For this purpose,
indexes of productivity, labour turnover etc, studies of organizational climate and
human resource accounting are taken as the ultimate results achieved by the trainee.

HAMBLIN’S MODEL

Hamblin (1974) said, “The purpose of evaluation is control”. A well controlled

training program is one in which the weakness and failures are identified and
corrected by means of the negative feedback and strengths and successes and
corrected by means of the positive feedback. The processes, which occur as a result of
a successful training programme, can be divided into 4 levels. The evaluation can be
carried out at any of the following levels:

 Reaction Level: It measures the reactions of the trainees to the content and
methods of the training, not the trainer, and to any other factors perceived as
relevant. It determines what the trainee thought about the training.

 Learning Level: It measures the learning attitude of the trainees during the
learning period. It collects information that did the trainees learn what was
intended.

 Job Behavior Level: The job behavior of the trainees in the work environment at
the end of the training period i.e. did the training got transferred to the job?

 Effect on the Department: Has the training helped the trainees in improving the
department’s performance?

66
The Ultimate Level: It measures that has the training affected the ultimate well being
of the organization in terms of the business objective.

Measuring Techniques at
Training
Each Level

O1 E1 Reaction Notebooks
Observer’s Record
Reactions Reaction Reaction Forms

Objectives Effects

O2 E2 Written Exam
Multiple choice Test
Learning Learning Learning Portfolios

Objectives Effects

O3 E3 Activity Sampling
Interviews
Job Behaviour Job Behavior Questionnaires

Objectives Effects

O4 E4 Indices of Productivity
Organisation Culture
Organization Organization

Objectives Effects

O5 E5 Cost Benefit Analysis

Human Resource
Ultimate Value Ultimate Value Accounting

Objectives Effects

67
MODEL USED IN THIS REPORT FOR EVALUATION AND
RECOMMENDATIONS

The Kirkpatrick Model establishes the effectiveness in terms of assessing the extent to
which the objectives are met. Combining the four levels of this model and an
optimum cost benefit strategy would enable the management to ascertain the extent to
which a programme is contributing to the effectiveness of the organization. Therefore,
this technique is used to identify and recommend certain measures in order to improve
the training effectiveness at BHEL. The details of Kirkpatrick Model are explained in
the succeeding paragraph.

THE KIRKPATRICK MODEL

Perhaps the most influential approach to training evaluation was developed by D.L.
KIRKPATRICK (1975) which, according to Bornbrauer (1987), despite its age and
common sense approach to the subject, remains valid: “because of its
comprehensiveness, simplicity, and applicability to a variety of training situations.”

 LEVEL ONE-REACTION
This level in the Kirkpatrick model is seen to offer some useful insights into the early
experiences of trainees, but precisely because it is concerned with “feelings” and first
reactions, the results need to be viewed with some caution.

Measurement can be done through:

Reaction sheets: Reaction sheets (often refereed to as ‘happy sheets’) should ask
questions about the achievement of the course objectives, about the course material,
the presentation, the activities used, the venue and the pre-course material.

Group discussion: Build in time at the end of the course for how they will take the
learning forward. Have them record the main points of the discussion for you to take
away.

68
Thumbs up, thumb down: This is much focused on reaction. Ask closed questions
about the training course directed to the whole group. If participants feel the answer to
the question is ‘Yes’ they give a thumbs-up sign, if the answer is ‘No’, it’s a thumbs
down. You need to record the number of responses, positive or negative, to each
question.

 Level Two- Learning

This is the level at which “new learning” is generated and which requires evaluators
to try to establish individual’s progress towards the learning of specified skills and
competencies.

Measurements can be done through:

Reaction sheets: Questions about what participants feel they have learnt during the
course can be included on the reaction sheets.

Post-courses review: Delegates should meet with their lime manager soon after the
course to discuss what learning has taken place and how this will be applied. They
should then meet at agreed intervals to review how much progress is being made.

Action plans: By requiring delegates to complete action plans at the end of course,
we imply that we are expecting them to implement some learning from the course and
make some changes in the way they work.

 LEVEL THREE- EFFECTS ON INDIVIDUAL PERFORMANCE

Recognizing that the purpose of training is to create new job capabilities means that
evaluation must be extended to the working environment. Above all, this level of
evaluation draws attention to the fact that training does not end at the completion of
the training programme, but has to embrace issues such as the transfer of training,
support for the use of new skills and competences and the support provided by line
managers.

Measurement can be done through:

69
Post- course review with line manager: Delegates should meet with their lime
manager soon after the course to discuss what learning has taken place and how this
will be applied. They should then meet at agreed intervals to review how much
progress is being made.

Follow-up questionnaire: The trainer circulates a questionnaire to all delegates and

their managers asking questions about how the learning from the course is being
applied.

Follow-up calls: The trainer, or a nominated person, chooses a random sample of

delegates from a course and then contacts them and their line managers to ask a series
of questions about the application of learning from the course.

Re-testing: If the training is very skills- based and has culminated with a test, it is
possible (although time-consuming) to re-test delegates on regular basis and then to
retrain if necessary.

 LEVEL FOUR- EFFECTS ON ORGANIZATIONAL PERFORMANCE

The ultimate level and one that represents an attempt to establish what is often
described as the impact of training on the “bottom line” must be measured.

As with level three evaluations, in order to assess the effects of training on an

organization, measures need to be taken prior to the training being carried out.
Examples of such measures are:

Staff attitude surveys

 Profit levels
 Wastage
 Levels of consumables used’
 Accidents and damage rates
 Customer complaints
 Working rates
 Error rates
 Work outstanding
 Task completed per hour/day/week
 Self-assessment of performance by team members

70
 TRAINING PROGRAMMES IN BHEL

BHEL follows the philosophy to establish and build a strong performance driven
culture with greater accountability and responsibility at all levels. To that extent the
Company views capability as a combination of the right people in the right jobs,
supported by the right processes, systems, structure and metrics.

The Company organizes various training and development programmes, both in-
house and at other places in order to enhance the skills and efficiency of its
employees. These training and development programmes are conducted at various
levels i.e. for workers and for officers etc.

VARIOUS TRAINING PROGRAMMES ORGANISED FOR THE WORKERS IN BHEL:-

S.no Training Programmes Duration Conducted by

1 ISO 9000 and ISO 14000 1 day Worker teachers

refresher programme

2 Personality development 2 days Worker teachers

3 Worker teacher’s day 1 day Worker teachers

4 ISO 14000 awareness ½ day Worker teachers

5 National safety day 1 day Worker teachers

6 Fire fighting ½ day Security officer

7 Worker’s participation in 3 days Central board of

management worker’s
association

8 Educational trip to Nainital, 7 days Worker teachers

Rishikesh, Dehradun

9 Gemba- Kaizen workshop 5 days Kaizen institute

10 Security and fire fighting 1 day Worker teachers

11 Positive approach 1 day Worker teachers

12 Vipassana meditation 2 days Vipassana Sadhna

Sansthan

71
13 Worker’s children- Workshop for 1 day Shakuntala Anand
young people, personality
development

TRAINING IN BHEL

BHEL provides training to all its employees as per the policy of the organization.

PURPOSE OF TRAINING: To ensure availability of trained

manpower.

SCOPE: All categories of employees

FLOW CHART OF TRAINING PROCEDURE

72
 Identification of Needs

Preparation of Training Plan

Imparting Training

Feedback

Induction Training

Training Effectiveness

Fig: - The training procedure

73
 IDENTIFICATION OF NEED

MANAGEMENT STAFF

The Performance Appraisal form of the organization has a section in which the
training and development needs are filed up. The person whom the concerned
employee is reporting fills the Performance Appraisal form annually. Such person
may be a branch head or department head.

Identification of training need is done at the Executive Office (EO) level for the
managers through the Performance Appraisal forms annually and the records are
maintained at the Executive Office. Managers are nominated for the various training
courses by the Executive’s Office. Managers may also be nominated to certain
training programmes from the branch if the subject’s covered are found to be of
interest or if they offer a learning opportunity in some emerging areas of knowledge.

Training needs for the department through their Performance Appraisal forms
identifies the officers, which are filled in by the department head. The Performance
Appraisal forms thus give the emerging training needs. This exercise is carried out
annually.

STAFF AND WORKERS

Training needs for staff and workers are identified based on:

- Company’s strategy and policy.

- Organizational Thrust Areas.

- New Emerging Areas.

74
This together gives the consolidated system of needs that is prepared by the Personnel
Officer and approved by the Department Head.

PREPARATION OF TRAINING PLAN

On the basis of identified training needs, the annual training calendar is prepared by
the Personnel officer and approved by the Personnel Head. Annual Training Budget is
prepared by Branch Personnel Head and is approved by Executive Office. This gives
the final list of training activities in a particular year. It is attempted to carry out all the
programmes to fulfill the identified needs. The Head of the Personnel Department
monitors the actual training conducted vis-à-vis the identified training needs on a
monthly basis.

IMPARTING OF TRAINING

Actual training is imparted with the help of in-house and outside agencies. The
selection of these agencies is done on the basis of reputation; programmes offered by
them, past experience and feedback received from the earlier participants.

Training is also imparted by nominating the concerned employee for an external

training programme. All records of the training are maintained at branch as per
Record of Training in the Personnel folder and the same is intimated to the Executive
Office Personnel through the Monthly Personnel Report.

FEEDBACK

A feedback is taken from the participants through a questionnaire on the programme

and their impressions in order to further improve upon the same. There are three such
questionnaires available and one of these is used depending upon the nature of the
training programme and the level of participants. Also, a person from the personnel
department sits through the final session of the programme and takes the verbal
feedback about the programme.

75
 INDUCTION TRAINING

STAFF/ OFFICERS/ MANAGERS

This is carried out as the very first step for any new entrant into the branch at the
Staff/ Officer/ Manager level. The department prepares a schedule for the employee as
per which he is required to spend specific time in each department. During such
period, he is reporting to the respective department head. The objective of the
induction programme is to familiarize the participant to the function of different
department. The copies of the same are sent to the General Manager and all
concerned. At the end of the induction, the trainee has to submit a report to the
Personnel Department.

WORKERS

In the case of a new entrant, he is called in General shift for 2 days for training under
a senior worker to familiarize him with the welfare facilities like card punching,
canteen, public conveniences, rules and regulations, standing orders, shift timings,
spell outs, medical facilities, leave procedures etc. After two days of training, he is
deployed in the concerned department. The Personnel Officer organizes this.

MANAGEMENT TRAINEE’S TRAINING

Management trainees are given a fortnight of induction programme. Corporate HR

advises it as per Management Trainee Training programme designed by them.
Thereafter, a detailed training programme is carried out whereby the incumbent is to
understand in depth of working of each department at various locations as per the
programme given by the Corporate HR. Corporate HR maintains all relevant records
pertaining to Management Trainee’s training at Bangalore.

76
TRAINING EFFECTIVENESS

For each training programme conducted in-house for BHEL Delhi branch personnel, a
training brochure is developed. The brochure developed consists of the following
information:

Programme objectives: Need of the training and what are the objectives that this
training aims to achieve, what likely outcomes are expected to come out of impact of
this training.

Programme content: Topics being covered during the training.

-Methodology adopted.

-Programme faculty.

-Personnel to be covered.

-Training methodology.

-Training effectiveness criteria and scale.

The training effectiveness is measured by measurement of the achievement of the

objectives. This lists down the measurement indicators, achievement of which will
ensure that programme

objectives are achieved.

A person gets nominated for the training programme in the following two ways:

a) Training programme flowing from the training needs.

b) Training programme for testing out the training/ increased awareness/ general
information/ omnibus training types etc.

77
 TRAINING PROGRAMMES FLOWING FROM TRAINING NEEDS:

The programmes are divided into three broad categories:

- Functional
- Behavioral
- General/ Omnibus programmes
1. Functional: The outcome of the training is measured by comparing the data pre-
training and post-training. A scale is developed for measuring the effectiveness of
training based on the % achievement of the objectives.
2. Behavioral: The effectiveness of the training of this nature is measured annually.
This is seen through the training need identification for the coming year for the
employee. If the training need is repeated there, then the training provided is taken
as ineffective. If the training need is repeated but with focus on a part of the need,
then the training is partially effective. If not repeated, then the training is effective.
3. General: These are the training needs flowing directly from the organizational
needs. Examples of these can be ISO 9000 training, ISO 14000 training and any
awareness training. These are omnibus training programmes, which are run for a
large number of employees.

The effectiveness of the training is measured by:

- - Achievement of those organizational objectives within the time lines.

- - Number of audit issues raised on the areas covered in the training.
- - Any other such thing as defined in the training brochure.

The effectiveness of the outside training programme is measured on the same line
as above. However, no detailed brochure is prepared for the same. The
measurement criterion for the programme is defined in the beginning of the
programme and effectiveness measured against the same.

A consolidated effectiveness report of the training programme is prepared at the

end of the year. The programmes that are found to be ineffective are reworked

78
Training programme for testing out the training

Also there are training programmes, which are not flowing directly from the training
needs measurement of effectiveness of the training is not needed to be measured.

TRAINING OF AN OFFICER

Identification
Approval from
of
the Personnel
Training needs Department

Consolidation
Annual
of
Training
Training needs
Budget

Annual Imparting

Training Training

Calendar
Collecting Monitoring of Actual
Training
Feedback for
vis-a-vis the
Further Identified needs
Improvement

79
TRAINING OF A WORKER

Approval from
Company
the Personnel
Strategy and
Department
Policy

Identification
Organizational Annual
Thrust Of
TrainingFOR
Areas Training needs EIGN
INSTITUTION
AL

INVESTORS
New Emerging Consolidation 5%
Areas
Of a22%

Training needs g2%

u
Collecting
a5%
Feedback for
Annual g
n66%
Further Training
Training tMUTUAL
gYEAR
FUNDS AND
2006-07
UTI
Calendar Monitoring of
Actual vs the

PIE Training
Identified
PRESIDENT
CHART
OF
needs. INDIA
SHOWING
SHAREHO
LDING
PATTERN
OF BHEL
FOR THE

80
 RESEARCH WORK

RESEARCH OBJECTIVES

OBJECTIVES OF THE STUDY

The first & foremost step in any research work is to identify the problems or
objectives on which the researcher has to work on. There are two types of objectives
met in this study, as explained

MAJOR OBJECTIVE

 To analyze the existing training practices, its effectiveness and recommend

measures to improve the training practices in BHEL.

MINOR OBJECTIVES
 To study the frequency of training, training methods and their effects on the
trainees and recommend certain measures for improvement.
 To understand the present practices enforced in respect of training at the
personnel department and recommend any changes if necessary.
 To take feedback and analyze the level of satisfaction amongst the employees
in respect of training activities and suggest alternatives.

81
 RESEARCH METHODOLOGY

Every project work is based on certain methodology, which is a way to systematically solve
the problem or attain its objectives. It is a very important guideline and lead to completion of
any project work through observation, data collection and data analysis.

According to Clifford Woody, “Research Methodology comprises of defining &

redefining problems, collecting, organizing &evaluating data, making deductions
&researching to conclusions.”

Accordingly, the methodology used in the project is as follows: -

 Defining the objectives of the study

 Framing of questionnaire keeping objectives in mind (considering the
objectives)
 Feedback from the employees
 Analysis of feedback
 Conclusion, findings and suggestions.

SELECTION OF SAMPLE SIZE

In order to take a reasonable sample size and not to disturb the functioning of the
organization, a sample size of reasonable strength of the Company has been taken in
order to arrive at the present practices of training in the Company.

Accordingly, 20 officers and 40 workers have been selected at random from all the
departments of the organization and feedback forms (questionnaire) have been
obtained. The data has been analyzed in order to arrive at present training practices in
the organization.

SAMPLING TECHNIQUE USED

The technique of Random Sampling has been used in the analysis of the data.
Random sampling from a finite population refers to that method of sample selection,
which gives each possible sample combination an equal probability of being picked
up and each item in the entire population to have an equal chance of being included in
the sample. This sampling is without replacement, i.e. once an item is selected for the
sample, it cannot appear in the sample again.

82
DATA COLLECTION
To determine the appropriate data for research mainly two kinds of data was collected
namely primary & secondary data as explained below:

PRIMARY DATA
Primary data are those, which were collected afresh & for the first time and thus
happen to be original in character. However, there are many methods of collecting the
primary data; all have not been used for the purpose of this project. The ones that have
been used are:

 Questionnaire
 Informal Interviews
 Observation

SECONDARY DATA
Secondary data is collected from previous researches and literature to fill in the
respective project. The secondary data was collected through:

 Text Books
 Articles
 Journals
 Websites

STATISTICAL TOOLS USED

The main statistical tools used for the collection and analyses of data in this project
are:

 Pie Charts
 Tables

83
LIMITATIONS OF THE STUDY
The following are the limitations of the study:

 The sample size was small and hence the results can have a degree of
variation.
 The response of the employees in giving information was lukewarm.
 Organization’s resistance to share the internal information.
 Questionnaire is subjected to errors.

SCOPE OF THE STUDY

Training Effectiveness is the process wherein the management finds out how effective
it has been at training and developing the employees in an organization.

 This study gives some suggestions for making the present training and
development system more effective.
 It gives organization the direction, how to deal differently with different
employees.
 It identifies the training & development needs present among the employees.

MANAGERIAL USEFULNESS OF THE STUDY

 The effectiveness of the training programmes can be established through this
study.

 This study helps to understand, analyze & apply the core concepts of training in
an organization.

 Managers would be able to identify the need of training for its employees.

 Managers would know what employees think of the training and development
programmes and make changes if necessary.

84
DATA ANALYSIS

1) How many training programmes have you attended in last 5 years?

No. of Programmes No. of Respondents % of Responses

0-5 8 40%

6-10 5 25%

85
10-15 4 20%

More than 15 3 15%

Total 20 100%

INTERPRETATION

45% of the officers have attended 6-15 training programmes in the last 5 years, which
is an indication of an effective training policy of the organization. However, 40% of
the officers have attended only 0-5 training programmes, which needs to be evenly
monitored by the organization.

2) The programme objectives were known to you before attending it.

Options No. of Respondents % of Responses

Strongly agree 5 25%

Moderately agree 7 35%

Can’t Say 3 15%

Moderately Disagree 1 5%

Strongly Disagree 4 20%

Total 20 100%

86
INTERPRETATION

35% of the respondents moderately agree to the fact of knowing the training
objectives beforehand, in addition to 25% who strongly agree. But a small population
disagrees as 20% strongly disagree to this notion. Training objectives should therefore
be made known compulsorily before imparting training in the organization.

3) The training programme was relevant to your developmental needs.

Options No. of Respondents % of Responses

Strongly agree 6 30%

Moderately agree 8 40%

Can’t Say 3 15%

Moderately Disagree 2 10%

Strongly Disagree 1 5%

Total 20 100%

87
INTERPRETATION

70% of the respondents feel that the training programmes were in accordance to their
developmental needs. 15% respondents could not comment on the question and 15%
think that the programmes are irrelevant to their developmental needs and the
organization must ensure programmes that satisfy the developmental needs of the
officers.

4- The period of training session was sufficient for the learning.

Options No. of Respondents % of Responses

Strongly agree 6 31%

Moderately agree 4 21%

Can’t Say 4 21%

Moderately Disagree 3 16%

Strongly Disagree 2 11%

Total 20 100%

88
INTERPRETATION

52% respondents feel that the time limit of the training programme was adequate but
25% feel that it was insufficient. Also, 21% could not comment on the question. All
the respondents though felt that increase in time limit of the programmes would
certainly be beneficial and the organization should plan for this to be implemented in
the near future.

5) The training methods used during the training were effective for understanding the
subject.

Options No. of Respondents % of Responses

Strongly agree 4 20%

Moderately agree 8 40%

Can’t Say 3 15%

Moderately Disagree 3 15%

Strongly Disagree 2 10%

Total 20 100%

89
INTERPRETATION

40% of the respondents believe that the training methods used during the programmes
were helpful in understanding the subject, yet 25% disagree to this notion. The
organization should use better, hi-tech methods to enhance the effectiveness of the
methods being used during the training programmes.

6) The training sessions were exciting and a good learning experience.

Options No. of Respondents % of Responses

Strongly agree 5 25%

Moderately agree 8 40%

Can’t Say 2 10%

Moderately Disagree 3 15%

Strongly Disagree 2 10%

Total 20 100%

90
INTERPRETATION

65% respondents believe that the training sessions were exciting and a good learning
experience. 10% respondents could not comment on this while 25% differ in opinion.
They feel that the training sessions could have been more exciting if the sessions had
been more interactive and in line with the current practices in the market.

7) The training aids used were helpful in improving the overall effectiveness of
the programme.

Options No. of Respondents % of Responses

Strongly agree 4 20%

Moderately agree 5 25%

Can’t Say 7 35%

Moderately Disagree 3 15%

Strongly Disagree 1 5%

Total 20 100%

91
INTERPRETATION

40% of the respondents believe that the training aids used were helpful in improving
the overall effectiveness, yet 20% disagree to this notion. 35% respondents did not
comment on the issue. Yet the total mindset of the respondents was that the
organization should use better scientific aids to enhance the presentation and
acceptance value of the training programme.

8) The training was effective in improving on- the- job efficiency.

Options No. of Respondents % of Responses

Strongly agree 3 15%

Moderately agree 6 30%

Can’t Say 4 20%

Moderately Disagree 4 20%

Strongly Disagree 3 15%

Total 20 100%

92
INTERPRETATION

45% respondents believe that the training programmes increase their job efficiency
but 35% disagree to this. The view of the respondents were towards having more
technological and current topics for the training programmes which could help them
satisfy their creative urge and simultaneously increase their on-the-job efficiency.

9) In your opinion, the numbers of training programmes organized during the

year were sufficient for officers of BHEL.

Options No. of Respondents % of Responses

Strongly agree 2 10%

Moderately agree 3 15%

Can’t Say 5 25%

Moderately Disagree 2 10%

Strongly Disagree 8 40%

Total 20 100%

93
INTERPRETATION

25% respondents have the opinion that the frequency of the training programmes is
sufficient but 50% of the respondents differ to this. They believe that the number of
training programmes organized in a year should be increased and some in house
training programmes should also be organized by the organisation regularly.

10) How many training programmes have you attended during the last year?

No. of Programmes No. of Respondents % of Responses

Upto 2 25 62%

3-5 10 25%

6-8 4 10%

More than 8 1 3%

Total 40 100%

94
INTERPRETATION

35% of the workers have attended 3-8 training programmes in the last year, which is
the clue of a useful training policy of the organization. However, 62% of the workers
have attended only 0-2 training programmes, which should be effectively seen by the
organization. Also, every worker should be given chances to attend as many training
programmes as possible.

SUGGESTATION

Please suggest any changes you would like to have in the existing training
programmes.

The major suggestions for changes in the existing training programmes are as
follows:-

 The frequency of the training programmes organized in a year should be

increased.
 The duration of the training sessions should be amplified.
 New programmes for personal as well as professional development of the
officers should be developed.
 Officers should be referred for the training programmes as per their
developmental needs.
 The training programmes should be organized outside the office in order to
avoid disturbance in the work.

95
  Some training sessions should also be organized in house for the officers who
find it difficult to attend them if held outside the office premises.
 Better presentation technologies should be used in order to increase the
effectiveness of the programmes.
 The course curriculum for the training programmes should be current in terms
of the new developments in the world.

The major suggestions for changes in the existing training programmes are as
follows:-

 The workers were of the opinion that external faculty should be appointed for
the training programmes.
 The period of the training sessions should be augmented.
 The rate of the training programmes organized in a year should be increased.
 Every one should get a chance to attend the training programmes.
 Documentaries and other films relating to issues of motivation, team building
should be screened.
 Practical examples should be used to make things easy to understand during
the training sessions.
 Better technological aids and methods should be used to make the training
sessions exciting.

96
 CONCLUSIONS

The major findings of the project are enumerated as follows:

 Training is considered as a positive step towards augmentation of the knowledge

base by the respondents.
 The objectives of the training programmes were broadly known to the respondents
prior to attending them.
 The training programmes were adequately designed to cater to the developmental
needs of the respondents.
 Some of the respondents suggested that the time period of the training
programmes were less and thus need to be increased.
 Some of the respondents also suggested that use of latest training methods will
enhance the effectiveness of the training programmes.
 Some respondents believe that the training sessions could be made more exciting
if the sessions had been more interactive and in line with the current practices in
the market.
 The training aids used were helpful in improving the overall effectiveness of the
training programmes.
 The training programmes were able to improve on-the-job efficiency.
 Some respondents also recommended that the number of training programmes be
increased.

97
 RECOMMENDATIONS

Based on the data collected through the questionnaire and interactions with the
Officers and Workers of BHEL the following recommendations are made for
consideration:

 The organization may utilize both subjective and objective approach for the
training programmes.
 The organization may consider deputing each employee to attend at least one
training programmes each year.
 The In-house training programmes will be beneficial to the organization as well as
employees since it will help employees to attend their official work while
undergoing the training.
 The organization can also arrange part time training programmes in the office
premises for short durations, spanning over a few days, in order to avoid any
interruption in the routine work.
 The organization can arrange the training programmes department wise in order to
give focused attention towards the departmental requirements.

98
 BIBLIOGRAPHY

 Effective Planning in Training and Development Leslie Rae

 World Class Training Kaye Thorne

 Training in Practice Blackwell

 Human Resource Management C.B.Gupta

 Human Resource Management T.N.Chabra

 Human Capital Journal

99
 APPENDIX

QUESTIONNIARE

1) How many training programmes have you attended in last 5 years?

0-5

6-10

10-15

More than 15

2) The programme objectives were known to you before attending it.

 Strongly agree
 Moderately agree
 Can’t Say
 Moderately Disagree
 Strongly Disagree
3) The training programme was relevant to your developmental needs.

 Strongly agree
 Moderately agree
 Can’t Say
 Moderately Disagree
 Strongly Disagree

4) The period of training session was sufficient for the learning.

 Strongly agree
 Moderately agree
 Can’t Say
 Moderately Disagree
 Strongly Disagree

100
5) The training methods used during the training were effective for understanding the
subject.

 Strongly agree
 Moderately agree
 Can’t Say
 Moderately Disagree
 Strongly Disagree

6) The training sessions were exciting and a good learning experience.

 Strongly agree
 Moderately agree
 Can’t Say
 Moderately Disagree
 Strongly Disagree

7) The training aids used were helpful in improving the overall effectiveness of the
programme.

 Strongly agree
 Moderately agree
 Can’t Say
 Moderately Disagree
 Strongly Disagree

8) The training was effective in improving on- the- job efficiency.

 Strongly agree
 Moderately agree
 Can’t Say
 Moderately Disagree
 Strongly Disagree

101
9) In your opinion, the numbers of training programmes organized during the year
were sufficient for officers of BHEL.

 Strongly agree
 Moderately agree
 Can’t Say
 Moderately Disagree
 Strongly Disagree

10) How many training programmes have you attended during the last year?

Upto 2

3-5

6-8

More than 8

102