TATA MOTORS- A Brief Overview

TML DRIVELINES LTD. A Brief Overview

SKILL MATRIX RESEARCH METHODOLOGY

ANALYSIS AND GRAPHICAL PREPARATION OF DATA

FINDINGS CONCLUSION SUGGESION BIBLIOGRAPHY LEARNINGS

 To identify Skill mapping of employees of TML Driveline (drive head business unit). To identify existing performance level of each employees of DHBU. To identify training need of an operator.

 Tata Motors Limited is India's largest automobile company, with consolidated revenues of INR 1,88,818 crores (USD 34.7 billion) in 2012-13.
It is the leader in commercial vehicles in each segment, and among the top in passenger vehicles with winning products in the compact, midsize car and utility vehicle segments. It is also the world's fifth largest truck manufacturer and fourth largest bus manufacturer.

 Tata group was founded by JAMSHEDJI TATA in 1945. Tata motors is a part of Tata group. Tata Motors was founded by RATAN TATA. It tied-up with Daimler-Benz and entered Commercial vehicle segment in 1954. In 1992, it entered Small vehicle segment. The headquarter of Tata group is in Mumbai.

 100% subsidiary company of Tata Motors engaged in the business of manufacture of gear boxes and axles for heavy and medium commercial vehicles, with production facilities and infrastructure based at Jamshedpur and expansion plan at Lucknow. HVTL was accordingly amalgamated with HVAL and HVAL was then renamed as TML Drivelines Limited in FY2011-12. The company operates as a Business to Business (B2B) entity with TML. For Financial year 2012-13, TML drivelines reported revenues (net of excise) of Rs. 435.77 crores. The Profit before Tax amounted to Rs. 118.75 crores and Profit after tax, Rs. 78.88 crores. The total sales volume in 2012-13 is 284,556 units of axles and 125,451 units of gearboxes.

 TML Drivelines has 2372 (as on 31st March, 2013) permanent employees. Tata Motors is the primary market for TML Drivelines. Vehicles manufactured by Tata Motors with TML Drivelines' Axles and Transmissions, are sold both in domestic & international markets.

Front Axle

Rear Axle

Drive Head

Gear Soft

Heat Treatment

Gear Hard

Stub axle-RA Shaft

FA BeamCrank Shaft

G40

5 Speed Synchromesh Transmission for 400 Nm input Torque

Front axles

G750

6 Speed Synchromesh Transmission for 750 Nm input Torque

Rear axles

Managerial Structure:-

BOARD OF DIRECTORS
Director Mr. S B Borwankar

Chairman Mr. R Pisharody

Director Mr. H K Sethna

Director Mr. A A Gajendragadkar

Director Mr. N S Kulkarni

CEO Mr. A B Lall

CFO Mr. G S Ahuja

Company Secretary Mr. Vispi S Patel

STRENGTHS
1. Strong manufacturing base. 2. High cost competitiveness in the products offered. 1.

WEAKNESSESWEAKNESS
Increased cost of production leading to low profits due to high input costs. TML Drivelines supplies its products to only a single customer/supplier which is TATA MOTORS.

3. Qualified and skilled manpower 4. Professional management

2.

OPPORTUNITY
1. Defense Sector as a major market for demand.
1. 2.

THREATS
Interest rates and credit availability. Fluctuations in Exchange rates.

2.

3.

Huge market for spare parts as requirement is expected to grow by 15% year by year Expected market for Trailer Axles, suspensions and clutch housings.

3.
4. 5.

High input costs due to recession.

Complexities due to strict Government regulations. Disruption in supply chain due to any disaster.

Skill mapping is a way of assessing the strengths and weaknesses of a worker or organization. It's about identifying a person's job skills and strengths in areas like teamwork, leadership, and decision-making.

Skill matrix is a tool to assess training needs. It is a table that shows skills of individuals in a team and any gaps between the skills of employees and the job roles they have.

NO OF QUADRANTS TO BE FILLED

SYMBOL

DEFINITION

0 1 2 3 4

"Untrained" "Basic knowledge" "able to do job under supervision" "can perform task", able to train others" or 'lead"

 Location- JAMSHEDPUR Sample Size- 441 employees ( permanent, temporary, tmst and professional trainee employees) Sampling Tool- Questionaire in form of job modules This sample size consists of 100% of total employees of Drive head business unit that include: drive head assembly line,
crown wheel and pinion Line, carrier housing line, differential line and

heat treatment.

LINES

PERMANE-NT

TEMPO-RARY

TMST

PT

TOTAL

DRIVE HEAD ASSEMBLY LINE

48

69

123

CROWN WHEEL AND PINION LINE

79

67

146

CARRIER HOUSING LINE

34

25

59

DIFFERENTIAL

43

31

80

HEAT TREATMENT

14

18

34

 The HR department divided all 441 employees under different grade including 218 permanent, 210 temporary, 6 TMST and 2 professional trainees.

 INTERPRETATION:In drive head assembly line average desired skill level is 3, while average skill level of all permanent, temporary employee, TMST and professional trainee is less than average desired skill level. Hence there is a skill gap between desired level and skill of all employees of drive head assembly line.

CRITICAL OPERATION WISE DIVISION OF ALL EMPLOYEES

INTERPRETATION:In Drive head assembly line in total of 123 employees very few employees have skill more than desired skill level. All other employees having skill level less than desired level requires training in that particular operation. Here we can see that 113 employees requires training in Shaft/Bevel Gear B/I,115 employees requires training in Diff R/O, 120 employees requires training in Cl spacer SA, and 91 in B/L and 114 employees requires training in Testing.

 INTERPRETATION:-

In Drive Head assembly line desired skill level varies with operations. Here in most of the cases skill level of all employees also varies with the desired skill level. Temporary employees and TMST have skill level less than permanent employees. Most of the required training in following operations: CL spacer SA B/L

 INTERPRETATION:-

In Crown wheel and pinion Line average desired skill level is 3.125, while average skill level of all permanent, temporary employee, is 0.550 and 0.458 respectively i.e. less than average desired skill level. Hence there is a skill gap between desired level and skill of all employees of Crown wheel and pinion Line.

 INTERPRETATION:-

In Carrier Housing Line average desired skill level is 4, while average skill level of all permanent, temporary employee, is 3.06 and 2.35 respectively i.e. less than average desired skill level. Hence there is a skill gap between desired level and skill of all employees of Carrier Housing Line.

 INTERPRETATION:-

In Carrier housing line desired skill level varies with operations. Here in most of the cases skill level of all employees also varies with the desired skill level. Temporary employees have skill level less than permanent employees. Most of the required training in following operations: SBCNC
DEBURRING SABRE HMT

 INTERPRETATION:-

In Differential Line average desired skill level is 4, while average skill level of all permanent, temporary employee, and Pt is 3.06, 2.35 and 4 respectively i.e. less than average desired skill level. Hence there is a skill gap between desired level and skill of all employees of Carrier Housing Line.

 INTERPRETATION:-

In Differential line desired skill level varies with operations. Here in most of the cases skill level of all employees also varies with the desired skill level. TMST employees have skill level less than permanent employees and temporary employees. Most of the required training in following operations: GRINDING
SPIDER BORING

CRITICAL OPERATION WISE DIVISION OF ALL EMPLOYEES

INTERPRETATION:-

In DIFFERENTIAL line out of 80 employees very few have skill level more than desired skill level and more of the employees have skill level less than desired skill level that is 62 employees required training in grinding, 56 employees required training in spherical turning, 75 employees required training in spider boring.

 INTERPRETATION:-

In Heat treatment average desired skill level is 4, while average skill level of all permanent, temporary employee, and Pt is 3.06, 2.35 and 4 respectively i.e. less than average desired skill level. Hence there is a skill gap between desired level and skill of all employees of heat treatment.

Thank You