Departmental Training - Mec Shot Blasting Equipments Pvt Ltd

Departmental Training
MEC Shot blasting equipments Pvt. Ltd. Training schedule Contents Induction Program ISO Training Departmental Training Technical Training Practical training to each Department Personality development & interpersonal skills Aptitude test Measuring employee performance & behavior Retention plan Feedback
Induction Program Training about the Company – Introduction to Company Organization Mission Vision Purpose Core values Aims of departments Introduction to each Department & HODs Training need assessment (ISO) Purpose of training ISO training Department training : Marketing Project Production Design Quality Accounts R & D
Technical training Technical training of airless products Technical training of air operated products Technical training of standard products Technical training of special products Technical training of spares Technical training of Peening machines Technical training of blast room & paint booth
Visit to workshop Study of different machines & familiarization about the production. About air operated equipments About air less equipments About blast room About paint room About special purpose machines
Practical training of each department Marketing department Production department Project department R & D Design Department Purchase Department
Marketing Department Module I: Business Communication Customer negotiation skills Customer service Customer relationship management Module II: Domestic market sales Coordinate branches & agents Order scrutiny & review Customer liaison & follow up Provide pre and after sales service liaison Timely collection of payments (advance & balance etc.) Module III: Market survey for similar applications Seminars & awareness program Handling exhibitions & other related programs Module IV: Maintain healthy relation with colleagues Maintain honesty, trust, loyalty & integrity with the organization
Project department Module I: Coordinate with all departments (design, purchase, production, quality & r & d) Customer specifications & scheduling and budget Coordinating activities of engineering team, contractors, and vendors Submission of technical drawings, work programs , bar charts and samples Plan work schedule and delivery of equipment to site Module II: Coordinating & monitoring with fitting shop, electric shop, lathe shop, welding shop, painting shop, store & fabrication etc. For quality assurance. Erection commissioning. Visit site plan of customer , negotiate & successful handover of machine to customer Customer complaint handling and provide resolution with excellence in minimum time period Module III: Maintenance & quality as per ISO standard Qap inspection Liaison with all parties involved in the project including local authorities, consultants, clients, subcontractors and suppliers. Handle site meetings and inspections, report regularly on progress and monitor schedule.
Production department Module I: Training related to equipments manufacturing About air operated equipments About air less equipments About blast room About paint room About special purpose machines Module II: Project handling From planning to execution Quality improvement Optimum utilization of resources Project scheduling, monitoring & controlling Cost management Module III: Safety & environment in surface processing operations Product and equipment related risk – hazards for personnel Safety in production operations and during construction or repair works Hazard analysis in plant design and operation Safety management and responsibilities Module IV: Facility analysis, facility optimization & production field reviews. Cost analysis Coordinate activities and resolution or problems Evaluate contractors, vendors etc. Incorporate safety and environmental compliance
Quality department Module I: Standard quality measures of the products Quality assurance plan Quality improvement Company quality management system Module II: Control of inspection Measuring and test equipments Regular calibration & maintain necessary records Module III: Identification of non-conformity Prevention actions Incoming material inspection Module IV: Final testing of machine before dispatch Customer complaint handling Vendor site inspection
Design department Module I: Preparation of quotation Preparation of manufacturing drawings Identify new designs Module II: Development in design Customer complaint handling
Other programs Personality development & communication Communicate with HODs Communicate with customer Communicate with supplier Communicate with colleagues Training about ISO policy Organization policy Organization rules & regulation as per ISO standard Terms & condition regarding each department as per KRA Interaction skills Interpersonal skills Decision making Clarify queries regarding remuneration, holiday & other related policies as per ISO Experience sharing with experts: Sales quota Customer complaint handling Conflict resolving Time management Quality improvement Work excellence Team work & coordination
Measuring employee performance & behavior Performance measurement uses the following indicators of performance, as well as assessments of those indicators: Quantity:the number of units produced, processed or sold is a good objective indicator of performance. Be careful of placing too much emphasis on quantity, lest quality suffer. Quality: the quality of work performed can be measured by several means. The percentage of work output that must be redone or is rejected is one such indicator. In a sales environment, the percentage of inquiries converted to sales is an indicator of salesmanship quality. Timeliness: how fast work is performed is another performance indicator that should be used with caution. In field service, the average customer’s downtime is a good indicator of timeliness. In manufacturing, it might be the number of units produced per hour. Cost-effectiveness: the cost of work performed should be used as a measure of performance only if the employee has some degree of control over costs. For example, a customer-service representative’s performance is indicated by the percentage of calls that he or she must escalate to more experienced and expensive reps. Absenteeism/Tardiness: an employee is obviously not performing when he or she is not at work. Other employees’ performance may be adversely impacted by absences, too. Creativity: it can be difficult to quantify creativity as a performance indicator, but in many white-collar jobs, it is vitally important. Supervisors and employees should keep track of creative work examples and attempt to quantify them. Adherence to Company Policy: this may seem to be the opposite of creativity, but it is merely a boundary on creativity. Deviations from policy indicate an employee whose performance goals are not well aligned with those of the company. Gossip and other Personal Habits: they may not seem performance-related to the employee, but some personal habits, like gossip, can detract from job performance and interfere with the performance of others. The specific behaviors should be defined, and goals should be set for reducing their frequency. Personal Appearance/Grooming: most people know how to dress for work, but in many organizations, there is at least one employee who needs to be told. Examples of inappropriate appearance and grooming should be spelled out, their effects upon the employee’s performance and that of others explained, and corrective actions defined. Performance indicators must be assessed by some means in order to measure performance itself. Here are some of the ways in which performance is assessed from the aforementioned indicators. Manager Appraisal: a manager appraises the employee’s performance and delivers the appraisal to the employee. Manager appraisal is by nature top-down and does not encourage the employee’s active participation. It is often met with resistance, because the employee has no investment in its development. 360-degree or “full-circle” Appraisal: the employee’s performance is appraised by everyone with whom he of she interacts, including managers, peers, customers and members of other departments. This is the most comprehensive and expensive way to measure performance and it is generally reserved for key employees. MBO (Management By Objectives): the employee’s achievement of objective goals set in concert with his or her manager is assessed. The MBO process begins with action statements such as, “reduce rejected parts to 5 percent.” Ongoing monitoring and review of objectives keeps the employee focused on achieving goals. At the annual review, progress toward objectives is assessed, and new goals are set.
Retention plan Provide work – life balance Provide healthy working environment Motivating employees Ask their opinions on the work environment and changes that might enhance their loyalty Reward extra effort Designing job according to employee specification Avoid burnout Provide development opportunities Provide feedback Avoid negativity Practice professional