SRM University

I hereby declared that the project work entitled “COMPETENCY MAPPING FOR QUALITY ASSURANCE DEPARTMENT” submitted to the SRM University, Chennai in partial fulfilment of the requirements for the award of Master of Business Administration is a record of original project done by me during the period of time in the SRM University, Chennai under the guidance of, Assistant Professor in School of Management, SRM University. Place: Chennai Date: Signature of Candidate ________________________ ACKNOWLEDGEMENT I sincerely thank to Dr. JAYSHREE SURESH MBA. , Ph. D. DEAN), School of Management Studies, SRM UNIVERSITY, Kattankulathur, who provided me this wonderful opportunity. I extend my sincere and heartfelt thanks to my faculty guide Asst. Prof. Mr. J. Dinesh who helped me a lot with his fruitful ideas and suggestion to complete this project in a successful manner. I am very grateful to Sundaram Clayton limited company for giving me a chance to work for their company. My sincere regards to my company guide Mr. S. Hemant Kumar,Sr. Manager TQM and Mrs. K. Manonmani, Sr. Executive Training. I am also immensely indebted to Mr. G.Satya Narayan, General Manager QAD, support and timely help. I also thank Mr. A. Rajesh, team leader for their Mr. S. Arun Kumar, Manager, Personnel. I am very grateful to my uncle Mr. L. BapiRaju, Dealer, Goodwill TVS, for referring me to Sundaram Clayton limited. My heartfelt thanks to my aunt Mrs. SunandaBapiRaju, who supported me in my hardships. The gratitude towards my parents will be there always as their kind blessings will be showered on me during every effort of mine. Last but not the least I thank each and every person who is responsible directly or indirectly in the completion of my project successfully.Date: Place: (M. Anja Naga Haritha) ABSTRACT Sundaram Clayton Limited was established in 1962 in a joint venture with WABCO Vehicle Control Systems. It is a part of TVS group. It produces castings, dies and powertrain products. It firmly believes that success of its company can be achieved through customer satisfaction and it made employee involvement as principle to achieve it. The project titled “Competency mapping for Quality Assurance department” is done to the quality assurance department of Sundaram Clayton Limited.It is done to identify the gap between the competencies present and the competencies that are required for a person in the department, help the employees to understand the process and requirements of the organization, department more effectively and direct the training mechanism in the organisation, so that the training program that is being followed will better suited to meet the employee’s and organisational needs. Assessment method of competency mapping is used in the project. Face to face informal interview is used as a tool for collection of data.Job descriptions of the employees of the department given by the company are also used to do the project. Frequency distribution tool is used to identify the core and supporting competencies among the found competencies. Then the number of levels of each competency is identified and defined according to the work and skills required by those employees. Due to time constraint, the project is done until finding and defining the competencies into various levels. Assessment of the employee according to these competencies and implementation will be carried by the company. TABLE OF CONTENTS PARTICULARS CHAPTER – 1PAGE NO 1-7 INTRODUCTION 1. 1 INTRODUCTION 1. 2 CURRENT SCENARIO 1. 3 NEED OF COMPETENCY MAPPING FOR QAD 1. 4 OBJECTIVES 1. 5 SCOPE OF THE STUDY 1. 6 LIMITATIONS CHAPTER – 2 8-18 COMPANY PROFILE 2. 1 PROFILE OF TVS GROUP 2. 2 PROFILE OF SUNDARAM CLAYTON LIMITED 2. 3 MISSION AND VISSION STATEMENTS 2. 4 ORGANISATIONAL CHARTS 2. 5 QUALITY POLICY 2. 6 PRODUCT PROFILE 9 10 12 13 18 18 2 3 4 5 6 7 PARTICULARS CHAPTER – 3 PAGE NO 20-32 ABOUT THE STUDY 3. 1 WHAT IS COMPETENCY? 3. 2 WHAT IS COMPETENCY MAPPING? HAT IS COMPETENCY MODEL? 3. 4 ADVANTAGES OF COMPETENCY MAPPING 3. 5 COMPETENCY MAPPING PROCESS 3. METHODS OF COMPETENCY MAPPING CHAPTER – 4 33-35 RESEARCH METHODOLOGY 4. 1 RESEACH DESIGN 4. 2 DESCRIPTIVE RESEARCH 4. 3DATA COLLECTION METHOD 4. 4TYPE OF DATA 4. 5 STATISTICAL TOOL CHAPTER – 5 5. DATA ANALYSIS AND INTERPRETATION CHAPTER – 6 6. 1 FINDINGS 6. 2 SUGGESTION 6. 3 CONCLUSION BIBLIOGRAPHY 34 35 35 35 36 37-60 35-60 61-63 62 62 63 64 21 22 23 24 25 27 CHAPTER – 1 1. 1 INTRODUCTION  1. 2 CURRENT SCENARIO   1. 3 NEED OF COMPETENCY MAPPING FOR  QUALITY ASSURANCE DEPARTMENT 1. 4 OBJECTIVES OF THE STUDY  1. 5 SCOPE OF THE STUDY  1. 6 LIMITATIONS OF THE STUDY 1. 1 INTRODUCTIONIn the modern world, the business managers are required to improve the efficiency and effectiveness of the business operations. As there are several factors that affect efficiency and  effectiveness of operations, the improvement is required to be carried out in every factor. Man  power, technical and managerial skills are very important resources for any o rganization. These  important resources are very difficult to manage as no two persons are similar. Every person has  different qualities, attitudes, motives, personality traits, skills, knowledge etc. which has effect on  their performance at work.Organization, in order to facilitate excellence in the performance of  people in the organization, they are required to identify the right person to the right job. This  matching between jobs and people is an important avenue for organization efforts. Currently most of the organizations are using personal interview, written tests and group discussion for the purpose of assessment. These approaches were mostly based on personality tests/  psychometric tests. These tests have improved assessment of candidates but still the reliability of  the test results is not adequate to forecast effectiveness of the selected candidate for the job.The  effectiveness of a person to carry out a job depends not only on single or isolated factors but on a  set of different factors. Such set of factors that help a person to be effective in a particular job is  termed as competency for a particular job. The process of identifying key competencies for a  particular position in an organization is called competency mapping. 1. 2 CURRENT SCENARIO The employees of the Quality Assurance department of SCL are given function specific training. The process of function specific training is:  1. The need of the function specific training has to be identified. . The training material and the training plan have to be prepared. 3. According to the functions, people of various departments who require training have to be  identified. 4. The training has to be conducted. 5. Their performance has to be evaluated by checking their performance in the training  program. 6. Accordingly either they have to be retrained or certified. Advantages: • • • •   It will be easy to identify employee who require training. It is very specific. It gives a clear understanding of the functions for the employee. It makes employee efficient in the areas where they are lagging. . 3 NEED OF COMPETENCY MAPPING FOR QAD Currently, Function specific training is given to the employee of QAD in which the trainee is  given with an overall functional training instead of concentrating over their weak areas that require  more extensive training. Competency mapping identifies the gap between the competencies present and the  competencies that are required for a person in the department and helps in providing training to the  employee in the areas where the skill level is below the industry requirement. 1. 4 OBJECTIVES OF THE STUDY PRIMARY OBJECTIVE: To do competency mapping for the Quality Assurance department. SECONDARY OBJECTIVES: • • • To identify the core competencies and supporting competencies for the employee in QAD. To define various levels for each competency that is identified. To direct the training mechanism within the organization so that the training program will  better suited to meet the employee’s and organizational needs. • To enable the employee to assess their inherent strengths and weaknesses and strengthen  them. • To make employee effective in his job. 1. 5 SCOPE OF THE STUDY The scope of the study is limited to the Quality Assurance department of Sundaram Clayton  limited, Die Casting division at Padi. • • The study has been done on the basis of the job descriptions given by the department. The study is done until finding the competencies required by the employees of the Quality  assurance department and identifying & defining various levels for each competency. • Due to time constraint, Assessment and Implementation phases are not included in this  study. 1. 6 LIMITATIONS OF THE STUDY • Time factor  o Due to insufficient time, the project is done till identification and defining of  competency levels.Assessment and implementation stages are not included in this  project. • The roles and responsibilities of the employee are not properly defined. o o There is no exact blue print on job descriptions of the employee. The data provided by the employees is biased and employees are not clear with  their roles and responsibilities. CHAPTER? 2  COMPANY PROFILE 2. 1 PROFILE OF TVS GROUP  2. 2 PROFILE OF SUNDARAM CLAYTON LIMITED  2. 3MISSION AND VISION STATEMENTS  2. 4ORGANISATIONAL CHARTS 2. 5 QUALITY POLICY   2. 6 PRODUCT PROFILE 2. 1 PROFILE OF TVS GROUPThe  TVS  Group,  which  was  a  transport  company  during  1911,  now  includes  a  group  of  33  companies  like  Sundaram  Clayton,  Lucas  TVS,  Brakes  India,  Wheels  India,  Sundaram  Brake  Linings,  TVS  Motor  Company  and  TVS  Electronics  with  a  workforce  of  25000  and  grossing  an  annual  aggregate sale in excess of US $2. 7 billion. These companies, with their ability to deliver products of  right quality, at right price and right time, have made a mark in the Indian and Global Markets. Underlying  the  success  of  the  group  is  its  philosophy  of  Trust,  Value  and  Service.TVS  believes that the success of any enterprise is built on the solid foundation of customer satisfaction. Continuous  innovation  and  close  customer  interaction  have  enabled  the  TVS  companies  to  stay  ahead of competition. Commitment to its people is the fundamental principle of the TVS management philosophy. The  group’s  concern  for  the  development  and  welfare  of  its  employees  is  deep  rooted. From  providing drinking water to villages to setting up schools and hospitals, TVS contributes actively to the development of local communities.It is the first Indian company to recei ve the ISO certification  and also the first to win Deming awards. It won 5 Deming awards and 8 TPM excellence awards. 2. 2 COMPANY PROFILE Sundaram  Clayton  Limited  was  established  in  1962  in  a  joint  venture  with  WABCO  Vehicle  Control Systems. The division’s three plants, one at Chennai, Hosur and the other at Mahindra world  city, are equipped with the latest technology in Gravity, Low pressure and High Pressure Die Casting  processes,  with  Vacuum  and  Squeeze  casting  capability  for  a  capacity  of  24,000  Metric  Tons  per  annum.The company is certified for QS 9000, TS 16949, OHSAS 18001 and ISO 14001. The Company  is awarded the Deming Prize for excellence in Total Quality Control. It is the fourth company in the  world (outside Japan) and the first company in India to achieve this award. Other significant awards  include “Best cooperation vendor (2006)” from Hyundai and “Most improved supplier” award. The  company’s exports cover over 15 countries across Australia, Asia, Europe, Africa and America. SCL is  the only Indian company to provide full service support to Indian commercial vehicle manufacturers  for  air? brake  systems.The  Company  has  a  strong  track  record  of  earnings,  industrial  relations  and  quality systems. The company has an excellent infrastructure with about 2000 employees and is divided into  various departments like Marketing, Business Planning, TQM, GDC/PDC, Metal management, Online  PE,  Operations,  Purchase,  Quality  Assurance,  Production  Engineering,  Die  Design,  Finance,  Information  systems,  and  Personnel. The  major  customers  are  Volvo,  TATA  Holset,  Ford,  Hyundai, Honda,  Ashok  Leyland,  Daimler,  BMW,  Renault,  Delphi  TVS,  Wabco,  Cummins  Turbo  Technologies,  TATA,  Visteon,  Lucas.The  range  of  products  include  Aluminum  Castings  for  Intake  manifold,  Transmission case and Clutch housing, Brackets for Cars and High commercial vehicles; Crank case,  Cylinder  head,  Cylinder  barrel  and  Wheel  hub  castings  for  powered  two  wheelers;  Flywheel  housings,  Gear  housings,  Clutch  housings,  Brackets,  Turbocharger  compressor  covers,  Fuel  system  components for Commercial vehicle engines. The manufacturing setup works in cellular system where machines required to produce one  or more products and are arranged in a way as to reduce the lead? ime of the product, allowing for a  better utilization of man, machine & material and hence higher productivity. 2. 3 MISSION AND VISION STATEMENTS MISSION STATEMENTS • We will be the preferred provider of complete solutions to our customers of light alloy  machined castings. • We will be among the top 5 suppliers of machined light alloy castings in the world. We will  achieve this position through excellence in NPD and manufacturing; process versatility and  cost leadership. • We will be a profitable, socially responsible and environment? friendly organization. VISION STATEMENT • To be the first choice. . 4 ORGANISATIONAL CHARTS 2. 4. 1ORGANIZATION STRUCTURE 2. 4. 2 D DEPARTM MENT CHAR RTS  DEPAR RTMENT S STRUCTUR RE MACH HINE SHOP QUALITY (DOMESTIC)  P Y S (EXPORTS) FOUNDRY QUALITY  D 2. 5 QUALITY POLICY OF THE COMPANY  A O F SCL will deliver a level of quality that totally meets customer expectations. This customer satisfaction  will  be  obtained  by  supplying  products  of  the  right  quality,  at  the  right  time  and  at  the  right  price. Total employee involvement and continuous improvement in every sphere of activity will be the twin  supports on which SCL quality will stand. . 6 PRODUCT PROFILE Heavy truck powertrain products  1. Gear housings  2. Air connectors  3. Lube oil cooler assembly  4. Fuel filter heads  5. Fly wheel housings  6. Clutch housings  7. Turbo charger compressor cover assembly  8. Filtration module castings  Automotive powertrain products  1. Case transaxle assembly  2. Fork gear shift  3. Starter motor housings  4. Oil filter adapters 5. Cylinder head cover  6. Case chain  7. Oil pan assembly  8. Transaxle brackets  Castings for powered 2 wheelers  1. Crank cases  2. Cylinder heads  3. Magneto covers  4.Cylinder barrel    Castings for truck air braking equipment  1. Brake valve bodies  2. Relay valve bodies  3. Air dryer bodies  4. Actuator bodies CHAPTER ? 3  ABOUT THE STUDY 3. 1 What is competency? 3. 2 What is competency mapping? 3. 3 What is competency model? 3. 4 Advantages of competency mapping  3. 5 Competency mapping process  3. 6 Methods of competency mapping 3. 1 WHAT IS COMPETENCY? Competencies  are  identified  behaviors,  knowledge  and  skills  that  directly  and  positively  impact the success of employees and the organization.Competencies can be objectively measured,  enhanced and improved through coaching and learning opportunities. Competencies emphasize the  attributes and activities that are required for an organization to be successful. There are two types  of competencies. They are Behavioral and technical competencies. Depending on the purpose of the  competency model, one or a combination of these competency types may be used. Behavioral  competencies  are  a  set  of  behaviors,  described  in  observable  and  measurable terms  that  make  employees  particularly  effective  in  their  work  when  applied  in  appropriate  situations.Behavioral  competency  model  may  be  designed  to  describe  common  or  core  behaviors  that are applicable to employees throughout an agency or may be more narrowly defined to reflect  behaviors unique to an organizational family or career group. Technical  competencies  are  underlying  knowledge  and  skills  described  in  observable  and measurable terms that are necessary in order for employees to perform a particular type or level of  work activity. Technical competencies typically reflect a career? long experience in an agency. 3. 2 WHAT IS COMPETENCY MAPPING?Competency mapping is a process of identifying key competencies for a particular position in an  organization,  and  then  using  it  for  job? evaluation,  recruitment,  training  and  development,  performance management, succession planning. Competency mapping plays a vital role in selecting,  recruiting  and  retaining  the  right  person  to  the  right  job. When  the  competency  required  for  a  particular position is mapped, an accurate job profile is created. With the job profile well defined,  the entire recruitment process becomes easier.The candidate who applies for the position is aware  of  what  the  position  demands. The  interviewers  who  interview  the  candidate  are  sure  of  what  to  look foe in him. This increases the chances the chances of retention as the new employee and the  company know what to expect from each other. Once the employee has entered the organization, it is natural for the employee to want to ascend the  corporate ladder. As the skills and qualities for each position in the hierarchy  is clearly  defined, employee who seek growth are aware of what is expected of them.This enables to align his  effort  in  the  direction  of  the  company’s  requirement. It  also  brings  a  degree  of  transparency  to  whole process and motivates the employee. Apart from recruiting and promotion, competency mapping is a great development tool for the  employee. It  assesses  the  inherent  strengths  and  weakness  of  the  individual  and  helps  him  develop  himself. It  also  gives  the  direction  to  the  training  machinery  with  the  organization  as  the  training programs will be better suited to meet the employee’s needs. 3. 3 WHAT IS A COMPETENCY MODEL?A  competency  model  is  a  list  of  competencies  that  apply  to  a  particular  type  of  work. Competency models can include behavioral competencies or technical competencies or both. What is the use of competency model? Competency model can serve as a way to integrate human resource practices under the compensation management system. Agencies that elect to use competency models need to consider  exactly how they will be used to support the agency’s mission and desired strategic outcomes and  determine the extent to which competency models will impact and affect the agency’s human  resources into practices. . 4 ADVANTAGES OF COMPETENCY MAPPING VALUE ADDITION FOR EMPLOYEES: • • • It brings a degree of transparency to whole process and motivates the employee. It enables to align the employee effort in the direction of the company’s requirement. It assess their current capabilities and determine behavior they need to develop to become  effective. • It asses the inherent strength and weakness of an individual and strengthen it. VALUE ADDITION FOR ORGANISATION: • • • •             It helps in selecting right people for the right job.It helps in dropping of unnecessary developing and training activities. It integrates employee needs with organization needs. It helps in enhancing organization’s performance & competitive position. 3. 5 COMPETENCY MAPPING PROCESS First stage of mapping requires understanding the vision and mission of the organization. Second stage requires understanding from the superior performers   • • The need and functions of the department  The  behavioral  as  well  as  the  functional  aspects  required  by  the  employee  in  order  to  perform  job  effectively  i. . ,  their  roles  and  responsibilities,  material,  equipment,  tools  handled, number of subordinates etc. Tool for the first and second stage: Interview of employee and through observation. Third  stage  involves  thorough  study  of  data  collected  in  1st  and  2nd  steps  and  preparation  of  job  descriptions based on that. Fourth stage involves segregation of employee according to the functions of the department.

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