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.