CHAPTER 7- INTRODUCTION TO FORCE MOTORS LTD.
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7.1 INTRODUCTION
FORCE MOTORS
Late Shri N.K.Firodia, a dedicated Gandhian and Visionary Industrialist, was the
Founder-Managing Director of Force Motors. Having participated in the freedom struggle for
India in 1932 and 1942 he was determined to achieve Industrial modernization for India. He
established, starting in 1950, in Collaboration with Vidal & Sohn, Hamburg, Germany the
import and later progressive manufacture in India of the Tempo 3-Wheeler.
On 15th August 1957, the 10th anniversary of Indian independence, Mr. N.K. Firodia
signed a collaboration with Vidal & Sohn Tempo Werke GmbH for phased manufacturing of
TEMPO 3-WHEELER & manufacturing was started in a small plant at Goregaon, Bombay.
The initial licensed capacity granted by the government was 1000 vehicles per year and 80
vehicles per month.
Expanding the business in 1961, the Company acquired about 150 acres of land in
Akurdi near Pune. The production was transferred to Pune by the end of 1964. Ambitious
plans for producing Light Commercial Vehicles for the growing industrial economy of India
were drawn up. The manufacture of TEMPO VIKING 4-Wheeled Trucks & Vans
commenced in November 1964. The licensed capacity was increased to 6000 vehicles per
year.
The VIKING vehicle subsequently was upgraded with a diesel engine and the
MATADOR was born. The production of Matador commenced in 1969. In 1975, the
manufacturing capacity of the company was increased to 12,000 vehicles per year, in addition
to 6,000 diesel engines for other purposes.
The collaborator company in Germany, in the wave of mergers during the 70s merged
eventually with Daimler-Benz. In July 1982, the company in a new collaboration - with the
then Daimler Benz - produced the Mercedes Benz OM 616 engine under license for fitting on
its line of vehicles.
The TRAX Vehicle, specifically designed for the rough roads of rural India was
developed by the Company's Research & Development department, to cater to the growing
mechanisation of passenger transport in rural India.
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To further modernise its LCV product range, the Company took up the production of
the TRAVELLER, under license from Daimler-Benz. A new Plant was set up in 1987, on a
greenfield site in Central India at Pithampur in Madhya Pradesh. This modern facility was
developed in close co-operation with Daimler-Benz. The plant is equipped with a modern
conveyorised body welding and Electrophoretic dip painting shop. The Plant has been
expanded to house a new Press Shop in 1997.
Today, Force Motors makes a full family of vehicles - the New Trump, Traveller
Shaktiman, Trax and Citiline range of Buses & the Balwan and Orchard range of Tractors.
These are products born out of Force Motor's own Research & Development activity. The
Product designs for these ranges of most modern vehicles were created in our most capable
Computer Engineering Environment.
The Force Motor's R & D centre is among the most advanced in the country with a
150 terminal (CAD) Computer Aided Design network. Over 90% of the vehicles currently
manufactured and sold by Force Motors are the latest designs, where, introduction is less than
5 years old. Further these are the products of most modern Computer Aided Design efforts.
The company spends over 5% of its annual turnover on new Product Development. It
employs 850 people for its R & D, tooling & project activity - 450 of which are Engineers.
Latest software such as IDEAS, CATIA, and ADAMS are used for design & validation. The
engines designed by Force Motors are fully proven for emission and for fuel efficiency. The
vehicles offer Green engines meeting BS III norms.
Force Motors Ltd., is a Company that has reinvented itself. Four decades ago, Force
Motors started production of the HANSEAT 3- Wheelers. Today, Force Motors stands on the
threshold of a new era in the automobile industry in India, with a stake in Five Product
segments:
TRACTORS- OX and Balwan- Modern Tractors, sporting synchromesh transmission,
Bosch hydraulics, excellent ergobomics and fuel efficient engines. Designed for demanding
farmers of developing countries.
THREE WHEELERS- Minidor. A family of new engineered three- wheelers-
Economical, rugged and environment friendly- very efficient transport for people and goods.
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LIGHT COMMERCIAL VEHICLES- Traveller and Excel range of passenger and
goods carriers. Powered by a family of DI and IDI engines including the legendary Mercedes
derived OM 616 engines. A range of high reliability axles and transmissions add value.
MULTI UTILITY VEHICLES- Complete range of multi- utility vehicles including
the Trax Judo, Trax GAMA, Trax Cruiser, Trax Kargo King, range of single cabin and
double cabin pickups; and the 4 X 4 cross country vehicle- Trax Gurkha.
HEAVY COMMERCIAL VEHICLES- In technical collaboration with MAN AG,
Germany, Force Motors will be introducing shortly, a range of heavy commercial vehicles
with a payload capacity ranging from 16 to 50 tonnes. Five areas of excellence support the
five market segments: Research and Develepment- Using a 150 terminal CAD installation
and modern testing facilities, staffed by 400 young engineers and technicians.
Power Pack Manufactuting- State of art facilities, for in house manufacturing of
engines and transmission components.
Vehicle Manufacturing - Complete, with in-house foundry, press shops, robotized
body welding, electrophoretic dip painting and high quality assembly facilities.
SPORTS UTILITY VEHICLES- Force Motors wants to make a giant leap into the
passenger vehicle segment. And for beginners, Force Motors want to manufacture sports
utility vehicles. Force Motors, which will mark its entry into the passenger vehicle segment
with its sports utility vehicle (SUV). In line with its passenger vehicle plans, the company is
setting up a separate division called personalised vehicle division to cater to its plans in the
segment. It has roped in people from various other automakers to steer the new division. "We
have a new vertical formed called the personalised vehicle division, which, on the front end,
is being headed by Sanjeev Garg, as president (SUV sales, service and marketing) of the
company. He comes from General Motors,‖ Prasan Firodia, managing director of the
company told Financial Express.
Company chairman, AN Firodia, has quoted in a leading newspaper, ―We will launch
a sports utility vehicle (SUV) sometime this year. We do not have a product in this segment,
but we have developed a new platform which will allow us to launch a stylish new vehicle in
a segment which is very popular. We are in the rural market with the Trax, which is rural
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multi-utility vehicle used as a rural taxi in those states that allow it. The SUV is a completely
different segment from the Trax, though‖.
So far, Force Motors has had three platforms, Trump, a small commercial vehicle, the
Trax a multi-utility vehicle for rural markets and the Traveller, a city coach, which is mainly
targeted at the rural, multi-utility or mass transport markets. Force Motors has its
manufacturing plant in Akurdi near Pune and Pithampur, Madhya Pradesh.
The company is a low profile, commercial vehicle maker, but has the capacity to
make its own engines, chassis, gear boxes, axles, etc for its entire product range. You would
find it interesting to note that Force Motors is the sole supplier of engines to Mercedes Benz
India for its passenger cars, and makes the cab and nine-speed gear boxes for its joint venture,
MAN Force Trucks.
7.2 TRAINING & DEVELOPMENT POLICIES OF FORCE MOTORS
LTD.
7.2.1 MANAGEMENT PHILOSOPHY IN TRAINING & DEVELOPMENT OF
HUMAN ASSETS
1) Management firmly believes that human assets unlike other asset cannot
be depreciated and must necessarily be appreciated over entire tenure.
2) Training is regarded as investment and not a cost. Even long-term
intangible gains such as attitude change, are to be considered as valuable
returns.
3) Training is considered as vehicle for effective communication and
coordination.
4) Training is catalytic in any man management matrix for cohesiveness,
compatibility and cooperation in every organizational endeavor.
5) Management proclaims training and development direction as permanent
part and parcel of operational process and not some experiment in
isolation.
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6) Management is fully committed to lend its total support to training tasks
and is dedicated through intense involvement in every phase of this
activity.
7.2.2. OBJECTIVES OF THE TRAINING FUNCTIONS
1) To enhance efficiency and effectiveness of individual in their professional
fields and improve their productivity and performance in general through right
and appropriate training inputs in the areas perceived.
2) To improve interrelations and interpersonal influences in intrapersonal
relations by imbibing the due importance of team spirit; and situational
leadership concepts.
3) To bridge the gap between the present level of competence, and immediate or
future level of capability requirements through, Force Motors‘ systematic and
structured reinforcements and relevant updating.
4) To increase awareness and appreciation of roles responsibilities and key result
requirements of the contenders in the organizational array by broadening their
overall business perspective.
5) To boost morale through provisions of deliberate yet informal forms such as
seminars where by more free and frank, exchange of ideas and experience is
made feasible and mutual understanding is enriched.
6) To provide means of motivation by opening avenues for self development and
creative expression through guidance in analytical approach; and conceptual
skill.
7) To link up training endeavor to personnel inventory and career planning,
making career planning more significant.
8) Awareness and understanding of fuller potentials of personnel, at all levels.
9) To increase the organizational stability; and flexibility by creating versatility
and mobility through the knowledge and skill enhancement training.
10) To emphasize the role of training as a change agent in reorganization and
restructuring.
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7.2.3 TRAINING POLICY TO MEET THE ABOVE OBJECTIVES
1) To identify the specific training requirements in need areas revealed by short
comings in role performance vis-à-vis the expectations.
2) To reinforce in respect of acquisition of technical and operative knowledge
development of specific skills towards efficiency improvement in performance
modification of attitudes towards interpersonal effectiveness.
3) To evolved overall training and development strategy based on performance
appraisal, proof of the needs and other integral inputs received from other
units and establishments as well.
4) To involve administrative and functional authorities in initiating, improving
and finalizing the modalities to include appropriate topics, techniques,
teaching faculty in designing the course contents and programme schedules.
5) To draw support and active involvement of line supervisors in the assessment
of training needs of their subordinates and also encourage active participation
in programme evaluation and progress review of the projects.
6) To cover most of the practical aspects of training through extensive training
workshops with intensive quantity of informative inputs apt in their
applicability and adaptability to the actual work situations
7) To closely link training tasks to career plans and placements policies, so as to
make the training policies more meaningful in themselves so that such
sessions are not regarded as fanciful farce but careful consideration for all the
concerned.
8) To elevate the position of the training set up in the organizational hierarchy by
its own merit and demonstrable utility.
9) To strive to excel in this specialized service so that training will be no more
regarded as necessary evil but necessarily the will of the superiors, sincerely
concerned with improving the status and professional standing of their
subordinates subject to such programme.
10) To create congenial conditions whereby training specialists will be entrusted
with substantial say in HRD.
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11) To create consultancy cell pertaining to HRD matters, maintaining close
contacts and coordination with the concerned, acting as a counselor or even a
mediator in personnel problems.
12) To encourage people with problems to utilize this forum as safety valve or a
sounding board.
7.2.4 MODES & METHODOLOGIES OF IMPARTING TRAINING INPUTS
1) Operative personnel training-Intensive information on functional knowledge
and skill to help accelerate learning without undue expenditure of time and
money and efforts.
2) Induction Training – To form a lasting cementing bond between the
incumbent and the organizational culture as a composite entity and not merely
to the work or workplace where he is required to perform.
3) Orientation training – tactfully administered inputs to create total awareness
about the organizational expectations, performance standards, channel of
command and communications.
4) Perspective Training- Mainly for the deliberate development of management
and supervisory staff. Crystallized knowledge and comprehensive from
experts can best be exchanged through meaningful participation in
development seminars, workshops and syndicate studies.
5) On the job training- guided opportunity to learn the ropes, tricks of the trade
feel the pulse of the people and appreciate the network interlinks and
intricacies of the job.
6) Technology update training-In fast developing technologies and equally the
external environment in order to avoid technical and personnel obsolescence.
7) Management Training & Development Appropriate stress to be put in to make
the executive cadre as managerial material and reinforcing managerial profile
characteristics. Modern concepts from behavioral science and its effective
application.
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7.2.5 FRAMEWORK OF HRD TRAINING IN FORCE MOTORS LTD.
HRD Objective - Achieve company goals through satisfactory workforce and hence
HRD Concern
Timely availability of employees Requisite numbers
Right capability levels
With required Education
Experience
Personal ambition
Preferred characteristic
To fulfill Short term(tactical)
Long term (strategic)
Manpower plans on Employment
Deployment
Reason of being of HRD therefore is Coordination, conduction of
Continuous Training & Development of
Human resource towards enhanced operational efficiency
Interpersonal effectiveness
Personal enthusiasm
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In Dynamic and diverse and difficult operating
environment
TRAINING AND DEVELOPMENT
INDUCTION TRAINING – Purpose – to create bond between incumbent and
organizational environment. As new employees enter an organization, they
find themselves thrown into a new environment and a confused state. This is
where induction training can help familiarize them with the organization‘s
ways and culture. There is always a first time and it is never easy. This is so
true to new employees who set foot into a new organization with expectations
and hopes. It is upto the management to make them feel at home as soon as
possible. The tool that the management uses to achieve this is the induction
training. An effective induction programme is more than merely introducing
new employees to their roles and co-workers. It is a strategy that is
implemented by a company to help the new employee fit into their new
organization, team and position.
Induction Training - To make aware of the following
Local departmental amenities, catering, washrooms, etc.
Local security, time and attendance, sickness, absenteeism, holidays, etc.
Local emergency procedures
Local departmental structure
Department tour
Departmental functions and aims
Team and management
People and personalities
Related departments and functions
How the department actually works and relates to others
The work-flow - what are we actually here to do?
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Customer service standards and service flow
How the job role fits into the service or production process
Reporting, communications and management structures
Terminology, jargon, glossary, definitions of local terms
Use and care of issued equipment
Work space or workstation
Local housekeeping
Stationery and supplies
Job description - duties, authority, scope, area/coverage/territory
Expectations, standards, current priorities
Use of job specific equipment, tools, etc.
Use of job specific materials, substances, consumables
Handling and storage
Duration about one month
Primary responsibility in imparting information with concerned Departmental Head
HRD manager to act as facilitator
ORIENTATION TRAINING-purpose- Awareness about roles and responsibilities,
expectations, performance standards, channels of command and communication,
network relations of people and places
CREATION OF STRUCTURED SYLLABI FOR STRESS ON KRAs of person in-
charge, reason of existence of department, sense of purpose and belongingness,
salient specifics of functions.
Follow up and evaluation process
Trainees to maintain diary
Short assignments
Systematize the process by
Periodic progress / performance review
Evaluation at the end of every major departmental training tenure
Perspective Training
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7.2.6 TRAINING & DEVELOPMENT NEED ASSESSMENT
In the discussions the researcher had with the company officials, the following
emerged as the areas where training needs are identified.
1) Identification of present pressing specific problems – The areas where training
is needed could be productivity, quality, turnover, absenteeism, safety,
behavior etc.
2) Visualizing anticipated needs – Problems arising out of drastic change in
production schedule, product range, automation, and modernization.
3) Specific management initiative in thrust areas – Concerned superiors can
identify the deficiencies in subordinates during performance appraisal and
recommend specific training areas.
4) Personal observation – Each line manager is responsible for his subordinate in
guiding and coaching where particular performance is not upto the mark.
5) Performance appraisal – Vital clues can be provided by assessor and
incumbent from his own aspersions and aspirations based on which training
needs, shorter as well as longer needs can be ascertained.
The Company has a systematic training programme which ensures the
overall development of the employees.
The main objectives of the Force Motors‘ systematic approach to training and
development programme is to keep an organization at the front of its industry maximize
performance and energize every level of the organization. It also helps in strengthening the
tie between employee development and strategic operation objectives. The other objectives of
Force Motors‘ systematic approach to training and development are to perform efficiency in
the working conditions; accidents, scrap and damage to machinery and equipment can be
avoided or minimized. It helps in providing the future needs of the employees giving an
effective source of recruitment. The quality of products or services will definitely increase by
the better – informed workers. The T&D programme helps in dealing with the personality
development of the employees through setting goals, motivational activities, leadership skills,
etc. Force Motors‘ systematic T&D programme helps to prevent the manpower obsolescence,
which may be due to age, temperament or the inability of the person to adapt to technological
changes. Force Motors‘ systematic training makes the employees versatile and flexible in
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operations of the organizational works. Force Motors‘ systematic training brings efficiency in
the employees who contribute to the growth of the organization. This growth gives the
employee stability which helps the organization. The purpose of their training and
development can be explained as below.
1. Improving qualityof work force :
Training and development help company to improve the quality of work done by their
employees. Training programmes concentrate on specific area, thereby improving the quality
of work in that area.
2.Enhance employee growth :
Every employee who takes development programme becomes better at his job.
Training provides perfection and required practice; therefore employees are able to develop
themselves professionally.
3. Prevents obsolescence :
Through training and development the employee is up to date with new technology and
the fear of being thrown out of the job is reduced.
4.Assisting new employees:
Training and development programmes greatly help new employees to get accustomed
to new methods of working, new technology, the work culture of the company etc.
5. Bridging the gap between planning and implementation :
Plans made by company expect people to achieve certain targets within certain time
limit with certain quality. For this employee performance has to be accurate and perfect.
Training helps in achieving accuracy and perfection.
6. Health and safety measures:
Training and development programme clearly identifies and teaches employees about
the different risk involved in their job, the different problems that can arise and how to
prevent such problems. This helps to improve the health and safety measures in the company.
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The Company has a training programme throughout the year and the training man-days
during the research period were as follows:
Year 2008 2009
Training Man Days 190 180
The training budget was a confidential matter which was not disclosed as per the policy
of the organization but looking at the scale in which it was conducted it must have been a
sizable amount. The allocation of the training budget was as below:
Training Areas % in2008 %i n 2009
On the Job Training 05 05
Technical Training 40 40
Competency Enhancement 15 15
Work Culture 10 10
Leadership 10 10
Business Development 20 20
From the above it is clear that maximum percentage is spent on the technical training
and it is a must because ultimately the company is manufacturing sector where majority of
workforce is working on machineries. With technological advancement in the manufacturing
sector, new machineries have to be installed when the old becomes obsolete because of the
change in the techniques. The February 2009 issue of T+D of ASTD reports that an
overwhelming majority of U.S. workers value technology in the workplace so much that
almost 40 percent would consider changing jobs to work for an organization that is more
committed to providing access and training in the latest technology.
7.3 CONCLUSION
Force Motors has done extremely well in the area of Systematic Training &
Development and had made constant efforts to train their manpower in order to take up the
challenges constantly being thrown in the automobile sector. That is why they are able to
shift from commercial vehicle manufacturing to passenger cars and Sports Utility Vehicle
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very easily. In light of this the next chapter deals with the analysis and interpretation of data
available from Force Motors Ltd.
The illiterate of the 21st century will not be those who cannot read and write, but those who
cannot learn, unlearn, and relearn. ~Alvin Toffler
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