INDEX

Sr.No content Page no.

1 Introduction & History of the Organization 1

2 Vision & Mission 1

3 Values & Present Position 2-3

4 Workforce & Turnover 4

5 Market & Customers Segment 4-5

6 Group & Plant Organisation Structure 6-7

7 HR Systems & Practices at RSB 8

8 Career Systems & Practices 8-10

9 Work Systems & Practices 11-13

10 Development Systems & Practices 14-15

11 Self-Renewal Systems & Practices 16-17

12 Culture Systems 18-21

13 HR Issues 22

14 HR Contributions & Organizational effectiveness 22

15 Conclusion 23
 1
INTRODUCTION
RSB Transmissions (I) Limited popularly known as RSB, is a fast growing global
engineering organization and leading engineering conglomerate in India manufactures
auto engineering products such as Propeller shafts, Gears, Axles & Machined products
for commercial vehicles , passenger cars and Construction Equipment Aggregates.

HISTORY
Inspired and motivated by the benevolent ideals of the legendry JRD Tata, a young
mechanical engineer from NIT, Jamshedpur, hailing from a humble service oriented
middle class family, Mr. R. K. Behera along with his brother Mr. S. K. Behera started
RSB in 1975 at the Industrial Area of Adityapur, Jamshedpur.

FOUNDERS OF RSB

R.K.Behera S.K.Behera
Chairman Vice- Chairman & MD

VISION
“To be amongst the most admired organizations with a significant global
presence.”

MISSION
To be the market leader by providing customer delight through world-class
quality, service and cost-effectiveness in a progressive, innovative and
challenging environment. We endeavour to provide an enriching, rewarding and
environment friendly work experience to our employees in an achievement-
based, high-performance culture. We will provide maximum satisfaction to all
our stakeholders.

2
VALUES
-Integrity & Ethical Practices
-Customer Oriented
-Co-Operations
-Innovation
-Agility
-Committed to Society & Environment

1st Deming Awarded Automotive Company in East India

PRESENT POSITION
RSB now boasts of manufacturing facilities in six different locations with 11 Plants in
India and 3 Plants abroad in North America, Mexico & Brazil. Latest technologies and
human resources are working together around the world
passionately to create an enduring institution.

3
INDIA LOCATION PLANTS

Pant Nagar Plant

Lucknow Plant

Jmashedpur
Unit-1 Unit-2
Jamshedpur
Jmashedpur
Unit-3 5th
Jmashedpur
WC Plant
Pune Plant
Odisha forging Plant
Odisha Casting Plant

Dharwad Plant

Chennai Plant

Auto Component Plants

CMI Aggregates Plants

View of Production Shop Floor

4
WORKFORCE & TURNOVER:
RSB has an annual turnover of 1200 Cr. with a dedicated workforce of 3500
working in the different Plants.

RSB MARKET SEGMENT:

5
CUSTOMERS:

6
GROUP ORGANISATION STRUCTURE:

Board of Directors

Chairman

Managing Director
& Vice chairman

RSB Transmissions
(I) Ltd.

Auto Division CMI Division Overseas Plants

Jamshedpur
(Unit I & III) Jamshedpur (Unit II) RSB Brazil

Lucknow Dharwad
RSB Transmissions
de Mexico
Pune Chennai

RSB Transmissions
Pant Nagar These plants manufacture Fabrication
NA, Inc. USA
Aggregates & Components
Automotive parts & Systems
Odisha (Forging)

Jamshedpur (5th wheel

coupling)

These plants manufacture

Automobile parts & Systems

7
 PLANT ORGANISATION STRUCTURE:

VICE CHAIRMAN
&
M.D.

EXE. DIRECTOR
OPERATIONS

V.P.-OPERATIONS

CORP. GM CORP.
PLANT HEAD HR F&A IT
HEAD HEAD

MANUF AFTER
SALES & MATERI H.R. ,
DESIGN DEVELO ACTURI MAINTE QUALIT SALES
PMENT NANCE Y DISPAT ALS & ADMIN F&A
DEPT. NG & IT DEPT.
DEPT. DEPT. DEPT. CH STORES & DEPT.
DEPT. SERVICE
DEPT. DEPT. SAFETY
DEPT.

SALES PLANT
PROCES SERVICE MATERI PLANT
DESIGN MFG. MAINT QA INCHAR A/C IT
S ENG HEAD ALS HR
HEAD HEAD HEAD HEAD GE MGR. INCHAR
HEAD HEAD HEAD GE

8
HR SYSTEMS & PRACTICES IN RSB
To a large extent the success of any business depends as much on appropriate,
effective, well-communicated HR Systems & practices. RSB has been continuously
adopting and implementing such HR systems & practices.

A. CAREER SYSTEMS & PRACTICES

1. Manpower Planning:
A continuous HR process in RSB which ensure that the right people are available to
the Organization at the right time. It involves the following steps:
a) Assessing Human Resources
b) Demand Forecasting & HR Budgeting
c) Supply Forecasting
d) Matching Demand and Supply & Action Plan

2. Recruitment, Selection & Induction:

There is a well-defined Policy on recruitment system at RSB through which
recruitment process is done.
Recruitments in the company is done through two levels:
1. Recruitment of Staff & Mgt. Cadre employees through the Corporate HR
Department and
2. Recruitment of Operators level & Contractual lever from the Plant HR Level.

Recruitment procedure
Concerned department inform about the vacancy to HR-Talent Acquisition Section
through the online designated form.
Depending upon the cadre of employee, HR Dept. then initiates the recruitment
process.
As per the number and nature of the requirement, HR either search in tie up website or
pass on the requirement to tie-up recruitment agencies.naukri.com.
Some vacancies are also filled through internal vacancy notification and internal
referrals.
On receipt of application initial scrutiny is done by HR and then sent to concerned
department for final scrutiny.
Selection Procedure:
On receipt back of the scrutinized application, HR arrange for Interview of the
shortlisted candidates. Telephonic interview is followed by personal interview and
Plant Visits by the candidates.

9
Depending upon the position, interview panel is set. For senior positions, the panel
for 1st round of interview consists Dept. Head & HR Head. For final interview, the
panel consist Plant Head, HR Head & Director Operations.
For Junior Management & non-management positions the interview panel is Dept.
Head & HR Manager which is finally approved by the Plant Head.

The selected candidates are notified promptly. Once the candidate/s are selected they
are called for Medical Test and they are issued the offer letter.
Appointment Letters are issued & employees are kept on Probation of six
months

Confirmation
On receiving satisfactory reports on progress during probation period in confirmation
format (Post Probation Appraisal Sheet- Annexure-1), HR Department obtains
necessary approvals and issue letter of confirmation to the probationer on expiry of
probation period. 

3. Talent Mgt. , Succession & Retention Planning

Talent Management and Succession Plan is a vital HR practice at RSB Group.

Talent Pool: a group of employees are identified who are high performers and in
addition have potential to advance to the next level.
Process & Guidelines: The practices aim at identifying talent among all the
employees at RSB.
Procedure: The overall responsibility for making Talent management and
Succession Planning lies with the Human Resources Department. The HR shall be
required to engage the Heads of Departments in identifying the talents within the
respective departments. These talents would normally be selected as a successor
for key positions and higher as well as specialist positions. While selecting a talent
or a Successor the following criteria’s should be taken into account:
 Qualification – Graduate/Diploma Engineer/Master’s degree/MBA/C.A/ICWA
degree
 Duration: The employee should have worked with RSB for a minimum of 3 years.
 Performance: Employee’s performance to Department and Business Goals- He / She
has been rated excellent in at least two out of three previous annual appraisal / PMS
cycle in the MP/KPI/KRA segment and very good in one appraisal cycle.

10
 Significant achievements: Any significant achievement in his / her process or has
done major cost reduction activity / QC story.

 He / she should have demonstrated leadership qualities & man management

capabilities. The above will be captured in a Format(attached in Annexure-2) and
inputs from performance appraisal records, which will be forwarded by the HOD to
the HR Department for further action.
 Responsibility of Review & Identifying the Talent: The talent will be reviewed by a
Reviewing Committee consisting of the Departmental Head, Plant / Unit Head and
HR Head. The sort listed names will be sent to the Selection Committee for final
approval.

Talent Development-The finalized talent go through a competency assessment

exercises to derive the talent’s weakness and strengths. The HR department ensure
that this is communicated to the relevant manager. The HR department with the
concerned HOD will prepare an IDP “Individual Development Plan” for the
identified talent.

Retention Plan- The following actions are taken to retain the talents:
a. Training, Mentoring & Coaching- All talents will have a mentor or coaching
network to facilitate on-going development. However, the talent is expected to
take considerable responsibility for their own career development.

b. Job Rotation
c. Compensation/reward – The talent may be provided suitable compensation
and reward by way of special pay, special incentives, etc.

d. Succession planning: The management will identify the key position and put
the talented employees as a successor of that position as a part of succession
planning.

e. Education: Sponsoring eligible employees within the scope of Higher

Education policy to upgrade their education in domain related skills.

f. Job Enrichment.

11
B. WORK SYSTEMS & PRACTICES

1. Job Description:
Job Descriptions are prepared in RSB for all Positions by HR Dept. from Machine
Operators to the Plant Manager Level. This describes the duties, responsibilities,
required qualifications and reporting relationships of the job.
JD’s in RSB are effectively developed which has been helping the Organisation as an
important HR tool which align employee direction with the direction of senior
leadership of the organisation and has been helping in eliminate workplace confusion
and make the employee feel what is expected from them.
Sample of JD-1 CNC Operator - Annexure- 3
JD-2 Production Manager - Annexure- 4

2. Performance Review/Performance Appraisal at RSB

It is one of the most important and crucial system which is conducted by HR Dept. of
RSB every year in the Month of March.
Performance Appraisal in RSB in conducted in two Levels:

a) Performance Appraisal for Associates (Workers) - Annual Performance

appraisal of Associate & Staff level employee is the summery of monthly performance
Score card compiled & displayed every month based on the following parameters:
1. Productivity ( 25 %)
2. Quality & Rejections (20%)
3. No. of Kaizens (15%)
4. Involvement in 5S activities (10%)
5. Absenteeism (10%)
6. Multiskilling & Multi Machine operation (10%)
7. Competencies (10%)
b) Performance Appraisal for the Mgt. Cadre- At the beginning of the financial
year, individuals are required to login in into the company internal portal (Appraisal
section) and mention his KRA’s- target and actual in one section and self-rating on his
competency part on the other section. The HOD’s are required to give his rating and
comment against the KRAs and the competencies. Finally review of the appraisal is
done by the Apex committee

12
consisting of the Plant Head, Group HR Head and Executive Director (Operation) and
ratings are discussed & approved.
The following ratings are given in the Appraisal:
Score Rating
85 % & Above Role Model
75 % to 84% Excellent
65 % to 74% Very Good
55% to 64% Good
45% to 54% Average
Below 45% Poor

3. Promotion
Promotions are regulated by Promotion Policy in RSB.
Objective:
1. To ensure outstanding achievements or accomplishments that provide foundation
for recognition practices and that contribute to the overall objectives of the
organization are encouraged and appreciated.
2. To recognize and reward the significant contribution that its employees make
towards the organization to infuse exemplary behaviour and excellence in their
performance and also improve the customer service they provide.

Main Points of Promotion System in RSB :

1. Appraisal cycle for promotions: April to March
2. Basic promotion eligibility criteria are: -
a) One of the top three ratings (i.e A+, A or B+) in last three appraisals.
b) Out of the three ratings at least one rating should be either A+ or A. Performance
rating of last 3 years denotes preceding year and previous 2 years.
c) Promotion from Middle Mgt. Cadre to Sr. Mgt. Cadre shall go through interview.
d) Consistent high performers with continuous A+ rating for previous 2/3 years,
subject to meeting other criteria may be considered for early promotion.

e) Consistent performers with B+ or B rating for last 3 years may be considered

eligible for promotion after 4 years.
Interview: In case of promotions from MMC to SMC and within SMC grades, there
shall be an interview of recommended candidates by an appointed panel.

13
4.Compensation
Compensation plays a very important role in motivating employees. Motivated
employees are always looking for better ways to do a job. Highly motivated workers
are more productive so RSB provides various benefits to employees along with
compensation so as to motivate them & create conducive working environment.
Compensation & Benefits includes- Basic, DA, HRA, Conveyance Allowance,
Special Allowances, Fooding allowance, Books & Periodical Allowances, LTA,
Medical Allowances etc.
Compensation structure changes after every appraisal cycle.
Compensation management is done by Corporate HR with the joint consultation of
Plant HR.
RSB Complies with Minimum Wages Act & Equal remuneration act.
5. Welfare Practices
Welfare practices of RSB can be divided into four broad categories which is
mentioned in the below chart:
WELFARE PRACTICES
AT RSB

STATUTORY NON STATUTORY MOTIVATIONAL OTHERS

Provident Group Mediclaim Good Attendance Loan &

Fund Incentive
Scheme Advances

EDLIS GSLI Financial

Group Saving Production Medical
Death linked Linked Insurance Incentive Assistance,
Insurance Financial
Education
Pension Higher Education Assistance
Scheme for ward
Scheme

Gratuity (GPA)
Group Personnel
Insurance Accident Promotion Canteen
14
Scheme policy
7. Reward
RSB is giving rewards to employees who have performed well. Rewards are given in
terms of money, mementos, certificates stating best employee. Some cases employees
gets promoted & also get salary increments.

C. DEVELOPING SYSTEMS & PRACTICES

1. Induction
Induction is arranged by HR Department after final selection of a new entrant.
The following topics are covered under the Induction process:
  Organisation Vision, Mission and Values
 Organisation Core Products/Services, Customers, Milestones, Brand Value,
Financial Status, Awards and Accolades, Certification like ISO 9001, IS0
14000
 Organization Chart
 Corporate HR policies like leave rules, discipline
 Understanding the Payslip, Employee, Tax planning tips
 Exposure to various Verticals/Plants/Production Units/Departments
 Exposure to quality systems/processes followed in the company
 Exposure to the various technologies that the organization works on or specific
technology trainings that the business unit require them to undergo
 Soft skills training like Communication Skills, Email etiquettes, Dining
Etiquettes, Leadership skills, Time management
 Adhering to Quality practices, Value System, Ethics and Culture.
 Role clarification.
 Importance of working in a team
 Performance related expectations
 Career Growth
 Out Bound Training Programs(OBT) with adventure activities, outdoor team
games
 Induction Feedback.

15
2. Training
The Training in RSB has the following steps:

a) Preparation of Skill Matrix it clearly and visibly illustrates the skills and

competence held by individuals and the gap within a team. (sample of Skill
Matrix in RSB is in Annexure-5).

b) Identification of Training Need- Based on the Gap analysis in the Skill

Matrix, Training need is identified for each of the employee.
 c) Preparation of Training Plan- Training Plan is made in which details of
Training batches, budget, no. of batches are kept.

d) Annual Training Calendar- Based on the training plans annual Training

Calendar is prepared and released every financial year.

e) Identification of Internal & External Trainers are done based on certain

criteria.

f) Execution of Training by HR Dept. as per the Training Plan and the Calendar
prepared.

g) Evaluation of Training programmes is the final step in Training process after

through which effectiveness & ROI of training programmes are measured.

Classroom Training On the Job Training

16
D. SELF-RENEWAL SYSTEMS & PRACTICES
1. Employee Satisfaction Survey
ESS in RSB is conducted on a yearly basis to find out the Satisfaction & Motivation
level of employees. .
RESEARCH METHODOLOGY
 Specifying the objective of the survey- To find whether the employees are
satisfied working in the organization according to certain dimensions.
 In the Employee Satisfaction Survey a sample of 40% of the population is
taken on a random basis from each cadre & questions based on 5 areas are
 designed and placed before a population and then their responses are analysed
(Questionnaire in Annexure-6).
 Parameters that are rated on a 4 point scale.
1 - Very Dissatisfied / Very Poor
2 - Dissatisfied / Poor
3 - Satisfied / Good
4 - Very Satisfied / Excellent
 The Factors / Parameters used to measure different dimensions of the organization
are as follows:
1.Job / Role Growth , Training & Career Development
2.Cmpensation & Benefits
3.Infrastructure & Working Conditions
4.Immediate Superior & Teamwork
5.Mgt., Culture , Communication & overall Satisfaction as an employer
The results are exhibited with the help of table and graphs.

Satisfaction Level %
Very Satisfied 19.38%
Satisfied 76.25%
Dissatisfied 3.13%
Very Dissatisfied 1.25%

17

OVERALL EMPLOYEES SATISFACTION INDEX- 2016-17

Very Satisfied
3.13% 1.25% Satisfied
Dissatisfied
Very Dissatisfied
19.38%

76.25%
2. At the end a Pareto analysis is done to find out the areas in which the HR
department has to focus on. Sample:
Pareto Analysis of ESS 2016 - 17
100 100
90
80 80
70
Ferquency

Cumm %
60 60
50
40 40
30
20 20
10
0 0
Better quality of Uniform ...

Improvement in annual H...

Employee of the year ce...

CCTV Camera at Vehicl...

More no. of Sporting ev...

Night Allowance
Canteen food quality

Shoes Quality

Improvement Areas

Based on the Pareto analysis action plan is prepared where HR department

needs to focuses and work upon to improve the satisfaction level.

18
E. CULTURE SYSTEMS & PRACTICES

1. Communication System at RSB

Communication systems in RSB includes the following:

1. Mass Meeting by Top Management with the all the employees on a

monthly basis.
2. In house Journals & Magazine and communication by Corporate
communication Department.
3. Frequent updation of employees on company’s rule regulations , policies
through mails & notices.

2. Small Groups
In RSB Small Groups are formed in CFT approach mainly for improvement
activities in the form of :
a) Kaizen Circles
b) QC Circles
c) TPM Task force etc.

3. Get-together, Celebrations & Sporting events

a) Family Picnics are Organized on regular intervals for the family member of
RSB employees.

Employee in a family get-together

19

b) Annual Day celebration is organized every year.

c) Man of the month and Man of the Year award are organized in the presence
of Top Management.
Man of the Month Function

Man of the year Function

20

e) Many sporting events are Organised e.g. Inter Plant Cricket tournament &
Inter Plant Football Tournaments.
21
RSB INTER PLANT FOOTBALL TOURNAMENT- 2016 at RSB GROUND

22
HR ISSUES IN RSB:
The main HR issues are:
a) Improving the Skill Level- With the new developments in the technology in
automotive sector, demands for highly skilled workforce has tremendously
increased. This is one of the serious HR issue for the company to improve the
Skill level of employee specially the personnel engaged in production.
b) Retaining the Talents- Due to the prolong recession in the automotive
industries retaining the talents has become another challenge for the HR. Sense
of insecurity among the young workforce has attracted them towards other
sector.
c) Implementation of HRIS- HR Tools like HRIS is very important for Speed,
Quality and Accurate Information which need to be implemented in the
organisation.

HR CONTRIBUTIONS AND ORGANISATIONAL EFFECTIVENESS:

HR has immensely contributed in the growth of RSB since its inception
The HR practices of the company viz. Staffing, training, talent mgt.,
compensation and performance management has played very important role in
shaping the organization’s plan in satisfying the needs of its stakeholder.
As a result of continuous action plan for employee satisfaction the working
environment & climate of the organisation has produced a very high motivated
workforce with greater job satisfaction and high productivity.

This high productivity contributed in the increase of profitability from a 600

cr. Company in 2010 to 1200 cr. Company in 2016 in a very short span of time.
The Organisation has diversified from automotive sector to Construction
equipment aggregates to Forging and Aluminium casting.
Now RSB is all set to enter into Energy & Mining sector by 2020.

Excellent HR Systems and practices of the Organisation supported the

organisation to achieve its vision of most admired organisation. RSB as an
organisation is enjoying a great brand image among the automotive industry.
23
CONCLUSION:
The study on the role of Human Resource Systems & Practices in the RSB has
given us an exposure to the practical applications of the HRM concepts. It has
helped us in understanding the importance of HR Practices in an organization.
The maintenance of the valuable assets, the human resource is a tedious task
that involves a lot of industriousness, dedication, presence of mind and people
skills.

Annexure-1
POST PROBATION APPRAISAL FORM (JMC&MMC)
Designation:____________
Employee Name : _________

Date Of
Employee ID : Joining:___/___/______
 _______________
Appraiser Name: Designation: _____

Date of Review : __/__/___

to__/__/____

Location/Plant/
Units:____________________

Note:
·        Fill the form after discussion with your immediate supervisor/manager
·        Incase of any clarifications feel free to contact your HR Manager
·        Please use soft copy of the forms for entire discussion with appraiser. Take final
printout only after completion of the discussion. Submit it to supervisor with signatures
from both on every page.
·       Please give your comments on applicable parameters and evaluate the candidate
on a scale of 1 to 5. 1=Below average, 2=Average, 3=Good, 4=Very Good, 5=Excellent

A.  PERFORMANCE ASSESSMENT

Assignment/KRA Identified
Sr. No Results Achieved/Capability Displayed
For The Period

Note:In case of disagreement between appraisee and appraiser, Business

Head/JMC/MD/Chairman shall be final decision maker

Appraisee’s signature:
Appraiser’s Signature:

B.               COMPETENCY REVIEW

Superi
Sr. No. Competency Wt.Value Self Rating ors
Rating
1 OPERATIONAL CONTRIBUTION

1.1 Achieves targets as per schedule 2

1.2 Cost conscious 2

Livings according to the Quality
1.3 principles. 2

1.4 Shows innovation and creativity 1

 Focuses on the right issues and meets
1.5 deadlines. 2
2 PROFESSIONAL PROFILE
Fulfills the functional/Technical
2.1 requirements of the position. 2
Is willing and able to learn and develop
2.2 own competence. 1
3 OPENNESS
Open to other people’s ideas, views
and feedback; good communication
3.1 skills. 2
4 TEAMWORK
Shares information with other through
4.1 formal and informal networks. 1
Participates and is co-operative in
4.2 groups 1
5 EMPOWERMENT
Takes personal responsibility and
5.1 decisions in the workplace. 2
6 HIGH ETHICS
Builds mutual respect through
honesty, loyalty, integrity and
6.1 openness. 2
0
20

Appraisee’s signature:
Appraiser’s Signature:

C.  KEY STRENGTH AND OPPORTUNITIES FOR

IMPROVEMENT OF APPRAISEE

STRENGTHS OPPORTUNITIES FOR IMPROVEMENT

KEY ACHIEVEMENTS DURING THE PROBATION

D. PERIOD (APPRAISEE'S)

TRAINING NEEDS
 Appraisee’s signature: Appraiserer’s
Signature:

Date:__/___/
Appraisee’s Name & signature: ____

Date:__/___/
Appraiser’s Name & Signature: ____

Date:__/___/
HR Head Name & Signature : ____

Date:__/___/
Business/Functional Head Signature : ____

Date:__/___/
President/VERTICAL HEAD ____

Date:__/___/
Head - Group HR ____

E. Status at the end of the Probation Period:

Confirmed

Not Confirmed

Probation To Be Extended
for……..Months

Annexure -2
Talent Evaluation Sheet
Employee Name (full /
in capitals)
Date Of Birth

Qualification
Total Experience in and
outside RSB
Date of Joining & Total Employee
Experience in RSB Number
Grade, Designation
Department /
Function / Vertical
Last promotion Date
Annual Appraisal rating for the last 3 years:

Cont…2

Page-2

Leadership Qualities:

Very Good:

Good:

Average:

Needs Improvement:

Remarks/ Recommendations:
 Man Management Skills:

Very Good:

Good:

Average:

Needs Improvement:

Annexure -3

Format. No. - R/HR/16

Rev. No.-01, Date-30.06.15

RSB GROUP - JOB DESCRIPTION

BUSINESS UNIT / FUNCTION: RSB TRANSMISSIONS (I) LIMITED, Jamshedpur

JOB TITLE: CNC GRINDING

NUMBER OF EQUIVALENT JOBS: 1 operator each machine each shift

A. KEY PURPOSE OF THE JOB : To produce targeted quantity with required quality.

B. ORGANIZATIONAL STRUCTURE :
 Reporting to the Shift Coordinator.

C. PROFILE OF THE JOB HOLDER :

 ITI in Fitter Trade

D. TOOLS AND EQUIPMENTS
 TOOLS : Grinding Wheel.
 EQUIPMENTS :Fixtures
 WORK PIECE : Bearing Cup & U J Cross.

E. SAFETY
1. Personal: Safety Shoes and safety glass, hand gloves, proper handling of jobs , proper
handling of jobs , no loose dress and rings.
2. Machine: All moving parts are guarded.
3. Others: Safety glass and Safety shoes.

F. KEY RESPONSIBILITIES OF THE JOB

1. Accountable for machine equipment’s & tools.
2. Maintenance of machine.
3. Quality of operation as per the job requirement.
4. Quantity as per cycle time.
5. Cleanliness of the work area.
6. Maintaining the safe working of the machine.
7. Use of personal protective equipment.
8. Cleanliness of area & maintenance of equipment & participating in Kaizen activities.

cont…..2
Page-2

G. KEY COMPETENCIES / SKILLS REQUIRED BY JOB HOLDER

1. Sufficient reading and writing ability to follow work instructions and prepare simple
production reports.
2. Sufficient visual acuity (corrected) to read instructions, operate machines, and visually
inspect parts produced.
3. Sufficient manual ability to operate machines properly.
4. Physical strength sufficient to lift and carry the weight required.
5. Skill to follow Poka-Yoke ( If present) and maintain and update Poka Yoke Verification

Sheet.
H. WORK PROCEDURE:
1. Needs machine Work Instructions Sheet and Standard Operating Procedures..
2. Needs Control Plan
3. Needs Process parameter within which the work has to be done.
4. Needs to check autonomous maintenance and fill up the Autonomous Maintenance Check
Sheet.
I. ENVIRONMENT
1. Working Condition: Should be dust free and vibration free, Floor should be cleaned
perfectly and there should be sufficient light.
2. Physical Effort:
Operation position – Standing
Material Handling – Normal Position
J. KEY INTERACTIONS / INTERFACES
1. INTERNAL – Daily – Production Cell Heads & Shift Coordinator.
2. INTERNAL – Weekly- Manufacturing Head (if required).
3. EXTERNAL – N/A

Prepared By: Verified By: Approved By:

(Manager-HR) (HOD-Mfg.) ( Plant Head )
Date:30.06.2015

Annexure -4

Format. No. - R/HR/16

Rev. No.-00, Date-22.08.14

RSB GROUP - JOB DESCRIPTION

BUSINESS UNIT / FUNCTION: RSB Transmission (I) Ltd., Jamshedpur

JOB TITLE: Manager / Sr. Manager- Production

NUMBER OF EQUIVALENT JOBS: One in Each Plants of the Group

A. KEY PURPOSE of the Job:

To Head manufacturing functions. To meet customer requirement through delivery on
time with consistent Quality implementation. To organize and execute optimum
resource.

B. ORGANIZATIONAL STRUCTURE:
 Reporting to the Plant Head
 Repartees- All line Managers & Cell Heads
C. PROFILE OF THE JOB HOLDER
Should have B.E. degree (Mechanical/Production) with minimum 8-12 years of
experience or DME with 15 years & above experience in
manufacturing/engineering/assembly with thorough Knowledge of Machining & Assembly
in a Auto Manufacturing company or OEM.

D. KEY RESPONSIBILITIES OF THE JOB:

 Production planning
 Manpower Planning
 Achieve daily production targets
 Reduce in house rejections
 Implement one EMP as per plan.
 Play active role in CFT activities
 Drive Kaizen culture
 Warranty cost analysis & reduction
 To improve machine utilization
 Ensure Shop floor discipline & Safety practices.
 To Train next Level
 To motivate team approach

E. KEY COMPETENCIES / SKILLS REQUIRED BY JOB HOLDER

 Hard Skills –
Knowledge of product, process and manufacturing system.
Budgeting
Knowledge of production, planning and control
Troubleshooting and application of problem solving techniques, 7 QC Tools.
Knowledge of Lean manufacturing
Knowledge of Vendor development and SCM
Knowledge of training and fixtures used in machining process
Knowledge of special process of Painting, Welding etc.
TQM & Safety
Cont……..2

Page-2

 Soft Skills –
Leadership skills
Excellent communication and presentation skills
Negotiation skills
Knowledge of 5S and KAIZEN
Knowledge of QMS and EMS
Understanding of employee policies and practices

H. KEY RESULT AREA:

 Customer delivery schedules adherence

 Overall equipment effectiveness
 Manufacturing costs w.r.t sales
 Sales per Man per month
 No. of kaizen implemented per month

F. KEY INTERACTIONS / INTERFACES

INTERNAL – Daily- Plant head, CFT and Reporting subordinates
INTERNAL – Weekly – Vertical Head
EXTERNAL - Customer and Supplier (As per requirement)

G. KEY DIMENSIONS
No. of People Reporting in the Department:
Direct – 5, Indirect – 400 (app.)

Prepared By: Verified By: Approved By:

(Manager-HR) (HOD) (Plant Head)
Date: 22.08.2014

Annexure -5

SAMPLE OF SKILL MATRIX

 Annexure -6
RSB TRANSMISSIONS (I) LTD.
EMPLOYEE SATISFACTION SURVEY (2016-17)

FORM NO-C1005C
Rev. No.-02, Dt.-01/03/15
The Management is conducting an employee satisfaction survey with an
aim to provide a better environment for all its employees. Hence, your
participation is extremely important. The management expects its
employees to realize their responsibilities towards the business unit for
the benefit of both the employee & the company.

DEPT DESIGNATION GRADE QUALIFICATION LENGTH OF AGE

SERVICE
(विभाग) (पद) (ग्रेड) (योग्यता ) (उम्र)
(नौकरी की
अवधि)

A) JOB:
1. Do you appreciate the work you perform? YES / NO
क्या आप अपने काम को पसंद करते हैं? IF NO, Why? यदि नहीं तो क्यों ?
____________________________________________________________________________________________________

2. Are you satisfied with your work timings? क्या आप अपने काम के घटं े से खश
ु हैं? YES / NO

IF NO, What changes should be made यदि नहीं तो क्या परिवर्तन करना चाहिए?
____________________________________________________________________________________________________

3. Do you understand what is expected from you? क्या आप जानते हैं कि आपसे क्या अपेक्षा की जाती है? YES / NO
_______________________________________________________________________________________

4. Do you think you have enough authority to make decisions? YES / NO

क्या आपको निर्णय लेने का पर्याप्त अधिकार दिया गयाहै?
______________________________________________________________________________________

5. Do you think you are being utilized properly as per your capability at your work place? YES / NO

If No, please comment. क्या आपको आपके योग्यता के अनुसार काम लिया जाता है? अगर नहीं तो लिखें

______________________________________________________________________________________________________

6. What are your suggestions to improve your work quality? आपके काम की गणु वत्ता के सधु ार के लिए
आपका क्या सझु ाव है?
______________________________________________________________________________________________________

B) GROWTH & DEVELOPMENT :

1. Do you think you have proper growth opportunity in the Company? IF NO, what can be
changed about it
क्या आप समझते हैं की कंपनी में आपके उन्नति के पर्याप्त अवसर हैं? अगर नहीं तो क्या परिवर्तन होना चाहिए?
______________________________________________________________________________________________________

________________________________________________________________________________________________

2. Are you satisfied with the appraisal system of the business unit? IF NO, What is the area
of improvement? क्या आप कंपनी की कार्यमल्ु याक
ं न पद्धति से खश
ु हैं?अगर नहीं तो क्या सधु ार होना चाहिए?
______________________________________________________________________________________________________

_______________________________________________________________________________________________

3. Are you satisfied with the training imparted to you? IF NO, Where is the scope of
Improvement आपको मिलने वाले प्रशिक्षण से क्या आप सतं ष्टु हैं ?अगर नहीं तो क्या सधु ार  होना चाहिए?
_____________________________________________________________________________________________________

_____________________________________________________________________________________________________

C) COMPENSATION & BENEFITS:

1. Are you satisfied with your Salary & Allowances? IF NO, what changes can be done?
क्या आप अपने वेतन एवं भत्तों से सतं ष्टु है? अगर नहीं तो क्या सधु ार  होना चाहिए?
____________________________________________________________________________________________________

Are you satisfied with other benefits offered by the company like Medical, Bonus, EPF , ESI
etc. IF NO, what changes can be done? क्या आप कंपनी द्वारा आपको दी जानेवाली अन्य सवि
ु धाओ जैसे
मेडिकल, बोनस, पी.एफ., इ.एस.आए.आदि से सतं ष्टु है? अगर नहीं तो क्या सधु ार  होना चाहिए?
___________________________________________________________________________________________________________

Are you satisfied with the annual increment you get in your salary? IF NO, what changes can
be done? क्या आप वेतन की सालाना बृद्धि से संतुष्ट है? अगर नहीं तो क्या सधु ार  होना चाहिए?
______________________________________________________________________________________________

D) INFRASTRUCTURE &WELFARE:
1. Do you think you have adequate tools and equipment to do your work
properly? क्या आपको काम  करने के लिए पर्याप्त उपकरण दिए गए हैं? YES / NO

2. What changes can be brought in the following? निम्नलिखित में क्या परिवर्तन होना चाहिए?

a. Safety (सरु क्षा)

___________________________________________________________________________
b. Health (स्वास्थ्य )
___________________________________________________________________________

c. Canteen (कैं टीन)

___________________________________________________________________________
 d. Sports Activities (खेल गतिविधियों)
_________________________________________________________________________
e. Uniform (वर्दी)
______________________________________________________________________
f. Any other (अन्य)
_______________________________________________________________________

E) SUPERVISOR: YES NO
1. Do you know whom to report? क्या आपको पता है किसे रिपोर्ट करना है?

2. Is your supervisor approachable? क्या आपके सपु रवाइजर उपलब्ध रहते हैं?

3. Do you feel that supervisor treats you with respect?

क्या आपके सपु रवाइजर आपकी इज्ज़त करते हैं?

4. Does your supervisor handles your work related

Issues satisfactorily? क्या आपके सपु रवाइजर आपकी समस्याओ ं को सल
ु झाते हैं?
5. Does your supervisor give importance to your inputs?
क्या आपके सपु रवाइजर आपके काम/सझु ाव को महत्व देते हैं?

6. Does your Supervisor demonstrate commitment towards quality?

क्या आपके सपु रवाइजर गणु वत्ता के प्रति प्रतिबद्ध है?

F) MANAGEMENT, WORK CULTURE & COMMUNICATION:

1. Do you have confidence in the decisions taken by the
top management ? क्या शीर्ष प्रबंधन के निर्णय पर आपको विश्वास  है?

2. Do you think quality & continuous improvement are high

priority for the company? क्या आप समझते हैं कि गणु वत्ता एवं

निरंतर सधु र को कंपनी में उच्च प्राथमिकता दी जाती है?

3. Do you think your ideas are invited by the management?

क्या आपके सझु ाव कंपनी द्वारा आमंत्रित किये जाते हैं?

4. Is management consistent with its policies?

क्या प्रबधं न अपने नीतियों पर अडिग रहती है ?

5. Are you satisfied with the administrative & technical support?

IF NO, then what changes can be made
क्या आप कंपनी की प्रशासनिक एवं तकनीकी सहायता से सतं ष्टु है?अगर नहीं तो क्या परिवर्तन चाहिए?

Overall how satisfied are you with the company as an employer? एक नियोक्ता के रूप में आप
कंपनी से कितने सतं ष्टु हैं?
 a) Very Satisfied b)Satisfied c)Dissatisfied d)Very Dissatisfied
(परू ी तरह सतं ष्टु ) (संतष्टु ) (असतं ष्टु ) (परू ी तरह असंतष्टु )  

Considering all factors, what will you mention to be the one main reason that holds you to
the organization?
सभी बातों  को ध्यान में रखते हुए कृ पया कोई एक कारण  बताएं जिसके कारण आप कंपनी से जड़ु े हुए हैं?

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