I am working in an automobile manufacturing company with 125 staff members. I am the first HR professional in this organization. Over the past year, I have been working on establishing the HR department within the company. I have nearly completed most of the tasks for the department, such as developing policies, procedures, rules, regulations, and handling legal formalities. Now, my focus is on Training and Development (T&D).
With over 5 years of experience in HR, I have dealt with various aspects of HR in a software company where everything was already well-established. However, I am currently facing challenges in designing a training program and calendar for the manufacturing company. Initially, I am struggling with understanding how to identify the training needs specific to a manufacturing environment. Despite conducting multiple searches online, I have not found satisfactory information.
To address this issue, I have sought assistance from the Heads of Departments (HODs), conducted personal interviews with employees, and observed Training Needs Analysis (TNA). I am now looking to create a TNA questionnaire, which is a new task for me. I would appreciate any guidance on the types of questions to include, the focus of these questions, and how to analyze the responses. If anyone has a questionnaire tailored for a manufacturing organization, I would be grateful if you could share it with me as a reference.
Regards, Milind K
From India, Pune
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With over 5 years of experience in HR, I have dealt with various aspects of HR in a software company where everything was already well-established. However, I am currently facing challenges in designing a training program and calendar for the manufacturing company. Initially, I am struggling with understanding how to identify the training needs specific to a manufacturing environment. Despite conducting multiple searches online, I have not found satisfactory information.
To address this issue, I have sought assistance from the Heads of Departments (HODs), conducted personal interviews with employees, and observed Training Needs Analysis (TNA). I am now looking to create a TNA questionnaire, which is a new task for me. I would appreciate any guidance on the types of questions to include, the focus of these questions, and how to analyze the responses. If anyone has a questionnaire tailored for a manufacturing organization, I would be grateful if you could share it with me as a reference.
Regards, Milind K
From India, Pune
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Dear Milind,
Earlier, I have replied to a similar query. You may click the following link to refer to it: https://www.citehr.com/514409-traini...ml#post2197899
Thanks,
Dinesh Divekar
From India, Bangalore
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8071Earlier, I have replied to a similar query. You may click the following link to refer to it: https://www.citehr.com/514409-traini...ml#post2197899
Thanks,
Dinesh Divekar
From India, Bangalore
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Dear Sir,
I have gone through your post, and it's very useful for me. From your responses, I understand that first, I need to identify the parameters for TNA, then set up the standard for each parameter, and finally conduct a GAP analysis. Is that correct?
Thank you.
From India, Pune
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I have gone through your post, and it's very useful for me. From your responses, I understand that first, I need to identify the parameters for TNA, then set up the standard for each parameter, and finally conduct a GAP analysis. Is that correct?
Thank you.
From India, Pune
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Reducing Costs Through Effective Training
Employee training, or any HR intervention you introduce in your company, should aim to reduce the costs associated with your business. Prioritize organizational change over individual change. When making a training plan or calendar, ensure that you organize only those training programs that reduce costs. Since you are from the manufacturing sector, your training efforts should focus on reducing the following costs:
a) Inventory Carrying Cost of Raw Materials
b) Work in Progress (WIP) Inventory Costs
c) Inventory Carrying Cost of Finished Goods
d) Capital Costs to Run the Operations
e) Capacity Costs
f) Maintenance Costs
g) Quality Costs
h) Inspection Costs
Any training that does not reduce the above costs is a waste of time and money for your company. Therefore, consider carefully before conducting the training. By implementing my suggestion, you may be able to provide evidence of cost reduction due to training. This evidence will lend credibility to you as a person and to the HR profession as a whole. Many training professionals or HR professionals do not focus on costs, and as a result, their training efforts fail. The choice is yours whether to join their bandwagon or stand out.
Of the costs listed above, you can avail of my services for training from (a) to (d). To learn more about my services in the field of purchase and inventory management, you may click the following links:
Profile: - Dinesh Divekar - Procurement Faculty
Programme Structure of various Programs in the field of Supply Chain Management.
If you hire my services, you will be dealing with a training professional directly. I do not outsource training to a third party.
Thanks,
Dinesh Divekar
From India, Bangalore
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Employee training, or any HR intervention you introduce in your company, should aim to reduce the costs associated with your business. Prioritize organizational change over individual change. When making a training plan or calendar, ensure that you organize only those training programs that reduce costs. Since you are from the manufacturing sector, your training efforts should focus on reducing the following costs:
a) Inventory Carrying Cost of Raw Materials
b) Work in Progress (WIP) Inventory Costs
c) Inventory Carrying Cost of Finished Goods
d) Capital Costs to Run the Operations
e) Capacity Costs
f) Maintenance Costs
g) Quality Costs
h) Inspection Costs
Any training that does not reduce the above costs is a waste of time and money for your company. Therefore, consider carefully before conducting the training. By implementing my suggestion, you may be able to provide evidence of cost reduction due to training. This evidence will lend credibility to you as a person and to the HR profession as a whole. Many training professionals or HR professionals do not focus on costs, and as a result, their training efforts fail. The choice is yours whether to join their bandwagon or stand out.
Of the costs listed above, you can avail of my services for training from (a) to (d). To learn more about my services in the field of purchase and inventory management, you may click the following links:
Profile: - Dinesh Divekar - Procurement Faculty
Programme Structure of various Programs in the field of Supply Chain Management.
If you hire my services, you will be dealing with a training professional directly. I do not outsource training to a third party.
Thanks,
Dinesh Divekar
From India, Bangalore
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I am thinking of conducting TNA (Training need analysis). Would be obliged if any one from HR /Training fraternity can share with me some TNA questions / templates.
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Hi All, Please explain me with the process of conducting TNA?
From India, Kochi
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From India, Kochi
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My opinion on starting a training program is first to understand the organization: Make an AutoCAD drawing of your factory layout as it is presently. Create a process chart outlining each process, the number of machines involved, the personnel engaged, and the documents prepared. Install a CCTV to oversee the entire factory, observe the morning activities, from the opening of the factory to the processes involving raw materials, movement within the shop floor, loading into machines, the manufacturing process, handling of wastage, and storage of semi-finished or finished products. Document each step and the individuals involved.
Identify the next processes, the final finished product, the counting process (if applicable), packaging procedures for single or bulk items, and the transfer to stores. Detail the personnel involved at each stage. Study the departmental structure, its areas of responsibility, and the individuals in charge. Understand the transition between events, the time gaps, and the cycle of operations.
Regarding automobile manufacturing
Recognize the various processes, including metallurgical treatments that may be conducted in-house or outsourced. Differentiate between process analysis and cost considerations. Generate separate reports for each process, detailing machinery, raw materials, equipment, material movement, and personnel involved.
After preparing the reports, meet with department heads. Provide them with the charts for review and encourage feedback on necessary machinery, personnel, or equipment. Foster a collaborative relationship between HR and shop floor managers by discussing qualifications, skill levels, and communication strategies among staff members.
Analogously, in a restaurant setting
Emphasize the importance of coordination between kitchen operations, serving staff, and customer interactions. Highlight the need for clear communication, efficiency, and a positive attitude to ensure customer satisfaction. Emphasize the significance of teamwork and training for new staff members.
In summary, comprehensively understand your company's factory operations by creating detailed charts for analysis and discussion with each department. Engage experts, such as industrial drawing draftsmen or engineers, for assistance in visualizing the manufacturing processes accurately. Provide precise measurements in detailed sections to ensure clarity and accuracy.
From Saudi Arabia
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Identify the next processes, the final finished product, the counting process (if applicable), packaging procedures for single or bulk items, and the transfer to stores. Detail the personnel involved at each stage. Study the departmental structure, its areas of responsibility, and the individuals in charge. Understand the transition between events, the time gaps, and the cycle of operations.
Regarding automobile manufacturing
Recognize the various processes, including metallurgical treatments that may be conducted in-house or outsourced. Differentiate between process analysis and cost considerations. Generate separate reports for each process, detailing machinery, raw materials, equipment, material movement, and personnel involved.
After preparing the reports, meet with department heads. Provide them with the charts for review and encourage feedback on necessary machinery, personnel, or equipment. Foster a collaborative relationship between HR and shop floor managers by discussing qualifications, skill levels, and communication strategies among staff members.
Analogously, in a restaurant setting
Emphasize the importance of coordination between kitchen operations, serving staff, and customer interactions. Highlight the need for clear communication, efficiency, and a positive attitude to ensure customer satisfaction. Emphasize the significance of teamwork and training for new staff members.
In summary, comprehensively understand your company's factory operations by creating detailed charts for analysis and discussion with each department. Engage experts, such as industrial drawing draftsmen or engineers, for assistance in visualizing the manufacturing processes accurately. Provide precise measurements in detailed sections to ensure clarity and accuracy.
From Saudi Arabia
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Audnis, Are you answering the OP? This is a very old thread, and the OP has not posted anything on CiteHR since 2017. It's quite likely they are not utilizing Cite anymore. In any case, they will have dealt with their problem 5 years ago, so your reply is a bit late. It's a good idea to check the age of a question before replying.
From Australia, Melbourne
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From Australia, Melbourne
Acknowledge(0)Amend(0)CiteHR is an AI-augmented HR knowledge and collaboration platform, enabling HR professionals to solve real-world challenges, validate decisions, and stay ahead through collective intelligence and machine-enhanced guidance. Join Our Platform.
Training and Development.doc
Special Issues in Training and Development - PPT 10.ppt