comparative analysis of dlw
TRANSCRIPT
-
7/30/2019 Comparative analysis of DLW
1/88
CONTENT
1. Introduction
Succession Planning definition
Ways/Types of Promotion
Benefits of Succession Planning
Impact on Employees
2. At DLW
Promotional/Succession scheme for employee of DLW, Varanasi
3. Objective of Research
4. Scope Significant of Research
5. Research Methodology
i. Sample
ii. Objective of the Research
iii. Type of Research
iv. Data Type
v. Topic (main Text)
6. Date collecting
7. Data Analysis
8. Finding
9. Conclusion
10. Bibliography
-
7/30/2019 Comparative analysis of DLW
2/88
INTRODUCTION
Succession planning
Succession Planning: What Is It and Why?
Within any organization, people in leadership positions eventually cease to fulfill that
role. This can occur for a variety of reasons, such as:
promotion within the organization
move to part-time arrangements for better work-life balance
voluntary departure from the organization to pursue a career elsewhere
involuntary departure from the organization
retirement
serious illness
death
Organizations that fail to plan for the timely and effective filling of such leadership
roles can be caught off guard, with the consequent disruption to normal business
activities and the loss of market share. Succession planning is the preemptive process
of identifying significant leadership positions that could put the organization at risk if
left unfulfilled, targeting current employees that could move into such roles and
grooming them for succession. Managing leadership succession effectively requires a
structured approach that is agreed, understood and followed by everyone involved in
the planning process.
Introduction
Succession planning is seen as an important process by most large businesses - but
what does it mean?
Some of the confusion surrounding succession planning is due to people using the term
in many different ways. Succession planning is best described as a process where one
-
7/30/2019 Comparative analysis of DLW
3/88
or more "successors" are identified for key jobs, and career moves and/or employee
development activities are planned for these successors. Successors may be fairly ready
to do the job (short-term successors) or seen as having longer-term potential (long-term
successors).
What is Succession Planning?
Succession Planning is a strategy of workforce planning. It is a process designed to
ensure the organization recruits and develops new hires and in-house staff to fill each
key role within the organizations. Its goal is similar to workforce planning having
the right people in the right positions at the right time. The focus of succession
planning, however, is on leadership and other positions critical to the mission of the
organization at all levels.
Key positions might include leadership positions or specialized positions and roles
that may be technical, content-specific, or otherwise hard to replace. They may require
particular training, licensure, or background that is difficult to replicate.
Another way to describe succession planning is:
The process of identifying and preparing suitable employees through mentoring,
training and job rotation, to replace key players within an organization as those key
players leave their positions for whatever reasons retirement, advancement, attrition,
etc.
a) Why is Succession Planning Important to Do?
Through succession planning, the organization assesses its leadership needs.
This leads to a formal evaluation of the knowledge, skills and abilities (KSAs)needed for your key roles. See the Vermont Seven Step Workforce Planning
Model and the Competencies section of this Toolkit.
Leaders identify key people, and the organization creates and implements the
means of training them for leadership. This involves identifying the work
functions critical to the leadership and other key positions of the organization.
See the Professional Development Plan Template for help in designing a
training and development plan.
-
7/30/2019 Comparative analysis of DLW
4/88
Succession planning provides a comprehensive inventory of the knowledge,
skills and abilities that will be needed to sustain effective leadership in the
future.
b) Objectives of Succession Planning
The main objectives (and advantages) of succession planning are:
Improved job filling for key positions through broader candidate search, and
faster decision-making
Active development of longer-term successors through ensuring their careers
progress, and by making sure they get the range of work experiences they need
for the future
Encouraging a culture of "progression" through developing employees who are
seen as a businessresource and who share key skills, experiences and values
seen as important to the future of the business
Of the above objectives, it is the active development of a strong talent pool for the
future which is often viewed as the most important. Increasingly, this is also seen as
vital to the attraction and retention of the best people (particularly in service
businesses like the accountancy and legal professions).
1.2 c) How are succession and development plans produced?
Succession plans normally cover both short- and longer-term successors for key jobs,
and development plans for these successors.
Where a number of jobs are of similar type and need similar skills, it is preferable to
identify a pool of successors for this collection of posts.
Typical activities covered by succession planning include:
- Identifying possible successors
- Challenging and reviewing succession plans through discussion of people and posts
- Agreeing job (or job group) successors and development plans for individuals
-
7/30/2019 Comparative analysis of DLW
5/88
- Analysis of the gaps or surpluses revealed by the planning process
- Review, by checking the actual pattern of job filling and whether planned individual
development has taken place.
d) The Succession Planning Process
Succession planning requires steps to obtain leadership guidance, collect relevant
information, make key decisions, and execute succession and development actions. If
undertaking this activity for the first time, you should consider creating a process that is
"separate" from other, related activities such as performance management and
development planning. Later, after you have executed your process a couple times, you
may take down the special elements and start to integrate it with these other
activities. The steps below outline such a stand-alone process.
Define purpose, goals, and scope
The top leader of the organization outlines the purpose, goals, and scope of the
succession planning activity.
Assemble an oversight committee
The committees role is to establish a succession planning process that can fulfill the
purpose, goals, and scope outlined by the top leader, and to govern over the process
until most of the major questions and issues have been resolved.
Set policy
The oversight committee creates policy around such issues as data security, assessment,
succession nominations, communication and development.
Define operational parameters
Again, this is the purview of the oversight committee. Operational parameters include:
positions for which successors will be nominated, the scope of the pool of succession
nominees and the rating scales used for assessing contribution and potential.
-
7/30/2019 Comparative analysis of DLW
6/88
Develop and conduct the assessment
The assessment is essential for comparing succession candidates and slotting them
against specific succession positions. The assessment data, generally provided by direct
managers of the succession pool, should be reviewed for equity in the ratings and for
consensus in the nominations.
Compile and organize the data
The voluminous data that is collected must be compiled into the kind of information
needed by leaders to make key decisions. Some of the compilations include: coded
organization charts, a contribution-potential matrix, reports of any at risk positions
or individuals, and profiles for all individuals and positions. A spreadsheet or dedicated
tool for organizing and displaying such information is recommended.
Conduct organizational reviews
Starting with business unit/functional heads, the succession plan and reports compiled
are reviewed and key decisions made. These decisions could range from developmental
opportunities for future leaders to actual leadership appointments. The business
unit/functional level reviews are followed by reviews at the highest level with
correspondingly higher level decisions.
Implement development plans
While succession decisions may be executed immediately after the reviews, the
developmental opportunities must be pursued over the following weeks and months.
For future leaders to realize their potential and be betterpositioned to step up whenthe time comes, these development opportunities must not be allowed to languish once
the spotlight is off the succession planning process.
Assess process effectiveness
Like any other business process, your succession planning process will need to be
improved, streamlined, integrated with other human resources processes and possibly
expanded to accommodate additional participants.
-
7/30/2019 Comparative analysis of DLW
7/88
e) Succession Planning as Effective Management
The priority that succession planning gets in the scheme of things is contingent on the
CEO and senior management of an organization. While some choose to ignore it as a
less important issue vis--vis immediate challenges, the real leaders make sure that the
organization is structured in such a way that it not only survives but grows even
without the leader. Efficient succession planning is reflective of commitment to the
mission and not to the individual. It is crucial to have people working on key areas that
need to remain functional at all times for an organizations well-being.
Succession planning not only cuts the risk stemming from an untimely exit of a leader,
but it also fosters an environment where employees understand that growth is possibleand ability stands a good chance of recognition as well as scaling the ladder of success
in the organization. This practice is a great facilitator of esprit de corps within an
organization. There is an increased sense of belonging experienced when the we
promote our own signal from the management reaches the employees. More
importantly, it weeds out the uncertainty factor and facilitates confidence in employees,
investors and people who have any kind of stake in the organization at all.
If a change of guard at the top or at crucial positions occurs, comforting and assuring
information can be disseminated to the relevant public backed by an actual ongoing
transition that is anything but smooth. On the other hand, an unprepared organization
could be gripped by frantic efforts to identify someone able to fill the gap. In this case a
lack of experience or training in specific areas could cost the organization as each
decision and process would eat away into precious time and financial resources.
Organizations that work forward with one mans brilliant vision are good only for ashort run. They have a lot at stake and risk of dying out if this person in command exits
the scene. Good leaders are those who build organizations that can outlive them and
flourish irrespective of changes in leadership. In such scenarios, able helmsmen are
identified well in advance and are under a constant training and grooming program to
fill the shoes when required.
http://www.humanconcepts.com/solutions/orgplus-for-succession-planning.htmhttp://www.humanconcepts.com/solutions/orgplus-for-succession-planning.htm -
7/30/2019 Comparative analysis of DLW
8/88
f) Importance of Succession Planning
Succession planning refers to the planned activities, processes and programs put in
place by an organization orbusiness to ensure smooth transfer of responsibilities and
leadership roles to a succeeding generation of managers and top executives. Integral tothe success and long-term endurance of corporate brands and organizational legacies, a
well-mapped-out succession planning initiative helps maintain a company's competitive
position in the marketplace.
Function
o Succession planning involves planning for the smooth continuation of a business
through the transfer of power between incumbent leaders and managers and succeeding
ones. The key objectives are to maintain business and organizational continuity and
cause the least possible disruption to an organization's business operations and overall
effectiveness. Succession planning ensures backups and exigency positions for each
senior manager and leader in an organization. These managers are groomed to take over
departmental roles or fill critical leadership positions during designated periods.
Identification
o Senior peers, HR top management, top executives and even board members play a key
role in identifying next-generation leaders and talented managers who will take over
departmental or key functional roles. Based on organizational procedures and practices,
HR top management have a fair idea about retirement plans, contracts or changeover in
roles of incumbent top executives and accordingly have a succession plan in place.
They apprise selected senior managers or business unit heads about possible new roles
and extra responsibilities in the future; and devise a set of leadership training programs
for these managers.
Considerations
o The groomingprocess is the key to the success of any succession planning initiative of
an organization. The process of grooming is quite an arduous one and involves creating
and managing a pool of candidates with high potential and talent to take over leadership
roles. Incumbent leaders play an important role in this process and mentor, advise and
encourage the identified future leaders or managers on facing various business
http://www.ehow.com/business/http://www.ehow.com/fashion/http://www.ehow.com/fashion/http://www.ehow.com/business/ -
7/30/2019 Comparative analysis of DLW
9/88
challenges, tackling crisis scenarios, managing people and generally share their own
experiences and gained expertise.
Benefits
o The churn of managers and leaders during the passing of the baton between generations
has a direct impact on the employees of an organization. Employees like to see
continuity in business practices, organizational ethos and work culture--all of which are
defined by top management and business leaders. Only a successful transition of
business leaders and managers can ensure proper business continuation, minimize
disruption and keep employees motivated to pursue long-term corporate objectives and
business goals.
Effects
o Shareholders, external business partners, board members and other stakeholders are
keen observers of an organization's succession plan and the mechanisms in place to
nurture, groom and create new-generation leaders. For these audiences, it is important
for an organization's incumbent business leaders to show the requisite commitment to
strategic roadmaps, long-term organizational objectives and ensure a smooth handover
of organizational responsibilities to the chosen leaders. Shareholders are especially
concerned about continued operational excellence, long-term stability and profitability
of an organization.
1.2 g) Disadvantages Succession Planning
Its difficult to think that there might be disadvantages to succession planning but here
are some things to consider:
Appointing the wrong person can lead to a variety of problems that result in poorer
company performance and turnover
Pulling the trigger too quickly to appoint someone only to have a better candidate
appear later on
Engaging in succession planning when the business is immature may lead to erroneous
conclusions about leadership needs
-
7/30/2019 Comparative analysis of DLW
10/88
Way/Type of Promotion
A promotion is the advancement of an employee's rank or position in an
organizational hierarchy system. Promotion may be an employee's reward for good
performance, i.e., positive appraisal. Before a company promotes an employee to a
particular position it ensures that the person is able to handle the added responsibilities
by screening the employee with interviews and tests and giving them training or on-the-
job experience. A promotion can involve advancement in terms of designation, salary
and benefits, and in some organizations the type of job activities may change a great
deal. The opposite of a promotion is a demotion.
A promotion can involve advancement in terms of designation, salary and
benefits, and in some organizations the type of job activities may change a great deal.
In many companies and public service organizations, more senior positions have a
different title: an analyst who is promoted becomes a "principal analyst"; an economist
becomes a "senior economist"; or an associate professor becomes a "full professor".
The amount of salary increase associated with a promotion varies a great deal between
industries and sectors, and depending on the what parts of the hierarchical ladder an
employee is moving between. In some industries or sectors, there may be only a modest
increase in salary for a promotions; in other fields, a promotion may substantially
increase an employee's salary.
The same is true with benefits and other privileges; in some industries, the
promotion only changes the title and salary, and there are no additional benefits or
privileges (beyond the psycho-social benefits that may accrue to the individual). Insome not-for-profit organizations, the values of the organization or the tightness of
funding may result in there being only modest salary increases associated with a
promotion. In other industries, especially in private sector companies, a promotion to
senior management may carry a number of benefits, such as stock options, a reserved
parking space, a corner office with a secretary, and bonus pay for good performance.
The degree to which job activities change varies between industries and sectors. In
some fields, even after an employee is promoted, they continue to do similar work. For
example, a policy analyst in the federal government who is promoted to the post of
http://en.wikipedia.org/wiki/Rank_orderhttp://en.wikipedia.org/wiki/Hierarchyhttp://en.wikipedia.org/wiki/Demotionhttp://en.wikipedia.org/wiki/Demotionhttp://en.wikipedia.org/wiki/Hierarchyhttp://en.wikipedia.org/wiki/Rank_order -
7/30/2019 Comparative analysis of DLW
11/88
senior policy analyst will continue to do similar tasks such as writing briefing notes and
carrying out policy research. The differences may be in the complexity of the files that
the individual is assigned to or in the sensitivity of the issues that they are asked to deal
with. In other fields, when an employee is promoted, their work changes substantially.
For example, whereas a staff engineer in a civil engineering firm will spend their time
doing engineering inspections and working with blueprints, a senior engineer may
spend most of their day in meetings with senior managers and reading financial reports.
In symphony orchestras, when a musician such as a violinist is promoted to the position
of concertmaster, their duties change substantially. As a violin player, the individual
played the music as part of the violin section. As a concertmaster, the individual plays
solo parts, decides on the bowings and interpretation of the music, and leads the violins
during performances. Different organizations grant the hiring and promoting managers
different levels of discretion to award promotions. In some parts of the private sector,
the senior management has a very high level of discretion to award promotions, and
they can promote employees without going through much procedures or formalities
such as testing, screening, and interviewing. In the public sector and in academia, there
are usually many more checks and balances in place to prevent favoritism or bias. In
many Western public service bodies, when a manager wants to promote an employee,
they must follow a number of steps, such as advertising the position, accepting
applications from qualified candidates, screening and interviewing candidates, and then
documenting why they chose a particular candidate. In academia, a similar approach is
used, with the added safeguard of including several layers of committee review of the
proposed promotion using committees which include members of other faculty and
experts from other universities.
Promotion includes all activities designed to inform, persuade and influence peoplewhen they are making the decision to buy. Promotion is made up of:
Advertising non-personal communication transmitted through mass media
Publicity free promotion through news stories in newsletters, newspapers, magazines
and television
http://en.wikipedia.org/wiki/Checks_and_balanceshttp://en.wikipedia.org/wiki/Favoritismhttp://en.wikipedia.org/wiki/Favoritismhttp://en.wikipedia.org/wiki/Checks_and_balances -
7/30/2019 Comparative analysis of DLW
12/88
Sales Promotion
all forms of communication not found in advertising and personal selling,
including direct mail, coupons, volume discounts, sampling, rebates,
demonstrations, exhibits, sweepstakes, trade allowances, samples and point-
ofpurchase displays In designing a promotional plan, clearly spell out:
Which objectives to use. It is possible to have more than one objective, but it is
recommended that a company target its audience or run the risk of losing focus.
What to say
Who to say it to
Criteria used to measure success
Suggestions for Inexpensive Promotion
Some inexpensive, appropriate and effective methods of promotion for the new food
processor include advertising through:
Personal selling
Product demonstrations
Direct mail
Business cards
Yellow Page listing
Seminars
Newsletters
Contests
Flyers
Statement stuffers
Window banners
Greeting cards
Sports team sponsor
-
7/30/2019 Comparative analysis of DLW
13/88
Promotion Objectives
The promotion objectives need to be clearly stated and measurable. They must be
compatible with the objectives of the company, as well as the competitive and
marketing strategies. Objectives vary for different products and different situations. For
example, producers must promote differently to brokers than to wholesalers. When
promoting to a broker, the producer must promote what he/she wishes the broker to
present to the wholesaler. When promoting to a wholesaler, the producer simply wants
the wholesaler to purchase the product. There are five general promotional objectives to
choose from. The five types of objectives for promotional activities are1:
to provide information
to increase demand
to differentiate the product
to accentuate the value of the product
to stabilize sales
Promotional Strategy
Once the producer has reviewed all the possible promotional tools, he/she must devisea promotional strategy. A promotional strategy should address the following issues:
What is the goal of the promotion?
What types of promotion should be used?
What effect should the promotion have on the customer?
Which promotion is working?
Which promotion is not working?
What are the costs of the promotion compared to the benefits?
-
7/30/2019 Comparative analysis of DLW
14/88
Benefits of Formal Succession Planning
Succession planning is one of the most important career development tools used
by organizations. This is done to determine the backups for each senior position by
identifying and training the executives who are at the next-lower levels. This is an
important process as most organizations rely on it to find their next CEO and other top
notch executives. This includes an overall development of lower level employees to
make sure that they can effectively handle the responsibilities that they will be handed
over in next few years. Formal succession planning is an examination of organizations
long range plans and strategies and HR forecasts. It also offers several other benefits
and has a positive impact on organizational culture and efficiency.
Benefits of Formal Succession Planning
Formal succession planning is a systematic approach for preparing employees at
lower levels to handle the responsibilities of next higher levels in the coming years. The
process involves a lot of serious planning and careful HR forecasts in identifying the
capable employees who have the potential to be promoted to next level in the hierarchy.
It provides a logical approach for succession of top notch positions by the next
lower-level employee. It is all about identifying the skills and competencies and
potential of an employee so that he or she can be deployed at different jobs in
the time of crisis.
Succession planning gives the answers to all the questions regarding preparing
an individual for the next level in the organizational hierarchy. It helps HR
specialists in knowing and understanding why a specific individual should be
developed and trained to promote to the next level.
It reduces the randomness in organizations processes and managerial
development movements and establishes formal steps and actions, policies and
procedures to support the process of selecting the CEO and other top
management executives.
A formal succession planning process is a proactive approach to fill a top
position. It helps HR professionals to anticipate problems in the process before
-
7/30/2019 Comparative analysis of DLW
15/88
they get started. This is very important to avoid negative and dysfunctional
situations.
It fosters cross-functional development and facilitates the integration of HR
planning components, processes and procedures. Not only this, it supports
connecting formats, guidelines, analyses, judgments and discussions at their
front.
Formal succession planning helps in further exploitation of computer systems,
HRP software applications, HR tools and techniques in order to support the
identification, development and training of the individuals.
It helps HR managers in overcoming the limitations of reactive management
approaches and fosters pro-active management approaches to make organization
a better place to work.
It establishes a logical basis for making choices among qualified candidates.
Who should be selected, why they should be selected and what skills and
competencies they own and what needs to be developed in them are critical
factors while identifying the employees for succession planning.
The process establishes a specific connection between the business objectives
and HR strategic planning. Along with this, it also increases internal promotion
opportunities.
4 Benefits of Succession Planning for Your Workforce
How would your business perform if your top three employees left your
organization tomorrow to join a competitor? What if members of your senior
management team parted ways to begin their own businesses? If your CEO became
terribly ill and couldnt perform his duties, would your business continue to run
smoothly?
Succession planning is essential for keeping your organization moving in the
right direction even when several key members of your staff jump ship, retire or move
on for other reasons. As important as succession planning is, many companies forgo
strategizing a plan to retain their best people to eventually take over different roles.
Succession planning isnt a rigorous assignment, but because the efforts of the process
-
7/30/2019 Comparative analysis of DLW
16/88
arent often revealed until a team member leaves, many businesses dont take the time
to start planning.
Deciding the key employees who will ultimately step into leadership and senior
management roles is imperative for maintaining business success during any economic
climate or business situation. Succession planning is also an office morale and
engagement booster. Grooming employees for their future roles by giving them more
complex tasks and investing in their growth keeps them focused, motivated and loyal to
the company.
Here are four additional reasons to start drafting your organizations succession plan:
Preparedness
Whether your employees leave to start retirement life or plan to begin their own
businesses, having a succession plan in place will help you more quickly identify which
employees will take over your companys open positions so your business can continue
to run as normal.
Less Time and Money
Dedicating time to plan the future of your organization will save your company time
and money. Plans to promote and train people within your company means less time
spent recruiting for external candidates, interviewing them and checking their
references. Money allotted to those efforts will also decrease with a solid succession
plan in place.
Weakness is Uncovered
Finding future leaders reveals the strengths within your workforce, but it also uncovers
the weaknesses that your organization must work on to secure business and financial
growth. Help areas of your company that you discover to be weaker than others by
offering training and resources that will help improve performance.
http://blog.capital.org/looking-to-add-high-performers-to-your-organization-find-candidates-with-these-traits/http://blog.capital.org/help-employees-invest-in-their-future/http://blog.capital.org/3-ways-to-increase-the-effectiveness-of-your-management-staff/http://blog.capital.org/3-ways-to-increase-the-effectiveness-of-your-management-staff/http://blog.capital.org/help-employees-invest-in-their-future/http://blog.capital.org/looking-to-add-high-performers-to-your-organization-find-candidates-with-these-traits/ -
7/30/2019 Comparative analysis of DLW
17/88
Get a Birds Eye View
Evaluating your workforce in preparation for succession planning gives you a great
perspective of the talent in your organization. Ascertaining who should fill the shoes of
another will help your team better understand the day-to-day happenings of your
business. So as youre planning dont solely include roles for higher level executives.
Incorporate middle managers and their direct reports to create a comprehensive
succession plan.
Monitor and manage the plan
As people leave and new people assume their responsibilities, the plan will have to be
updated to identify the next person to be groomed for promotion and the requirements
of his or her individual action plan. For organizations that engage in an annual (or
regular) strategic planning process, the succession plan should be included in that
discussion.
Be prepared to address issues such as concerns of staff who have not been selected for
career advancement. Ensure alternative paths are identified to allow all employees who
are interested in career enhancement to be given some type of professional
development opportunity. Professional development can include such wide ranging
activities as formal education and training, workshops and seminars as well as less
formal learning opportunities such as the chance to represent the organization at a
consultation.
Recognize that no matter how well you plan, something can still happen which the
succession plan doesn't address. For example, you may have dutifully trained a
"second" only to have that person leave. Even though there may be no one able to fill
the breach immediately, the succession plan will ensure that there is a process for you
to follow in filling the position.
-
7/30/2019 Comparative analysis of DLW
18/88
Impact of Succession Planning on Employee
Succession planning is not an issue that many organizations address in any systematic
way. Because many nonprofits are small (with fewer than 10 employees) and because
they may be facing other organizational challenges, thinking about who the next
executive director might be or what would happen if the director of finance suddenly
left is not high on their priority list.
There are many reasons why organizations need to be thinking about succession
planning. The most important reason, of course, is that we rely on staff to carry out our
missions, provide services and meet our organization's goals. We need to think about
what would happen to those services or our ability to fulfill our mission if a key staff
member left.
Another reason to focus on succession planning is the changing realities of workplaces.
The impending retirement of the baby boomers is expected to have a major impact on
workforce capacity. Teresa Howe in "Succession Planning and Management" identified
other emerging realities about the workforce in Canada:
Vacancies in senior or key positions are occurring in numerous organizations
simultaneously and demographics indicate there are statistically fewer people
available to fill them
Baby boomer retirements are on the rise just at the time when the economy is
growing and increasing the demand for senior management expertise
There is no emerging group of potential employees on the horizon as in past
generations (i.e. baby boomers, women entering the workforce, large waves of
immigration)
Many organizations eliminated middle manager positions during restructuring
in the 1980s and 90s and no longer have this group as a source to fill senior
level vacancies
Younger managers interested in moving up do not have the skills and
experience required because they have not been adequately mentored
-
7/30/2019 Comparative analysis of DLW
19/88
With careful planning and preparation, organizations can manage the changes that
result from a generational transfer of leadership as well as the ongoing changes that
occur regularly when key employees leave an organization.
Although the type and extent of planning will be different, organizations both large and
small need to have some sort of succession plan. Effective succession planning
supports organizational stability and sustainability by ensuring there is an established
process to meet staffing requirements. Boards and executive directors can demonstrate
leadership by having the strategies and processes in place to ensure that these
transitions occur smoothly, with little disruption to the organization.
What is succession planning?
While the term executive director is used throughout this discussion it is understood it
is only one of many terms (such as president & CEO, senior manager and general
manager) used by organizations in the sector to refer to their most senior staff person.
The same is true of terms used for other positions so that an accountant in one
organization may be a financial officer or CFO in another. The important consideration
is not the title but the work-related responsibilities and their value within the
organization.
A succession plan, simply put, is a component of good HR planning and management.
Succession planning acknowledges that staff will not be with an organization
indefinitely and it provides a plan and process for addressing the changes that will
occur when they leave. Most succession planning focuses on the most senior manager -
the executive director, however, all key positions should be included in the plan. Key
positions can be defined as those positions that are crucial for the operations of your
organization and, because of skill, seniority and/or experience, will be hard to replace.
Whenever size and resources permit, a succession plan should involve nurturing and
developing employees from within an organization. Employees who are perceived to
have the skills, knowledge, qualities, experience and the desire can be groomed to
move up to fill specific, key positions. Organizations should:
-
7/30/2019 Comparative analysis of DLW
20/88
Assess their current and future needs based on either their strategic plan, goals and
objectives, or priority programs and projects
Match these to the capabilities of the existing workforce
Develop a plan to manage the gaps that will arise when individuals in key positions
leave or are promoted
The plan will generally include a combination of training and developing existing staff,
and external recruitment.
Why is succession planning important?
The benefits of good succession planning include:
A means of ensuring the organization is prepared with a plan to support service
continuity when the executive director, senior managers or key people leave
A continuing supply of qualified, motivated people (or a process to identify them), who
are prepared to take over when current senior staff and other key employees leave the
organization
An alignment between your organization's vision and your human resources that
demonstrates an understanding of the need to have appropriate staffing to achieve
strategic plans
A commitment to developing career paths for employees which will facilitate your
organization's ability to recruit and retain top-performing employees and volunteers
An external reputation as an employer that invests in its people and provides
opportunities and support for advancement
A message to your employees that they are valuable
The absence of a succession plan can undermine an organization's effectiveness and its
sustainability. Without a succession planning process, an organization may not have a
means of ensuring that the programs and services that are crucial to its operation are
sustained beyond the tenure of the individual currently responsible for them.
-
7/30/2019 Comparative analysis of DLW
21/88
A mid-sized arts organization lost an employee who had been hosting, organizing andmanaging a major fundraising event for a number of years. When he left, staff knew
very little about how it was put together and there was no operations manual
documenting the event. This very important event ended up being abandoned by the
organization because they simply did not know how to run it.
A succession plan ensures that there are qualified and motivated employees (or a means
of recruiting them) who are able to take over when the executive director or other key
people leave an organization. It also demonstrates to stakeholders such as clients,
funders, employees and volunteers that the organization is committed to and able to
provide excellent programs and services at all times, including during times of
transition.
-
7/30/2019 Comparative analysis of DLW
22/88
DLW
Diesel electric locomotives were introduced on Indian Railways in 1950's toexploit their versatility, better hauling capabilities, low maintenance requirements and
overall cost advantage as compared to steam locomotives. Diesel Locomotive Works
(DLW) was established in 1961 in collaboration with M/s ALCO, USA in the ancient
City of Varanasi to undertake indigenous manufacture of diesel electric locomotives for
meeting increasing transportation needs of Indian Railways.
DLW is an ISO 9001:2008, ISO 14001:2004 and OHSAS 18001:2007
Certified Organization covering Quality, Environment, Health& Safety
Management Systems
Varanasi, the oldest living city in the world has an auspicious place in the
global arena both as a centre of culture and technology. Where the ringing of holy
bells of the temples brings the city to life, Diesel Locomotive Works is an ISO 9002
certified manufacturer of diesel electric locomotive and is one of the biggest
industrial complexes in eastern part of the country. DLW attracts lot of foreign
tourists, students to witness on going wonderful locomotive manufacturing process
and is christened as Industrial
Temple of Varanasi. It is situated at the North end of the city and
approximately 8 Kilometers away from the Ghats of Holy river Ganges in Varanasi.
-
7/30/2019 Comparative analysis of DLW
23/88
Diesel Locomotive Works was set up in 1961 with technical collaboration
from M/s. ALCO/USA with a modest beginning of manufacturing 4 locos 1964,
today DLW is the largest Diesel Locomotive manufacturer in the world, and the
largest in Asia. In order to capture export market & widen its product range. Indian
railway entered in to a contract for Transfer of Technology (TOT) with M/s. General
Motors, USA for manufacture of 4000 HP state of the art locos at DLW. After
assimilation of this technology , DLW will become the only factory in the world
capable of producing ALCO as well as General Motors designs of locomotives.
The power to constitute/ making rules for transportation of Indian Railways rest
with Railway Ministry (Railway Board). Ministry works under the Railway Minsiter,
who is a Minister of Cabinet level, if required there could be one of more Ministers
who is of state of Deputy Minister Level and does the work allotted to them.
DEFINITION OF RAILWAY
Railway means a railway or any portion of a railway for the public carriage of
passenger, animals or goods and includes.
(a) All land within the fences or other boundary marks indicating the limits of the
land appurtenant to a railway;
(b) All lines or rails, siding or branches worked over for the purpose of, or in
connection with a railway;
(c) All stations, office, warehouse, wharves, workshop, manufactures, fixed plant
and machinery and other works constructed for the purpose of or in
connection with a railway;
(d) All ferries, ships, boats and rafts which are used on inland waters for the
purpose of the traffic of a railway and belong to or are hired or worked by
authority administering the railway
-
7/30/2019 Comparative analysis of DLW
24/88
GROWTH OF RAILWAYS IN INDIA
IN 1849, the first contract was given to EAST INDIAN RAILWAY
COMPANY for the construction of a railway line for Calcutta towards Mirzapur. In the
same year, another contract was made with the Great Indian Peninsula Company for the
construction of another Railway line from Bombay to Kalyan.
In pursuance of the contracts mentioned above, the first section from Bombay to
Thane consisting of about 32 kms. Was opened on 16th of April, 1853 and the other
section from Howrah to Hooghly consisting of 35kms. Was opened on 22nd August,
1854. The construction of Railway line, since then, continued and by the end of 1868,
the Railway Kilometrage had increased to about 6043 kms.
The great famine of 1878 stressed the need for further and rapid development of
Railways, but due to paucity of funds, the Government had to resort to the company
construction. The Indian States were also asked to undertake the construction of
Railways in their own territories and these States constructed about 7500 kms. of
Railways.
The railway lines were constructed at a faster pace after the advent of twentieth
century and the railway kilometrage increased from about 37130kms. In 1900 to about
51900kms. In 1913-1914 and now it exceeds 60200 kms.
In pursuance of recommendations by Railway Enquiry Committee of 1921, the
management of Railways was taken over by the Government and now all the Railways
in India (except a couple of small branch line sections) are owned and managed by the
State.
Organizational Set Up:
DLW has a design and development office responsible for all engineering
functions related to diesel locomotives. Equipped with extensive designing tools, this
office provides service support to Zonal Railways / Diesel Locomotive Maintenance
Sheds and Locomotive Overhauling Workshops. This office is also responsible for
product development, vendor development and vendor approval
-
7/30/2019 Comparative analysis of DLW
25/88
Functional Responsibilities:
The functional responsibilities of Design and Development Office are:
Design development of new locomotives, Import substitution /indigenous
development of loco component, multi-sourcing, day-to-day design matters raised by
diesel sheds and workshops, liaison with Research Design and Standards Organisation
of Indian Railways, liaison with supply chain partners in respect of technical matters.
Technical matters connected with Loco Standards Committee, Diesel Maintenance
Group etc., providing technical clarifications in respect of design/specifications &
important tenders. Failure investigations into major assemblies/critical components.
Duties of Railway Board Members
(1) Chairman He is ex officio principal secretary of railway board for
government of India who is reponsible for implementation of decisions taken on
policy matters by government of India.
(2) Finance Commissioner (Railway)
He is representative of ministry of finance and looks into the works related to
finance in railway board as an exofficio secretary of government of India. Heredirected to finance ministry, and informs to the ministry regarding the
developments made in railways. If there is any dispute regarding finance
between rail minister or chairman railway board then he has the power to
forward the matter to finance minister.
Member Traffic- He is responsible for work related to traffic (operating and
commercial) departments.
Member Staff- He is responsible for works related to personnel and training and
administrative departments and its policies.
Member Mechanical Engg.- He is reponsible for the work related to the
mechanical department like (power, diesel, carrage and wagon).
Member Civil Engg.- He is responsible for work relating to civil departments (like rail
track and construction work), he also controls the budget.
Member Electrical Engg.- He is responsible for the works related to the
electrical and signal and tele-communication engg. Department
-
7/30/2019 Comparative analysis of DLW
26/88
DLW WORK PROFILE
DIESEL LOCOMOTIVE WORK
Varanasi, one of the oldest populated cities in the world and has a promising
place in the international ground both as a hub of traditions and technology. One side
the humming of divine and holy bells of the temples brings the city to life; on other side
Diesel Locomotive Works (DLW) Varanasi is one of the largest industrial units in
eastern part of the nation. DLW catch the attention of lot of foreign tourist students to
observe on going amazing locomotive manufacturing process in Varanasi. Diesel
Locomotive works Varanasi is located at the North end of the city and about 8
Km away from the Holy River Ganges Ghats.
DLW is an ISO 9002, ISO 14001 & OHS 18001 Certified Organization of diesel
electric locomotive. Diesel Locomotive Works, Varanasi (DLW) is one of the main
manufacturing units run by the Indian Railways. This manufacturing unit came into
existence in year 1961, as a Green Field Project in industrial association with ALCO,
USA. This unit generates all the Diesel Electric Locomotives. In year 1964, the first
locomotive was manufactured and it was devoted to the country. Diesel Locomotive
-
7/30/2019 Comparative analysis of DLW
27/88
Works, Varanasi produces only Electric Diesel locomotives and auxiliary parts of
locomotives.
Though it is an Indian corporation but it has supplied locomotives to some
foreign countries also, includes Angola,Bangladesh, Malaysia, Myanmar, Sri Lanka,
Vietnam and Tanzania.
Diesel Locomotive manufacturing Works, Varanasi works in three main sections viz:-
1) Engine section,
2) Vehicle section and
3) Block section
1) Engine section manufactures more than 2000 machinery, which comprises of
ALCO turbo superchargers, cylinder heads, connecting rods, camshafts, lubricating oil
pumps, chrome plated cylinder liners and many different types of gears.
2) Vehicle section of DLW unit works on different fields that include Bogie
Manufacturing, Component Fabrication, Locomotive Assembly, under frame
Fabrication, and many more.
-
7/30/2019 Comparative analysis of DLW
28/88
3)Block sectionThe fabricated engine block is then taken up for a variety of machining
operations like planning, enveloping and end drilling. All these operations use heavy duty
planers and CNC drilling machines.
Currently, Diesel Locomotive Works, Varanasi manufactures locomotives , DG
sets. In locomotives section, again it manufactures two different types of products, one
is EMD and an other is ALCO.
Electrical Power Requirement
Electrical Energy Consumption 262.07 Lakh Unit / Year
Workshop 4200 KVA
Colony 2600 KW
Administrative Building 1500 KW
Stand by Power Generation Capacity 5625 KW
-
7/30/2019 Comparative analysis of DLW
29/88
GENERAL INFORMATION
Workshop Land 219.997 acre
Township Area 520.6 acre
Covered Area in Shop 26.37 acre
Covered area of other service building 19.13 acre
Total No. of Staff Quarters 3666
Total No. of staff on roll (as on 01.04.2009) 5926
No. of beds in Hospital 105
Water consumption 223.82 Lakh Litres/day
MANAGEMENT TEAM
General Manager- Shri K.K.Sexena
CEE- S.K.Arya
FA&CAO- N.P.Pandey
COS- Mahesh Chandra
CME- Neeraj Kumar
CPO- L.B.RAI
CMS- Dr.Padam Singh
CE- Shri M.S.Kutiyal
Secy. to GM/Dy GM- Shivendra Mohan
-
7/30/2019 Comparative analysis of DLW
30/88
PRODUCTSOF DLW:
WDG4-4000 HP GOODS
LOCOMOTIVEWDG3A-3100 HP Freight service
DLW is an integrated plant and its manufacturing facilities are flexible in nature. these
can be utilized for manufacture of different design of locomotives of various gauges
suiting costomer requirments and other products. the product range avilable is as under.
:
- WDG4 4000 HP AC/AC Frieght traffic Locomotive
- WDP4 4000 HPAC/AC Broad Gauge High Speed Locomotive
- WDG3D 3400 HP AC/AC Broad Gauge Mixed Traffic Micro-Processor
Controlle Locomotive.
- WDM3C 3300 HP AC/DC Broad Broad Gauge Mixed Traffic
Locomotive.
-WDM3A 3100 HP AC/DC Broad Gauge Mixed Traffic Locomotive.
- WDP3A 3100 HP AC/DC Broad Gauge High Speed Passenger
Locomotive.
- WDG3A 3100 HP AC/DC Broad Gauge Freight Locomotive.
-
7/30/2019 Comparative analysis of DLW
31/88
- WDM2 2600 HP AC/DC Broad Gauge Mixed Traffic Locomotive.
- WDP1 2300 HP AC/DC Broad Gauge Intercity Express Locomotive.
- WDM7 2150 HP DC/DC Broad Gauge Mixed Traffic Locomotive.
- WDM6 1350 HP DC/DC Broad Gauge Mixed Traffic Locomotive.
- WDS6 1350 HP AC/DC & DC/DC Broad Gauge Shunting Locomotive.
- YDM4 1350 HP AC/DC & DC/DC Broad Gauge Mixed traffic
Locomotive. EXPORT LOCO 2300 HP AC/DC Meter
Gauge/Cape gauge Mixed Traffic Locomotive.
Diesel Generating Sets 800 KW to 2500 KW
Spare Parts fot engines, locomotives and generating sets
-
7/30/2019 Comparative analysis of DLW
32/88
HISTORY OF DLW
Diesel Electric Locomotives were introduced on Indian Railway in 1950s to
exploit their versatility, better hauling capabilities, low maintenance requirement
and low cost effectiveness as compared to the in collaboration with M/S ALCO,
USA in the ancient Temple city of Varanasi to undertake transportation needs of
Indian Railway. Over the year DLWs production has progressively increased and it
produced 164 locomotives, the highest number even in the year 1997-1998 as
against 4 locomotives produced in the first year of its production in 1963-64. Present
the locomotives are almost fully indigenous. The important content of the
locomotive has come down from 96% in 1963-64 to less than 5% at present.
Through in house development effort, the original imported design has made 7%
more fuel-efficient and has also been successfully up rated to deliver about 30%
more power
By the end March 2005, DLW has manufactured 4707 locomotives and 39
high capacity diesel generating sets. This includes 321 locomotives for Non Railway
Customers in India like Power plant, Port Trusts/Steel Plant, etc. and 75 locomotive
for export to Tazania, Vietnam, SriLanka, Bangladesh and Malaysia. 36 YDM4
locomotives manufactured by DLW are also operating on lease in Malaysia.
In order to upgrade the technology and keep pace with latest, Indian Railway
entered into an agreement with M/S General Motors, USA for Transfer of
Technology for the manufacture of 4000 Hp state of the art, AC-AC,
microprocessor controlled, fuel efficient WDG4/WDP4 locomotives at DLW. These
locos are now under manufacture at DLW. The first indigenous, WDG4 freight loco,
was manufactured in March 2003, with 50% indigenous content straightway. 51
such locomotives have been manufactured so far and the indigenous content
increased to 70.
-
7/30/2019 Comparative analysis of DLW
33/88
DLW got it first ISO certification in 1997. Recently DLW has obtained the
Integrated Quality and Environment Management system certification based on
ISO-9001 and ISO 14001 in Dec. 2002. DLW is proud to be the pioneer in the area
amongst the government/public sector units in the country.
Diesel Locomotive Works, Varanasi
An ISO 9001, ISO 14001 & OHS 18001 Certified Organization.
August 1961 DLW set up as a green field project in technical
collaboration with ALCO, USA for manufacture of Diesel
Electric Locomotives
January 1964 First Broad Gauge Locomotive (WDM-2) released by (Late)
Shri Lal Bahadur Shastri. First Locomotive rolled out and
dedicated to the Nation
November 1968 First Meter Gauge Locomotive (WDM-4) released by (Late)
Shri Morarji Desai.
February 1975 First Broad Gauge shunting Locomotive (WDS-6) turned
out.
January 1976 First Locomotive rolled out and dedicated to the Nation.
Locos Exported to Tanzania
December 1977 First Diesel Generating Set commissioned
May 1984 Locos Exported to Vietnam
August 1994 First 3100 HP WDM-2C Loco turned out.
April 1995 First 2300 HP WDP-1 Passenger Loco turned out.
July 1995 First 3100 HP WDG-2 Freight Loco turned out.
December 1995 Locos Exported to Sri Lanka.
April 1996 Locos Exported to Bangladesh.
February 1997 Awarded ISO-9002 Certification.
October 1997 Locos Exported to M/s Puttalam Cement Company, Sri
Lanka.
August 1998 First 3100 HP WDP-2C Passenger Loco turned out.
March 1999 Highest out turn of 161 locos (amounting to 230 units)
March 1999 4000th Locomotive turned out.
August 1999 First PKW WDG-4 Locomotive turned out.
March 2001 Awarded ISO-14001 Certification.
March 2002 First DLW Built 4000 HP WDG-4 Freight Loco turned out.April 2002 First DLW Built 4000 HP WDG-4 Loco turned out.
June 2002 First DLW Built 3300 HP WDG-3C Freight Loco turned out.
December 2002 DLW certified for ISO: 9001: 14001.
June 2005 2.4MW Diesel Generating set commissioned.
September 2005 Certified by OHSAS- 18001: 1999.
November 2006 First IGBT based WDG-4 Loco turned out.
January 2007 5000th Locomotive turned out.
November 2008 Locos Exported to Mozambique.
March 2009 Highest out turn of 257 locomotive.
November 2009 5690 locomotives up to 30th Nov'2009(including 348 EMD
locos)
-
7/30/2019 Comparative analysis of DLW
34/88
LOCOMOTIVESGENERAL INFORMATION
DIESEL ENGINE
Rudolf Diesel was born in Paris in 1858 into a family
ofGerman expatriates. He was educated at Munich Polytechnic. After graduation he
was employed as a refrigerator engineer, but his true love lay in engine design.
Diesel designed many heat engines, including a solar-powered air engine. In 1892
he received patents in Germany, Switzerland, and the United Kingdom and filed in
the United States for "Method of and Apparatus for Converting Heat into Work". In
1893 he described a "slow-combustion engine" that first compressed air thereby
raising its temperature above the igniting-point of the fuel, then gradually
introducing fuel while letting the mixture expand "against resistance sufficiently to
prevent an essential increase of temperature and pressure", then cutting off fuel and
"expanding without transfer of heat. In 1894 and 1895 he filed patents and addenda
in various countries for his Diesel engine; the first patents were issued in Spain
(No.16,654), France (No.243,531) and Belgium (No.113,139) in December 1894,
and in Germany (No.86,633) in 1895 and the United States (No.608,845) in
1898.]He operated his first successful engine in 1897. His engine was the first to
prove that fuel could be ignited solely with high compression.
A diesel engine (also known as a compression-ignition engine) is
an internal combustion engine that uses the heat of compression to
initiate ignition to burn the fuel, which is injected into the combustion chamber. This
is in contrast to spark-ignition engines such as a petrol engine (gasoline engine)
orgas engine (using a gaseous fuel as opposed to gasoline), which uses a spark
plug to ignite an air-fuel mixture. The engine was developed by Rudolf Diesel in
1893.
The diesel engine has the highest thermal efficiency of any
regularinternal orexternal combustion engine due to its very high compression
ratio. Low-speed Diesel engines (as used in ships and other applications where
overall engine weight is relatively unimportant) often have a thermal efficiency
which exceeds 50 percent.
http://en.wikipedia.org/wiki/Rudolf_Dieselhttp://en.wikipedia.org/wiki/German_peoplehttp://en.wikipedia.org/wiki/Technical_University_of_Munichhttp://en.wikipedia.org/wiki/Diesel_engine#cite_note-7http://en.wikipedia.org/wiki/Diesel_engine#cite_note-7http://en.wikipedia.org/wiki/Diesel_engine#cite_note-7http://en.wikipedia.org/wiki/Internal_combustion_enginehttp://en.wikipedia.org/wiki/Heat_of_compressionhttp://en.wikipedia.org/wiki/Combustionhttp://en.wikipedia.org/wiki/Diesel_fuelhttp://en.wikipedia.org/wiki/Combustion_chamberhttp://en.wikipedia.org/wiki/Petrol_enginehttp://en.wikipedia.org/wiki/Gas_enginehttp://en.wikipedia.org/wiki/Spark_plughttp://en.wikipedia.org/wiki/Spark_plughttp://en.wikipedia.org/wiki/Rudolf_Dieselhttp://en.wikipedia.org/wiki/Thermal_efficiencyhttp://en.wikipedia.org/wiki/Internal_combustionhttp://en.wikipedia.org/wiki/External_combustionhttp://en.wikipedia.org/wiki/Compression_ratiohttp://en.wikipedia.org/wiki/Compression_ratiohttp://en.wikipedia.org/wiki/Compression_ratiohttp://en.wikipedia.org/wiki/Compression_ratiohttp://en.wikipedia.org/wiki/External_combustionhttp://en.wikipedia.org/wiki/Internal_combustionhttp://en.wikipedia.org/wiki/Thermal_efficiencyhttp://en.wikipedia.org/wiki/Rudolf_Dieselhttp://en.wikipedia.org/wiki/Spark_plughttp://en.wikipedia.org/wiki/Spark_plughttp://en.wikipedia.org/wiki/Gas_enginehttp://en.wikipedia.org/wiki/Petrol_enginehttp://en.wikipedia.org/wiki/Combustion_chamberhttp://en.wikipedia.org/wiki/Diesel_fuelhttp://en.wikipedia.org/wiki/Combustionhttp://en.wikipedia.org/wiki/Heat_of_compressionhttp://en.wikipedia.org/wiki/Internal_combustion_enginehttp://en.wikipedia.org/wiki/Diesel_engine#cite_note-7http://en.wikipedia.org/wiki/Technical_University_of_Munichhttp://en.wikipedia.org/wiki/German_peoplehttp://en.wikipedia.org/wiki/Rudolf_Diesel -
7/30/2019 Comparative analysis of DLW
35/88
Diesel engines are manufactured in two-stroke and four-stroke versions.
They were originally used as a more efficient replacement for stationary steam
engines. Since the 1910s they have been used in submarines and ships. Use in
locomotives, trucks, heavy equipment and electric generating plants followed later.
In the 1930s, they slowly began to be used in a few automobiles. Since the 1970s,
the use of diesel engines in larger on-road and off-road vehicles in the USA
increased. As of 2007, about 50 percent of all new car sales in Europe are diesel.
Diesel Engine Types
There are two types of diesel engine, the two-stroke engine and the four-
stroke engine. As the names suggest, they differ in the number of movements of thepiston required to complete each cycle of operation. The simplest is the two-stroke
engine. It has no valves. The exhaust from the combustion and the air for the new
stroke is drawn in through openings in the cylinder wall as the piston reaches the
bottom of the down stroke. Compression and combustion occurs on the upstroke.
As one might guess, there are twice as many revolutions for the two-stroke engine as
for equivalent power in a four-stroke engine.
The four-stroke engine works as follows: Down stroke 1 - air intake,
upstroke 1 - compression, down stroke 2 - power, upstroke 2 - exhaust. Valves are
required for air intake and exhaust, usually two for each. In this respect it is more
similar to the modern petrol engine than the 2-stroke design.
In the UK, both types of diesel engine were used but the 4-stroke became the
standard. The UK Class 55 "Deltaic" (not now in regular main line service)
unusually had a two-stroke engine. In the US, the General Electric (GE) builtlocomotives have 4-stroke engines whereas General Motors (GM) always used 2-
stroke engines until the introduction of their SD90MAC 6000 hp "H series" engine,
which is a 4-stroke design.
http://en.wikipedia.org/wiki/Two-strokehttp://en.wikipedia.org/wiki/Four-strokehttp://en.wikipedia.org/wiki/Steam_enginehttp://en.wikipedia.org/wiki/Steam_enginehttp://en.wikipedia.org/wiki/Submarinehttp://en.wikipedia.org/wiki/Heavy_equipmenthttp://en.wikipedia.org/wiki/Automobilehttp://en.wikipedia.org/wiki/Off-road_vehiclehttp://en.wikipedia.org/wiki/Off-road_vehiclehttp://en.wikipedia.org/wiki/Automobilehttp://en.wikipedia.org/wiki/Heavy_equipmenthttp://en.wikipedia.org/wiki/Submarinehttp://en.wikipedia.org/wiki/Steam_enginehttp://en.wikipedia.org/wiki/Steam_enginehttp://en.wikipedia.org/wiki/Four-strokehttp://en.wikipedia.org/wiki/Two-stroke -
7/30/2019 Comparative analysis of DLW
36/88
The reason for using one type or the other is really a question of preference.
However, it can be said that the 2-stroke design is simpler than the 4-stroke but the
4-stroke engine is more fuel efficient.
How Work Diesel Engine:
The diesel internal combustion engine differs from the gasoline powered
Otto cycle by using highly compressed hot air to ignite the fuel rather than using a
spark plug (compression ignition rather thanspark ignition).
In the true diesel engine, only air is initially introduced into the combustion
chamber. The air is then compressed with a compression ratio typically between
15:1 and 22:1 resulting in 40-bar (4.0 MPa; 580 psi) pressure compared to 8 to 14
bars (0.80 to 1.4 MPa) (about 200 psi) in the petrol engine. This high compression
heats the air to 550 C (1,022 F). At about the top of the compression stroke, fuel is
injected directly into the compressed air in the combustion chamber. This may be
into a (typically toroidal) void in the top of the piston or apre-chamberdepending
upon the design of the engine. The fuel injector ensures that the fuel is broken down
into small droplets, and that the fuel is distributed evenly. The heat of the
compressed air vaporizes fuel from the surface of the droplets. The vapor is then
ignited by the heat from the compressed air in the combustion chamber, the droplets
continue to vaporize from their surfaces and burn, getting smaller, until all the fuel
in the droplets has been burnt. The start of vaporization causes a delay period during
ignition and the characteristic diesel knocking sound as the vapor reaches ignition
temperature and causes an abrupt increase in pressure above the piston. The rapid
expansion of combustion gases then drives the piston downward, supplying power
to the crankshaft. Engines for scale-model aeroplanes use a variant of the Diesel
principle but premix fuel and air via a carburetion system external to the combustion
chambers.
-
7/30/2019 Comparative analysis of DLW
37/88
IntegratedQuality, Environment, Health and Safety Policy
Diesel Locomotive Works is a Production Unit
of Indian Railways, manufacturing Diesel
Electric Locomotives, Diesel Generating sets
and their spares for Indian Railways, Non
Railway customers and exports.
We are commi tted to achieve excellence by:
Continual improvement of Quality, Environment, Health and Safety
performance at work place Preventing pollution by all means including minimizing resource consumption
and waste generation using cleaner technologies, material substitution and
process changes
Preventing all injuries and loss of property including environmental
performance through continuous safety inspections
Striving for compliance with all applicable Environmental and Health & Safety
legislations
Striving for " Right first time" and safe working practices through systems
improvement and training
Enhancing Customer Satisfaction through improvement in reliability and
performance of products
Preventing all employees from occupational diseases and health hazards
We shal l:
Set objectives and targets, and
periodically monitor their progress
through internal audit and
management review
Communicate Quality, Environment
and Health & Safety policy to the
employees and to make it available tothe public on demand.
-
7/30/2019 Comparative analysis of DLW
38/88
Environment:
Sewage Treatment Plant (STP) :
In-house STP treats domestic and industrial sewage of DLW township and workshop.
The treated water is used for irrigation purpose in DLW township and nearby village
farms. The digested sludge is sent to sludge drying beds, which is later used as manure.
Methane gas mainly produced from the digester is collected in the gas holder and
supplied to the canteen.
Industrial Effluent Treatment Plant (IETP):
IETP does the job of treatment of industrial effluent
which mainly contains oil and grease. The treated
water is sent to nearby villages for farming and
kitchen gardening at DLW.
Chromium Treatment Plant (CTP):
CTP treats industrial effluent from Chrome Plating Shop. This has varying
concentration of hexavalent chromium. This hexavalent chromium is converted into
trivalent chromium in acidic condition and is precipitated for safe disposal.
Safety:
Safety of working personnel and of equipment is given prime importance in DLW. In
compliance to statutory requirements all safety aspects are subjected to intensive
periodic inspections. Four full time safety officers are engaged in the entire safety
management of DLW including the function of overseeing compliance to all safety
regulations by Workshop personnel.
Safety Features in DLW Include :
Fire fighting arrangements with suitably trained personnel and regular
checks of fire hydrants and static tanks etc.
-
7/30/2019 Comparative analysis of DLW
39/88
System of checking/periodic inspection of wire ropes and lifting tackles
System of inspecting pressure vessels/air reservoirs
Provision of safety Guards on machines and over travel protection of
material handling equipments
Protection of equipments from short-circuiting
Safety awareness training programme for supervisors and workers
Periodic maintenance of machinery and plant
Mock drills of emergencies for checking of emergency preparedness
Residential Facilities
A total of 3641 staff quarters are provided in a well-maintained township that provides
maintained and green, providing excellent and pollution free environment.
Educational Facilities
There are 04 schools for Primary and Secondary Education, run by DLW
administration where more than 2600 students are being taught. 01 Post Graduate Girl's
College also exists in DLW premises. Besides 02 Central Schools, 01 Sr. Secondary
School (Private) and 01 Bal-Niketan (run by DLW Women's Welfare Orgainisation)
are also running in DLW campus.
-
7/30/2019 Comparative analysis of DLW
40/88
Medical Facilities
105 bedded well-equipped Railway
Hospital, a Health Unit and a First-
Aid post in workshop are
functioning, taking comprehensive
health care of around 20,000
employees and their family
members. A Homeopathic and an
Ayurvedic dispensary have also been provided.
Institute/Community Centre etc.
For various social needs of the staff Community Hall, Institutes, Barat Ghars, Kalyan
Kendra, Rangshala and Officer's Club are functioning in DLW township.
Cinema Club
For recreation of the staff a Cinema Hall of around 700 capacity is functioning in DLW
Township since 1967.
Games and Sports
Facilities for various games like Cricket,
Hockey, Basketball, Badminton, Volley-ball,
Football, Table tennis, Gymnastics,
Athletics, Swimming, Golf, and Rifle
Shooting have been provided for the staff.
World class Swimming-Pool and well-
developed Golf course are unique features.
Inter Railway Tournaments are being regularly arranged in DLW premises.
LOCOMOTIVE GENERAL INFORMATION
What does the designation such as WDM-2 mean?
-
7/30/2019 Comparative analysis of DLW
41/88
Locos, except for older stream ones have classification codes that identify them. This
code is of the form [GAUGE] [POWER] [LOAD] [SERIES] [SUBTYPE] [SUFFIX].
In this the first item [GUAGE] is the single letter identifying the Gauge the loco runs
on. :
W = Board Gauge
Y = Meter Gauge
Z = Narrow Gauge (26)
N = Narrow Gauge (2)
The second item [Power] is one or two letter identifying the power source. :
D = Diesel
C = DC Traction
A = AC Traction
B = Dual- power AC/DC Traction
B = Battery electric (Rare)
The third item [Load] is a single letter identifying the kind of load the loco is normally
used for. :
B = Mixed Traffic
P = Passenger
G = Goods
S = Shunting
L = Light duty (Light Passenger) {No longer in use}
U = Multiple Unit [EDU/DEMU]
R = Railear [See below]
The fourth item [Series] is a digit identifying the model of the row. Unit
recently, this series no. was simply assigned chronologically as new model of locos
were introduce.
The fifth item [Sub type] is an optional letter or no. or (two of them) that indicate some
smaller variation in the basic model or series perhaps different motors, or different
-
7/30/2019 Comparative analysis of DLW
42/88
manufacture. With the new scheme for classifying Diesel locos. This item is a letter
that further refines the horse power indication in 100 HP increment.
A for 100 HP
B for 200 HP
C for 300 HP etc.
So in this scheme, a WDM-3A refers to a 3100 HP loco, while a WDM-3F would be a
3600 HP loco.
The last item [Suffix] is an optional indication that indicates something special about
the loco such as different gearing ratio or brake system that usual.
So, a WCM-2 is a broad gauge (W) DC electric (C) mixed traffic (M) engine, model
2.likewise WDS/5 is broad gauge diesel shunting engine, model 5 and ZDM-5 is a
narrow gauge diesel mixed traffic-model 5 loco
DLW has a product for every type of conceivable railroad requirement, be it the
Indian Railways, Steel Plants, port trusts or other National Railways.
Ranging from the 1350 hp WDS-6 shunter to the state-of-the art 4000 hp
WDG-4, there is a locomotive for every application. Freight, high speed passenger
service, special locomotives for heavy industries,
-
7/30/2019 Comparative analysis of DLW
43/88
LOCO FRAME SHOP
01 Section: FLAME CUTTING
There is automatic flam cutting machine. Which are working on the principal
of Electronic magnetic photo cell? The actual shape of the components is done on
Millar paper but black ink. Which is place below. The head of the m/c. a small
lighting guided by this diagram and components are processed by the help of cutting
Tractres.
Different type of components are flame cut by the help of these automatic
flame cutting machine.
Important Components:
Equalizer standard lever cylinder lever, Fulcrum base, Groove ring, Bottom
plate, Buffer plate etc.
Material:
Indian standard 2062, 6mm to 80 mm I.S 226 (MS) ASI,MA,441 high
Tensile B.S. 1449 spring steel.
Then components are dispatched to other section for other operation.
02 SECTIONS: DESLAGE AND GRINDING SEC.
Only desalting and grinding operation is done here in the section. The frame
cut components are grind by the angle grinder and pedestal grinding machine oxy-
cut is removed by the help of pneumatic chisel.
03 SECTIONS:
Different type of components is process here according to drawing. To
prepare the component the following operation are done marking, drilling, cutting,
chamfer, grinding, and straightening, Hydraulic Power Press, Radial DrillingMachine and angle grinder are mostly used in this section.
-
7/30/2019 Comparative analysis of DLW
44/88
RAILWAY ZONES
Following are the different Zone of Indian Railways and their Headquarters:
NAME OF THE ZONE HEADQUARTERS
1. CENTRAL MUMBAI
2. EASTERN CALCUTTA
3. NORTHERN NEW DELHI
4. NORTH-EASTERN GORAKHPUR
5. NORTH-EAST FRONTIER MALIGAON
6. SOUTHREN CHENNAI
7. SOUTH-EASTERN CALCUTTA
8. WESTERN MUMBAI
9. SOUTHERN CENTRAL SECUNDERABAD
Recently, six additional zones have been created by regrouping the
existing nine zones:
10. NORTH CENTRAL ALLAHABAD
11. SOUTH WESTERN BANGALORE
12. EAST CENTRAL HAJIPUR
13. EAST COAST BHUBANESHWAR
14. WEST CENTRAL JABALPUR
15. NORTH WESTERN JAIPUR
16.SOUTH WEST CENTRAL RAILWAY BILASPUR
-
7/30/2019 Comparative analysis of DLW
45/88
RESEARCH
METHODOLOGY
-
7/30/2019 Comparative analysis of DLW
46/88
Research Design
Research design refers to those methods which are followed by a researcher in a
research or a study.
Research design plays an important role in a study. Research design is generally
defined as, an arrangement of rules and conditions for collection and analysis of data
in a manner that aim to combine relevance to the research purpose with economy in
procedure.
Need of the study
The present study assumes great importance because preparing a schedule for
succession planning is critical to the success of a company, especially at the top level in
the present competitive era. As per my topic I choose this topic because I get a good
knowledge about the succession planning in the organization.
From organization point of view, Succession planning is also necessary to ensure a
suitable supply of successors for current and future senior or key jobs raising from
business strategy, so that the careers of the individuals can be planed and managed to
optimize the organizations need and individuals aspiration.
Objective of the study
As for the study my objectives are:
To study the necessity of the succession planning.
To measure the satisfaction levels the employees regarding succession planning in
the organization.
How the H.R. Department ensure the training programs for the successor for the
development of employees skill and capability.
To study the effectiveness and efficiency of the department in an organization
regarding succession planning.
To suggest the management regarding succession planning.
-
7/30/2019 Comparative analysis of DLW
47/88
Developing the Research Planning
The sequence of steps that I follow during my Research which help me to complete my
project more efficiently are:
1) Sampling Plan
a) Sampling Unit
b) Sampling Size
c) Sampling Technique
2) Collection of Data
3) Analysis
(1) Sampling plan:
A sampling plan is a detailed outline of which measurements will be taken at what
times, on which material, in what manner, and by whom. Sampling plans should be
designed in such a way that the resulting data will contain a representative sample of
the parameters of interest and allow for all questions, as stated in the goals, to be
answered.
(1) a) Sampling Unit:
A unit in a statistical analysis refers to one member of a set of entities being studied. It
is the material source for the mathematical abstraction of a "random variable".
For the completion of my project report, my sample size is the Succession Planning &
its impact on employee Motivation
(1) b) Sample sizes:
The number of participants in the trial. The intended sample size is the number of
participants planned to be included in the trial, usually determined by using a statistical
power calculation. I have taken the sample size of 80 respondents in the pharmaceutical
industry.
http://en.wikipedia.org/wiki/Random_variablehttp://en.wikipedia.org/wiki/Random_variable -
7/30/2019 Comparative analysis of DLW
48/88
(1) c) Sampling Technique:
Whenever we want to say something about a selected population, we may not be able to
observe every person, or every action, in that population. We select part of the whole,
which we call our sample, on which to make specific observations, so that we can make
general statements about the whole or population. For the study of present topic I use
Random Probability Sampling Technique.
(2) Collection of Data:
Where an object gets its information. The data source for a form or report is called the
record source. The data source for a text box or other control is called the control
source. There are mainly two sources of collecting data. For my project report I use the
following resources:
a) Primary Data
b) Secondary Data
(a) Primary Data:
Original data compiled and studied for a specific purpose. For example, a structured
survey might be conducted for the purpose of discovering current attitudes on a
particular topic; raw survey responses would be primary data.
For my study, I use questionnaire method to collect information for my project work.
1. a) Questionnaire: A questionnaire is a research instrument consisting of a series of
questions and other prompts for the purpose of gathering information from respondents.
For the project I use questionnaire method which is divided into two sections.
First section consists of the information regarding the respondent.
Second section consists of the information that is being required for the project work.
-
7/30/2019 Comparative analysis of DLW
49/88
(b) Secondary Data:
Secondary data is data collected by someone other than the user. Common sources of
secondary data for social science include censuses, surveys, organizational records and
data collected through qualitative methodologies or qualitative research. "A secondary
source is a report on the findings of the primary source.
Here, the modes of collection of data for the project work are internet, books,
magazines etc.
(3) Analysis:
After the collection of data the whole data is being analyzed on the basis of collected
data and with the help of the tool used for compiling the data.
Here, the Percentage Method is the tool that I use for compilation of data which is
helpful for analysis and interpretation of the collected information to draw conclusions
and suggestions.
Tool used for the study
Analysis Instrument: To analyze the collected information I use the Percentage
Method.
Percentage method: - The method is used to draw specific inference from the
collected data that is to fulfill the objective of my finding succession planning in Top
level Management.
Formula: P= Q/R*100
P= reading in percentage
Q= no. of respondent falling in the specific to be measure
R=total number of respondent or it is the population as a whole
-
7/30/2019 Comparative analysis of DLW
50/88
Limitation of the study
During the study I have face following limitations:
1. Limited time for the completion of project work.
2. Secrecy regarding the information about a company
3. Officers were too busy to give a sincere response to the questionnaire.
4. The study is conducted for the partial fulfillment of degree.
5. Limited financial resources.
6. The result may be biased due to the technique that is used for the study.
-
7/30/2019 Comparative analysis of DLW
51/88
DATA ANALYSIS
AND
INTERPRETATION
-
7/30/2019 Comparative analysis of DLW
52/88
Data Analysis and Interpretation
The process of evaluating data using analytical and logical reasoning to examine each
component of the data provided. This form ofanalysis is just one of the many steps that must
be completed when conducting a research experiment. Data from various sources is gathered,
reviewed, and then analyzed to form some sort of finding or conclusion.
Data interpretation can be defined as applying statistical procedures to analyze specific facts
from a study or body of research. Data interpretation questions are a part of many
standardized tests.
To study the succession planning in top level management various methods were used before
coming to any conclusion. Most of the employees gave their opinion without any fear or
hesitation; still there were some who showed their helplessness in giving their opinions freely
and openly.
In this analysis we select 80 respondents on the basis purpose sampling. After sampling we
apply the result obtained to the whole group on the presumption that the individual
differences among all the individuals in that group are almost negligible. So keeping this in
mind now we proceed to the analysis of responses and their statistical relevance of our survey
of employee regarding succession planning.
http://www.businessdictionary.com/definition/process.htmlhttp://www.businessdictionary.com/definition/data.htmlhttp://www.businessdictionary.com/definition/examine.htmlhttp://www.businessdictionary.com/definition/component.htmlhttp://www.businessdictionary.com/definition/form.htmlhttp://www.businessdictionary.com/definition/analysis.htmlhttp://www.investorwords.com/11189/step.htmlhttp://www.businessdictionary.com/definition/completed.htmlhttp://www.businessdictionary.com/definition/research.htmlhttp://www.businessdictionary.com/definition/experiment.htmlhttp://www.businessdictionary.com/definition/source.htmlhttp://www.businessdictionary.com/definition/source.htmlhttp://www.businessdictionary.com/definition/experiment.htmlhttp://www.businessdictionary.com/definition/research.htmlhttp://www.businessdictionary.com/definition/completed.htmlhttp://www.investorwords.com/11189/step.htmlhttp://www.businessdictionary.com/definition/analysis.htmlhttp://www.businessdictionary.com/definition/form.htmlhttp://www.businessdictionary.com/definition/component.htmlhttp://www.businessdictionary.com/definition/examine.htmlhttp://www.businessdictionary.com/definition/data.htmlhttp://www.businessdictionary.com/definition/process.html -
7/30/2019 Comparative analysis of DLW
53/88
In Table 3.1, an attempt has been made to classify the respondents on the basis of their age.
TABLE 3.1 Classification of respondents on the basis of their age
Age No. of respondents Percentage
20-25 24 30
25-30 22 27.5
30-40 14 17.5
40-45 12 15
45- above 8 10
Total 80 100
Source: Data collected through questionnaire
Classification of respondents on the basis of their age
Figure- 3.1
Interpretation:
Referring to Table 3.1, among the respondents 30 percent of the employees
are of 20-25 age group, 27 percent of 25-30 age group, 18 percent are of 30-40 age group, 15
percent of 40-45 age and 10 percent lie in the 45- above age group.
Hence, on the basis of above the conclusion is that there is majority of
younger employees in the organization to inject fresh blood to the organization for the growth
and devel