CHAPTER 1: COMPANY OVERVIEW

Whirlpool Corporation is a global manufacturer and marketer of major home appliances. The company manufactures in 13 countries and markets products in approximately 170 countries under 11 major brand names such as Whirlpool, Maytag Kitchen Aid, Roper, Estate, Bauknecht, Laden and Ignis. Whirlpool Corporation entered India in the late 80s and today has grown to become one of the leading manufacturers and marketers of major home appliances in India. Whirlpool Corporation entered into a joint venture agreement with TVS group to produce automatic washers at a plant set up in Pondicherry. A modest beginning was made to establish the Whirlpool brand in India. In 1995 Whirlpool Corporation acquired Kelvinator of India Limited and entered into the Refrigerator market in India. In late 1995 majority ownership was gained in the TVS joint venture and the two entities were merged to form Whirlpool of India Limited in 1996. Whirlpool has the distinction of having ISO certification for all its facilities in India. The refrigerator facility is located at Faridabad and manufactures a complete range of direct cool refrigerators. With the infusion of technology, machinery and streamlining the processes the capacity of this plant was increased from 700,000 to 1,000,000 annually. Whirlpools commitment to the Indian operation has resulted in the setting up of a state-ofthe-art facility for the manufacture of no frost refrigerators at Ranjangaon near Pune. This facility has set the standards as one of the worlds front runners in environmentally sensitive eco-friendly manufacturing units. The washer facility is located at Pondicherry and manufactures both fully automatic and semi automatic washers. Constant feedback is taken from the consumers resulting in products being continuously upgrade in features and in styling. Products manufactured in the above facilities match Whirlpools global standards and are exported to over 70 countries across the globe. Whirlpool of India is today Indias largest exporter of home appliance and has been approved as an Export House. Competency Mapping -1-

Thus, in short the history of the company can be stated as below: 1908: The first Automatic washer was launched to public in late 1908, by 1900 Corporation which in 1911 was renamed to Upton Machine Company. 1957: The Company was rechristened as ' The Whirlpool Corporation.' 1958: The Company moved out of country for the first time and invested in Brazilian appliance market through purchase of equity in Multibras S.A. 1987: Whirlpool tied-up with Sundaram Clayton Ltd. of India to form Whirlpool Ltd. 1993: First time Whirlpool became the No.1 stand-alone brand in UK, Ireland, Netherlands and Belgium 1995: Whirlpool Corp. acquired majority of stake in the TVS Whirlpool Ltd. The DC manufacturing facility of Kelvinator India was also acquired. 1996: Whirlpool Washing Machines Ltd. and Kelvinator India Ltd. merged together to form Whirlpool of India Ltd 1999: Whirlpool of India crossed the milestone of 1 million sales of appliances. 2006: Whirlpool Corporation acquires Maytag and become the Worlds largest white goods company. Vision Every Home Everywhere with Pride, Passion and Performance Mission Everyone, Passionately Creating Loyal Customers for Life Values Whirlpools values are constant and define the way that all Whirlpool Corporation employees are expected to behave and conduct business everywhere in the world. Respect We must trust one another as individuals and value the capabilities and contributions of each person.

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Integrity We must conduct all aspects of business honorably ever mindful of the longtime Whirlpool Corporation belief that there is no right way to do a wrong thing. Diversity and Inclusion We must maintain the broad diversity of Whirlpool people and ideas. Diversity honors differences, while inclusion allows everyone to contribute. Together, we create value. Teamwork We must recognize that pride results in working together to unleash everyones potential, achieving exceptional results. Spirit of Winning We must promote a Whirlpool culture that enables individuals and teams to reach and take pride in extraordinary results and further inspire the "Spirit of Winning" in all of us. 1.1 Product Range: The product range covers a wide variety of products from Refrigerators to Fabicare; from AirCon to Water Purifiers and also Microwaves to UPS.Following is the product range of Whirlpool Of India Limited. Refrigerators Washing Machines Dyers Microwave Water Purifiers

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1.2 HR PRACTICES IMPLEMENTED AT WHIRLPOOL The Human Resource practices which are being implemented at Faridabad Refrigeration Operation of Whirlpool are described below. The practices are being described by dividing them under the various heads which are to be studied. 1.2.1 Performance Management Systems Whirlpool follows a 180 degree evaluation system for doing the performance evaluation of its employees. It has a mid year review system where one-to-one discussions happen between the immediate supervisor and the employee. At the start of every year employees fill their PMP form which has two parts in it. One part consists of the objectives which are to be achieved in the current year, along with the results which is filled at the time of mid review. The second part consists of PDP, which insists upon what are the developmental plans of the employee for the year. The objectives flow down to individual from the supervisor which in turn comes from larger organizational objectives. At the end of year the overall performance of an employee is measured after which performance ratings are given. The ratings are given on a scale of 1 to 5 where
Level 1 stands for Extraordinary Results Level 2 stands for Very Strong Results Level 3 stands for Strong Results Level 4 stands for Results Need to be Improved Level 5 stands for Unacceptable Results.

There is a Bell- Curve system which is in place in the organization which insists upon employees working consistently upon improvising performance. Discussions for the same Competency Mapping -4-

happen between various Departmental Heads, Plant Head and HR Head. With the whole process in place the performance ratings are revealed to employees. For employees having rating as Level 4 there are various improvement plans like Focused performance plan which is put in place to help them to improve their performance. 1.2.2 Talent Management Systems For retaining the talent present in the organization and for doing the succession planning Talent Management System is in place at FRO also. The system is called as a 9-Box System, which consists of 9 boxes in which individual employees are placed in individual boxes according to their performance and promotibility. The employees who fall in Box 1, 2 and 3 are identified as the Key Players and are supposed to be game changers. A Leadership Profile sheet is filled in for individual by the managers where the assessment of an individual is done on the various Leadership attributes, practices and performance. Thus, their movement to other roles, in how time will they be ready to move (<1 year, <2years etc) are decided. A focused action plan is prepared for succession planning of the employees. They are given trainings accordingly and are gauged on the various parameters before moving to new role. Retention Plans for each key player is made with the drivers being: 1. Higher responsibilities 2. International assignments 3. Monetary. This way the whole talent pool is created and managed by the HR department. 1.2.3 Managerial Skills Survey Managerial Skill survey is survey taken on an annual basis where the employees give a feedback for their immediate supervisor. All the employees get a link on the portal to fill the survey. Once the employees fill the feedback, individual reports are generated and sent to the supervisor along with the HR Competency Mapping -5-

Lead. Thereby areas of development are identified and thus plan of action is included in the PMP of the individual. The discussions for the same happen with his supervisor and finally implementation of the developmental plan takes place.

Thus, this gives every individual a platform to voice their views for their managers. This also builds in more responsibility towards the team in a manager as they are also under a review by the team.

1.2.4 Training and Development The Training process of the company focuses towards the development of its people. It conducts both in-house and external trainings for its employees. The training needs of employees are identified by three ways; a) Through PDP sheet (filled by employees) b) Through inputs by Supervisor. c) Through Talent Management System for High Potential Players. The process of training need identification is done at the start of every year. Most of the training programs are conducted in the third and fourth quarter as it is the lean period for production. Whirlpool Learning Academy (WLA) supports lot of information for the employees which can be accessed online. Whirlpool has now introduced online training programmes for its employees it is called as Whirlpool Virtual University.

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1.2.5 Employee Engagement

Whirlpool as an organisation insists too much upon employee engagement, this is seen clearly at FRO where employees are empowered to take decisions related to work. They are made to feel an important part of organisation. To have employee engagement

Whirlpool has lot of initiatives like: Rewards and Recognition: Under this head there are lot of rewards which are given to employees. They are: Spot Rewards Cheers Award Employee of the Quarter Pinnacle Award Smart Squad Award. Long Service Award.

Friday Events and Birthday Bash Sparsh the internal communication magazine Splash- gathering event after the eventful peak season.

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CHAPTER 2: INRODUCTION
Today the organizations believe in excelling rather than just competing. The world is in the grip of what is termed as global slowdown .Organizations today are struggling to keep them afloat. In this uncertain environment competence especially human competence is the most critical element for success in business. When it comes to adding capability or capacity to any team or organization managers have to make a rather basic make or buy choiceeither make talent internally or buy it via recruiting.Most companies try to strike a balance between buying and growing. However during tight economic times when recruiting budgets are restricted or even frozen, the emphasis almost shifts dramatically towards growing talent. Competency Mapping thus becomes an inescapable reality. Organizations use competency mapping to help mitigate the risk of vacancy occurring in key management and leadership roles that could impact the organizations ability to perform .In more strategic organizations, the scope of competency mapping is expanded to include high impact and mission critical roles throughout the organization. In some organizations ,competency mapping is institutionalized enterprise wide at entry level and role within the organization.

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While filling the gaps identified by competency mapping including traditional approaches like training, many organizations are increasingly adopting a new approach that relies heavily on identified competencies at talent acquisition stage. Competencies include the collection of success factors necessary for achieving important results in a specific job or work role in a particular organization. Success factors are: Combinations of knowledge, skills, and attributes (more historically called KSAs) that are described in terms of specific behaviors, and are demonstrated by superior performers in those jobs or work roles. Attributes include: personal characteristics, traits, motives, values or ways of thinking that impact an individuals behavior. Competency Mapping is considered a powerful tool in the hands of HR.Whirlpool of India Ltd. has adopted Competency Mapping as one of its mission 2009 and is initiating it with the Supply Chain Department wherein it wants to do Competency Mapping for the purpose of Training need identification, prepare more second line managers and bring out improvement in process. 2.1 OBJECTIVE OF THE STUDY To introduce and implement Competency Mapping in the Supply Chain Department with the jobs concerned. The purpose of carrying out the competency Mapping process in the Supply Chain is to identify the gaps in the employees performance and correct it by the way of designing appropriate trainings for the same and also to identify the loopholes in the process. This Objective has been achieved with the help of following sub objectives. Identify and define competencies based on Job Description Do the Gap Analysis based on the evaluation by Senior Manager. Bridge the gaps by the way of training and other appropriate suggestions. Give Suggestions For Process Improvement. . Competency Mapping -9-

2.2 RESEARCH METHODOLGY RESEARCH DESIGN Descriptive Research-These are those studies that are concerned with describing the characteristics of a particular individual or group. SAMPLE SIZE: 10 Deputy AREA Planning Buying Stores Logistics Table 1 Competency Mapping - 10 Manager Manager Senior Executive

DATA COLLECTION PROCEEDURE PRIMARY SOURCES-Following forms and questionnaires were used to collect the data for the purpose of carrying out Competency Mapping Job Description Form to take the detailed Job Description and Job Specification of employees. Source Activity Chart to take the task description of employees and time spent on each of the activity. Competency Evaluation Form- To find the gap in the required competencies. These forms were designed in accordance with the organizational requirement and were evaluated by HR Deputy Manager Mr. Utsav Khandelwal SECONDAY SOURCES- Study was done from internet, books and articles and newspapers.

STEPS FOLLOWED IN COMPETENCY MAPPING Step 1: Identify the jobs to be studied in Supply Chain Department. Step 2: Job Analysis through Interview and Observation Method. Step 2: Framing Job Descriptions and Job Specification to identify the KRAs and KSAs Step 3: Identifying and selecting the competencies. Step 4: Preparation of Competency Dictionary and Competency Matrix Step 5: Finding the gap Step 6: Suggesting a developmental Plan The Process followed has been discussed in detail in Chapter Five of Competency Mapping Process. Competency Mapping - 11 -

CHAPTER 3: LITERATURE REVIEW

3.1 THE ROOTS OF COMPETENCY APPROACH: Michael Crozier shocked the management community by defining the organization as imperfect social compromises .Far from being scientific constructs he depicted a complex organization as a reflection of its actual degree of competency. Despite a growing interest of competency among mangers and human resource professionals in recent years, the modern competency movement in industrialorganizational psychology actually dates from the mid1950s and early 1970s. In that regard, John Flanagans work (1954) and Dave McClellands studies (1970) might be cited as two landmark efforts that originally invented the concept of competency. Concept maps were invented by Joseph Novak in the 1960s for use as a teaching tool. Later in 1986 William Trochim developed the concept map into a strategic planning tool for use in the design of organizational components. Trochim's technique differs significantly from Novak's original school of thought. While Novak's maps are generated for an individual, Trochim's are generated by a group.

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3.2 HISTORY OF COMPETENCIES:

John Flanagan (1954) A seminal article published by John Flanagan in 1954 established Critical Incidents Technique as a precursor to the key methodology used in rigorous competency studies. Based on studies of US Air Force pilot performance, Flanagan concluded that the principle objective of job analysis procedures should be the determination of critical requirements. These requirements include those which have been demonstrated to have made the difference between success and failure in carrying out an important part of the job assigned in a significant number of instances. From here, critical incidents technique was originally discovered. Critical incidents itself can be defined as a set of procedures for systematically identifying behaviors that contribute to success or failure of individuals or organizations in specific situations. Flanagans work, while not strictly about competencies, was important because it laid the foundation for a new approach to examining what people do. In a later form, the critical incidents technique would resurface to focus around significant behavioral events that distinguish between exemplary and fully-successful performers. It is Flanagans critical incidents technique that sixteen years later inspires David McClelland to discover and develop the term of competency. Benjamin Bloom (USA) In mid fifties BENJAMIN laid the foundation for identifying educational objectives by defining KSA, s needed to be developed in education. The educational objectives developed by them were grouped under the cognitive domain. Competency Mapping - 13 -

David McClelland (Harvard Psychologist) He pioneered the Competency Movement across the world and made it a global concept. His classic books on Talent and Society, Achievement motive, The Achieving Society, Motivating economic achievement and power the inner experience brought out several new dimensions of the competency. These competencies exposed by Mc .Cleland dealt with effective domain in Blooms terminology.

Richard Boyatzis. Richard Boyatzis wrote the first empirically-based and fully-researched book on competency model developments. It was with Boyatzis that job competency came to widely understood to mean an underlying characteristic of a person that leads or causes superior or effective performance. Boyatzis was explicit in describing the importance of clearly-defined competency as reflected in specific behavior and clearly defined performance outcomes when he wrote that the important points is that specific actions cause, or lead to, the specified results. Certain characteristics or abilities of the person enable him or her to demonstrate the appropriate specific actions(Boyatzis, 1982, p. 12).

As founding developer of competency modeling in the United States, Boyatzis grounded competency interventions on documented behavioral indicators that caused or influenced effective job performance. Boyatzis, like Flanagan, stressed the importance of systematic analysis in collecting and analyzing examples of the actual performance of individuals doing the work. The method for documenting the actual performance was collected through the behavioral event interview (BEI), an intensive face-to-face interview that involves soliciting critical incidents from performers and documenting what the performers thinking and doing during the incidents Competency Mapping - 14 -

3.3 COMPETENCY MAPPING- THE LATEST IN HR It has been a general observation that hard work, sincerity, knowledge, intelligence alone does not make a person a star performer in his/her profession. There are other factors that help an individual excel in his job. Good managers are generally aware about different qualities a person must possess to do a job effectively, and they make use of their knowledge to select and train their subordinates. Organizational psychologists have refined this understanding and converted it into a structural and formal process called Competency Mapping. It has emerged as one of the most powerful tools aiding the improvement for the HR professionals in finding the right employee for a job and development of the employed person in doing the assigned job effectively. Thus, Competency Mapping can be defined as a process through which one assesses and determines one's strengths as an individual worker and in some cases, as part of an organization.

Generally speaking, competency mapping examines two areas: emotional intelligence and strengths of the individual in areas like team structure, leadership and decision-making. Large organizations frequently employ some form of competency mapping to understand how to most effectively employ the competencies of strengths of workers. Competency Mapping - 15 -

The general steps involved in this process can be described as follows: Every employee is asked to fill up a questionnaire that asks them what they are doing and what skills and abilities are needed to have to perform it well. Having discovered the similarities in the questionnaires, a competency based job description is crafted and presented to the personnel department for their agreement and additions, if required. The final step involves mapping of an employee's abilities to the benchmarks and deciding his future accordingly.

Competency-based HR is considered the best HR. In India, however, this process has gained force only during the last couple of years. Companies like Zensar Technologies and L&T InfoTech follow competency mapping. Other big companies like TCS, HCL Technologies, SBI, Idea Cellular, Exide Industries, Birla Cellulosic, etc. have got their employees trained in competency mapping course but it remains unclear if they strictly follow the line. According to Lynette D'Silva, manager-HR, learning & development, Zensar Technologies, "Competency mapping helps identify the success criteria required for individuals to be successful in their roles." Competency mapping not only acts as a useful tool for the organisation but also aids an individual's competency. But, organizations strictly following the process of competency mapping do face some hurdles in achieving overall efficiency. Firstly, the organizations do the ultimate mistake of realizing the map as the desired end result. The map is nothing but a colossal waste of time and money without proper analysis. Secondly, the mission must be Competency Mapping - 16 -

to sustain a knowledge flow that is more profitable to the organisation. If the organisation is already rich beyond wildest dreams then the mission should be to measure against the current "ideal" knowledge flow. Lastly, incorrect assessments of results lead to flawed decisions and cause a big damage to the concern.

Competency mapping tailored to an organisation is necessary to train, define and retain talent in a company. As a result of competency mapping, all the HR processes like talent induction, appraisals and training yield much better results.

CHAPTER 4: THEORITICAL FRAMEWORK

Today the organizations believe in excelling rather than just competing.The world is in the grip of what is termed as global slowdown .Organizations today are struggling to keep them afloat. In this uncertain environment competence especially human competence is the most critical element for success in business. When it comes to adding capability or capacity to any team or organization managers have to make a rather basic make or buy choiceeither make talent internally or buy it via recruiting.Most companies try to strike a balance between buying and growing. However during tight economic times when recruiting budgets are restricted or even frozen, the emphasis almost shifts dramatically towards growing talent.Competency Mapping thus becomes an inescapable reality. Organizations use competency mapping to help mitigate the risk of vacancy occurring in key management and leadership roles that could impact the organizations ability to perform .In more strategic organizations ,the scope of competency mapping is expanded to include high impact and mission critical roles throughout the organization. In some organizations, competency mapping is institutionalized enterprise wide at entry level and role within the organization.

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While filling the gaps identified by competency mapping including traditional approaches like training, many organizations are increasingly adopting a new approach that relies heavily on identified competencies at talent acquisition stage. Competencies include the collection of success factors necessary for achieving important results in a specific job or work role in a particular organization. Success factors are: Combinations of knowledge, skills, and attributes (more historically called KSAs) that are described in terms of specific behaviors, and are demonstrated by superior performers in those jobs or work roles. Attributes include: personal characteristics, traits, motives, values or ways of thinking that impact an individuals behavior.

4.1 WHAT IS COMPETENCY? The term competencies, competence and competent refer to a state or quality of being able and fit. The workplace definition of competency refers to a persons fitness with reference to his/her job. In work context however competence has two variations that differ in their meaning, depending on organizational frames of references. Competencyis a difference of behaviour. Competence is a description of work tasks or Job Outputs. Competency refers to a cluster of atitude,knowledge and skills that distinguishes between an excellent and an average performer. COMPETENCY AS A TOOL

Competencies are based on 1. Knowledge: - information accumulated in a particular area of expertise (e.g., accounting, selling, servicing, management) . 2. Skills: - the demonstration of expertise (e.g., the ability to make effective presentations, or to negotiate successfully) . Competency Mapping - 18 -

3. Motive: - recurrent thoughts driving behaviors (e.g., drive for achievement, affiliation) . 4. Attitude: - self-concept, values and self-image. 5. Traits: - a general disposition to behave in certain ways (e.g., flexibility).

DEFINITION: First popularized by BOYATZIS (1982) with Research result on clusters of competencies: A capacity that exists in a person that leads to behavior that meets the job demands within parameters of organizational environment, and that, in turn brings about desired results UNIDO (2002)A Competency is a set of skills, related knowledge and attributes that allow an individual to successfully perform a task or an activity within a specific function or job. practice in work. MANSFIELD (1997):

Underlying characteristics of a person that results in effective a superior performance. WOODRUFFE (1991):

Competency: A person- related concept that refers to the dimensions of behavior lying behind competent performer. Competence: A work- related concept that refers to areas of work at which the person is competent Competencies: Often referred as the combination of the above two. Competency Mapping - 19 -

ALBANESE(1989) :

Competencies are personal characteristics that contribute to effective managerial Performance

COMPETENCY BROAD CATEGORIES Generic Competencies Competencies which are considered essential for all employees regardless of their function or level. - Communication, initiative, listening etc.These are basic competencies required to do the job, which do not differentiate between high and low performers Managerial Competencies Competencies which are considered essential for employees with managerial or supervisory responsibility in any functional area including directors and senior posts

Competencies in organization tend to fall in two categories General Functioning Competencies. These competencies include broad success factors not tied to a specific work function or industry (often focusing on leadership or emotional intelligence behaviors). Functional/Technical Competencies. These competencies include specific success factors within a given work . Competency Mapping - 20 -

4.2 MEANING AND CONCEPT OF COMPETENCY MAPPING It is a process of identification of the competencies required to perform successfully a give job or role or a set tasks at a given point of time. It consists of breaking a given role or job into its constituents task or activities and identifying the competencies (Technical, Managerial, Behavioral, conceptual knowledge and Attitude and skills etc) needed to perform the same successfully. Competency Map. A competency map is a list of an individuals competencies that represent the factors most critical to success in given jobs, departments, organizations, or industries that are part of the individuals current career plan. Competency Mapping. Competency mapping is a process an individual uses to identify and describe competencies that are the most critical to success in a work situation or work role Competency profiling It is the process of identifying the knowledge, skills, abilities, attitudes, and judgment required for effective performance in a particular occupation or profession. Competency profiling is business/company specific. USES OF COMPETENCY MAPPING Competency mapping serves a number of purposes. It is done for the following functions: Gap Analysis Competency Mapping - 21 -

Role Clarity Selection, Potential Identification, Growth Plans. Succession Planning. Restructuring Inventory of competencies for future planning

Competency based recruitment Competency based interviews reduce the risk of making a costly hiring job mistake and increase the likelihood of identifying and selecting the right person for the right

Competency based Performance Appraisal Competencies Enable 1. Establishment of clear high performance standards. 2. Collection and proper analysis of factual data against the set standards. 3. Conduct of objective feedback meetings. 4. Direction with regard to specific areas of improvement Competency based training Competency based appraisal process leading to effective identification of training needs. 1. Opportunity to identify/ develop specific training programmes - Focused training investment. 2. Focused Training enabling improvement in specific technical and managerial competencies Competency based Development Competency Mapping - 22 -

1.) Contribute to the understanding of what development really mean, giving the individual the tools to take responsibility for their own development. 2.) Give the line managers a tool to empower them to develop people.. Competency based succession planning Assessing employees readiness or potential to take on new challenges. Determining the person job fit can be based on matching the competency profile Of an individual to the set of competencies required for excellence within a profession. Individuals would know the competencies required for a particular position and therefore would have an opportunity to decide if they have the potential to pursue that position. TRANINING LEADING TO SUCCESSION PLANNING:

Retaining and developing intellectual and knowledge capital for the future Encouraging individual learning, growth and advancement

WHY IS IT IMPORTANT? Ensure business continuity Replace future vacancies and meet future skill and talent needs Have the right people in the right places at the right times to do the right things Address skill shortages ahead of time Maximize competitiveness as an employer and ability to attract and retain talented staff Enhance ability to promote from within Provide a supportive growth environment

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CHAPTER 5:- COMPETENCY MAPPING PROCESS

The Process Followed for competency Mapping has been given as follows

Identifying the Positions of Supply Chain Department to be studied.

Taking Job Analysis and Job Description to Identify KRAs and KPAs for each Job. P

Comparison Actual Level of competency possessed

Competency requirement given by Senior Manager Supply Chain

Missing Links Training

Other efforts

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STEPS FOLLOWED IN COMPETENCY MAPPING Step 1: Identifying the positions of the Supply Chain Department to be studied. Step 2: Job Analysis through Interview and Observation Method. Step 2: Framing Job Descriptions and Job Specifications to identify the Key Result Areas and Key Performance Areas. Step 3: Identifying and selecting the competencies. Step 4: Preparation of Competency Dictionary and Competency Matrix Step 5: Finding the gap Step 6: Suggesting a developmental Plan STEP 1: JOB ANALYSIS Job AnalysisDone through: Interview Method Observation Method.

Interview Method-The interview was taken to understand the role, responsibilities and task performed by the employee holding the job position and understands the Key Result Areas. Observation Method-Means the researchers observe the behaviour as it occurs and reports as they see. STEP 2: FRAMING THE JOB DESCRIPTION TO IDENTIFY THE KRAs and KPAs After understanding the work done by the employees at the respective Job position and by studying a generic Job Description Job Description for each Job position was prepared along with it task description of the employees was prepared in form Source Activity Chart. The Job Description for the following employees was prepared. Manager- Planning Competency Mapping - 25 -

 Manager-Logistics Deputy Manager-Buyer(Exports) Deputy Manager- Buyer(Within India) Deputy Manager- Stores Senior Executive- Planning Senior Executive- Buyer Senior Executive- Buyer & Stores Senior Executive- Stores Senior Executive1- Stores The Job Description Of the following is given 1. POSITION: MANAGER (PLANNING)

JOB DESCRIPTION
DEPARTMENT: Planning and Supply Chain SECTION: Planning POSITION: Manager REPORTS TO: Senior Manager JOB SUMMARY: Responsible for making the production plan,distributing the same to Supply Chain as well as the production department and thereby causing timely production actualization. JOB DUTIES AND RESPONSIBILITIES: To make the monthwise plans as per sales forecast. Breaking the plan into daily requirement and given to stores, Buyer for within and outside India purchases. Fixing 3 days plan for materials. Daily production review and planning for the next day depending upon Excess or shortage of previous day. Competency Mapping - 26 -

Setting the maximum limit of production based on planning beyond which manufacturing cannot produce. Planning for Export Co-ordination as per the dispatch plans. Co-ordinating with quality, exports and manufacturing for exports co-ordination. Planning for Spare parts requirement as per the requirement. Engineering Change Note Implementation by validating the new component, checking its vendor feasibility. Ensuring Inventory Control for old parts and ensuring Obscoletion Control for the same. Ensuring no line stoppage due to plastic parts. To coordinate between supply chain, manufacturing and other functions. Solving the systems and suppliers related issues. Getting timely updations on slow moving items and making efforts for its movement. Coordinating with the buyers, Suppliers and manufacturing to ensure no online stoppage.

KEY RESULT AREAS: Production Actualization Project Implementation on time.

JOB SPECIFICATION REQUIRED EDUCATIONAL QUALIFICATION- Diploma/Mechanical Engineering. ADDITIONAL EDUCATIONAL QUALIFICATION- MBA (Operations) REQUIRED EXPERIENCE- Minimum 2-3 years experience in Planning and forecasting and related fields.

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REQUIRED SKILLS-(MUST HAVE) Strong communication skills with a proven track record of effective communications within various organizational functions and levels. Experience managing supplier productivity and working with suppliers for value creation. Outstanding leadership skills including established comfort in leading teams. Problem solving and analytical skills backed by solid computer skills. Knowledge of SAP and advanced excel. Work experience in Material Requirement Planning. Knowledge of Value Steam Mapping. Good forecasting skills and knowledge of forecasting tools and techniques. Knowledge of Inventory management. Knowledge of ISO:9001.

OTHER BENEFICIAL SKILLS Ability to work with others/function as part of a team and maintains good working relationships with other departments; customer oriented. Ability to function well under pressure. Organized and able to attain results on several projects simultaneously. Willingness and ability to assume increased responsibility. Flexible/ability to adapt to changing requirements and priorities. Knowledge of lean manufacturing is preferred.

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2. MANAGER LOGISTICS: JOB DESCRIPTION DEPARTMENT: Planning and Supply Chain SECTION: Logistics POSITION: Manager REPORTS TO: Senior Manager JOB SUMMARY: To direct and co-ordinate all logistics activities to obtain Optimum efficiency safety, compliance and economy of inventory movements to maximize profits through timely dispatch plan actualization. JOB DUTIES AND RESPONSIBILITIES Ensuring the timely availability of carriers as per the requirement Managing the carriers documentation, route tracking and measurement of carriers. Ensuring the transportation cost to minimum by negotiations with the transporters Review of transporters performance and accordingly allotment of share to them. Ensuring Logistics Cost Control for the materials called for. Competency Mapping - 29 -

Ensuring proper storage and dispatch of the finished goods. Managing the quality, quantity cost and efficiency of movement and stoage of goods. Ensuring Obscoletion Control. Feeding to the branches in accordance with the requirement. Ensuring discipline, training and managing of staff.

KEY RESULT AREAS: Despatch Actualization. Cost Control through negotiations with the transporters. Obscoletion Control. JOB SPECIFICATION REQUIRED QUALIFICATION: A degree level qualification, ideally in management, supply, procurements, logistics studies. REQUIRED EXPERIENCE: 3-5 years of experience in transportation, warehouse or distribution in a manufacturing company. REQUIRED SKILLS (Must have) Good Written and Oral Communication Skills. Negotiation and interpersonal skills are a must. Leadership Skills. Prior experience in planning, purchasing, and negotiation of specification controlled and commodity products Competency Mapping - 30 -

Working knowledge of MS Excel, SAP. Should be familiar with the excise related work and their returns Proficient in inventory tracking and management.

OTHER HIGHLY VALUABLE SKILLS: Lean Manufacturing is preferred. Knowledge of ISO:9001 Prior experience in planning and forecasting.

3. DEPUTY MANAGER-BUYER (EXPORTS) JOB DESCRIPTION DEPARTMENT: Planning and Supply Chain SECTION: Buyer (Exports) POSITION: Deputy Manager REPORTS TO: Senior Manager JOB SUMMARY: To ensure timely availability of material from the to ensure no online stoppage and availability of optimum inventory levels JOB DUTIES AND RESPONSIBILITIES Planning for AB Class Products (most expensive) in accordance with sales forecast and planning team. Plan, negotiate, order, and administer stock products requirements to support the build plan and maintain appropriate inventory levels. Day to day activities, to include, but not limited to: reports, reporting, expediting, filing, requirements review (stock products), order placement and management

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Informing the vendors about the required material and timely follow up on the same. Ensuring timely availability of material and there is no online stoppage. Controlling the obscoletition of material purchased. Ensuring Inventory is as per the Inventory Norms Ensure timely updation of Bill of Material. Ensure Kanban Planning for few members. Scheduling Through SAP. Ensure the availability of Spare Parts as per the requirements. Ensuring Logistics Cost Control for the materials called for. No online Stoppage due to material shortage Inventory as per the inventory norms. Obscoletion Control Spare Parts Availability as per requirement

KEY RESULT AREAS:

JOB SPECIFICATION REQUIRED QUALIFICATION: Bachelor degree preferred in industrial engineering, operations and/or related field or equivalent applicable work experience. REQUIRED EXPERIENCE: 1-2 Years as a buyer, Procurement systems or related Functional areas within and outside India. REQUIRED SKILLS (Must have) Good communications skills. Prior experience of dealing in import of raw material/components etc. Competency Mapping - 32 -

Prior experience in planning, purchasing, and negotiation of specification controlled and commodity products Working knowledge of MS Excel and SAP. Proactive planning, initiative and strong problem solving skills. Proficient in inventory tracking and management. Knowledge of ISO: 9001. Knowledge of custom duties and excise tax. Material requirement planning experience is preferred. Lean Manufacturing is preferred. Prior experience in planning and forecasting.

OTHER HIGHLY VALUABLE SKILLS

4. DEPUTY MANGER-BUYER (WITHIN INDIA) JOB DESCRIPTION DEPARTMENT: Planning and Supply Chain SECTION: Buyer (Within India) POSITION: Deputy Manager REPORTS TO: Senior Manager JOB SUMMARY: To ensure timely availability of material from the to ensure no online stoppage and availability of optimum inventory levels. JOB DUTIES AND RESPONSIBILITIES Planning for Products in accordance with sales forecast and planning team. Plan, negotiate, order, and administer stock products requirements to support the build plan and maintain appropriate inventory levels. Day to day activities, to include, but not limited to: reports, reporting, expediting, filing, requirements review (stock products), order placement and management Competency Mapping - 33 -

Informing the vendors about the required material and timely follow up on the same. Ensuring timely availability of material and there is no online stoppage. Controlling the obscoletition of material purchased. Ensuring Inventory is as per the Inventory Norms Ensure timely updation of Bill of Material. Ensure Kanban Planning for few members. Scheduling Through SAP. Ensure the availability of Spare Parts as per the requirements. Ensuring Logistics Cost Control for the materials called for.

KEY RESULT AREAS: No online Stoppage due to material shortage Inventory as per the inventory norms. Obscoletion Control Spare Parts Availability as per requirement

JOB SPECIFICATION REQUIRED QUALIFICATION: Bachelor degree preferred in industrial engineering, operations and/or related field or equivalent applicable work experience. REQUIRED EXPERIENCE: 1-2 Years as a buyer, Procurement systems or related Functional areas within and outside India. REQUIRED SKILLS (Must have) Good communications skills. Prior experience of dealing in import of raw material/components etc. Competency Mapping - 34 -

Prior experience in planning, purchasing, and negotiation of specification controlled and commodity products Working knowledge of MS Excel and SAP. Proactive planning, initiative and strong problem solving skills. Proficient in inventory tracking and management. Knowledge of ISO: 9001. Knowledge of custom duties and excise tax.

OTHER HIGHLY VALUABLE SKILLS Material requirement planning experience is preferred. Lean Manufacturing is preferred. Prior experience in planning and forecasting.

4. DEPUTY MANAGER (STORES) JOB DESCRIPTION DEPARTMENT: Planning and Supply Chain SECTION: Stores POSITION: Deputy Manager (Stores) REPORTS TO: Senior Manager JOB SUMMARY: To ensure material and social order in stores and material feeding online and thereby ensuring inventory management and obscoletion control. JOB RESPONSIBILITIES: Shift balancing to ensure proper feeding of material/Components to Assembly Line., To ensure optimum Inventory on Floor and online. To inform the buyer about the requirement, follow up and inform about the shortage. Preservation of goods ,to check FIFO system maintained Competency Mapping - 35 -

To check paper pendency for Goods received and issue punch. To ensure discipline and safety.. Scheduling to vendor on Kanban Sheet, to follow Kanban Ensuring Material and social order. Resolve any problems that may inhibit the receipt and/or shipment of inventory. Must understand and comply with all safety rules and company policies Monitor reports to ensure that all information is correct and update as needed. Checking the inventory. Ensure the training of subordinates on safety, Kanban, inventory and lean etc. Toll Trucks, forklift, tractor maintainence. Work on obscoletion control To make all SAP accounts functional. Trolley/Bins Management. To make available the material in shortage. Ensure multiskilling of operations and Job rotation.

KEY RESULT AREAS: Ensure Material and social Order. Inventory Control Obscolense control No online stoppage due to material shortage Ensuring optimum inventory in stores and online.

JOB SPECIFICATION
Competency Mapping - 36 -

REQUIRED EXPERIENCE: 4+ year in stores/Warehouse or similar functional area. CRITICAL SKILLS (MUST HAVE): Good Communication Skills, both oral and written Experience of working on SAP& Excel Previous experience in a Stores position. The Receipt of materials at the goods inward desk and the processing/filing of related paperwork when required. Knowledge of Inventory Management Knowledge of concepts of Lean Management like Kanban, Just in Time,5 S Concepts, FIFO Material flow and classification. Awareness of ISO: 9001 Ability to work under pressure. Good Interpersonal Skills Physical ability to respond to emergency situations.

OTHER HIGHLY VALUED SKILLS Knowledge of planning in Supply Chain Prior experience of dealing with suppliers. Lean Management Knowledge preferred. Knowledge of Material Requirement Planning systems preferred.

Competency Mapping - 37 -

6 SENIOR EXECUTIVE- PLANNING JOB DESCRIPTION DEPARTMENT: Planning and Supply Chain Department SECTION: Planning POSITION: Senior Executive REPORTS TO: Manager- Planning JOB SUMMARY: To ensure the timely making of plan as per superior guidelines and distribution of same to manufacturing and supply chain department leading to production actualization. JOB DUTIES AND RESPONSIBILITIES: To distribute the monthwise plans as per sales forecast. Breaking the plan into daily requirement and given to stores, Buyer for within and outside India purchases. Competency Mapping - 38 -

Making the adjustment in the plan depending upon the excess or shortage of previous day. Planning for Spare parts requirement as per the requirement. Engineering Change Note Implementation by validating the new component, checking its vendor feasibility. Ensuring Inventory Control for old parts and ensuring Obscoletion Control for the same. To coordinate between supply chain, manufacturing and other functions. Solving the systems related issues like minimizing the Error Processing List. Getting timely updations on slow moving items and making efforts for its movement. Cordinating with the buyers, Suppliers and manufacturing to ensure no online stoppage.

KEY RESULT AREAS: Production Actualization Project Implementation on time. Inventory as per norms.

JOB SPECIFICATION
REQUIRED EDUCATIONAL QUALIFICATION- Diploma/Mechanical Engineering. REQUIRED EXPERIENCE- Minimum 1-2 years experience in Planning and forecasting. REQUIRED SKILLS-(MUST HAVE) Good communication and interpersonal skills. Competency Mapping - 39 -

Knowledge of SAP and advanced excel Work experience in Material requirement planning. Knowledge of Value Steam Mapping. Good forecasting skills and knowledge of forecasting tools and techniques Knowledge of Inventory management. Problem solving and analytical skills backed by solid computer skills

OTHER BENEFICIAL SKILLS. Ability to function well under pressure. Organized and able to attain results on several projects simultaneously Willingness and ability to assume increased responsibility. Flexible/ability to adapt to changing requirements and priorities. Knowledge of lean manufacturing is preferred. 7. SENIOR EXECUTIVE- BUYER DEPARTMENT: Planning and Supply Chain SECTION: Buyer POSITION: Senior Executive REPORTS TO: Senior Manager JOB SUMMARY: To ensure timely availability of C Class products from the vendors to ensure no online stoppage and availability material and maintain optimum inventory levels. JOB RESPONSIBILITIES: Planning for Products in accordance with sales forecast and planning team. Plan, negotiate, order, and administer stock products requirements to support the build plan and maintain appropriate inventory levels. Day to day activities, to include, but not limited to: reports, reporting, expediting, filing, requirements review (stock products), order placement and management

Competency Mapping - 40 -

Informing the vendors about the required material and timely follow up on the same. Ensuring timely availability of material and there is no online stoppage. Controlling the obscoletition of material purchased. Ensuring Inventory is as per the Inventory Norms Ensure timely updation of Bill of Material. Ensure Kanban Planning for few members. Scheduling Through SAP. Ensure the availability of Spare Parts as per the requirements. Ensuring Logistics Cost Control for the materials called for.

KEY RESULT AREAS: No online Stoppage due to material shortage Inventory as per the inventory norms. Obscoletion Control Spare Parts Availability as per requirement

JOB SPECIFICATION REQUIRED QUALIFICATION: Bachelor degree preferred in industrial engineering, operations and/or related field or equivalent applicable work experience. REQUIRED EXPERIENCE: 1-2 Years as a buyer, Procurement systems or related Functional areas within and outside India. REQUIRED SKILLS (Must have) Good communications skills. Competency Mapping - 41 -

Prior experience of dealing in import of raw material/components etc. Prior experience in planning, purchasing, and negotiation of specification controlled and commodity products Working knowledge of MS Excel and SAP. Proactive planning, initiative and strong problem solving skills. Proficient in inventory tracking and management. Knowledge of ISO: 9001. Knowledge of custom duties and excise tax.

OTHER HIGHLY VALUABLE SKILLS Material requirement planning experience is preferred. Lean Manufacturing is preferred. Prior experience in planning and forecasting.

8 SENIOR EXECUTIVE STORES- The work to be done by the remaining three executives is the same the only difference being that they work in three shifts.Their Job Description is as follows. JOB DESCRIPTION DEPARTMENT: Planning and Supply Chain Department SECTION: Stores POSITION: Senior Executive REPORTS TO: Deputy Manager (Stores) JOB SUMMARY: To ensure material feeding online and ensure material availability from daily vendors and ensure material and social order in stores. JOB RESPONSIBILITIES: To ensure optimum Inventory on Floor and online. Competency Mapping - 42 -

To inform the buyer about the requirement, follow up and inform about the shortage. Preservation of goods ,to check FIFO system maintained To check paper pendency for GRN and issue punch. To monitor house keeping To ensure discipline, safety. Toll trucks, fork lift To ensure optimum Space Utilization in Stores. Scheduling to buyer on Kanban Sheet, to follow Kanban. Ensuring Material order. Checking the inventory Work on obscoletion control To make available the material in shortage. Ensure Material and social Order. Inventory Control Obscolense control No online stoppage due to material shortage Ensuring optimum inventory in stores and floor.

KEY RESULT AREAS:

JOB SPECIFICATION REQUIRED EDUCATIONAL QUALIFICATION: Graduation in any stream. EXPERIENCE: Minimum 1 year prior experience in stores/warehouse and/or related Supply Chain Areas CRUCIAL SKILLS (Must Have) Experience of working on SAP(MM and PP Module) & Excel Competency Mapping - 43 -

Knowledge of Inventory Management Knowledge of concepts of Lean Management like Kanban, Just in Time,5 S Concepts, FIFO Material Classification Material Flow Awareness of ISO 9001 Ability to work under pressure. Knowledge of planning in Supply Chain Prior experience of dealing with suppliers. Lean Management Knowledge preferred. Knowledge of Material requirement systems preferred.

OTHER HIGHLY VALUED SKILLS

STEP 4: IDENTIFYING THE COMPETENCIES From the list of skills the identified competencies in consultation with the HR Deputy Manager, Senior Manager Supply Chain, Manager Supply chain following are competencies (mainly functional competencies) identified. 1. Communication Skills 2. System Skills 3. Inventory Management 4. Forecasting Skills 5. Vendor Relationship Management 6. Space Utilization 7 Knowledge Domain(Lean Concepts) 8. Logistics Management Competency Mapping - 44 -

STEP 5: PREPARING THE COMPETENCY DICTIONARY AND MATRIX . COMPETENCY DICTIONARY- Competency Dictionary is a dictionary consisting of the various competencies along with their definitions and respective levels .Following is the competency dictionary prepared. PREPARATION OF COMPETENCY DICTIONARY PROFICIENCY LEVELS MASTER Who will be responsible of the competency? REQUIRED AREAS ASSESSMENT OF KSB What depth of knowledge, What will be required to skills and behaviour is competency? demonstrate that the person is ready to teach?

for continual development required to teach this

Competency Mapping - 45 -

PROFICIENT this competency? Will this be a part of specific job or role?

What areas of knowledge, competency to individuals work? Behavior expected from person applying a competency?

What will be required to demonstrate that the person is ready to apply? Testing Projects Results

Who is expected to apply skills needed to apply this

BASIC Who supports or interacts What knowledge is needed How will you know the with those applying the competency? for this person to understand and support others who supply the competency? Table 2 people understand?

1. COMMUNICATION Definition-Clearly conveys and receives information and ideas through a variety of media to individuals or groups in a manner that engages the listener, helps them understand and retain the message, and invites response and feedback. Keeps others informed as appropriate. Demonstrates good written, oral, interpersonal and listening skills. BASIC UNDERSTANDS PROFICIENT APPLIES MASTER TEACHES

Competency Mapping - 46 -

 Tends to use clear, appropriate language Checks audience understanding and adapts accordingly. Uses the appropriate media. Displays understanding by making appropriate contributions. Generally pays attention to other people are saying. Understands the need for clear written communication. Exhibits satisfactory interpersonal and negotiation skills.

Produces clear, concise written material that is well structured, grammatically correct . Invites two way dialogue, even if there is disagreement. Displays active listening skills. Is able to communicate complex ideas simply and in a logical way Knows when extra detail will help or hinder in getting the message across. and negotiation skills.

Provides a focus and direction for others by developing and sustaining open communications Shows active listening in situations of conflict or controversy. Is able to communicate clearly with a wide variety or audiences within and outside of the organization Is capable of producing high quality written materials which could be presented to a range of audiences within and

Has effective interpersonal outside of the organization.

2. SYSTEMS SKILLS Definition-Ability to use and share information technology as an active member of the organization and to accomplish position responsibilities successfully. BASIC UNDERSTANDS PROFICIENT APPLIES MASTER TEACHES

Competency Mapping - 47 -

Able to use excel to the extent of own area of work.

Uses excel proficiently to solve work related problems.

Has extensive knowledge of advanced excelled coaches others on the same.

Able to use SAP to the extent of its usage in own work.

Uses shortcuts in Excel. Able to use SAP to solve team work related problems.

Has detailed knowledge of SAP and is able to impart training on the same to others.

Able to use e-mail for communicating within and outside the organization.

Apart from email also uses other features of lotus notes like calendar, notes etc.

Uses all the functions of lotus notes. Update IT enabled SCM solutions and share with the team and try to implement it logically.

Table 4

3. INVENTORY MANAGEMENT Definition-Ensuring Systems and processes that identify inventory requirements, set targets, provide replenishment techniques and report actual and projected inventory status. BASIC UNDERSTANDS PROFICIENT APPLIES MASTER TEACHES

Competency Mapping - 48 -

Sets targets to maintain minimum inventory. Maintains inventory as per the inventory norms. Checks the actual and anticipated inventory through systems and processes.

Sets objective and consistent targets to maintain minimum inventory.

Always maintains minimum Inventory as per inventory norms.

Always keeps a complete tracking of material and guides others on the same.

Maintains consistent minimum inventory as per the inventory norms.

Regularly checks the reconciles the actual and the anticipated inventory through systems and processes.

Comes up with new ways of minimizing the inventory.

Ensures disposal of obsolete material. Uses basic techniques for inventory control like FIFO manually.

Ensures the optimum use of obsolete material by consistent and continuous efforts.

Ensures timely disposal of obsolete material. Anticipates the spare parts requirement and ensures its prompt and timely availability..

Ensures the availability of spare parts as per the requirement..

Brings out new solutions to remove MRP inefficiencies and focuses on continuous improvement and coaches the others on the same.

Ensures proper material requirement planning.

Is able to design Inventory Model. Ensure optimum material requirement planning.

Table 5 4. FORECASTING SKILLS Ability to estimate the quantity of raw material/parts required to estimate the finished goods in conguerence with sales forecast keeping in mind production capacity Competency Mapping - 49 -

available,inventory,vendors,lead time and overall supply chain performance.It involves both qualitative and quantative methods of planning and estimating the material re BASIC UNDERSTANDS PROFICIENT APPLIES MASTER TEACHES

Estimates and makes plans as per the sales forecast.

Makes the plans keeping in mind sales forecast and using forecasting techniques and models.

Proactively analyses the sales forecast and has extensive knowledge of forecasting techniques and coaches the others on the same.

Is able to identify the problems at the supplier end.

Uses qualitative as well as quantative methods of forecasting such as time series, trend analysis, correlation, regression etc.

Estimates enable to maintain acceptable inventory levels.

Is able to provide accurate production plan 3 days in advance to the manufacturing department.

Manages to get materials at times due to sudden plan change.

Is able to foresee impact of plan change and maintain material for emergency situations.

Tries

implement models

new in

Understands the material shortage areas and works on its availability.

forecasting

planning to minimize cost and maintain optimum inventory.

Is able to check material shortage and take timely actions.

Table 6

5. VENDOR MANAGEMENT Definition-Drive to work together with the vendors/suppliers to achieve the work goals by sharing information and valuing the expertise of others. It includes building and

Competency Mapping - 50 -

maintaining network and/or relationship with the vendors to achieve the objectives as well as keeping a track of their performance. BASIC UNDERSTANDS Understands the benefit of working with the suppliers to maintain a common ground. Builds trust by following through commitments. Maintains a continuous follow up with suppliers to ensure smooth flow of work Keeps a track of vendor performance. Manages to get material/finished goods from vendor due to change in plan. PROFICIENT APPLIES Strengthens relationships with the suppliers through building rapport and trust over time. Looks for a way to add maximum value to partnership through investigating opportunities. Records and reports vendor performance efficiently. Anticipates the change before time and prepares the vendors to provide material despite of too many changes in plan. MASTER TEACHES Builds strong alliances with the suppliers to build behind the scene support for ideas and builds networks that can be used in future. Credits the suppliers contribution for maintaining cordial relations. Identifies and analyses the key vendors beneficial for the business. Makes continuous efforts to introduce new concepts like Vendor Managed Inventory for continuous improvement. Table 7

6. SPACE UTILIZATION Definition- Refers to the optimum usage of space for placing material and ensuring right material at the right place in stores. Competency Mapping - 51 -

BASIC UNDERSTANDS Keeps the material at the defined place. Must make the optimum use of available space by review. .Tries to reserve material through e-booking so as to send it direct online. .Ensures timely disposal of rejected, Obsolete material for space utilization. Check the total quantity of material with vendor. . Effectively disposes the obsolete/rejected material on time.

PROFICIENT APPLIES Examines the space at regular intervals and ensures the right material at right place and tagging the area for the same. Ensures material required frequently placed nearby to minimize the distance and vica versa. .Continuously shows optimum results to reserve material and make it available direct online so as to minimize the storage of raw material etc. Is able to design work flow system.

MASTER TEACHES Has a proactive approach towards material order and frequently reviews the space for its effective utilization and uses systematic strategies and techniques for the same and teaches the same to the subordinates. Comes up with new ways to book the material and make it available direct online and teaches the same to others. Focus on continuous improvement.

Table 8

7. KNOWLEDGE DOMAIN (LEAN CONCEPTS) Definition- Has the knowledge needed to perform the role and to solve the problems and issues of supply chain. Actively shares knowledge and learning (especially lean concepts) Competency Mapping - 52 -

and promotes the sharing of information. Keeps self informed about the concerns of the own role as well as team. BASIC UNDERSTANDS Knows what is expected of own role and how this contributes to the objectives of the organization. Has the conceptual knowledge of kanban and is able to take out the requirements. Has the knowledge of JIT working and is able to give feedback on issues faced. Is aware of the basic 5 s concept. Has the knowledge of concepts of Value Stream Mapping PROFICIENT APPLIES Establishes relationships across the organization to broaden knowledge. Is able to derive sheet requirement sheet for kanban and implement kanban on new suppliers. Is able to derive the improvement in JIT and implement new suppliers on JIT. Is able to strategize and keep the material at the tagged place even in case of emergencies. Is able to use the concepts of value stream Mapping for efficient planning and utilization of capacity. Table 9 MASTER TEACHES Understands the working of organization as a whole. Plays an active role in developing others knowledge and understanding. Is able to design implementation of kanban and coaches others on the same. Is able to design JIT implementation keeping in mind both internal and external customers and coaches others on the same. Should be able to identify storage space requirement and implement 5S concepts in the best possible way.

8. LOGISTICS MANAGEMENT

Competency Mapping - 53 -

Definition- The management of transportation operations of all types, including tracking and managing every aspect of vehicle measurement, checking. Mapping, communications, carrier handling, carrier selection and management, accounting. BASIC UNDERSTANDS Assesses transportation needs, and load planning requirements. Ensures the measurement and checking of carrier before shipping the goods to same. Coordinates documentation, expediting and tracking of products. Evaluates transportation costs and performance. Uses the carrier space properly. Verifies the delivery and reciept of goods. Table 10 PROFICIENT APPLIES Assesses transportation needs and load planning regularly through systems. Evaluates transportation cost and makes comparisons with the competitors. Links transportation performance with assignment. Ensures Optimum Space Utilization of the carrier. Ensures transporters get payment on timely basis. Manages to get carriers in unplanned times. MASTER TEACHES Anticipates the market situation and is able to forecast and plan the transportation needs in advance and teach the same to the team. Ensures Transportation Cost is minimum even in comparison with the competitors, continuously works on the same and teaches it to others too.

COMPETENCY MATRIX
Commn COMPETENCY/ DESIGNATION Skills Systems Skills Inventory Mgmt Vendor Mgmt Forecasting Skills Knowledge Domain Space Utilization Logistics Management

Competency Mapping - 54 -

Manager (Planning) Manager (Logistics) Deputy Manger (Buyer-Within India Parts) Deputy Manager (Buyer-Exports) Deputy Manager (Stores) Senior Executive (Planning) Senior Executive (Buyer) Senior Executive (Buyer & Stores)

N R

N R P

N R M

N R

N R

N R

N R

N R

N R

N R

N R P

N R M

N R N R

N R N R N R N R N R

N R N R N R N R N R

N R

N R N R P

N R N R M

N R N R N R

N R

Senior Executive (Stores)

N R

N R

N R

DESIRED LEVEL OF COMPETENCY

EXPLANATION OF THE COMPETENCY MATRIX The Competency Matrix has been designed which acts as a tool to study what is the required level of competency for each Job position against each competency. Along the columns are the various competencies and along the rows are the various Job Positions. Competency Mapping - 55 -

B refers to the Basic level. P refers to the Proficient level M refers to the Master Level. NR refers to not required STEP 6: FINDING THE GAP The gap has been found on the basis of Competency Evaluation Sheet wherein the Superiors of employees and the HOD have decided the actual and the desired level of competency for each employee. Gap analysis of the same has been shown in Data Analysis Part. STEP 7: PREPARING A DEVELOPMENTAL PLAN Based upon the Gap Analysis as shown in the Data Analysis Chapter the Developmental Plan has been prepared. Since the purpose of the Competency Mapping Project is employee development, training need identification ,Process Improvement and preparing the employees for the future so the developmental Plan as discussed in the Suggestions and recommendations chapter has been divided into two phases. Suggestions on Training Suggestions for process improvement and preparing the Planning and Supply Chain Department for future.

CHAPTER 6: DATA ANALYSIS GAP ANALYSIS BASED ON COMPETENCY MATRIX

COMPETENCY/ DESIGNATION Commn Skills Systems Skills Inventory Mgmt Vendor Mgmt Forecasting Skills Knowledge Domain Space Utilization Logistics Management

Manager (Planning)

N R

N R

N R

Competency Mapping - 56 -

Manager (Logistics)

Deputy Manger (Buyer-Within India Parts) Deputy Manager (Buyer-Exports)

N R

N R

N R

N R

N R

N R

N R

N R

N R

N R

N R

N R

Deputy Manager (Stores)

N R

N R

N R

Senior Executive (Planning)

N R

N R

N R

N R

N R

N R

Senior Executive (Buyer)

N R

N R

N R

N R

N R

N R

Senior Executive (Buyer & Stores)

N R

N R

N R

Senior Executive (Stores)

N R

N R

N R

Senior Executive1 (Stores)

N R

N R

N R

Actual Level

Desired Level

Actual = Desired Level Level Table 12

SCALE USED 3 Level Rating Scale is used to measure the proficiency level wherein 1= Basic 2= Proficient 3= Master

Competency Mapping - 57 -

 CHARTS USED Radar Charts

1.

POSITION:MANAGER(PLANNING)

Com m unication 3 2.5 Space Utilization 2 1.5 1 0.5 0 Lean Know ledge Inventory Mgm t Sys tem Skills

ACTUAL DESIRED

Forecasting

Vendor Mgm t

2. POSITION: MANAGER (LOGISTICS) Competency Mapping - 58 -

Logistics Managem e nt

Com m unication 3 2.5 2 1.5 1 0.5 0

System Skills

Space Utilization

Inve ntory Mgm t

ACTUAL DESIRED

Forecasting

Vendor Mgm t

3. POSITION:DEPUTY MANAGER (BUYER-WITHIN INDIA)

Know ledge (Lean)

Com m unication 3 2.5 2 1.5 1 0.5 0

System Skills

ACTUAL DESIRED
Inventory Mgm t

Forecasting

Vendor Mgmt

4. POSITION: DEPUTY MANAGER (BUYER_EXPORTS) Competency Mapping - 59 -

Communication Skills

3 2 1 0

Knowledge(Lean)

Systems Skills

Actual Desired
Inventory Mgmt

Forecastion

Vendor Mgmt

5. POSITION: DEPUTY MANAGER (STORES)

Competency Mapping - 60 -

Know ledge(Lean)

Com munication 3 2.5 2 1.5 1 0.5 0

System Skills

Space Utilization

Inventory Mgm t

ACTUAL DESIRED

Forecasting

Vendor Mgmt

6. POSITION: SENIOR EXECUTIVE (PLANNING)

Competency Mapping - 61 -

Know ledge(Lean)

Com m unication 3 2.5 2 1.5 1 0.5 0

System Skills

ACTUAL DESIRED
Inventory Mgm t

Forecasting

Vendor Mgm t

7. POSITION: SENIOR EXECUTIVE (BUYER)

Competency Mapping - 62 -

Com m unication 2 1.5 Know ledge(Lean) 1 0.5 0 System Skills

ACTUAL DESIRED
Inventory Mgm t

Forecasting

Vendor Mgm t

8. POSITION: SENIOR EXECUTIVE (BUYER & STORES)

Competency Mapping - 63 -

Com m unication 2 Know ledge (Lean) 1.5 1 0.5 0 Space Utilization Inve ntory Mgm t System Skills

ACTUAL DESIRED

Forecasting

Vendor Mgm t

9. POSITION- SENIOR EXECUTIVE (STORES)

Com munication 2 Know ledge Dom ain 1.5 1 0.5 0 Space Utilization Inventory Mgm t System Skills

ACTUAL DESIRED

Forecasting

Vendor Mgm t

10. POSITION: SENIOR EXECUTIVE1 (STORES) Competency Mapping - 64 -

Com munication 2 Know ledge(Lean) 1.5 1 0.5 0 Space Utilization Inventory Mgm t System Skills

ACTUAL DESIRED

Forecasting

Vendor Mgmt

Competency Mapping - 65 -

CHAPTER 7: FINDINGS, RECOMMENDATIONS AND CONCLUSIONS FINDINGS Following are the findings of the research project are Competencies required for the Supply Chain Department Communication Skills, Systems Skills, Inventory Management, Vendor Management, Forecasting Skills, Knowledge Domain, Space Utilization and Warehouse Management. .Gaps was found in communication skills of 7 out of 10 employees. Gaps were found in System skills of 8 out of 10 employees Gaps were found in Inventory Management of 7 out of 10 employees Gaps were found in Vendor Management of 5 out of 10 employees Gaps were found in forecasting skills of 7 out of 10 employees Gaps were found in Knowledge Domain of 9 out of 10 employees Gaps were found in Space Utilization skills of 5 out of 6 employees

Competency Mapping - 66 -

RECOMMENDATIONS Sr No. 1 FOR TRAINING Competency Name Communication Skills Training to be Given 2. 3 4 5 6 Systems Skills Inventory Management Vendor Management Forecasting Skills Knowledge (Lean) Negotiation Skills Written Skills Interpersonal Skills Advanced Excel SAP 4.7 (MM and PP Module) Inventory Models Like EOQ,ABC Analysis,

Safety Stocks etc Best Practices in Vendor Management Forecasting tools like correlation,regression, trend analysis etc. Planning- Value Stream Mapping Buyer-Kanban, JIT, Containarization Stores-5 S concepts Best Warehouse Practises.

7. Space Utilization Table 11

Competency Mapping - 67 -

SUGGESTIONS ON TRAINING FOR EACH JOB POSITION

COMPETENCY/ DESIGNATION Commn Skills Systems Skills Inventory Mgmt Vendor Mgmt Forecasting Skills Knowledge Domain Space Utilization Logistics Management

Manager (Planning Supply Chain)

&

Manager (Logistics)

Deputy Manger (Buyer-Within India Parts)

Deputy Manager (Buyer-Exports)

Deputy Manager (Stores)

Senior Executive (Planning)

Senior Executive (Buyer)

Senior Executive (Buyer & Stores)

Senior Executive (Stores)

Competency Mapping - 68 -

Senior Executive1 (Stores)

SUGGESTIONS FOR PROCESS IMPROVEMENT

SAP implementation starting from the sales forecasting end so that the delays in reaching of data otherwise received via Logistics can be minimized. Planning from the end of planner and the buyer should strike a balance between estimate basis and statistical basis to maintain optimum inventory and overcome the problem of fluctuations in sales forecasting. Milk Run Systems can be made more effective by continuous review of performance of the vendors as well as the vehicles of contracted transporters. Also fines should be imposed on vendors if they do not send the material when they receive the vehicles sent to them. Training should be given on how to handle kanban for larger volumes. Space in stores can be utilized by using the spare parts area for storage of material which is less bulky and less required on line. Also for the storage of small items certain small drawers can be made rather than using the entire place. Buyers should prepare a monthly report on Kanban along with the areas of problem if any to ensure its smooth implementation. For the purpose of crate management the buyers may fix a meeting together and define and allocate the space requirement pertaining to their parts. New concept called Vendor Managed Inventory may be tried and used wherein the supplier handle the parts and make it available direct online to overcome the problem of space if it is feasible.

Competency Mapping - 69 -

CONCLUSION Competency is a set of knowledge, skills and attitudes required to perform a job effectively and efficiently. A Competency is something that describes how a job might be done, excellently; a Competence only describes what has to be done, not how. With the list of competencies available with an organization it becomes clear what is the cluster of attitude ,skills and behaviour we want in the individual with the help of which recruiting right and growing the talent in the right way. The purpose of competency mapping here is process improvement and preparing more second line managers. So if the above given suggestions of training and process improvement are taken care of it will surely help in bring about process improvement and preparing more second line managers and thereby helping in succession planning.Another benefit of using competency mapping would be to prepare customized training rather than just giving training which will prove to be more effective. Working with Whirlpool Of India Ltd., Faridabad was an enlighting experience which has helped me enhancing my knowledge and skills and is the first step towards my career ambition.

Competency Mapping - 70 -

ANNEXURES 1. JOB DESCRIPTION FORM

FOR WHIRLPOOL OF INDIA JOB DESCRIPTION LTD.

DEPARTMENT POSITION: REPORTS TO: JOB SUMMARY: JOB SPECIFICATION: REQUIRED QUALIFICATION: REQUIRED EXPERIENCEREQUIRED SKILLS: SECTION

JOB RESPONSIBILITIES:

KEY RESULT AREAS:

Competency Mapping - 71 -

ANNEXTURE 2 ACTIVITY SOURCE CHART NameDesignationReports ToFREQUENCY DAILY ACTIVITIES TIME SPENT IN A DAY

WEEKLY ACTIVITIES FORTNIGHTLY ACTIVITIES

MONTHLY ACTIVITIES:

QUARTERLY ACTIVITIES

YEARLY ACTIVITIES

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ANNEXURE 3 COMPETENCY EVALUATION FORM

SUPPLY CHAIN MANAGEMENT:POSITION:REPORTS TO:ROLE PURPOSE:.

KEY ACCOUNTABILITIES CURRENT DESIRED

COMPETENCY EXAMPLE COMPETENCY Not Required Not Required

Basic Basic Proficient Proficient Master Master Actual Desired

FUNCTIONAL COMPETENCIES
COMMUNICATION Not Required Not Required Not Required Not Required Not Required Not Required Basic Basic Basic Basic Basic Basic Proficient Proficient Proficient Proficient Proficient Proficient Master Master Master Master Master Master Actual Desired Actual Desired Actual Desired

SYSTEMS SKILLS

INVENTORY MANAGEMENT

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VENDOR MANAGEMENT FORECASTING SKILLS KNOWLEDGE DOMAIN SPACE UTILIZATION LOGISTICS MANAGEMENT

Not Required Not Required Not Required Not Required Not Required Not Required Not Required Not Required Not Required Not Required

Basic Basic Basic Basic Basic Basic Basic Basic Basic Basic

Proficient Proficient Proficient Proficient Proficient Proficient Proficient Proficient Proficient Proficient

Master Master Master Master Master Master Master Master Master Master

Actual Desired Actual Desired Actual Desired Actual Desired Actual Desired

REFERENCES
BOOKS 1. Palan, R. (2003) Competency Management-A Practioners Guide, pp 5-25, Malaysia: Specialist Management Resources Sdn Bhd. 2. Kotwal M. (2006), Model and Method for process oriented employee performance appraisal, pp (12-15), Mumbai: Sunrise Model Consultancy Services. Competency Mapping - 74 -

 NEWSPAPER ARTICLE Gupta, A.(2008, December 18). Competency Mapping-The latest In HR. Times Ascent. Pg WEBSITES www.whirlpool.com http://www.unido.org/fileadmin/media/documents/pdf/Employment/UNIDOCompetencymodel-part1.pdf www.citehr.com www.explorerhr.org
http://www.sunrise.net.in/CompetencyAppraisal.pdf http://www.sunrise.net.in/Comp etencyAppraisal.pdf

www.atyaasa.com www.workitect.com

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