Comparative analysis of DLW

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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


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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


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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.


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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


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- 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.


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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.


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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.
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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/


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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


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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


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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


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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


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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?


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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


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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


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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/


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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.


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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


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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:


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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.


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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.


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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.


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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


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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


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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


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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


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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.


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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


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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


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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.


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- 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


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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.


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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)


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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


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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


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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.


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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.


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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.


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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.


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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?


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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


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,


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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.


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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


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RESEARCH

METHODOLOGY


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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.


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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


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(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.


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(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


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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.


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DATA ANALYSIS

AND

INTERPRETATION


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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.
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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

Comparative analysis of DLW

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