Whirlpool

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 ‘80’s 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.

Whirlpool’s commitment to the Indian operation has resulted in the setting up of a state-

of-the-art facility for the manufacture of no frost refrigerators at Ranjangaon near Pune.

This facility has set the standards as one of the world’s 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 Whirlpool’s global standards and are

exported to over 70 countries across the globe. Whirlpool of India is today India’s largest

exporter of home appliance and has been approved as an Export House.

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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

everyone’s 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

happen between various Departmental Heads, Plant Head and HR Head. With the whole

process in place the performance ratings are revealed to employees.

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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

Lead. Thereby areas of development are identified and thus plan of action is included in

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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 choice’…either 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 organization’s

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.

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

“KSA’s) that are described in terms of specific behaviors, and are demonstrated by

superior performers in those jobs or work roles. Attributes include: personal

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characteristics, traits, motives, values or ways of thinking that impact an individual’s

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.

.

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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

AREA Manager

Deputy

Manager

Senior

Executive

Planning

Buying

Stores

Logistics

Table 1

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.

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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 KRA’s and

KSA’s

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.

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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 industrial-

organizational psychology actually dates from the mid1950’s and early 1970’s.

In that regard, John Flanagan’s work (1954) and Dave McClelland’s 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.

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

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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.

Flanagan’s 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 Flanagan’s 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.

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 Bloom’s terminology.

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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

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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.

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.

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• 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 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 Competency Mapping

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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 choice’…either 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 organization’s

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.

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

“KSA’s) that are described in terms of specific behaviors, and are demonstrated by

superior performers in those jobs or work roles. Attributes include: personal Competency Mapping

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characteristics, traits, motives, values or ways of thinking that impact an individual’s

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 person’s 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.

‘Competency’is 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) .

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).

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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.

ALBANESE(1989) :

Competencies are personal characteristics that contribute to effective managerial

Performance

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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 .

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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 constituent’s 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 individual’s competencies

that represent the factors most critical to success in given jobs, departments,

organizations, or industries that are part of the individual’s 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

Role Clarity

Selection, Potential Identification, Growth Plans.

Succession Planning.

Restructuring

Inventory of competencies for future planning

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Competency based recruitment

Competency based interviews reduce the risk of making a costly hiring mistake

and increase the likelihood of identifying and selecting the right person for the right

job

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

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.

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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

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.

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Identifying the Positions of Supply Chain Department to be studied.

Comparison

Missing LinksCompetency requirement given by Senior Manager Supply Chain

Actual Level of competency possessed

Training

Other efforts

Taking Job Analysis and Job Description to Identify KRA’s and KPA’s for each Job.

P

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 Analysis-

Done 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 KRA’s and

KPA’s

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

Manager-Logistics

Deputy Manager-Buyer(Exports)

Deputy Manager- Buyer(Within India)

Deputy Manager- Stores

Senior Executive- Planning

Senior Executive- Buyer

Senior Executive- Buyer & Stores

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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.

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.

Competency Mapping

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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.

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.

Competency Mapping

- 27 -

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.

Competency Mapping

- 28 -

2. MANAGER LOGISTICS:

JOB DESCRIPTION


SECTION: Logistics

POSITION: 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.

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.

Competency Mapping

- 29 -

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

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.

Competency Mapping

- 30 -

3. DEPUTY MANAGER-BUYER (EXPORTS)

JOB DESCRIPTION


SECTION: Buyer (Exports)

POSITION: Deputy Manager


JOB SUMMARY: To ensure timely availability of material from the to ensure no online

stoppage and availability of optimum inventory levels


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

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.


Competency Mapping

- 31 -

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.


Good communications skills.

Prior experience of dealing in import of raw material/components etc.



Working knowledge of MS Excel and SAP.

Proactive planning, initiative and strong problem solving skills.


Knowledge of ISO: 9001.

Knowledge of custom duties and excise tax.

OTHER HIGHLY VALUABLE SKILLS

Material requirement planning experience is preferred.



Competency Mapping

- 32 -

4. DEPUTY MANGER-BUYER (WITHIN INDIA)

JOB DESCRIPTION


SECTION: Buyer (Within India)

POSITION: Deputy Manager


JOB SUMMARY: To ensure timely availability of material from the to ensure no online

stoppage and availability of optimum inventory levels.


Planning for Products in accordance with sales forecast and planning team.






same.









KEY RESULT AREAS:


Competency Mapping

- 33 -


Obscoletion Control


JOB SPECIFICATION




















4. DEPUTY MANAGER (STORES)

JOB DESCRIPTION


Competency Mapping

- 34 -

SECTION: Stores

POSITION: Deputy Manager (Stores)


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

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.

Competency Mapping

- 35 -

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

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.

Competency Mapping

- 36 -

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.

6 SENIOR EXECUTIVE- PLANNING

JOB DESCRIPTION

DEPARTMENT: Planning and Supply Chain Department

Competency Mapping

- 37 -

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.

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.

Competency Mapping

- 38 -

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.

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


SECTION: Buyer


REPORTS TO: Senior Manager Competency Mapping

- 39 -

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.


Planning for Products in accordance with sales forecast and planning team.






same.









KEY RESULT AREAS:



Obscoletion Control


Competency Mapping

- 40 -

JOB SPECIFICATION




















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

Competency Mapping

- 41 -

SECTION: Stores


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.


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

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.

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 floor.

JOB SPECIFICATION

Competency Mapping

- 42 -

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

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.

OTHER HIGHLY VALUED SKILLS

Knowledge of planning in Supply Chain

Prior experience of dealing with suppliers.

Lean Management Knowledge preferred.

Knowledge of Material requirement systems preferred.

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

Competency Mapping

- 43 -

3. Inventory Management

4. Forecasting Skills

5. Vendor Relationship Management

6. Space Utilization

7 Knowledge Domain(Lean Concepts)

8. Logistics Management

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

REQUIRED AREAS

OF KSB

ASSESSMENT

Competency Mapping

- 44 -

MASTER

Who will be responsible

for continual development

of the competency?

What depth of knowledge,

skills and behaviour is

required to teach this

competency?

What will be required to

demonstrate that the

person is ready to teach?

PROFICIENT

Who is expected to apply

this competency?

Will this be a part of

specific job or role?

What areas of knowledge,

skills needed to apply this

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

BASIC

Who supports or interacts

with those applying the

competency?

What knowledge is needed

for this person to

understand and support

others who supply the

competency?

How will you know the

people understand?

Table 2

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 PROFICIENT MASTER

Competency Mapping

- 45 -

“UNDERSTANDS” “APPLIES” “TEACHES”

• 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.

• Has effective

interpersonal 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 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

- 46 -

Able to use excel to the

extent of own area of

work.

Able to use SAP to the

extent of its usage in

own work.

Able to use e-mail for

communicating within

and outside the

organization.

Uses excel proficiently

to solve work related

problems.

Uses shortcuts in Excel.

Able to use SAP to

solve team work related

problems.

Apart from email also

uses other features of

lotus notes like

calendar, notes etc.

Has extensive knowledge

of advanced excelled

coaches others on the

same.

Has detailed knowledge of

SAP and is able to impart

training on the same to

others.

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

- 47 -

Sets targets to maintain

minimum inventory.

Maintains inventory as

per the inventory norms.

Checks the actual and

anticipated inventory

through systems and

processes.

Ensures disposal of

obsolete material.

Uses basic techniques

for inventory control

like FIFO manually.

Ensures the availability

of spare parts as per the

requirement..

Ensures proper material

requirement planning.

Sets objective and

consistent targets to

maintain minimum

inventory.

Maintains consistent

minimum inventory as

per the inventory norms.

Regularly checks the

reconciles the actual and

the anticipated

inventory through

systems and processes.

Ensures timely disposal

of obsolete material.

Anticipates the spare

parts requirement and

ensures its prompt and

timely availability..

Is able to design

Inventory Model.

Ensure optimum

material requirement

planning.

Always maintains

minimum Inventory as

per inventory norms.

Always keeps a

complete tracking of

material and guides

others on the same.

Comes up with new

ways of minimizing the

inventory.

Ensures the optimum

use of obsolete material

by consistent and

continuous efforts.

Brings out new

solutions to remove

MRP inefficiencies and

focuses on continuous

improvement and

coaches the others on

the same.

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

- 48 -

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.

Is able to identify the

problems at the

supplier end.

Estimates enable to

maintain acceptable

inventory levels.

Manages to get

materials at times due

to sudden plan change.

Understands the

material shortage areas

and works on its

availability.

Makes the plans keeping

in mind sales forecast

and using forecasting

techniques and models.

Uses qualitative as well

as quantative methods of

forecasting such as time

series, trend analysis,

correlation, regression

etc.

Is able to foresee impact

of plan change and

maintain material for

emergency situations.

Is able to check material

shortage and take timely

actions.

Proactively analyses the

sales forecast and has

extensive knowledge of

forecasting techniques

and coaches the others on

the same.

Is able to provide

accurate production plan

3 days in advance to the

manufacturing

department.

Tries implement new

forecasting models in

planning to minimize

cost and maintain

optimum inventory.

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

- 49 -

maintaining network and/or relationship with the vendors to achieve the objectives as

well as keeping a track of their performance.

BASIC

“UNDERSTANDS”

PROFICIENT

“APPLIES”

MASTER

“TEACHES”

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.

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.

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

- 50 -

BASIC

“UNDERSTANDS”

PROFICIENT

“APPLIES”

MASTER

“TEACHES”

•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.

• 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.

• 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

Competency Mapping

- 51 -

concepts) and promotes the sharing of information. Keeps self informed about the

concerns of the own role as well as team.

BASIC

“UNDERSTANDS”

PROFICIENT

“APPLIES”

MASTER

“TEACHES”

• 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

• 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.

• 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.

Table 9

8. LOGISTICS MANAGEMENT

Competency Mapping

- 52 -

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”

PROFICIENT

“APPLIES”

MASTER

“TEACHES”

• 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.

• 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.

• 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.

Table 10

COMPETENCY MATRIX Commn Systems Inventory Vendor Forecasting Knowledge Space Logistics

Competency Mapping

- 53 -

COMPETENCY/

DESIGNATION

Skills Skills Mgmt Mgmt Skills Domain Utilization Management

Manager

(Planning)

B P M B P M B P M B P M B P M B P M B P M N

R

N

R

N

R

Manager

(Logistics)

B P M B P M B P M B P M B P M B P M B P M B P M

Deputy Manger

(Buyer-Within

India Parts)

B P M B P M B P M B P M B P M B P M N

R

N

R

N

R

N

R

N

R

N

R

Deputy Manager

(Buyer-Exports)


R

N

R

N

R

N

R

N

R

N

R

Deputy Manager

(Stores)


R

N

R

N

R

Senior Executive

(Planning)


R

N

R

N

R

N

R

N

R

N

R

Senior Executive

(Buyer)


R

N

R

N

R

N

R

N

R

N

R

Senior Executive

(Buyer & Stores)


R

N

R

N

R

Senior Executive

(Stores)


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.

Competency Mapping

- 54 -

Along the columns are the various competencies and along the rows are the various Job

Positions.

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

CommnSkills

Systems Skills

InventoryMgmt

Vendor Mgmt

ForecastingSkills

KnowledgeDomain

Space Utilization

Logistics Management

Competency Mapping

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Manager(Planning)

B P M B P M B P M B P M B P M B P M B P M NR

NR

NR

Manager(Logistics)

B P M B P M B P M B P M B P M B P M B P M B P M

Deputy Manger(Buyer-Within India Parts)

B P M B P M B P M B P M B P M B P M NR

NR

NR

NR

NR

NR

Deputy Manager(Buyer-Exports)


NR

NR

NR

NR

NR

Deputy Manager(Stores)


NR

NR

Senior Executive(Planning)


NR

NR

NR

NR

NR

Senior Executive(Buyer)


NR

NR

NR

NR

NR

Senior Executive(Buyer & Stores)


NR

NR

Senior Executive(Stores)


NR

NR

Senior Executive1(Stores)


NR

NR

Actual Desired Actual = Desired

Level Level 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

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CHARTS USED

Radar Charts

1. POSITION:MANAGER(PLANNING)

2. POSITION: MANAGER (LOGISTICS)

Competency Mapping

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

4. POSITION: DEPUTY MANAGER (BUYER_EXPORTS)

Competency Mapping

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5. POSITION: DEPUTY MANAGER (STORES)

6. POSITION: SENIOR EXECUTIVE (PLANNING)

Competency Mapping

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7. POSITION: SENIOR EXECUTIVE (BUYER)

8. POSITION: SENIOR EXECUTIVE (BUYER & STORES)

Competency Mapping

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9. POSITION- SENIOR EXECUTIVE (STORES)

10. POSITION: SENIOR EXECUTIVE1 (STORES)

Competency Mapping

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CHAPTER 7: FINDINGS, RECOMMENDATIONS AND CONCLUSIONS

Competency Mapping

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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

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RECOMMENDATIONS

FOR TRAINING

Sr

No.

Competency Name Training to be Given

1 Communication Skills Negotiation Skills

Written Skills

Interpersonal Skills

2. Systems Skills Advanced Excel

SAP 4.7 (MM and PP Module)

3 Inventory Management Inventory Models Like EOQ,ABC Analysis,

Safety Stocks etc

4 Vendor Management Best Practices in Vendor Management

5 Forecasting Skills Forecasting tools like correlation,regression, trend

analysis etc.

6 Knowledge (Lean) Planning- Value Stream Mapping

Buyer-Kanban, JIT, Containarization

Stores-5 S concepts

7. Space Utilization Best Warehouse Practises.

Table 11

Competency Mapping

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SUGGESTIONS ON TRAINING FOR EACH JOB POSITION

COMPETENCY/DESIGNATION

CommnSkills

Systems Skills

InventoryMgmt

Vendor Mgmt

ForecastingSkills

KnowledgeDomain

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)

Senior Executive1(Stores)

SUGGESTIONS FOR PROCESS IMPROVEMENT Competency Mapping

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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.

CONCLUSION

Competency Mapping

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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.

ANNEXURES

1. JOB DESCRIPTION FORM

Competency Mapping

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FOR WHIRLPOOL OF INDIA

LTD.

JOB DESCRIPTION

DEPARTMENT SECTION

POSITION:

REPORTS TO:

JOB SUMMARY:

JOB SPECIFICATION:


REQUIRED EXPERIENCE-

REQUIRED SKILLS:


KEY RESULT AREAS:

ANNEXTURE 2

ACTIVITY SOURCE CHART

Competency Mapping

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Name-

Designation-

Reports To-

FREQUENCY TIME SPENT IN A DAY

DAILY ACTIVITIES

WEEKLY ACTIVITIES

FORTNIGHTLY ACTIVITIES

MONTHLY ACTIVITIES:

QUARTERLY ACTIVITIES

YEARLY ACTIVITIES

ANNEXURE 3

COMPETENCY EVALUATION FORM

SUPPLY CHAIN MANAGEMENT:- Competency Mapping

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POSITION:-

REPORTS TO:-

ROLE PURPOSE:-

.

KEY ACCOUNTABILITIES

CURRENT DESIRED

COMPETENCY EXAMPLE

COMPETENCY Not Required Basic Proficient Master Actual

Not Required Basic Proficient Master Desired

FUNCTIONAL COMPETENCIES

COMMUNICATION Not Required Basic Proficient Master Actual


SYSTEMS SKILLS Not Required Basic Proficient Master Actual


Competency Mapping

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INVENTORY

MANAGEMENT

Not Required Basic Proficient Master Actual


VENDOR

MANAGEMENT



FORECASTING

SKILLS



KNOWLEDGE

DOMAIN



SPACE

UTILIZATION



LOGISTICS

MANAGEMENT



REFERENCES

Competency Mapping

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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.

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/UNIDO-

Competencymodel-part1.pdf

www.citehr.com

www.explorerhr.org

http://www.sunrise.net.in/CompetencyAppraisal.pdf http://www.sunrise.net.in/

CompetencyAppraisal.pdf

www.atyaasa.com

www.workitect.com

Competency Mapping

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http://www.atyaasa.com/

http://www.sunrise.net.in/CompetencyAppraisal.pdf



http://www.explorerhr.org/

http://www.citehr.com/

http://www.unido.org/fileadmin/media/documents/pdf/Employment/UNIDO-

http://www.whirlpool.com/

Whirlpool

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