CIL- PGBU, PIRANGUT

Develop Behavioural
Training Modules for
TBWS
Cummins India Ltd. Summer
Internship Project
Amit Mewar

Develop Behavioural Training Modules for TBWS

Acknowledgement
My two months of internship at Cummins India Ltd. has been a great experience for me. My
aim was not only to learn but also to make some contribution to the company during my
internship.
I would like to take this opportunity to express my gratitude to people who helped me in one
way or other at various stages of my project.
I want to express my sincere thanks to my guides Mr. Jitendra Paturkar and Mr. Nitin
Asalkar for providing me with useful feedback and guidance throughout the course of the
project.
I would also like to thank my Project Buddy Mr. Girish Deo for giving me valuable insight
on TBWS.
My sincere thanks goes to Mr. Pravin Borole, Mr. James Thomas, Mr Kanad Deb Barma
and Krishna Kumar (TCL Pithampur), for taking time to answer my queries and helping
me to meet associates and conduct interview with them. The inputs that I received from them
were vital for the project and for that Iam indebted to them.
A special mention must also be made of the following people for their support during my
internship:
Mr. Mukul Kadam
Mr. Ranjeetsingh
Mrs. Bhagyashree Inamdar
Mrs. Jeneview Noronha
Mrs. Pallavi Sarkar
Mr. Vikas Thapa
Ms. Smita Gaikwad
Mr. Charudutta Bhave
Ms. Neeraj
Ms. Aditi Gokhale
Mr. Chinmay Khole
Ms. Jyoti Patil Team Leader
Mr. Arun Naik: Team Leader
Mr. Prashant Pathak Team Leader
Ms. Bharati Behena ED Lead
Ms. Yasmin Sayyal Cost Reduction Lead
Ms. Rakhi Waghmare Safety Lead
Amit Mewar
Summer Intern- CIL-PGBU
Ms. Roopali Jadhav Throughput Lead
Student- SIBM Pune
Mr. Samsher KT Quality Lead
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Table of Contents
Scope of Project..................................................................................................... 5
Project Deliverables:.............................................................................................. 5
Cummins in India................................................................................................... 6
Vision.................................................................................................................. 6
Mission................................................................................................................ 6
Values................................................................................................................. 6
Cummins Operating System............................................................................... 7
Team Based Work System (TBWS).........................................................................8
Objectives of TBWS:........................................................................................... 9
TBWS Structure................................................................................................ 10
Need for Training................................................................................................. 11
Need for developing new Training Modules......................................................11
Methodology........................................................................................................ 12
VOC / Roles and Responsibilities.......................................................................13
VOC Associates........................................................................................... 13
VOC Managers............................................................................................ 14
Behavioural Training Modules.............................................................................. 17
Areas identified................................................................................................ 17
Proficiency Levels for different roles....................................................................18
Proficiency Level Definitions:............................................................................19
Modules............................................................................................................... 20
Behavioural Modules and sub modules............................................................21
Rationale behind selecting the modules:..........................................................22
Leadership..................................................................................................... 22
Ownership and Accountability.......................................................................23
Communication............................................................................................. 23
Goal Setting................................................................................................... 23
Time Management......................................................................................... 23
Problem Solving............................................................................................. 24
Preparing and conducting meetin..................................................................24
Handling Conflict........................................................................................... 24
Effective Feedback:....................................................................................... 24
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Module Design..................................................................................................... 25
Gagne-Briggs Nine Events of Instruction..........................................................25
Training Modules Development............................................................................27
Validation:............................................................................................................ 27
Session Plan......................................................................................................... 28
Recommendations............................................................................................... 29
Key Learning........................................................................................................ 29
References:.......................................................................................................... 30

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Scope of Project

PGBU Pirangut Plant

Roles of TBWS

Team Facilitator
Quality Point Leader
Safety and House-keeping Leader
Customer-Supplier/Throughput Point Leader
Continuous Improvement/Cost Reduction
Employee Development and Communication Point Leader
Team Members

Project Deliverables:

Project Objectives

Agreed Measures

Process for training need identification

Competency Matrix for all roles
Behavioural Training Matrix for all roles
Develop Behavioural Training Module
Training Evaluation process

Process Document
Approved Matrix
Training Matrix
Training Modules
Process Document

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Cummins in India
Vision

Making Peoples lives better by unleashing the Power of Cummins

Mission

Motivating people to act like owners working together

Exceeding customer expectations by always being first to market with the best products.
Partnering with our customers to make sure they succeed
Demanding that everything we do leads to cleaner, healthier and safer environment.
Creating wealth for all stakeholders.

Values
Integrity
Strive to do what is right and do what we say we will do
Innovation
Apply the creative ingenuity necessary to make us better, faster and first
Delivering Superior Results
Exceed expectations consistently
Corporate Responsibility
Serve and improve the communities in which we live
Diversity
Embrace the diverse perspectives of all the people and honour both with dignity and respect
Global Involvement
Seek a word view and act without boundaries

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Cummins Operating System

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Team Based Work System (TBWS)

Strategy begins with the organizations vision and mission statement.
Cummins vision is To make peoples lives better by unleashing the power of Cummins.
Here power not only refers to the power that Cummins products generate but more
importantly it talks about the power of talent and dedication of people working at Cummins.
One of the missions of Cummins is To motivate people to act like owners working
together.
Cummins operating System 4 Involve people and promote teamwork emphasises on
working as a team. Diverse points of view, experiences, different skills and abilities will help
to serve customer better, cheaper and faster than a group of people working individually.
TBWS has direct origin from Cummins Vision, mission and COS-4.

In India, Team based work system was introduced in TCL Jamshedpur assembly line in 1995.
Since then it has been successfully implemented across other Cummins entities in India.
At PGBU Pirangut plant, TBWS was first introduced at Line 5 in March 2011. By July 2011
it plans to implement TBWS at all zones in EOU and DTA.
TBWS strengthens Cummins commitment to empower its employees and provide them with
opportunities to grow and develop with the company.

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Multi Skilled Workforce

Objectives of TBWS:

Creating a high performance team by empowering and motivating people to act like
owners
Develop flexible workforce
Provide higher job satisfaction
Continuous improvement
Create a self directed team which works with minimal supervision

The Unique feature of TBWS is that even though its objective and structure remains the same
it cannot be implemented as it is from one plant to other. The difference in nature of
production required technical skills and customer demand pressure makes TBWS unique in
many aspects for a particular plant

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TBWS Structure
PGBU has adopted TCL Jamshedpur star model as baseline. In star model every team
consists of a Team Leader/Facilitator, 5 Point Leaders and Team members.
5 Point leaders are for Quality, Customer-Supplier/Throughput, Safety, Cost
Reduction/Kaizen and Employee Development and Communication. Team Leader and Point
Leaders position will rotate within the team members

Team Developer

Throughput

Employee
Development

Team Sponsor

Fig. Cummins Star Model

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Need for Training

The basic idea of TBWS is to create a self directed work teams which is empowered to make
its own decisions and which works with minimal supervision. As such it is important for the
team members to be multi-skilled not just technically but also behaviourally. Training is
required if the desired change in performance is to occur. It will not only facilitate their
transition from normal working to Team Based working but also make them confident and
well equipped with the tools fort the challenges that they will face to keep the teams morale
and motivation going.
While technical training will help them to handle the additional technical responsibilities,
behavioural training will help them to build team cohesion, promote teamwork, make
decisions, solve problems, set goals, resolve conflicts and coach and develop the new team
members.
Behavioural training will provide them the platform from where they can go from the stage of
team formation to team performance more smoothly.

Need for developing new Training Modules

Currently there are no ready common training modules available at Cummins for TBWS. As
discussed above TBWS though have a common structure across all Cummins entities its
functioning differs from plant to plant.
This is also the reason why there is a need for customized training modules for each plant.
The content and method of delivery will differ from plant to plant depending on their needs
and also other factors like readiness level of employees and their level of education.
TCL Phaltan is also working on developing behavioural training modules for TBWS at their
plant. While basic modules remain same, they are more inclined towards using games to
deliver the training. The reason for this is that associates come from rural areas around
Phaltan.

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Methodology

Understand TBWS
VOC / Roles and
Responsibilities
Develop competency Matrix /
Validation
Design Training Module
Develop Training modules /
Validation

VOC / Roles and Responsibilities

The second step was to check the Roles and Responsibilities of TBWS and then capture VOC
to determine the competencies needed for required level of performance. The competencies to
be identified were Behavioural and Technical.

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Roles and Responsibilities gave a fairly good idea of type of competencies required for
different roles to be successful at TBWS. It gave us a baseline from where we can build on
the competency matrix for different roles.
VOC of associates and managers was conducted. It was open ended one to one interaction
where TBWS and roles and responsibilities were discussed followed by the technical and soft
skills requirement for the job. The inputs were used to come up with final competency
matrix.
VOC Associates

VOC of associates was conducted on line 2 and line 5 where TBWS is already implemented.
Attempt was to find out from the associates what they think are the required competencies to
be successful in different roles of TBWS.
Outcome:

Associates were not very confident in identifying the competencies required for TBWS.
The reason for this were

TBWS was introduced in March 2011 and it has been only 2 months since they were
working in TBWS.
They have not been given all the roles and responsibilities, as of now, that they would
be performing once TBWS is fully functional.

VOC Managers
Technical Skills:

For identifying technical competencies VOC of Line managers and functional managers was
conducted.

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Technical competencies were identified keeping in mind the responsibilities and day to day
work that various roles of TBWS will be doing when TBWS is fully implemented and
functional.
Since TBWS is also about taking inputs from the associates as to what responsibilities they
want and what they cannot do, it was difficult to freeze the exact technical skills that fully
functional TBWS at Pirangut needed.
However, the responsibilities that associates are already performing and what mangers expect
them to perform in future was recorded and technical skill matrix was drawn.
*Due to the reason cited above the required skills may change with time as TBWS at Pirangut
plant matures.
Skill matrix for Quality Point Leader, Safety Point Leader, Throughput Point Leader, Cost
Reduction Point Leader, Employee Development Point Leader, Team Leader and Team
Members was drawn

Behavioural Skills

Inputs from TCL Phaltan HR and Managers at PGBU Pirangut plant were taken to identify
behavioural skill needed to be successful at different roles in TBWS.
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These included managers who have prior experience working in plants where TBWS has
been implemented previously.

Behavioural skills are as important as technical skills for TBWS to be successfully

implemented. The leader and point leaders of self directed team should be well equipped to
build the team and promote teamwork. They should be able to motivate team members to
achieve common goal.

Based on the input from managers competency matrix was drawn for all the roles of TBWS.

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*Yellow cells : JSM/TMTs have started performing

these responsibilities

Fig.

Competency Matrix - TBWS

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Behavioural Training Modules

Competency matrix was used to identify the areas for which soft skills training should be
given to the associates.
Further, the ideal proficiency level for each area was established for different roles

Areas identified

Competencies

Competencies

Good
Communication
Presentation
Skills
Plan and conduct
meetings
Email Skills
Give Feedback
Problem Solving
Delegation
Accountability

Set Goals
Analyze Issues
Motivate team
Coach and
Develop
Mentoring
Manage Conflicts
Team building
Teamwork
Discipline

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Proficiency Levels for different roles

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Proficiency Level Definitions:

Level 0: Not Required

No proficiency required.
Person is not required to have any awareness of these skills

Level 1: Awareness
Person should be familiar with the basic elements of this area, though person may not be
required to use it in day to day work

Level 2: User
The Person needs to have knowledge to use it not very frequently.
Should be able to use knowledge/skill appropriately as part of their work

Level 3: Specialist
The person should be able to efficiently use the skill frequently-Daily if required

Level 4: Expert
The person should be proficient enough to be able to train others

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Modules
The areas identified for behavioural training were consolidated in to modules.
These modules are:

Leadership

Communication

Ownership and Accountability

Handling Conflict

Goal Setting

Time Management

Preparing and Conducting Meetings

Giving and Receiving Feedback

Problem Solving

*Teambuilding/Teamwork

**TBWS Overview

*Teambuilding training has already been conducted for associates

**TBWS Overview training module is already in place

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Behavioural Modules and sub modules

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Rationale behind selecting the modules:

Leadership

One of the reasons that teams fail is lack of leadership. Leadership can make a difference in
teams performance. If a team leader is able to establish relationship and reputation with the
team members the team will work harder and will respect his decisions. On the other hand
weak leadership will have negative effect on performance of the team.
The focus of leadership module is on developing oneself as a leader and team management.
What are the qualities of a leader? What are the roles of a leader? What are the challenges
that a person will face when he is new to leadership.
How leader can motivate team members to work in a team and towards common goal. What
they can do to keep the morale of team members high. A motivated team will always perform
better than others and will deliver superior results.
Other area where team leader and point leaders should be proficient in is delegation. TBWS
brings additions responsibilities on leaders. They should be able to delegate some of the
responsibilities to capable team members. This not only helps in completing all the tasks but
also making team members feel responsible and motivated.
Team Leader and Point Leaders should be able to coach and develop new team members.
This will help them gain respect from team members and also will help individual
development.
In self-managed team, team leader should know the aspirations of team members and take
right steps to help them fulfil those aspirations.

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Ownership and Accountability

The real test of TBWS is its implementation. It takes years before TBWS is said to be
successfully implemented and teams start taking all the responsibilities and working on their
own.
TBWS is said to be successfully implemented only when team members and leaders begin to
take ownership of the task and be accountable for their work.
This module is introduced to let team members know that with empowerment they need to be
accountable for their actions. This module will also help them go through certain steps to own
and be accountable for their tasks.

Communication

Lack of communication will hamper the performance of team and delay decisions. This
module will help participants to identify barriers to communication and understand why
listening is important for effective communication. The objective of the module is to make
team communication easier and effective.
Team Leaders and Point Leaders are also expected to make basic presentations. This will be
used for training new team members as well as giving presentation to visitors. Presentation
skills module will enable them to make good presentations
Teams will also start using email. Initially leaders will use this facility. They, therefore,
should be aware of basic email etiquettes. This module will introduce them to do and donts
of email writing and also to keep in mind company policies while writing emails.

Goal Setting

Teams should be able to set their own goals. This is one of the features of TBWS. Goal
setting module is designed to help team understand and set SMART goal.

Time Management

TBWS brings additional responsibilities for the team leader, point leader and team members.
It therefore becomes vital for the members to manage their time effectively so that last minute
work is minimized. This module introduces team members to simple but useful Quadrant
model of time management.
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Problem Solving

Teams should be able to analyse issues and solve their problems. Problem solving module
introduces participants to step by step process of problem solving. They can use these steps
along with RCA and Why Why analysis for problem solving.

Preparing and conducting meeting

Teams are expected to hold regular meetings. Meetings are mandatory and can only be
postponed but not cancelled.
A Meeting without preparation and agenda leads to nowhere. This module will help
participants to prepare for meeting and conduct effective meetings. The module gives
pointers to participants on how to prepare, conduct and follow up on meetings.

Handling Conflict

Conflict within a team is inevitable. Conflict if not resolved may affect the overall team
performance. This module prepares team members and leaders to handle conflict situation
within team. It gives a brief about sources of conflict and how to go about resolving conflict
between team members.
A simple three stage conflict resolution method is used in the module.

Effective Feedback:

Feedback if not given properly may be misunderstood and may lead to loss of motivation.
Also Feedback should be received constructively. Point Leaders and Team leaders will give
regular feedback to the team members on their performance.
This module will give them a guideline of giving and receiving effective feedback.

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Module Design
Gagne-Briggs nine events of instruction are used to design training modules. Gagne-Briggs
events, which are derived from social learning theory, are found of be effective instruction
technique.

Gagne-Briggs Nine Events of Instruction

1. Gain attention:

e.g. present a good problem, a new situation, use a multimedia advertisement,

ask questions.

This helps to ground the lesson, and to motivate

2. Describe the goal:

e.g. state what participants will be able to accomplish and how they will be
able to use the knowledge, give a demonstration if appropriate.

Allows participants to frame information, i.e. treat it better.

3. Stimulate recall of prior knowledge

e.g. remind the participant of prior knowledge relevant to the current lesson
(facts, rules, procedures or skills). Show how knowledge is connected, provide
the Participant with a framework that helps learning and remembering. Tests
can be included.

4. Present the material to be learned

e.g. text, graphics, simulations, figures, pictures, sound, etc. Chunk

information (avoid memory overload, recall information).

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5. Provide guidance for learning

e.g. presentation of content is different from instructions on how to learn. Use

of different channel (e.g. side-boxes)

6. Elicit performance "practice"

let the learner do something with the newly acquired behaviour, practice skills
or apply knowledge.

7. Provide informative feedback

show correctness of the trainee's response, analyze learner's behaviour, maybe

present a good (step-by-step) solution of the problem

8. Assess performance test, if the lesson has been learned. Also give sometimes general
progress information
9. Enhance retention and transfer :

e.g. inform the learner about similar problem situations, provide additional
practice. Put the learner in a transfer situation. Maybe let the learner review
the lesson.

Also it was made sure that the modules

adhere to Cummins Values

keep target audience in mind

meets Line Managers expectation

use simple language

are Interactive

include only Need to Know topics

Following methods were used:

Videos - for greater impact

Quiz: for Recap

Games/Role Plays - to use the skills hands on on the spot for greater
understanding

Time: Max 3 hrs per Session

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Training Modules Development

Content of the training module was developed keeping the design of modules in mind.
Various books and articles were referred and the appropriate content was collated to develop
the modules.
Videos were included wherever needed to make training interesting and leave more impact.
Role plays and games were shortlisted and included for instant application of learning and
identifying the areas to improve upon.

Validation:
Modules were sent to line managers for validation of its content.

Modules were shown to Associates to validate the simplicity of modules and language used.

Appropriate changes were made wherever necessary based on the feedback received from
validation process.

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Session Plan

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Recommendations

Training to be imparted in 3 4 phases

TBWS training should be given again to members who are still not sure why TBWS
is being implemented and what are its benefits

A visit to TCL, Jamshedpur or CTT, Pithampur for JSM/TMTs can be planned. It will
help them to understand TBWS and its working better

Training on topics like presentation skills and email skills should be given only
when participants are able to put the learning to use immediately

Key Learning

Complete training development process

Interdependence of various functions

How HR collaborates with other functions to facilitate organizational development

It is important to establish ones perspective by proper validation

Customize training program and content to suit the audience

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References:
Effective Training Systems Strategies and Practices - Nick Blanchard and Janes Thacker
Organizational Behaviour Fred Luthans
Creating Training and Development programs: Using the ADDIE method Milton Mayfield
Stimulating Training motivation using right training characteristics Abdul Aziz and
Shamsuddin Ahmed
Teamwork on the line can pay off down the line Annika Lantz
Effective Feedback at workplace Anna Cairo
www.mycummins.cummins.com
www.thiagi.com
www.training-games.com
www.mindtools.com
www.traininganddevelopment.naukrihub.com
www.hiringthebestpeople.com
www.teamojt.com
www.citehr.com

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