By Alok Asthana Innovators & Leaders www ...designclinicsmsme.org/Design Awareness Programme...
Transcript of By Alok Asthana Innovators & Leaders www ...designclinicsmsme.org/Design Awareness Programme...
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By
Alok Asthana
Innovators & Leaders
www.innovatorsandleaders.com
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NEED ASSESSMENT SURVEY
GENERAL
1. This is a report of the NAS ( Need Assessment Survey ) done for the Electrical cluster at
Ambala as part of the DAP ( Design Awareness Program).
Objective of NAS
2. Capture the macro view of cluster, with respect to improving its competitiveness.
3. Capture the micro-view of the companies to improve their competitiveness.
Data
4. Date – NAS was conducted in end Nov 2012.
5. Companies visited for NAS -
a. RA Instruments.
b. Oxford Instruments & Equipment.
c. R & Co.
d. Ambala Electronic Instruments
e. Sharma Electrical Enterprises
f. Raja Electronics and Electricals
g. Om Meters
h. Rabal Electrical systems
i. Starlac Industries
j. Vigyan Upharan Kendra
k. System & Services (PowerControls)
l. DR Scientific
m. Mars Electronics
n. Ray Enterprises
o. KC Engineers
p. Vaisesika Electron Devices
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q. Arora Optical and Scientific Instruments
r. Maffick Instruments
s. Acculab Industries
6. It is observed that the composition of the cluster is heterogeneous at two levels -
a. Size – Some units are large, manufacturing OEMs for Indian army tanks. They
employing more than 50 labour and utilize modern machinery in large factories
while others are small 80 square foot joints, utilizing 4 labour, assembling parts
purchased from elsewhere. Difference in equipment size and complexity can be
gauged by photographs of these two pieces –
b. Manufacturers or Traders/Dealers?
i. The industry is a mix of manufacturers and traders. While some
manufacturers manage to supply directly to end users within 200 Km
radius of Ambala, most manufacturers supply through traders/dealers.
For supply to end users beyond 200 Km radius of Ambala, the local
traders/dealers themselves depend on local traders in those cities.
ii. All traders/dealers also carry out some manufacturing of their own.
HISTORY
Industry at Ambala
7. Ambala is a hub of scientific instruments with more than 800 units engaged in business. This
industry employs more than 4000 skilled and semi-skilled people in using more than 50
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types of different raw material to manufacture more than 20,000 different types of
instruments being used in schools. Colleges, engineering institutes, medical colleges,
hospitals, universities, research labs, quality control labs and defence/space applications.
The annual turnover of the industry is approx 800 crore, with 200 crore being the export
component.
8. It all started at the end of 19th century, when Mr Hargolal began importing scientific
apparatus for schools, from European countries. Initiatives taken by Mr Hargolal led to the
setting up of the scientific industry in Ambala. In the beginning, there was no infrastructure
and no technical know-how. But despite the handicap, the fledgling industry grew steadily.
The import of science apparatus continued well into the 20th century.
9. In 1919, a science teacher by name of Mr. Nand Lal established the first manufacturing unit
– Oriental Science Apparatus Workshop (OSAW) with just two workers. The local material
was locally sourced and early machines were completely manual. The lathe, which today
runs on electricity, was then foot-driven. As demand for scientific equipment grew, more
and more people joined the industry and some automation started.
10. In 1937, the industry created its first catalogue. It was printed by the owner of OSAW, Mr
Nand Lal, at the princely sum of Rs 50,000/- in those days. It was printed at the Civil &
Military Gazette Press in Lahore. The catalogue was sent free of cost to different institutes
free of cost.
11. Fortin’s Barometer, used for measuring pressure, was manufactured for the first time in
Amabala. In 1946, a manufacturing unit produced the first Spectrometer. In 1952, Pandit
Jagan Nath Sharma produced a battery operated scooter on which the then PM, Pandit
Jawahar Lal Nehru, was given a joy ride in the Circuit House at Ambala Cantt. Pandit Jagan
Nath Sharma also manufactured the first planetarium and supplied it to a number of
educational institutions. At about the same time, Mr Des Raj Tuteja produced the first
Geissler Vacuum Tubes which was manufactured only in Japan till then.
12. In 1970s, there was a marked increase in exports mainly due to exports to underdeveloped
nations. The period of 1970 to 1980 witnessed significant growth, mainly due to the entry
of highly qualified professionals in the industry. The industry moved to top gear in 1990s.
Manufacturers’ Association
13. Ambala Scientific Instruments Manufacturers’ Association (ASIMA) is the association of
Ambala manufacturers. ASIMA is a registered body under Punjab Societies Act and has been
in existence since 1972. The President and General Secretary of ASIMA are the Principal and
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Alternate members of the Bureau of Indian Standards technical sub -committee of
educational equipment.
CLUSTER LEVEL ISSUES
Importance of macro-level issues in such a cluster
14. This cluster is unique where units of the cluster produce hundreds of type of products. This
scenario is quite different from clusters that produce one product e.g. Strawberry cluster or
a cluster that produces limited number of products. In the scenario obtaining here,
concentrating analytical efforts on specific products is neither possible nor useful. A better
strategy would be to concentrate on issues that affect all products i.e. cluster level issues.
Issues with Eco-System Design
15. The eco-system pertains to how the units are connected to the external environment –
regulatory bodies, end users, intermediaries and other stake holders. The eco-system has
an overbearing effect on the functioning and motivation of units. Even a slight improvement
in the design of the eco-system will have a lasting effect on the units. The various design
issues with eco-system, in this cluster, are as follows
a. In cases where the small manufacturer is dealing with the end user through a
dealer, the manufacturer feels cheated by the system that the end user does not
insist on a branded product. This creates a possibility of the dealer getting a
sample with good specifications approved by the end users but thereafter
getting a cheaper product supplied through another manufacturer.
b. Most manufacturers feel that the system of lowest tender is a sure dampner to
improvement in quality. Many also feel that the tender system is misused by
vested interests by changing the specifications too often and sometimes
introducing irrelevant specifications in the tender just to favour some supplier.
c. Most manufacturers have little contact with the end users. Since dealers have
such contacts, they leverage that knowledge at the expense of manufacturers.
d. Most visits to Chinese manufacturing industries have been by dealers, rather
than manufacturers.
e. There is no classification system of instruments e.g. superior, excellent, good,
average etc. In a system where a Resistance Box is simply known as a ‘Resistance
Box’ without a price differential between the two types irrespective of whether
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it use expensive coils inside or cheap carbons, there is little motivation for him to
use expensive components inside. Manufacturers quote example of a
classification system as existing in the refrigerator industry where fridges are
available of several standards i.e. 1 star to 5 star ratings. Technical specifications
are laid down for each star rating, which gradually gets more and other
stringent. Accordingly, they get more and more expensive. If such a graduated
system of increasing quality (and, accordingly cost) is introduced, those willing to
provide quality at a price will find it possible to do so.
f. Most manufacturers are making all components of all items they make. Since the
numbers of items to be manufactured are numerous, whereas the pieces to be
manufactured for each item are of a small number, the inventories are large and
there is no specialization.
g. The frequent and unpredictable fluctuation in cost of raw material procured
through MMTC adversely affects the cost planning data of manufacturer. E.g. the
cost of brass has tripled in last three years.
h. Since all manufacturers have concentrated on only one market i.e. educational
institutes, it has become a buyer’s market.
Impact of Eco-System Design Issues
16. The cumulative effect of cluster level design issues and the threat posed by them is quite
marked. In so far as the institutional sales are concerned, the overall effect is that
competitiveness is sought to be increased only by using sub-standard, antiquated
equipment and not by offering more elegant, functional and reliable product.
17. In case of institutional sales, the end-user is not making the purchase for self use. The
direct impact of this phenomenon is that the ultimate purchaser (educational institutes)
do not create any pressure on the manufacturer to innovate or get competitive in ways
other than by reducing cost at the expense of quality and functionality. There are no or
little need-drivers for quality.
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18. The purchasers of educational institutes work in a rigid bureaucratic system where
deviation from the laid down norms is not encouraged. In their desire and compulsion to
toe the official line, they prefer to stick to the tried and tested, causing a severe de-
motivation for the manufacturer to change things. This can be seen through the story told
by the following three cases –
a. One company has improved several features in the old round meter. However,
the purchaser still demands the old model!
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The seller will always produce what sells. No one can blame him/her for that.
b. Another cases is that of a Multi range meter which is a 8-in 1, in that it performs
8 tasks with one meter itself by changing the connects therein. In the two
photographs of same meter below, see 4 settings through 4 input terminals.
Thereafter, a shift of the horizontal bar converts it from an Ampere (A) meter to
becoming a Voltage (V) meter. In the two photographs below, see A (Amperage )
seen through the circular window of the horizontal bar in top photo while V
(Voltage) in the photo below. In this way, this is an 8-in-1 machine. However, it
does not sell, mainly for reasons mentioned in sub para (a) above.
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c. Yet another case of non appreciation (and sale-ability) of a better product is one
in which the old style horizontal display meter has been improved to produce to
a vertical display one. In the new meter, the aesthetic appeal is far greater.
However, the demand still remains of the old horizontal meter!
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Design Issues - Labour structure
19. Despite it being a scientific industry dealing with educational institutes, there are several
manufacturers with non-science background and that too. Even the labour at Ambala is
skilled rather than technically competent i.e. they are good at doing whatever they have
been doing for the last few years but do not have any understanding of technology. There
are some B Techs of the second generation in business. However, none of them could
explain as to how their family business has benefitted from their technical knowledge.
20. Most manufacturers feel that there is a shortage of skilled labour in Ambala Cantt
industries. Particularly after opening of bigger industries in Saha and Chandigarh, it has
become difficult to retain skilled labour in Ambala Cantt.
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21. Most manufacturers are not keen to invest in better design since they feel that their
workers, who also work part time for other manufacturers, will give away the know-how to
others for small inducements. In addition to the threat of part time workers passing away
proprietary knowledge for small personal gains, the system of rampant poaching on
workers of others also makes manufacturers shy of investing in R&D.
22. There is a problem of electricity supply leading to a proliferation of generators. This adds to
the cost of production and is also not environment friendly.
23. Marketing is the weak link of most manufacturers. The amount of staff employed for
marketing is minimal.
24. Most manufacturers have little contact with the end users.
Design Issues - HR system
25. The HR system being used is antiquated. Once major drawback is the lack of any structured
technique/system for getting useful inputs from workers. Here it must be remembered that
extracting value from a company does not depend on employee creativity; it depends on
the company's ability to capture and exploit the ideas generated. Idea management is a
system for organizing, tracking and deploying ideas. With an idea management process, an
organization can collect ideas from employees, customers, suppliers and industry groups to
dramatically improve business performance for rapid innovation and reduced expenses.
26. There is no knowledge of how R&D activities should be structured.
OPPORTUNITIES – CLUSTER ISSUES
27. No insistence on product branding.
a. In absence of mandatory branding of product, the present practice of dealer
getting approval of sample through one manufacturer but supplying through
product of another ( cheaper, unreliable) manufacturer will remain. This is
already forcing good manufacturers to comply with the requirements of the
dealers rather than those of the end user.
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b. It is recommended that necessary regulations be put in place so that end user
can approve only those samples which bear a brand name. If this is done, the
dealer will no longer have the power to change the manufacturer once his
sample has been approved. This, in turn, will incentivize manufacturers to
improve quality.
28. Lowest quotation system
a. The lowest quotation system is unlikely to ever result in quality products. In case
the FMCG consumer too were to be forced to buy only the cheapest product in
the market, one can imagine what will happen to the quality of fridges, washing
machines and air-conditioners.
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b. Opportunities –
i. Some regulatory changes are necessary to ensure that the above
drawbacks of the ‘lowest tender’ system are countered. Post NAS, some
discussions with end users have indicated that some systems do exist to
offset the ill-effects of the lowest tender system but are not being utilized
to the extent possible. We need to focus on those opportunities that
already exist but are not being leveraged.
ii. During the 5 day workshop, an opportunity should be created for direct
interaction of the group with representatives of some end users. It could
well be that the representatives of the end-users have another story to
tell. At this juncture, all that is established is that this is an ISA
(Innovation Sensitive Are) which needs to be probed further. It is
therefore planned that the DCS must include an opportunity for
facilitated discussion on the issue between representatives of the cluster
and those of the end-users. This interaction will further clarify the
situation and also create a forum for such touch-points between the two
groups in future.
29. No system of product classification – Hence, differential pricing not possible
a. The Electrical household equipment market e.g. refrigerators and air-
conditioners has now introduced a system of Star ratings (1 star – 5 star, as per
energy consumption and other specifications). The hospitality industry has a
similar classification system i.e. 5 star hotels, 3 Star hotels etc as per the facilities
provided. In such a system, it is possible for both type of service providers to co-
exist i.e. those catering to the low end of the market as well as those catering to
the high end of the market. They buyer can choose as per his needs and the
seller can justify his price by pointing out to the quality being provided. On the
other hand, a system ( as presently prevailing on the electrical instruments
industry in question ) where a ‘Rheostat’ is merely any rheostat, irrespective of
whether it utilizes a coil wire ( more reliable, cost – Rs 30 – 40 ) or a cheap
carbon (unreliable, cost 20 paise), does not create the right opportunities for
differential pricing.
b. It is recommended that steps should be initiated to introduce some system of
product classification. This can fall in the long-term plan, but some initial
measures must be started now itself.
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30. Non specialisation resulting in poor ‘Economy of Scale’
a. Every manufacturer working in isolation is resulting in poor economies of scale.
A system of specialization will result in leaner inventories and more efficient
utilization of resources. A co-operative type system might work, particularly for
small manufacturers.
b. During the 5 day workshop, this subject will be further explored and some
solutions found
31. Problem of single market i.e. educational institutes –
a. Presently, the industry is primarily supplying only to the educational institute
market. This created over-dependence on one segment and a buyers’ market
gets created.
b. The industry is not aware of techniques of ‘developing markets for products. This
issue will be addressed during the 5 day workshop
32. Problem of low technical infusion
a. Presently, a significant number of manufacturers do not have the technical
resources to constantly review new options.
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b. The new generation joining the business started by their fathers is mostly B Tech,
so this problem will not last for long. However, the present generation of B Techs
in industry (mainly members of the family of owners), have not shown much
inclination to improve systems. It seems they need s trigger to do so.
c. The 5 day workshop will focus on techniques to develop new products/markets
by dint of a systematic thinking technique rather than by specialized technical
knowledge.
33. Problem of poor R&D
a. High cost of litigation in IPR theft cases and the phenomenon of migrating
labour, discourages manufacturers to invest in new designs. Since recourse to
legal measures will always be expensive and time consuming, we could look at
using community pressures to prevent such malpractices. This aspect will be
discussed during the DCS.
b. During the 5 day workshop, this problem will be discussed and an attempt made
to create a community pressure system to counter such malpractices.
c. The 5 day workshop will also contain a session on how R&D activities should be
systematically structured.
d. In the long run, the government must address the issue by suitable legislations
and regulatory mechanisms.
34. Poor HR system – Lack of an IMS ( Idea Management System)
a. A possible IMS has already been shared with the cluster.
b. During the 5 day workshop, its implementation will be elaborated upon.
35. Poor exposure of manufacturer – Opportunities must be created for manufacturers,
particularly small manufacturers, to greater exposure in terms of visits to Chinese
manufacturing sites and to local end users.
INDICATORS FROM GLOBAL TRENDS
36. Trend-spotting is an important source of looking in the future and also learning from
mistakes of others. Why not study trends from electrical clusters of countries in similar
predicament i.e. poor competitiveness or decline in competitiveness? Europe seems to be
the right geography to be studied for this.
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37. In this connection, Sectoral Innovation Report, Electrical & Optical Equipment Sector,
Europe, published in Dec 2011 is relevant. This publication, produced as part of the Europe
INNOVA initiative, was financed under the Competitiveness and Innovation Framework
Programme (CIP) which aims to encourage the competitiveness of European enterprises.
38. Some relevant points from the said study, which seem to reverberate throughout this NAS
too, are as follows -
a. Stimulate service innovation: to further acknowledge the complexity of the
sector - and its challenges - the link between manufacturing and services must
be stressed. Increasingly, the manufacturing of electrical & optical equipment is
linked to services such as maintenance, remote servicing, upgrades, leasing, etc.
b. Align research efforts to increase efficiency: Research efforts and policy efforts
to support R&D are often fragmented in Europe, resulting in a lack of synergies
and economies of scale and scope. Policy should focus on better coordination of
research and policy efforts to accelerate development, avoid duplications and to
reach sufficient critical mass
c. Improve capitalisation on R&D results: Radical innovation require sufficient
resources for fundamental and interdisciplinary research, creative and fresh
approaches and support for capitalising on R&D results. Policy should focus on
emphasising the need for technology transfer, translation of R&D to the market
and support links between research institutions and SMEs. Policy should gather
stakeholders, support pilots and stimulate best practice exchange.
d. Support SMEs and stimulate financial investment in the sector: Policy should
focus on stimulating financial investment in high-tech industries for R&D
prototyping, manufacturing and infrastructure. Policy should stimulate the
development of public loan and financing facilities for SMEs. Policy should
stimulate venture capital funds specialised in early stage investment.
e. Remove regulatory barriers: Policy should focus on identifying and removing the
potential regulatory barriers to innovation and adoption of innovative electrical
& optical equipment.
f. Foster skills: Europe lacks sufficient skilled labour and improved skills are
necessary at all occupational levels in the sector. Policy could focus on attracting
more students in the technical and multi-disciplinary fields.
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UNIT/MICRO LEVEL ISSUES
Generic Issues - Common to most units
39. No knowledge of innovation techniques – If ‘innovation’ be defined as ‘new ways to add
value, mainly by power of ideas’, it must be said that the industry players have no
knowledge of what constitutes ‘structured innovation’ and techniques for same. For them,
innovation/competitiveness hinges only around product.
40. In-so-far as product development is concerned, most manufacturers, being astute
businessmen, have several ideas and do not require much prodding/teaching to do so. In
that respect, what prevents them for improving their products is not so much knowledge of
what to do but the dis-incentives/barriers to do so.
41. While manufacturers are familiar with the concept of ‘ new products for existing markets’,
they are not aware of any structured techniques of ‘new markets for existing products
(market discovery)’ and ‘new markets for new products’.
42. Manufacturers do not know the technique of continuously tuning the focus of thinking in
order to generate more relevant solutions. In any project of competitive advantage or
innovation, the first phase i.e. drawing up the Innovation Challenge is the most important.
The wording of the challenge thus finalized contains the seeds of the answer but also
forecloses certain type of solutions. In this regard, recapitulation of a small exercise carried
out with one manufacture (Om Meters) will be helpful.
→→With Om Meters, we did a small exercise of wording the Innovation
Challenge suitably. In their own words, the wording moved from one to another
as follows
Attempt 1 – How to make a better/different product.
Attempt 2 – How to get the customer to appreciate better products.
Attempt 3 – How to get the customer to approve a better/useful
product, despite it not being a part of specifications.
Attempt 4 – How to offset possible risks in launching new products
in an unappreciative market.
43. Leaving aside some units, most units have poor system of inventory control and process
control.
44. Units are not aware of the latest developments in manufacturing/prototyping techniques,
which have come to India in the last few years. For prototyping too, they are dependent on
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the mould/die system which makes the prototyping very time-consuming and expensive.
This, in turn, becomes a barrier to developing new designs.
45. Lack of knowledge of problem solving techniques – Business depends on problem solving as
on opportunity spotting. Presently, manufacturers are not aware even of basic problem
solving techniques.
Specific Examples for corrective action
46. This is a cluster where the business profile is ‘multiple products – low volumes’. E.g. a 6
worker manufacturing unit (Rabal Electrical systems) itself has 321 products! So, seeking
specific examples of corrective advice on all products of all units will not be practical. For
tackling this, issues have been selected which are common to most units and are
symptomatic of the general malaise.
47. Key-type Resistance Box –
This product uses a lot of Brass which is heavy, expensive and the price fluctuates wildly. Is
some other material feasible? Once the brass is substituted by some other, the product will
get lighter which would have its benefits in space requirements, packaging and transportation.
For identifying a more suitable material, material experts will be invited in the actual
workshop. Special steel and Aluminum promise to be good substitutes.
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48. Decade Resistance box
i. Overall Product Design - Is this the best product to illustrate addition of
resistance? Certainly not. In this age of PLC automation, such design is
redundant. For details, see
http://www.youtube.com/watch?v=vapxoGnVANg.
ii. Switch Design - The switches of the Decade Resistance Box are not
elegant and user-friendly. This lowers the overall brand appeal of the
product. Instead, such switches should be used –
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49. Rheostat
The coil is not covered hence the rheostat is likely to cause accidents if someone
touches the coil by mistake.
The screw type clips for making connections can be replaced by snap type
connecting clips.
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50. Packing material and base-box
The packing material and base-boxes are made of wood, which is an
expensive and scarce resource. Indiscriminate use of wood also harms
the environment. Alternate means and material must be found for this
job. How about using this material –
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51. Internal mechanism for Band-Switches
The internal mechanism of band switches is possible through using a
more reliable resistance ( as in the piece on Left ), as also a less reliable (
but cheaper) resistance ( as in the piece on the Right ). For better overall
reliability of the product, only reliable resistances be used.
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52. Exposed Input sockets – The input sockets of Transmission Line Trainer are exposed,
causing a likelihood of contact accident. They should be sunk, as in the next photograph
–
53. Heavy and Bulky equipment – This 3 Ph Induction Motor is too heavy and bulky. This makes
it difficult to lift, store and transport. These drawbacks reduce its sale potential, in India and
abroad. Several options are available to get the same effect with an equipment of lesser
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weight and size. In the 5 day DCS workshop, this aspect will be explored and solutions
sought.
54. Disorganised and cluttered workplace – A disorganized and cluttered workplace introduces
inefficiencies at several levels. Some examples -
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55. Attention to details and finish – It is attention to details and the finish that enhances brand
appeal. Look at the two pieces of the same equipment below. The one on the Left has
poorly machined nuts and overall finish, while the one on the Right has elegance written all
over it. The one on the Left is an Ambala product while the other is an imported piece.
56. Wastages – In several places, there are avoidable wastages which the workers do not seem
to be even aware of. Look at this waste of brass filings which can easily be saved through
simple measures.
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Example of a good product
57. The products must have a modern design, good functionalities, elegance and visual appeal.
Look at the product below for a good example -
NEEDS CAPTURED FOR THE 5 DAY WORKSHOP
58. The 5 day workshop must focus on innovation and problem solving techniques, with practice sessions being designed around live issues of the industry. It will far more beneficial for them to learn the techniques that can help them generate solutions themselves. Teaching them how to fish is a far better option than giving them a fish.
59. Training on structured tool of developing new features in product, new markets for products and ‘trimming’ of product.
60. A demonstration and explanation of a good inventory control, cost control and process
control system. Also, a demonstration of the latest manufacturing/prototyping techniques must form part of the workshop. The concept of modern 3D Printers should be introduced to them.
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Unitwise Details – NAS – Electrical Instruments Cluster- Ambala
RA Instruments
[email protected] +91 171 2690801 Hridyesh Haritesh
439, Shiv Puri colony, Near Madan Ka Mandir, Ambala Cantt 133001
No qualitative change after tech qualified son of owner joined business recently. Why so? Need techniques to counter this ‘status quo’ problem.
Oxford Instruments & Equipment
+91 171 2642741 Amit Gulati
5361 Punjabi Mohalla Ambala Cantt 133001
Discussion reflected in cluster issues of report.
R & Co. [email protected] +91 171 2642848 Brij Singla
2505-07, Bengali Mohalla, kali Bari Road, Ambala Cantt 133001
Mainly resistance related products. Discussion reflected in cluster issues of report.
Ambala Electronic Instruments
[email protected] +91 171 4002637 Manish Agarwal, Gaurav Srivatava
2509, Bengali Mohalla, Ambala Cantt 133001
-IDDC ( Indus Development Design Centre ), created by govt with great fanfare as a centralized testing facility, is just not doing its job. What can we do to get IDDC to deliver? -Electricity too erratic, too expensive. What can we do about it?
Sharma Electrical Enterprises
[email protected] +91 171 2634570
2777/4, DC Road Ambala Cantt 133001
Discussion reflected in cluster issues of report.
Raja Electronics and Electricals
[email protected] +91 171 2607060 Rakesh Khanna
60 A, Shastri colony, Near Overhead Bridge, GT Road, Ambala Cantt 133001
Typical cluster problems arising from issues of cost-cutting and lack of branding. Need techniques to counter these problems.
Om Meters [email protected] +91 171 4008555
3680, Cross road No. 2, Near Kali Bari Mandir,
Specialist in panel meters Innovative ideas and products but no buyers for innovative
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REPORT OF DESIGN CLINIC WORKHOP
GENERAL
61. This is the report of the workshop conducted at Ambala between 20 Feb and 24 Feb at
Ambala, as a follow up of the NAS done during Nov 12.
62. The report is laid out under following headings -
a. Summary of needs as emerged from NAS
b. Design of workshop
c. Pre-workshop activities
d. Workshop Activities
e. Achievements of workshop
f. Work and Challenges ahead
SUMMARY OF NEEDS FROM NAS
63. The actual workshop must closely follow the needs as emerging from the NAS. To this end,
the needs must be constantly kept in focus. These were as given in succeeding paragraphs.
64. Lack of Quality hunger on part of users –
a. Suppliers to educational institutes, which represent the largest share of the
cluster, find the user unappreciative of quality. Coupled with corruption in the
business of supplying to the educational institutes, this lack of quality hunger is
the largest factor for the cluster not using the quality route to improving
competitiveness. Cost cutting can be carried out by reducing waste, too.
However, the waste reduction methods are mostly known to the manufacturers.
They are, however, not aware of some manufacturing process systems and
technologies that can help reduce waste even more.
b. Needs that merge from this are as follows-
i. Ensuring that the end users i.e. those who place orders on manufacturers
appreciate quality.
ii. Assuming that the above need gets fulfilled at some time, the
manufacturers must learn techniques of making quality products i.e.
better performance, more features etc.
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iii. Learn cost reduction methods not known to them.
iv. Be acquainted with new technologies that help reduce cost
65. Lack of a feedback system between the manufacturer and the users ( purchasers and final
end users i.e. students, professors ).
66. A status quo mentality in use of technology selection that has caused the cluster to get
frozen in the mechanical and/or electrical era, rather than graduate to the electronics era.
67. Lack of knowledge of simple thinking tools that can help break ‘tunnel vision’, question the
assumptions, generate options and solve problems.
DESIGN OF WORKSHOP
68. Based on above needs, the workshop was designed on following framework -
a. Lead facilitator (Alok Asthana) to focus on thinking skills while guest speakers to
focus of domain specific skills. Lead facilitator to ensure that practice sessions of
thinking skills are conducted on topics relevant to target audience.
b. The discussions should initially be general and only gradually become focused.
Sessions of days 1 and 2 to be utilized for introducing topics and thereafter, the
topics should be refined in light of audience needs.
c. Collection of data necessary to substantiate the topics i.e. preliminary work must
be completed before the workshop starts i.e. on 19th Feb and morning of 20 Feb.
d. Workshop should be treated as the beginning rather than as the end. The newly
acquired knowledge and change of mindsets will generate results in the daily
activities, months after the workshops. There must be sustained behavior
change, rather than mere excitement.
69. Workshop plan, as circulated to participants, is attached at the end of this document.
PRE-WORKSHOP ACTIVITIES
70. It was felt that while reasonable interaction had been achieved at the manufacturer level,
there had been no interaction with the users of the product i.e. faculties in science
colleges/labs and the students. To conduct a workshop on cluster development without
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collecting feedback from the users seemed entirely wrong. Hence, it was decided to
complete the survey by meeting this oft-neglected group.
71. To this end, telephonic contact had been established by the lead facilitator with reputed
science institutes of Ambala, prior to reaching here for DAP.
Activities - 19 Feb 13
72. On 19th itself i.e. a day before the workshop, lead facilitator visited the science dept of SD
college. At SD college, the following activities were carried out –
a. Brief discussion with Dr Prem, Physics dept.
b. A brief discussion with students for whom Dr Prem was carrying out a viva-voce
in the lab.
c. An insight-gathering intervention by asking some of the above student to
conduct an experiment in lab, so that the lead facilitator may get to question
them on their views on the problems faced with lab instruments, if any.
73. Some insights gathered in this session are as follows
a. There seemed to be no effort on part of the manufacturers or dealers to gather
the needs of the user community or their feedback on the equipment supplied
by them.
b. Students were not happy with the quality and design of the lab equipment.
74. Photographs of interaction with students of physics in SD College, as conducted in form of
an experiment in the Electrical lab, are below –
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Activities - 20 Feb morning (before start of noon workshop)
75. 20 Feb morning session was utilized to collect additional information from the user
community at DAV college.
76. Lead facilitator met Prof Yagik, HOD Physics at the college. Initially, a discussion on
conceptual issues relating to the supply of lab equipment was held with the Vice Principal (
Officiating principal ), Dr Yagik and some more professor of science dept. Thereafter, am
interactive discussion was held with about 40 students of science dept in the lab premises.
This was followed by another round of discussions with the school faculty in the office of
the principal.
77. Some discussion gathered during the discussion are as follows
a. No mechanism existed for exchange of views between the vendor and the users.
b. Students were not happy with the reliability and design factors of the lab
equipment.
c. Students had a variety of useful suggestions on design factors of lab equipment.
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78. Photographs of interaction with students and professors of DAV college are given below -
MAIN WORKSHOP ACTIVITIES
Activities - Day 1 – 20 Feb 13 Noon
79. Main activities as follows
a. Welcome and introduction by Mr Samir, PHDCCI
b. Opening remarks by Mr Vipan Sarin, ASIMA
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c. Session by lead facilitator, Alok Asthana ( AA ) aimed at breaking the restricted
mental structures that the participants seem to be having.
d. Session by Mr Vikas Shahi, Design Techsys, introducing a brand new technology
for rapid prototyping.
80. Session by AA – The session was conducted with help of
a. Interactive exercises on ‘What is your product’, ‘who is your competitor’, Why
are things the way they are’ etc.
b. Games – ‘The three jars’, ‘Nine dots’ – to establish that our hardware (brains)
and its software i.e. the heuristics approach, is geared to perpetuate the status
quo. Unless conscious measures are taken to break this, manufacturers will not
be able to move to a more productive way of thinking.
81. Session by by Vikas Shahi
a. Mr Sahi explained the concept of additive manufacturing ( as against the existing
concept of subtractive manufacturing ) and the path-breaking new family of
rapid prototyping and manufacturing 3D printers. He explained his points by
means of product videos, case studies, product specs and by showing some parts
manufactured by the above equipment.
b. Manufacturers exhibited a lot of interest in the new technology and clarified
their doubts by quizzing Mr Shahi.
c. Thereafter, Mr Vipan quizzed Mr Shahi on technical and commercial aspects of
the new products and led a discussion with participants on possible its utility in
the industry, including the proposed CFC (Central Facilities Centre).
82. Photographs of sessions by Alok Asthana and Mr Vikas Shahi are below -
Alok Asthana – Setting the scene
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Mr Vikas Shahi showing parts manufactured by 3D Printers – Quick & Cheap manufacturing
Activities - Day 2 – 21 Feb 13
83. Main activities as follows
a. An interactive bridging session between members of the user community (
professors of educational institutes ) and supplier community.
b. An interactive session by guest speaker Mr Rajagopal about lean manufacturing
practices.
c. Action discussion on Insights gathered till then – By Alok Asthana
Mr Vikas Shahi educating the group on
additive printing technologies
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84. Bridging session
a. This was attended by Prof Yagik of DAV college, Prof Prem and 3 more professors
of SD college, on behalf of the user community. On behalf of the supplier
community, the workshop participants took part.
b. A lively debate took place which demolished several assumptions held by both
parties, resulting in a far better understanding of each others’ needs and
expectations.
85. Lean Manufacturing session – Guest speaker, Mr Rajagopal, led an interactive session on
Lean Manufacturing, focussing on 5S. The presentation was followed by a game which
clarified the concepts extremely well.
86. Action discussion on Insights - Alok Asthana followed up on the insights gathered in
previous sessions with different users ( students, professors ) and established the need of
developing new markets for the products rather than developing new products for the
market. From several discussions, a need seem to be appearing of a quality conscious
market which was controlled more by commercial interests rather than welfare oriented
education markets. In this approach, private labs and sophisticated labs for expensive
educational institutes did emerge as viable markets. By sheer coincidence, one Mr
Manikantan of Pentagon was present in the room, He then presented his concept of private
labs under the brand name of ‘Techno-Café’.
87. Photographs of the day are below –
Professors of DAV and SD colleges with Alok Asthana; Together, we can.
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End users (Professors) with suppliers (participants) – A meeting of minds
Guest speaker – Mr Rajagopal – explaining Lean Manufacturing practices
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Mr Rajagopal’s team member explaining more of Lean Manufacturing
Activities - Day 3 – 22 Feb 13
88. Main activities as follows –
a. Pre-session visit to industries
b. Session on branding by guest speaker – Mr Saurabh.
c. Session on Customer Orientation by Lead facilitator – Alok Asthana
d. Idea generation session – Alok Asthana
89. Pre-session visit – In a pre-session visit, Mr Saurabh Singh and Alok Asthana visited three
industries to get more insights. These industries were - RA and Co., Om Meters and Visen
Engineers.
90. Session – Mr Saurabh Singh
a. Mr Saurabh Singh led a session on Branding and Customizing the market.
b. He provided excellent first-hand experience in dealing with similar problems with
Tobu cycles and Varun watches. Tobu Cycles has now become a brand name by
itself and Varun Watches also becomes a brand name with D’VINE Watches with
20 dealers in 6 states.
c. Mr Saurabh also carried out an interactive exercise - ‘Know your customers’.
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91. Session - Alok Asthana - Taking forward from Saurabh Singh, Alok Asthana established four
specific ways of exploring your customers ( ethnography ) - How to Look, How to Ask, How
to Learn and How to Try. He conducted an experiential learning activity in use of these four
techniques, using cards from the word’s most innovative company – IDEO.
92. Idea Generation session - Then an exercise was carried out to put the learnings till now in
practices. An idea generation exercise on incremental innovation generated a list of
products in a short time. The list is attached at the end of this document.
93. Photographs of the day are below –
Guest Speaker – Saurabh Singh – Sessions 1 and 2
IDEO ethnography session – A Asthana Idea generation session – A Asthana
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Activities - Day 4 - 23 Jan 13
94. Main Activities as follows
a. Pre session visits by one guest speaker to industries
b. Session by guest speaker – Mr Sunil Tyagi
c. Visit and discussion by team from Thapar university
d. Session by Guest speaker, Mr Ajai Malhotra
e. Idea generation session – A Asthana
95. Pre-session visit – Mr Sunil Tyagi visited some industries to get their viewpoints.
96. Session by Guest Speaker Mr Sunil Tyagi - Mr Sunil Tyagi explained several aspects related
to branding and marketing. He also recounted his experiences of dealing with similar
problems during his apprenticeship in Italy. That provided several solutions to the workshop
participants.
97. Visit by team from Thapar university – A team of professors of Thapar university visited the
workshop and offered help to the cluster on several counts, as follows -
a. A proposal to the cluster to provide their specialized services in improving
and/or testing any design submitted to them. Products thus treated could
thereafter by labeled with ‘Powered by Thapar’. This proposal needs to be
explored further.
b. Support for R&D projects.
c. Support to train the workers on latest techniques of design and production
98. Session by Guest Speaker, Mr Ajai Malhotra
a. Mr Ajai Malhotra provided several illustrations of how the industry should be
using new technologies (electronics, rather than electrical) to meet the same
user requirements. Participants asked several questions on applicability of such
an approach and he provided practical solutions to all of them.
b. In particular, he provided details of Rasberry Pi which is a credit-card sized
computer that plugs into your TV and a keyboard. It’s a capable little PC which
can be used for many of the things that your desktop PC does. Thus for less than
Rs 3000/-, you have a basic computer which can be made to do a lot of things
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that present generation of electrical instruments provide. Being programmable,
it is very versatile.
99. Idea generation session – Seizing the opportunity provided by the guest speakers, Alok
Asthana launched another idea generation session, with emphasis of developing products
utilizing the capabilities of Rasberry Pi, meeting the requirements of a new market i.e.
children and ladies using electrical instruments for use in domestic life. The ideas so
generated are attached at the end of this document.
100. Photographs of the day are attached –
Guest speaker Sunil Tyagi assisting participants with learning
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Guest speaker Ajai Malhotra explaining valuable points
Thapar university team with participants Alok Asthana facilitating experiential learning
Activities - Day 5 – 24 Jan 13
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101. Being the last day, it was taken entirely by Alok Asthana, with intention of providing
closure to all topics.
102. Alok Asthana explained the concept of PLC (Product Life Cycle) in terms of the S curve,
which clarifies that all technologies reach a stage when new technologies must take over.
103. By now, it had clearly emerged that incremental improvements to existing products
meant for existing markets, following existing business model would not help. What was
required was to analyse the opportunities and develop a business model specifically for
that. With such an aim, Alok Asthana led an interactive session on business model and
differentiated business models. Exercises were carried out which provided an opportunity
to participants to learn the basic concepts and try their hand at a first attempt at
developing a differentiated business model for what seemed to lay ahead of them.
104. Photographs of the day are below -
Your business is more than your product
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Basics of a Business Model explained
Participants developing their own Business Models
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105. Learning videos of Business models and Differentiated business models have been
generated for sustained benefit of participants and are placed at
http://www.youtube.com/watch?v=MAd4UZOAm94 and
http://www.youtube.com/watch?v=g4bvNsX6F14 respectively.
ACHIEVEMENTS OF WORKSHOP
106. Sensitized the participants towards the proactive role being played by the government in
making them more competitive.
107. Created a platform to generate consciousness and focus towards the problems being faced
by individual units and the cluster as a whole.
108. Brought the various stakeholders of the issue-manufacturers, dealers, nodal organizations
(ASIMA, PHDCC, NID, Designers, MSME ministry, Thapar University etc) and users ( students
& professors) on a single platform, so that synergy may prevail.
109. Provided the manufacturers an opportunity to seek solutions to their business problems
from experts in various fields.
110. Sensitized the participants towards the fact that most problems they are facing could well
be due to their status-quo mindset.
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111. Empowered the participants with skills of problem solving and opportunity seeking, so that
they may use these skills in future endeavors too. In particular, empowered them with skills
of designing a different business model altogether.
112. Exposed the participants to a new business model where they break away from supplying
low grade, cheap items to educational institutes and instead supply fancy yet useful
products to a quality conscious market. One illustration of this business model is to
complement the Smartclass product of Educomp and other such agencies with a SmartLab,
with end to end responsibility towards installation, knowledge creation, supervision and
maintenance.
WORK AND CHALLENGES AHEAD
113. Consciousness and synergy has now been created. However, the new forces of change are
too weak to unhinge lifelong practices and vested interests. Unless the push is sustained,
the group is likely to revert to its original condition. Some organization should be tasked
to ensure this does not happen. ASIMA seems most suitably placed for this role.
114. Basic skills of business review, problem solving and opportunity spotting have been
imparted to participants. However, the level of skills is still low. Incentives and
sustainment training will help.
115. Proposal made by Thapar University (refer para 97) should be pursued.
116. Manufacturers are also facing a lot of problems which cannot be solved by designers.
Primarily, these are due to their business environment which can only be tackled by the
government. Some of these issues are -
a. Corruption in the educational institutes. This is the single, most important
challenge. If tackled, nothing else will be necessary.
b. Poor incentives by government to manufacturers as opposed to dealers.
c. Inadequate or over-specific specifications in tenders
d. Lowest bidder system in tenders.
e. Non-insistence of including name of brand/manufacturer in the bidding proposal
f. Better linkages between industry and research institutes.
g. More incentives to service innovations than product innovations.
h. Promotion of the Smartlab concept.
i. Improvements in work of IDDC ( Indus Development Design Centre ).
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( Refer para 69 )
WORKSHOP SCHEDULE, ELECTRICAL INSTRUMENTS
CLUSTER, AMBALA – 20TH T0 24th FEB – LEAD - ALOK
ASTHANA
Hotel Grand Plaza, Ambala
Workshop Aims
1. Solve some cluster problems – macro and micro.
2. Generate options, methodologies and new approaches on
problems & opportunities that cannot be solved/leveraged in this
short workshop.
3. Empower participants with a world class innovation technique
that uses doable and repeatable skills – for future use.
SCHEDULE
20 FEB 13- Day 1 – 3 PM to 8 PM
Sharing summary of NAS ( Need Analysis Report ), mapping participant expectations,
setting up methodology for workshop – Alok Asthana ( AA), lead facilitator.
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Setting the big picture – What is your business and should it be? Breaking out of existing
paradigm and exploring possibilities at the level of Vision and Mission. Using tools of
Trend Watch and ‘ Break that Box that binds you’ – Presentation and hand-on practice –
AA
Presentation of a path-breaking new methodology of manufacture ( FDM, Additive
printing ) which has recently become available in India. This will soon revolutionize all
manufacturing processes. Presentation ( video film, display of some products made by
this technology, discussion ) by company that has partnered with the global giant –
Stratasys – to bring this to India. A game-changer, particularly for the most critical step
of new products i.e. prototyping. – Company representative
Overview of Lean manufacturing – Mr Rajagopal ( RG ), Guest Speaker
21 FEB – Day 2 – 3 PM to 8 PM
Detailed presentation cum discussion on lean manufacturing and inventory control
methods – RG – Guest speaker
Seeking new pathways for cluster complaint that while it is doing its best to meet the
expectations of the education industry but they, in turn, do not display ‘innovation
hunger’. A practical exercise in assumption busting and a two-way dialogue. Anchor- AA
How to guide your R&D efforts. Techniques from a Russian discipline, TRIZ, which is now
sweeping the world in technical innovations. AA
22 FEB- Day 3 – 3 PM to 8 PM
Presentation cum prac session on ‘Improve your product by knowing your customer and
how he uses your product’. Mr Saurabh Singh, Guest speaker.
Improving all 10 aspects of your business. Don’t get stuck on only the product.
Presentation cum prac session – AA
‘How to set up the innovation focus’ and How to use IDEO ( world’s most innovative
company, USA ) techniques for gaining customer/need knowledge – Exercises – AA
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23 FEB – Day 4 – 3 PM to 8 PM
Presentation cum practice session on ‘How to use branding and marketing techniques to
improve your business’. This may provide an answer to the cluster problem of poor
quality and cost-cutting due to lack of branding. Mr Sunil Tyagi. Guest Speaker.
Presentation cum practice session on ‘ Move on. Why are you still stuck with
mechanical or electro-mechanical devices? Even the electronics age is over long back.
This is the age of micro-electronics. Use the tools of today, rather than those of day
before yesterday’. Presentation cum practice session – Mr Ajai Malhotra, Guest Speaker
24 Mar 13 – Day 5 – 10 AM to 3 PM
Presentation - Move from creativity ( the million dollar idea ) to innovation ( actual
million dollars in bank ). Why do most creative ideas fail? Why are there several time
more patents than successful products in the market. What is possible versus What is
needed. Learn the whole process of hardcore innovation as against rose-tinted
creativity. AA
Full fledged practice sessions on 2 or 3 live problems of cluster – covering all phases of
the innovation cycle – AA
Note – Some prac sessions will require some participants accessing given web links. Where ever
possible, do bring your laptops along. Wi-fi internet connectivity is available in training
premises.
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( Refer para 92 )
IDEAS GENERATED FOR INCREMENTAL INNOVATION
1) IC Regulated Battery Eliminator with LCD Display
2) Digitization of Ohm’s law
3) Digital Resistance box with Touch interface
4) Digital Rheostat with LCD display
5) Transistor Characteristics with Digital Display
6) Size reduction of Motor Generator Test Lab
7) Digital Display for functional generator
8) Combine all Rectifiers and Ohms law in single kit
9) DIY for all kits.
10) Display for final result of Microscope.
11) ABS box & Digital Display for PN Junction.
12) Digitization of functional generator.
13) Replacement of photocell for plank’s constant.
14) Graphical LCD interface for all kits.
15) Microcontroller base scientific kits.
16) Single kit for a range of experiments.
17) Programmable AC Source
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18) Digital Display for 555 Applications
19) Inbuilt Oscilloscope for different Applications
20) Rheostat in shape of variac.
21) Electronics Loads.
22) Transparent ABS Boxes.
23) Centralization of all kits through GSM.
24) Digital power consumption meter
25) 250W Design of Transformer for sodium lamp.
26) Auto power off circuit after 30 minutes.
27) Self test equipment
28) Energy harvesting equipment
29) LCD Display for Stabilizers.
30) LED Based Tube light.
31) Development of equipments using Raspberry Pi.
32) Talking Voltmeter.
33) Resistance testing through computer in Decade resistance box.
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( Refer para 99)
IDEAS GENERATED FOR PRODUCTS USING RABERRY PI
Products for use by children
1) A product in the form of watch having a provision of panic switch in case of
emergency.
2) Syllabus accessible and easy user interface.
3) Interactive learning for small children’s along with speech recognition.
4) ‘To do’ list for students.
5) All experiments in same kit and result shown on LCD.
For use by Housewives
1) Video Display of Recipes
2) Interconnectivity of various household equipments and security concerned
regions.
3) Safety tips, nutrition tips for their children’s
4) Recorder which can be used for recording TV serials, Movies, Cricket Match
etc.
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Lead Facilitator
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GUEST SPEAKERS
1. Mr Vikas Sahi, Regional Manager, Designtech systems, FDM technologies from
Stratasys Ltd
DesignTech Systems is Leading CAD/CAM/CAE & RP Solutions provider in India.
Headquartered in Pune, DesignTech has 9 Regional Offices in India & 2 Overseas offices
in USA & Canada & serving more than 2500 customers. DesignTech is Strategic Business
Partner of STRATASYS, USA for promoting their leading Rapid Prototyping Solutions in
India. With the help of Stratasys, DesignTech is helping Indian Industries to implement
RP Technologies with proper training & technical support to reduce their Design Cycle
Time & Production Cost.
DesignTech is also Strategic Business Partner for Siemens PLM, Altair, Autodesk &
Mathworks for promoting their CAD/CAE & PLM Solutions in India. Designtech has
Engineering Services Division & CAD Academy to provide services for Automotive,
Aerospace & Defence, Electromechanical & Consumer Goods, Power & Energy.
The FDM process creates parts by extruding molten thermoplastic in fine layers to build
the part layer by layer. The PolyJet process also creates parts by building in layers but
employs an ink jet style jetting process to apply photopolymers in fine layers and
simultaneously cures them with ultraviolet light.
Stratasys systems are used by manufacturers to create models and prototypes to aid in
the new product design process.
2. Mr Rajagopal - Director RS OTIFAS (P) Ltd
MBA Operations, B Tech Industrial Engineering, Lean Six Sigma Black Belt, Specialisation in Total Quality Management. 18 years experience in Indian Air Force in the field of Plant Maintenance, Quality Management Systems, Lean Manufacturing, Six Sigma, Total Quality Management. Associated with TERI-SIDBI for implementation of Lean Manufacturing as vendor development program for auto parts manufactures of Mohali, Punchkula and Chandigarh clusters in the year 2011.
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Lean Manufacturing Consultant for National Productivity council for scientific Instrument Cluster at Ambala, as part of Lean Manufacturing Competitiveness Scheme (LMCS) by MSME
3. Mr Saurabh Singh – CEO SRDD
4. Mr Ajai Malhotra - GM Tech SGS Tekniks Manufacturing Pvt. Ltd
Expert in Design and Development, R&D management, Design consultancy – 30 years experience in electrical and electronics.
Developed new products (SMPS based adaptors and SMPS based control cards) for Eureka Forbes/Aquamall.
Guided design team for writing embedded code and LabView code.
Automated Test Solutions for Hella, Landis+Gyr, Pricol, OSRAM and export products.
Redesigned products for the purpose of cost reduction and performance improvement and removal of design defects.
Did Field Failure analysis and CAPA.
Developed MDA fixtures for various products.
Overall, more than 30 years experience in this field.
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5. Mr Sunil Tyagi – Director Noundesign Innovation Pvt Ltd
Interactive technologies expert, graduate from National Institute of Design, Ahmadabad,
and has also done bachelor degree in Architecture from Govt. College of Architecture
from Lucknow. Design innovation evangelist, created hi-end Interactive environment
and Virtual experience for Whirlpool, Le-Meridian, Timax, Educomp, Panasonic,
Swarovski, Club Czar etc. Sunil has also done research based design oriented project
with some of the big names in industry like Geoffry Phillip, Usha Fans, Catch (DS group),
CII (Rural Business Hub) etc.