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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

ra_instruments12@yahoo.com +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. Raco_india@yahoo.com +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

info@ambalaelectronicinstruments.com +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

Sharma_electrical@yahoo.com +91 171 2634570

2777/4, DC Road Ambala Cantt 133001

Discussion reflected in cluster issues of report.

Raja Electronics and Electricals

Raja_amb@rediffmail.com +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 ommeters@gmail.com +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

43

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

44

Guest speaker Ajai Malhotra explaining valuable points

Thapar university team with participants Alok Asthana facilitating experiential learning

Activities - Day 5 – 24 Jan 13

45

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

47

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.

54

( 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.