i2i bulletininssanindia.com/pdf/july18sept18inssanbulletin.pdfijuly'18-s n 1 official bulletin...

1Inssan-July'18-Sept.'18 .Vol.30.No.2

Official Bulletin Of indian natiOnal SuggeStiOn SchemeS’ aSSOciatiOn

B u l l e t i n

For Private Circulation Only

• July '18-September ’18 • Vol.30 • No.2i2i

Dear Members,We are starting the third quarter of the year. This is a quarter full of festivals and we are all looking forward to it with hope that it will boost the business.As you are all aware that our INSSANs much awaited National Convention is round the corner and is scheduled to be held in Pune during 18-19th January 2019. We are sure that you have received the Brochure for this 29th Convention and getting ready to participate.We have selected the Theme for this forum - E M I : Engage, Motivate, Implement.Our idea for selecting this theme is that the suggestion schemes in any form selected by an organisation is the most significant contributor in enhancing employee engagement. The data available from organisation over several years bears testimony. It is well known that engaged employee results in higher productivity, improved bottom line ,better talent retention etc.Higher employee engagement is an outcome of the motivational practices in an organisation along with robust and quick implementation processes.We are looking for keen contests amongst the participants which will also be an opportunity for knowledge sharing and interaction at the Convention.This bulletin has very interesting article from our NIC Chairman Mr Yogesh Munjal and news about other events.On behalf of all my colleagues and myself I wish all members and their families Happy Diwali and prosperous year.

Umesh Bapat

2 Inssan-July'18-Sept.'18 .Vol.30.No.2

EDITORIAL

For this bulletin by your success stories, inno-

vative ideas on improvement in your organ-

isations, Employee Involvement activities for

sharing with others. Your participation will add

value to this bulletin.

- Editor

A REQUEST! All Members, who have not yet paid subscription for The year 2017-18

2018-19 and earlier years, are requested to do so immediately. Kindly quote your GSTIN no. to us.

Dear Member Colleagues,We are pleased to put the INSSAN Bulletin issue in your hand,covering the period of July’18 to Sept.18.We are sure you will like the same as informative and you will enjoy the same.

Thank you for your positive responses to our earlier issues.In this issue you will find 1. Welcome to new members2. Under ‘Did you know‘ series about RADAR.3. Photos of INSSAN AGM held on 15th July for 2015-

2016 and 2016-2017 and also 2017-2018 held on 30th September with list of members present.

4. Reminder of 29th NC of INSSAN to be held on 18/19 January 2019.

5. WIC conducted a programme on 17th and 18th of July at Pune on the subject of Industry 4.0,you will learn about the subject as well as function photos.

6. Contributions from our member organisations-a] IFFCO-AONLA,PARADEEP,KANDLA-some of their case studies.b] GMR-Kaizen.

7. Aurangabad Chapter CSR activity report by Dr. Supriya Saptarshi.

8. An article from Stephen Shapiro-“ Why it’s time to become your company’s Chief Laziness Officer “

9. An article from none other than our NIC Chairman Mr.Yogesh Munjal on Why we should listen to employees- “ Competitive Advantage through Employee Voice “.

10. An article from Jeffrey Baumgartner on "Secret to Creativity".

11. INSSAN Membership Form.

PLEASE NOTE THAT The last date for receiving entries has been extended to 15th November 2018.Recently, I came across a book “ INNOVATE “-90 days to transform your business by Dr. Rekha Shetty. Published by Penguin Books.Practise the steps outlined in this book and become an innovation star.Constant and consistent innovation is the only sure-fire way to profitability,but many organisations are limited by the lack of an innovation culture.This book is the answer to this problem,allowing you to build a culture of innovation which embraces everyone from the doorman to the chairman.A daily implementation schedule,innovate will give you step-by-step ideas for yourself,your team,your department and your organisation.Start today and see the difference you can make.This 90-day plan will help you :• Create a climate which empowers everyone in the

company to achieve their full potential.• Launch an initiative which will invigorate the whole

organisation and put it on the path to assured profitability.• Build young,proactive commando teams,or innovation

spirals,trained to think outside the box.• Inspireteamleaderstotransformtheirdepartmentsand

the organisation through their youthful,proactive ideas.• Develop a daily plan to institutionalize innovation and

establish long-term culture change.We are sure you will like this issue of INSSAN as usual.

Sudhir Date Mob. No. 9820002373 Tel. No. 022-25221109

Email ID:- [email protected] [email protected]

Members are requested to contribute

For any additional information on INSSAN activities, please communicate at

Indian National Suggestion Schemes’ Association

A 62, Satyam CHSL,Devidayal Nagar,Dr.Rajendra Prasad Road,Opp.Municipal Gen. Agarwal Hospital,

Mulund-West,Mumbai-400080.

Tel. 9820118501

E-mail:[email protected], [email protected]

Website : www. inssanindia.com

Those who wish to receive INSSAN Bulletin, please communicate to The Editor


DID YOU KNOW?

Radar now has an important role in keeping the seas and the skies safe for traffic, but it began life

with the opposite intention when its inventor,Robert Watson-Watt,was asked to investigate the possibility of building a ‘death ray’.Robert Watson-Watt [Scotland] is generally credited as the inventor of radar, but, as with so many inven-tions,there were precursors and false starts before Watson-Watt invented the first practical system,As early as 1904,Christian H. Ismeyer [Germany] pat-ented a system of ‘employing a continuous radio wave to detect objects‘ as a collision-warning system for ships.A patent filed in 1926 by John Logie Baired [ Scotland ] describes ‘method of viewing an object,-by projecting upon it electromagnetic waves of short wavelength‘, which constitutes a form of radio detec-tion, and in 1933 Rudolf Kuehnold [Germany] devel-oped radio detection equipment and demonstrated it in Kiel Harbour the following year.However,a crucial function of radar is rangefinding, & the first equipment to enable detection and rang-ing was invented in 1935 by Wattson-Watt,who had previously researched the use of cathode ray direction finders to detect thunderstorms [patented in 1926].In January 1935 Watson-Watt was asked by the Committee for the Scientific survey of Air Defence to investigate whether radio waves could be used to destroy enemy aircraft.On 12 February he replied that radio waves would be insufficient to actually de-stroy an aircraft, but that planes could be detected by bouncing radio waves off them,measuring the de-lay before the echo returned and thereby calculating the direction and distance of the aircraft.Two weeks later,on 26 February,he demonstrated radar by plot-ting the course of a Heyford bomber from eight miles away and on 17 September he filed a patent for the first practicable radar system.Until 1943 radar was known in Britain as RDF or radio direction finding.Meanwhile,it was developed independently in Germany and in the USA,where US Navy Commander S.M.Tucker coined the phrase radar from radio dectection and ranging.Professor P.M.S.Blackett [ Britain ],a member of the Committee for the Scientific Survey of Air Defence

that commissioned Watson-Watt to investigate the ‘death ray‘, said that without radar ‘the Battle of Britain in 1940-a near thing at best-might have been lost,with incalculable historic consequences‘.The Inventor : Robert Watson-Watt1892 Born Robert Alexander Watson Watt on 13

April in Brechin, Scotland [only later does he hyphenate his surname].

c.1910 Educated at Dundee University and the University of St.Andrews.

c.1915 Works in the Meteorological Office,at the-1940 Dept.of Scientific & Industrial Research and

at the National Physical Laboratory and is appointed Superintendent of the Radio Research Laboratory.

1935 Presents a paper entitled:’ Detection and Location of Aircraft by Radio Methods ‘.Demonstrates a working radar system.Files a patent for: ‘ Improvements in or relating to wireless systems ‘ [not granted until 1947 on the grounds of secrecy].

1940 Appointed Scientific Advisor to the Air Ministry.

1941 Elected a fellow of the Royal Society.1942 Receives a knighthood.1958 Publishes Three Steps to Victory.1973 Dies on 5 December in Inverness,aged 81.

Compiled by : Mr. Sudhir Date

RADAR


Welcome To New Members-Corporate

Sr.No.

Mem-bership No.

Name of the Organisa-tion and address

Principal Nominee Alternate Nominee

1 20516 BSES YAMUNA POWER LIMITEDBSES,Shakti Kiranbuilding,In front ofKarkardooma Court,Karkardooma,New Delhi-110092

Mr. Vipin [email protected]

Mr. Abhik Siddiqui- [email protected]

2 20517-SSI

GURU DEV INDUSTRIES,211,Gali No.7, Samaipur, Delhi-110042

Mr. Manmeet Singh-Partner9896859178/[email protected]

Mr.Sanjay [email protected]

3

20518

SMR Automotive Systems India Limited,B-11&12, Sector-85,Gautam Budh Nagar,Noida,U.P.

Mr. Lalit Mohan Papnoi-Mgr.HR & [email protected]

Ms.Pooja Kashyap- HR [email protected]

4

20519-SSI

Sai Engineers, FCA-3659, Near Raja Chowk,SGM Nagar-NH3,NIT Faridabad-121001.

Mr.Rajan Khurana-Plant [email protected]

Mr.Narinder [email protected]

5

20520-SSI

Bhumie Fabrics,Gurukul Indraprastha Industrial Area,Faridabad-121003.Haryana.

Mr.Sandeep [email protected]

Ms.Ranjana [email protected]

6

20521-SSI

Durable Fastners, MCF-5418,Sanjay Colony,Sector-22-23 Road,-Faridabad.

Mr.Sarabjeet Singh [email protected]

Mr.Kamal Kumar-Head Q.A.

7

20522-

Mahindra & Mahindra Ltd.Autumotive Sector,Sector-5,Integrated In-dustrial Estate, SIDCUL,Haridwar-249403.Uttarakhand.

Mr.Satyavir [email protected]

Mr.Bhaskar Pandey-Deputy [email protected]

8

20523

Mark Exhaust Systems Ltd.,NH8,39/7,Delhi-Jaipur Highway,Village Begumpur Khatola,Gurgaon, Haryana-122001.

Mr.Mahesh Saraswati-VP-Operations9953121607mahesh.saraswati@markexhaust.com

Mr.Ashok Gupta-GM-HR/[email protected]


Glipmses of Annual General Meeting of 2015-2016 and 2016-2017

Glipmses of Annual General Meeting held on July 15,2018 at MCA-BKC

Presentation by Mr.Hemant Gulati-GM-Airport Operations & COO-Office alongwith Mr.Umesh Pathania-Associate

Mgr.-QSD & Oprn and Process Excellence.

Mr.M.M.Brahme-Hon.Secretary

Participants

Participants

Mr.Ashok Sharma-MC Member

Concentrating on topic- Mr.M.M.Brahme, Mr.U.S.Bapat, Mr.A.B.Mankar


Glipmses of Annual General Meeting for 2017-2018, held on 30th Sept.2018

Mr.U.S.Bapat-President and Treasurer Mr.A.B.Mankar

Participants

Participants

Another view of Participants

Long View of Participants


Two day Workshop organised by INSSAN - WIC Pune on "Being Ready to Getting ready - Decoding Industry 4.0" at SKF India

Ltd. Pune on 17th & 18th July 2018

What is Industry 4.0—the Industrial Internet of Things (IIoT)?

Industry 4.0 refers to a new phase in the Industrial Revolution that focuses heavily on interconnectivity, automation, machine learning, and real-time data. Industry 4.0, also sometimes referred to as IIoT or smart manufacturing, marries physical production and operations with smart digital technology, machine learning, and big data to create a more holistic and better connected ecosystem for companies that focus on manufacturing and supply chain management. While every company and organization operating today is different, they all face a common challenge—the need for connectedness and access to real-time insights across processes, partners, products, and people.

That’s where Industry 4.0 comes into play.

Industry 4.0 isn’t just about investing in new technology and tools to improve manufacturing efficiency—it’s about revolutionizing the way your entire business operates and grows.

The world of manufacturing is changing. To survive and thrive now, you have to be willing to invest in Industry 4.0. This resource will help you get started.

Evolution of Industry from 1.0 to 4.0

Before digging too much deeper into the what, why, and how of Industry 4.0, it’s beneficial to first understand how exactly manufacturing has evolved since the 1800s. There are four distinct industrial revolutions that the world either has experienced or continues to experience today.

The First Industrial Revolution

The first industrial revolution happened between the late 1700s and early 1800s. During this period of time, manufacturing evolved from focusing on manual labor performed by people and aided by work animals to a more optimized form of labor performed by people through the use of water and steam-powered engines and other types of machine tools.

The Second Industrial Revolution

In the early part of the 20th century, the world entered a second industrial revolution with the introduction of steel and use of electricity in factories. The introduction of electricity enabled manufacturers to increase efficiency and helped make factory machinery more mobile. It was during this phase that mass production concepts like the assembly line were introduced as a way to boost productivity.

The Third Industrial Revolution

Starting in the late 1950s, a third industrial revolution slowly began to emerge, as manufacturers began incorporating more electronic—and eventually computer—technology into their factories. During this period, manufacturers began experiencing a shift that put less emphasis on analog and mechanical technology and more on digital technology and automation software.

The Fourth Industrial Revolution, or Industry 4.0

In the past few decades, a fourth industrial revolution has emerged, known as Industry 4.0. Industry 4.0 takes the emphasis on digital technology from recent decades to a whole new level with the help of interconnectivity through the Internet of Things (IoT), access to real-time data, and the introduction of cyber-physical systems. Industry 4.0 offers a more comprehensive, interlinked, and holistic approach to manufacturing. It connects physical with digital, and allows for better collaboration and access across departments, partners, vendors, product, and people. Industry 4.0 empowers business owners to better control and understand every aspect of their operation, and allows them to leverage instant data to boost productivity, improve processes, and drive growth.


Glimpses of Two day Workshop organised by INSSAN - WIC Pune on "Being Ready to Getting ready - Decoding Industry 4.0"

at SKF India Ltd. Pune on 17th & 18th July 2018


Case Studies from IFFCO - Aonla-I Utilisation of Flash Steam generated in Steam

Condensate Tank as motive fluid in booster Ejector (EJ-2) in Urea-I Plant.

Original System

Steam Condensate tank receives condensate from various steam consumer points. Due to difference in temperature and pressure of condensate receives from various consumer points and steam condensate tank, flash steam (2.0 kg/cm2a) is generated in condensate tank. This flash steam is condensed in a condenser which is an integral part of this conden-sate tank. Cooling water is used as cooling media in condenser. Heat of flashed steam is extracted by cooling water and condensate formed in condenser returns to condensate tank for further use.

After Modification

Urea solution is being concentrated from 85 to 99.5% in Evaporation & Vacuum section. In existing system, vacuum in Evaporation & Vacuum section is created by set of ejectors in which low pressure steam (4.5 kg/cm2a) is used as motive fluid.

Modified System:

Booster ejector is located at the downstream of 2nd Stage Separator in which flash steam is now used as motive fluid in place of low pressure steam (4.5 kg/cm2a). For usage of the generated flash steam, cooling water flow to condenser has been stopped. Available flash steam is guided to the inlet nozzle of booster ejector of 2nd Stage Separator in Evap-oration & Vacuum section. With the above modifi-cation, low pressure steam (4.5 kg/cm2a) has been saved.

Original System

Steam Condensate tank receives condensate from various steam consumer points. Due to difference in temperature and pressure of condensate receives from various consumer points and steam condensate tank, flash steam (2.0 kg/cm2a) is generated in condensate tank. This flash steam is condensed in a condenser which is an integral part of this con-

densate tank. Cooling water is used as cooling media in con-denser. Heat of flashed steam is extracted by cooling water and condensate formed in condenser returns to conden-sate tank for further use.

After Modification

Urea solution is being con-centrated from 85 to 99.5% in Evaporation & Vacuum section. In existing system, vacuum in Evaporation & Vacuum section is created by set of ejectors in which low pressure steam (4.5 kg/cm2a) is used as motive fluid.

Modified System

Booster ejector is located at

Contribution by Mr.Neeraj Rajesh and Mr.G.K.Rani


Case Studies from IFFCO - Aonla-II Utilization of process heat available in MP Decomposer

Separator (MV-2) off-gases for concentrating recovered Urea Melt which gets diverted to Urea solution tank during backend

shutdown of Urea Plant.

the downstream of 2nd Stage Separator in which flash steam is now used as motive fluid in place of low pressure steam (4.5 kg/cm2a). For usage of the generated flash steam, cooling water flow to con-denser has been stopped. Available flash steam is guided to the inlet nozzle of booster ejector of 2nd Stage Separator in Evaporation & Vacuum section. With the above modification, low pressure steam (4.5 kg/cm2a) has been saved.

Benefits of Modification:

With the above modification, heat from condensa-tion of flash steam which was earlier being dumped

in cooling water is now utilised in Booster Ejector of Evaporation section to maintain vacuum. Approx-imately 2.9 MT/hr LP steam has been saved which is equivalent to HP Steam saving of 1.8 MT/hr.

Saving & Payback

Energy Saving achieved : 9190 Gcal/annum

Monetary saving : Rs. 200 Lakhs/annum

Investments : Rs. 3.0 Lakhs

Payback Period : Less than a week

Original System:

Formation of urea consists synthesis of Ammonia and Carbon dioxide at high pressure (160 Kg/cm2) & high temperature (1900C). As the Urea formation

in High Pressure Synthesis Section is around 60%, mixture of urea, ammonia and carbamate solution is passed through different pressure sections to recov-er urea and recycle unconverted feed. Urea solution

Contribution by Mr.Neeraj Rajesh, Mr.Lalit Mohan Gangwar and Mr.Luvkush Rathore


is concentrated in Medium Pressure, Low Pressure, Pre-Concentrator and Vacuum & Evaporation Sec-tions respectively then melt urea solution is sent to the top of prill tower to make urea prills.

In Vacuum & Evaporation Section of urea plant, urea solution is concentrated from 80% to 99.97% by us-ing LP steam in two stage vacuum system operating at 0.3 kg/cm2a and 0.03 kg/cm2a.

During weekly preventive maintenance of backend equipments and flushing of condensers, urea solu-tion is diverted to melt recovery tank. Apart from this, around 30MT of Urea slurry is transferred from urea dissolving tank to melt recovery tank. This amounts to around 500 MT Urea solution (of 70% concentra-tion) which has to be recovered per week.

During urea melt recovery cycle, this urea solution was concentrated in 1st Stage Evaporator which re-quired additional LP steam consumption of around 3.0 MT/hr. In the integrated steam system, this addi-tional requirement of steam affects the whole com-plex LP steam balance.

Modified System:

In Urea plant, Vacuum Pre-Concentrator at the up-stream of Vacuum & Evaporation section utilizes pro-cess heat of MP Decomposer off-gases to concen-trate Urea solution from 70% to 80%.

Temperature of MP Decomposer Separator off-gases at outlet of Vacuum Pre-Concentrator Exchanger re-mains 115 °C, which has to be further cooled to 85 °C with cooling water as cooling media in MP con-denser, before sending to MP Absorber. Around 6.6 Gcal/hr, process heat was being thrown into cooling water.

In order to utilize this additional process heat in Pre-concentrator, discharge of melt recovery pump is connected to the inlet of Pre-Concentrator. With this modification, process heat of MP Decompos-er off-gases is utilised to concentrate the recovered urea solution and resulting in saving of LP steam in 1st Stage Evaporator.

Benefits of Modifications

With the implementation of above modification, ad-ditional LP steam requirement during melt recovery cycle has eliminated. Heat thrown in cooling water is also reduced due to temperature reduction of MP decomposer off-gases at MP Condenser inlet where cooling water is used as cooling medium.

Saving and Payback

Energy Saving achieved : 4900 Gcal/annum Monetary saving : Rs 130 Lakhs/annum Investments : Rs. 5.0 Lakhs Payback Period : Less than a month


Case Study on “ Piling Methodology at Bagging Expansion Project of IFFCO Kandla

Contribution by Mr.Devendra Ganolia & Mr.Akshay PandeySuggestion No: 1617000103

Suggestion Title: Use of Temporary Liner Instead of Permanent Liner for Cast in Situ Piles at bagging expansion project

Introduction

Bagging Expansion project at IFFCO Kandla includes installation of additional 42 nos. of Bagging Machines with Existing 16 nos. of Bagging Machines to enhance bagging capacity and stacking capacity of bagged product on platform by merging the two platform. This will result in less deformation of railway rack, less shunting of wagon and it will create more space on platform for stacking of packed product.

The Expansion Facility will enable daily handling of 4 rakes equivalent to about 16,000 MTPD Bulk fertiliser and annually 35-40 lakh MTPA fertiliser including imported fertiliser.

For constructing above facility, building was divided into two components – Superstructure part & Substructure part.

Challenges in substructure part

As per geo technical investigation report, safe bearing capacity of existing soil at proposed location was extremely low to handle high design load of superstructure & uplift pressure due to high ground water table. So piling was the only suitable option to transfer superstructure load to stronger sub stratum below.

There are two major methods of concrete piling for civil works :

I. Pre cast : Pile are casted at site before hand & then driven mechanically into soil with the help of diesel/hydraulic hammer.

II. Bored Cast in situ : In this case, firstly a bore hole is made into soil with up to required depth & then casting is done after lowering of reinforcement with the help of tremmie pipe.

As per design requirements, each pile should be able to withstand 165 MT vertical load which has to be transferred to 26 m below ground level to a harder strata. Total no of piles to casted & bored/driven were 756 which need to be completed in given time frame of six months in order to complete project within stipulated time period.

However selection of appropriate piling methodology depends on site condition which was posing challenges in following ways :-

a) Top layer of soil where piling need to be done is in loose condition. Also water table is high.

b) Site is blocked from three sides, so movement of crane is very restricted.

c) Location of critical structures such as ammonia is in nearby location.

Reasons for not adopting Pre cast piles for bagging expansion project :-i. Space limitationii. Vibration during driving of pilesiii. Depth and dia. limitations.iv. Higher costv. Difficult handling vi. Insufficient no. of vendors availableReasons for adopting Bored cast in-situ piles for bagging expansion project.

i. High load capacityii. Higher depth and dia. can be adopted.iii. No vibration during execution iv. Less cost v. Sufficient no. of vendors availableProposed Methodology

IFFCO Kandla has previously carried out cast in situ piling work for barge jetty as well as HAG KI project. In HAG KI project, 6 mm MS liners were used. However in bagging plant expansion project, we have proposed that instead of using permanent MS liner, only temporary liners will be used. Basic purpose of liner is to protect weak soil strata from collapsing during boring operation. However we have studied present soil condition of site & found that instead of using permanent liners, we can manage effective cast in situ piling using temporary liners & ensure no collapse of loose soil by following ways :

i. Use of improved piling technologyii. Continuous piling activitiesiii. Bentonite slurry iv. Temporary liner.


Accordingly we have gone for cast in situ piles using temporary liner up to approx. 5m depth which can be retrieved immediately after casting of pile. This has been successful & all the functional parameters i.e. load carrying capacity, integrity of pile etc. are met.

Saving Calculations

A. Calculation of liner cost

SN Desc. Dia (M)

“A”

Overlap (M)

“B”

Depth of liner (M)

“C”

Plate thk. (mm)

“D”

Density (MT/M3)

“E”

Weight ( MT)

[(Π x A + B) x CxDx E]/1000

1. 12 mm liner bottom

1.012 0.1 2.0 12 7.85 [(3.14x1.012+0.1)x2x12x 7.85]/1000 =0.618

2. 06 mm main liner

1.006 0.1 10 6 7.85 [(3.14x1.006+0.1)x10x6x7.85]/1000 =1.535

Total Liner weight 2.153 MTTotal Liner weight including wastage 2.2 MT

Liner material, rolling, fabrication and erection cost: 2.2 MT x 70,000 : Rs. 1,54,000.

Total cost saving for 756 nos. of piles for bagging expansion Project : Rs. 1,54,000 x 756 : Rs. 11.6 Crore.

B. Calculation of electricity costPer pile saving from liner consumption = 2.2 MT Cost of electricity required for rolling & fabrication of Structural steel/MS liner = Rs.1.5 per kgTherefore, saving of electricity per pile = 2200 x 1.5 = Rs. 3300Total saving from electricity consumption for 756 piles = 756 x 3300 = Rs. 24,94,800, Say 25 lakhs

C. Calculation of inventory costApproximate cost incurred due to inventory expens-es i.e. freight, insurance, handling, ground run etc. = 10 % per annumTotal Material to be procured = 2.2 x 756 = 1663.8 MTTherefore saving from inventory expenses due to non – procurement of MS liner for 756 piles per month = (0.1 x 1663.2 x 45000)/12 = Rs. 6,23,700

D. Total savings

Description Saving

Liner Rs. 1164 lakhs

Electricity Rs. 25 lakhs

Inventory Rs. 6.23 lakhs

Total Saving Rs. 1195.23 lakhs

Benefits of Suggestion:i. Due to permanent liner, load bearing capacity

due to friction effect get reduced, however without liner friction effect shall also be taken into the account for calculating vertical pile load capacity.

ii. Time saving for fabrication permanent liner.iii. Erection time losses reduced.

iv. During erection of liner various MS plates get bulged and due to this piling activities get hampered.

Environmental benefits i. Natural resource saving.ii. Reduction in emission of greenhouse gases like

CO2 during manufacturing process of steel due to less consumption of MS liner.

iii. “As per report of World Steel Association, 1.8 tonnes of CO2 is generated for producing 1 ton of steel. Therefore going by this formulation, approx. 2985.84 tonnes CO2 has been prevented from being emitted due to non procurement of 1658.8 MT steel/MS liner.”

iv. Consumption of electricity, fuel etc. gets reduced.

Figure 1 : Piling operation with the help of tempo-rary liner is in progress


Case Studies from IFFCO Modification for protection of dust seal for enhancing life of hydraulic cylinder used in Excavators

Satyabrata Mohapatra, Ch. Tech (Central Workshop) IFFCO Paradeep Unit

Need behind the modification

TATA HITACHI EX300/350 long arm excavators at IFFCO Paradeep are working at a height of 40 mtr from ground level, on top of gypsum stack and there were frequent failure of hydraulic cylinder in the machine. To attend any breakdown either the machine need to be brought down to ground level or we had to reach the height with group of three to four people along with tools and tackles and necessary spares, the job was not only rigorous but also expensive as lot of spares and lubricants were being consumed in this process.

To overcome the problem we were in search of a solution which can minimize the failure. In this regard we analyzed the failure minutely; why the problem was occurring repeatedly.

consequent failures like low life of hydraulic cylinder seal kit, frequent leakage of oil from cylinder, pumps and other aggregates, failure of hydraulic system etc were observed on a regular basis. Foreign particle were entering inside the cylinder and getting mixed with hydraulic oil and circulated in the whole circuit of hydraulic system. This lead to frequent replacement of filter, oil cylinders etc which was costly and involves high downtime of equipment and reliability level of equipment was decreasing.

Brief study about the failure and cause of failure

After analyzing the failure we reached to the conclusion that this is due to premature failure of dust seal. In original design of cylinder, dust seal was placed at the mouth of cylinder (as shown in Fig.1) which was getting dislocated from its location during operation due to inadequate locking system of the dust seal and sticky nature of material being handled. Due to dislocation (as shown in Fig. 3) of dust seal, foreign materials like gypsum and mud were getting a path for entering inside cylinder and getting mixed with the hydraulic oil in the system (Fig. 4). As a result the oil was getting contaminated which was chocking the filter leading to frequent filter replacement. Along with the above problem

Suggested modification

To resolve the problem the Original Equipment Manufacturer was contacted but they were unable to provide any solution. Then we tried to do some modification & after two failed attempts, in third attempt we are able to get the solution. We prepared one lock ring (as shown in Fig. 5 & 6) of (160 OD x 95 ID 15 Thickness) with a 3 mm grove in the ID for accommodating additional wiper seal and mounted over the head of cylinder The role of the lock ring is to protect dust seal in its seating place and wipe out some amount of foreign materials from piston rod with help of additional wiper seal during operation. Suggested modification had been implemented successfully in all the machines and increased the efficiency and life of bucket cylinder and hydraulic


system as well as reduced the down time of machine.Consumption of seal kit & cylinder (In last 6 years) Year 2012 to 2014 - BEFORE MODIFICATIONYear 2015 TO 2017 - AFTER MODIFICATIONInvestment: Lock nut is made from scrap plate hence NO INVESTMENT COST is involved.

Tangible Benefits

• Saving of Rs 4.0 lakhs per year towards consumption of cylinder and sealkit.

• Saving on man-hour for maintenance.

• Saving on spares, pumps, valves etc.

Intangible Benefits

• Down time of machine has been reduced.

• Life of the hydraulic system has been increased.

• Hydraulic oil consumption has been reduced.

Case Study on Samaritans from JNEC Transforms Urban Void into a Social Nucleus

*Students Architecture Department, MGM’s J.N. Engineering College**Assistant Professor, Architecture Department, MGM’s J.N. Engineering College***Professor and Head, Architecture Department, MGM’s J.N. Engineering College

Mahatma Gandhi Mission’s Jawaharlal Nehru En-gineering College is one of the premier colleges

in the Marathwada region. Alongwith imparting do-main knowledge, college also encourages its students for sharing social responsibility. With the support and guidance of Management and Principal and in col-laboration of National Association of Students of Ar-chitecture (NASA), suggestions from student’s were invited at college level for tackling some city based issues, which were further screened and shortlisted for implementation. Three problem statements con-cerning Aurangabad city were selected, where each problem statement selected was unique and critical for the city’s growth and development. One such problem, its solution and execution via suggestion scheme is discussed in this article.

With announcement of inclusion of Aurangabad

for the smart city project, tremendous infrastructur-al changes are being carried and planned for in full swing. No wonder with years to come, this city of Gates would be recognized for its infrastructure and

connectivity as well. Such a massive and dynamic growth is bound to create or rather already has start-ed creating urban voids. Urban voids are all areas in the city, whose functions and designs have not been decided and hence are the most underutilized and neglected places of the city. Few examples to list include; parking’s, basement areas, area below flyovers, rivers or drain lines, etc. Against the back-drop of decreased greenery, open grounds, gardens or public places, it’s imperative to reutilize and re-design such unused spaces for betterment of society.

Inspired with this ideology Department of Architec-ture, JNEC in association with the National Associa-

Contribution by Aurangabad Chapter CSR activity report by Dr. Supriya SaptarshiSushil Patil*, Pooja Patil*, Manasi Kale*, Nikita Sahuji*, Zainab Kabira*, Rutuja Todarwal*,

Saaya Kapoor*, Mr. Rohit Raka** and J. C. Gogte***


tion of Students of Architecture (NASA) finalized to reclaim site under Darga flyover which was neglect-ed since its construction. The space catered open defecation, vandalism and other disturbing activities deleteriously affecting the therein social life. A Team of students alongwith a teacher co-ordinator and HOD from Department of Architecture was consti-tuted to work on the Darga Project.

With due permission from the Muncipal Corpora-

tion, Aurangabad the Team initiated the project in July 2017. They cleaned the site, decorated the pillars of the flyover with paintings, graf-fiti, etc. and developed the entire area for the use of chil-dren and their parents for re-laxation and play the games designed under the flyover. It took almost a month for the students to make a change over of the said area. Seeing the concern and enthusiasm of Team JNEC, Ms Shobhatai Musande, local corporator, Auranagabad provided all the necessary financial assistance for the project. The space was

cleaned, painted and made comfortable for children, senior citizens and all others citizens for socializing, relaxing and refreshing.

The project turned out to be so impactful that nu-merous people came to help the team JNEC in this task. The adjacent ‘Gurukul’ school was so impressed with the work that they took up the responsibility of maintaining the space for the coming future.

The Secret to Creativity

Jeffrey Baumgartner© 2007 Bwiti BVBA - creativejeffrey.com • Erps-Kwerps, Belgium

The secret to creative thinking is to start with good problems. Then you need to turn those problems

into thought provoking challenges. After that, great ideas will almost invent themselves.

Almost every creative idea is a potential solution to a problem. Einstein's theory of relativity was about solving a discrepancy between electromagnetism and physics. Post-its were about finding a use for not very sticky glue. Picasso's cubist paintings were about solving the problem of representing three dimensional space on two dimensional canvases. And so on and so on.

Before you even think about generating ideas, you need to turn your problem into a challenge. Because if you start generating ideas to solve the wrong

problem, you may have great ideas - but they will probably be lousy solutions.

A self-employed woman is window shopping and sees a beautiful dress. She thinks that it would be perfect for an upcoming reception where she hopes to impress prospective clients. Sadly, the dress costs £3000 and her bank account is nearly empty. She thinks to herself: "how could I earn £3000 in order to buy that dress?" She might come up with some great ideas.

But the truth is, her problem has nothing to do with the dress. Her problem is that she needs to develop new business. One way to do that is to acquire new clients. Wearing a stunning dress to a reception might be one method of solving that problem. But


there are many more solutions - and a lot of them are probably more cost effective than a £3000 dress, particularly if she hasn't much money.

Instead, she should be asking herself: "How might I acquire new clients for my business?" or better still, "In what ways might I develop more business?"

The latter question or challenge might lead to ideas like offering existing clients new products or services; increasing her prices; asking for referrals and other activities that have very little to do with new dresses and a great deal to do with building her business.

Most people are like the woman in the story above. When they have problems, they immediately look for solutions, sparing nary a thought for the problem itself. Creative people know better. They start by examining the problem and turning it into a creative challenge.

The best way to get started on turning your problem into a challenge is by writing down your problem in the centre of a sheet of paper. Now, try and break the problem down. Ask yourself "Why is this a problem?", "What is causing this?", "What is behind this?", "What other issues are at stake?" and so on. Ask "why?" until you can no longer answer yourself. Write all of your answers on the sheet of paper. At this stage, the core problem as well as key relevant issues will be apparent. Let's call this the big problem.

The next step is to turn the big problem into one or more short, simple challenges. Challenges usually start with

• "In what ways might I/we...?"

• "How might I/we...?"

• "What kinds of... might I/we...?"

Keep your challenges as simple as possible. Avoid:

• Restrictivecriteria

Restrictive criteria block open creativity. Leave them out of the challenge - but use those criteria later when it comes time to evaluate ideas.

• Combiningtwoormorechallengesinasinglechallenge.

Combining two or more issues in a single challenge (such as "how might we earn more income and work less?") tends to confuse brainstormers and results in ideas which fail to solve either problem. Best to divide such challenges into individual challenges and brainstorm one at a time. Start with the most important challenge first.

• Ambiguouschallenges

A challenge such as "need money" isn't really clear and is likely to result in ideas that are not really clear. Make your challenges clear to everyone. And phrase them using the words above.

Once you have got your challenge, you will find it remarkably easy to generate ideas that solve it. But before you start brainstorming, there are a couple of things you should bear in mind..

• Generate ideas first. Nothing more. Only after you have finished generating ideas should you even think about reviewing them and decide which one(s) to implement.

• When generating ideas, whether alone or in a group, prohibit any criticism whatsoever. Moreover, it is essential that you make note of every idea no matter how silly, daft or impossible it may seem. The silliest ideas are sometimes the most creative and often highly inspirational.

• Do not stop at the first idea that comes to mind. The first good idea that comes to mind is seldom the most creative - largely because it is almost always the most obvious. Better to generate lots of ideas and then decide which ideas to choose.

Thus the secret to generating great ideas is to start with a great challenge. Then generate, generate, generate ideas.


Con

trib

utio

n by

Mr.U

mes

h Pa

than

ia-A

ssoc

iate

Mgr

.-Q

SD &

Opr

n. &

Pro

cess

Exc

elle

nce


IndIan natIonal SuggeStIon SchemeS' aSSocIatIon

MEMBERSHIP APPLICATION FORM


Why It's Time to Become Your Company's Chief Laziness Officer

STEPHEN SHAPIRO, Author of Best Practices are Stupid,

"24/7 Innovation," "Goal-Free Living" and "Personality Poker" 7512 Dr. Phillips Blvd Suite 50-933, Orlando FL 32819, USA

My first real job was working for a large comput-er manufacturer in their production control de-

partment.

After two months there, the de-partment head called me into his office and told me I was the lazi-est person he'd ever met. And he meant this as a compliment.

When I first started this job, I worked 50 hours a week and my direct supervisor worked 60 hours a week.

Then, after a month, I was noti-fied that my supervisor was laid off and I was to in-herit all of his work. Faced with having to work 110 hours a week, I decided to take a hard look at what we were doing. In the past, I just did what I was told to do.

Over the course of a weekend, I analyzed all of the activities I now needed to perform. I discovered that only 20 percent of my work was high value add. This was the only work I really needed to do. The remain-ing 80 percent of my work fell into a few categories:

• Low Value Work - Many activities seemed to add little or no value. Although we had done these in the past, they were apparently no lon-ger necessary. I stopped doing these activities immediately and waited for someone to com-plain. No one ever did.

• Someone Else's Work - Several activities were really the responsibility of another department or individual. Therefore, I worked to get these activities assigned to the correct parties. Not only did this reduce my workload, but it also reduced the overall time required by the com-pany as a whole. When the right person is doing the right work, it is always more efficient.

• Manual Work to Be Automated - A large num-ber of "transactional" activities were done manually and were candidates for automation. None of these activities were particularly complicated. Therefore, I wrote some simple computer programs in a mat-

ter of hours that automated these processes. Back in those days, we used punch cards, so it was more complicated then than it is now!

After only two days of analysis and work, I managed to get my workload from 110 hours to 20 hours.

This drastic reduc-tion in work is the reason my boss called me lazy. In fact, he designated me as the depart-

ment's Chief Laziness Officer. My role was to go around and find inefficiencies in the work being done and help others become more efficient.

How can you become your company's Chief Laziness Officer?

Look at your work activities.

• What work do you do that is non-value add? Stop doing it!

• What work do you do that others should do? Reassign that work to the appropriate party.

• What work do you do that others can do? Dele-gate or outsource these activities. Get a "virtual assistant" to do your routine activities. Partner with someone who might be better skilled to do this activity.

• What work can be automated? Buy off-the-shelf software to help speed things up. Or find someone who can build you a custom appli-cation. With gig-economy websites like Fiverr.com, Upwork.com, and 99Designs.com, there are a so many inexpensive ways to outsource work.

Focus your energies on the items that truly add value and differentiate you from the competition. Elimi-nate, automate, or delegate the rest.

The goal is not to do more with less. You should strive to do less and get more.


Competitive Advantage through 'Employee Voice'

Mr.Yogesh MunjalChaiman NIC-CEO of Munjal Showa Ltd.

Let me start by what Daniel Shapero, Vice President of Talent Solutions, Careers & Learning, LinkedIn,

had to say about acquiring Glint, “I’m so excited for the potential of what we can do together. We believe that Glint has uncovered a modern HR best practice that every company should do: Regularly gather employee feedback on work, culture, and leadership, and give leaders the tools they need to translate those insights into action.” Glint showcased remarkable ways for employee engagement and helps people in organizations do their best work, develop their skills, and improves business results.

The concept of ‘work’ itself is undergoing a transformation. To understand this change one must dwell into the concepts of social expectations and motivation, which in turn would mean the shift in the traditional role of the employer. To be an ‘employee champion’, one must go beyond their definitive roles & consider how their employees think, behave and operate in their lives, to be able to truly and efficiently work with them.

Many studies show that it is important that the employees actively participate in the decision making of company. This not only helps the organization but also helps its employees become more aware about the environmental extremities and how to tackle them. Employees are no more just a cog in the machine but a much valued asset which gives the unique competitive edge to the organization.

To be able to trust the capabilities & the ideas of its employees and to believe that they would bring something extraordinary out of an ordinary day made Apple Inc. what it is today. "We miss Steve jobs. We worked with him and learned a lot from him. We won’t just miss seeing him on the world stage, we will miss the human being who looked us in our eyes and challenged us to do better". This is what the employee had to say about working with Steve Jobs. There are many such examples where the ‘employee voice’ has been subtly coaxed out and harnessed.

One can gauge the success and the failure of an organization based on how focused and driven the employees are towards meeting their goals and objectives. It is important however to assume the applicability on behalf of company to examine the strength and weakness of their employees. Since employee involvement can contribute to the improvement of products and processes, we believe that employers want all individuals to be involved. The organization can help employee achieve this by putting them through various trainings and developmental programs, which will help employees gain experience in terms of communicating effectively at all levels of organization and making it equally important for

the employee to know their roles in the operation of the company.

Hearing the employee’s voice can add extreme amounts of value to the organizational and produce a healthy internal environment and work culture. For instance Satyam, a United Kingdom information, communications and technology company have been known to have introduced a countrywide suggestion scheme named the "Idea Junction", where it receives over five thousand ideas per year from its employees where the company accepts around one fifth of them.

In various organizations Managers that encourage employees to come up innovative and creative ideas can have a variety of positive outcome for the business such as reducing costs, energy and waste consumption, occupational health and safety procedures, reward systems etc. Actively listening to the employees creates a committed employee base which in turn results in innovation. Once the wheel of innovation gains momentum, value generation gets unstoppable. Many companies encourage their employee’s opinions through contests, rewards, and bonus structures.

Instead of always finding ideas, suggestions and feedback from top-down processes, the power of crowd sourcing can be particularly effective in understanding what is truly important to employees. With the right tools, letting employees themselves ask and engage can bring issues that you need to be solving to the forefront. CEO’s, Executive leadership, and HR directors can use this data in real-time to determine trending ideas, conversations, and feedback. This allows them to take immediate action, and enables a proactive, rather than reactive, approach.

An enterprise is nothing but a piece of paper without its employees. So, always remember that for your business to flourish, employee involvement will be a crucial key to attaining your business goals. A company’s success doesn’t depend on streamlined processes, exceptional leadership, or even a world-class company culture – these don’t even matter without the ideas of the employees.

I would like to end by quoting Benjamin Franklin who once said "You tell me, and I forget, you teach me, and I remember, you involve me, and I learn." This statement emphasizes on listening to the voice of the employees and making them the part of the success and the stoppages of the company. Survival for business organizations is a critical issue in the present global environment and beyond. An appreciation of employee’s contribution toward the organization is important, given the competitive pressure in the market. Innovation as something new on its own cannot be achieved, but it ultimately depends on the knowledge, skills, and creativity of the employees.


Venue : Hotel Kalasagar,Plot no. 4, M.I.D.C., Old Mumbai -Pune Road,Near Nashik Phata, Pimpri, PUNE-411034. Tel.020-40717171/72.

email : [email protected] / [email protected] : http://www.hotelkalasagar.com


Dear Members,

The Annual Contests / Awards initiative recognizes Employee Involvement and Idea / Suggestion Programs, Teams, Individuals and Organisations for out-standing achievement in the process of Idea / Suggestion system management. Recognition by a National Body, like INSSAN, the only of its kind in India, has proved to be a very effective motivator. The Annual Contests and the coveted Awards are the Hallmark of INSSAN, initiated through a process, which recognizes outstanding achievement, by individuals, and Organisations through all areas of Employee Involvement.

It is my privilege to announce INSSAN CONTESTS 2018 in the following categories:

Excellence in Suggestion Scheme ( For Organisations)

Slogan – English & Hindi Best Suggestor Best Theme based Technical Paper

Best Evaluator Best Suggestion Best Presentation

Best Organisation (for Organisation) Best Exhibit Best Essay - English & Hindi

Best Poem - English & Hindi Best Poster

INSSAN Contests & Awards is an event every member looks forward to. It gives us great pleasure to invite all Member Organisations to participate in this year’s Annual Contests – 2018.

All Entries for these Contests except Theme based Technical Paper and Best Suggestor have to be sent to Mr. Sudhir H. Date, B1/7, 3rd Floor, Suman Nagar, Sion Trombay Road, Chembur, Mumbai – 400 071.

The Theme based Technical Paper entries have to be sent to Mr. Jayprakash Zende, Consul-tant and Freelance Trainer 2, Samarth Apartment, 4 Nilkamal Society, Karve Nagar, Pune 411052 • email: [email protected] Cell: 9422000574 Tel: 020 25464582

Best suggestor to Mr. Amit Mankar, Hon. Treasurer, INSSAN Type IV, Vaikunth -9, RCF Colony, Chembur, Mumbai - 400074. • Tel. : 022 -25522388 • Cell : 9867356495 • Email - [email protected].

Only Award Winners, will be communicated the result of respective contest through their Principal Nominee.

All INSSAN members are eligible. Members may nominate anyone within their Organisation, including them-selves. INSSAN continues to grow year after year, so is the enthusiasm to participate in Annual Contests. The coveted Awards won in this contest are a feather in the cap of Organisations. We also appeal Organisations having other Employee Involvement Programs like Kaizen, TQM, TPM, QC, 5S, SGA etc. to furnish a write up /data, in the Excellence Form given in the brochure.

Looking forward to the receipt of entries from each and every one of you from within INSSAN family.

With best regards,

MANGESH M. BRAHME, Chairman –National Contests & Awards – 2018

29th National Convention on 18th & 19th January 2019


Slogan English & Hindi : 15th November, 2018

Best Suggestor : 15th November, 2018

Poster: 15th November, 2018 Best Evaluator : 15th November, 2018

Essay English & Hindi: 15th November, 2018

Best Poem English & Hindi : 15th November, 2018

Excellence in Suggestion Scheme : 15th November, 2018

Last Date of Receipt of Sponsorship / Advertisements

31st December 2018

Last Date of Receipt of Nomination of the Delegates 31st December 2018

Last Date of Receipt of Theme based Technical Paper

15th November 2018

All Entries Except Theme Based Technical Paper & Best Suggestor

Have To Be Sent On The Following Address

Mr. SUDHIR H. DATE Past President & Editor INSSAN

INDIAN NATIONAL SUGGESTION SCHEMES’ ASSOCIATIONB 1/7, 3rd Floor, Suman Nagar, Sion Trombay Road,

Chembur, Mumbai – 400071

Tel.: 022-25221109 Cell : 98200 02373

Email :[email protected]/[email protected]

Dates to Remember...Last Dates of Receipt of Entries


Delegate Fees

INSSAN- Member organizations Rs. 6500/- per person plus GSTIN@18%. The above mentioned delegate fee is NET payable to INSSAN-Pune. All Award Winners have also got to be enrolled as Delegates for receiving awards. All contest participants have got to be enrolled as Delegates including accompanying coordina-

tors if any. The program is non-residential. The fee includes cost of participant kit, lunch and refreshments.

Delegate fee is payable by all including selected Theme based Technical Paper / Suggestor/Eval-uator contestants and recipients of National Awards / Award winners, who come for receiving awards.

The delegate fee, sponsorship fee is payable to INSSAN – Pune. The delegate fee is to be paid in advance only. Please communicate your GST Number for

raising Invoice.

29th NATIONAL CONvENTIONLAST DAy FOR NOMINATION OF DELEGATES IS

31ST DECEMBER 2018

PLEASE SEND DELEGATE NOMINATIONS TO

Mr. MANGESH ASHTEkAR HON. SECRETARy- wIC PUNE

Forbes Marshall Ltd.P.B.29, Bombay-Pune Road,Kasarwadi,Pune-411034. • Cell no.09823176559 • Email : [email protected], [email protected]

For any additional information, ContactMr. JAyPRAkASH B. ZENDE

Consultant & Freelance Trainer, 2, Samarth Apartments, 4, Neelkamal Society,

Karve Nagar, Pune - 411052 Tel-020-25464582 Cell- 09422999574

Email : [email protected]

Mr. MANGESH M. BRAHME Hon.Secretary, INSSAN

A 62,Satyam CHSL,Dr.Rajendra Prasad Road, Near Municipal Gen. Agarwal Hospital, Mulund-West,

Mumbai-400080.• Tel. 9820118501 Email : [email protected], inssan87@gmail.

com, [email protected]

Mr. AMIT. B. MANkAR Hon. Treasurer, INSSAN

Type IV, Vaikunth -9, RCF Colony, Chembur, Mumbai - 400074.

Tel. : 022 -25522388 Cell : 9867356495 Email - [email protected]

Dr. ABHAy kULkARNI Institute of Industrial & Computer Mgt. & Research,

HS-2, Sector 27 / A, Pradhikaran Nigdi, Pune-411044.

Cell-09822950405 Email : [email protected]

Mr. MANGESH ASHTEkAR Hon. Secretary- wIC Pune Forbes Marshall Ltd.P.B.29,

Bombay-Pune Road,Kasarwadi,Pune-411034. Cell no.09823176559

Email : [email protected], [email protected]

Mr. PRAkASH AvACHAT Flat No.11,Parimal Apartment,Damodat Estate,

Bhujbal Baug,Karve Nagar, Pune-411058. Cell-08380066692.

Email : [email protected]


Event Contest Last Day

Submissions of Contest Entries Excellence 15.11.2018

Slogan-E & H 15.11.2018

Poem-E & H 15.11.2018

Essay-E & H 15.11.2018

Poster 15.11.2018

Evaluator 15.11.2018

Suggestor 15.11.2018

Theme based Technical Paper 15.11.2018

Nomination of Delegates 31.12.2018

Sponsorship / Advertisement 31.12.2018

NOTE : Any submissions beyond last day may not be considered.

# Registration of Delegates

# Inauguration of the 29th National Convention

# Presentations of Contest Entries for : Suggestor, Theme based Technical Paper and Evaluator

# Award Distribution for already declared contest results : Slogan- E&H, Poster, Essay-E & H and Poem-E & H.

# Presentations of balance contest entries : Suggestor,Theme based Technical Paper and Exhibit

# Special Session : SS Presentation of some Organisations or Talk on Innovation o r Panel Discussion or Skit.

# Valedictory Session : Award Distribution for balance contest results : Suggestor, Suggestion, Presentation, Exhibit, Evalua-tor, Theme based Technical Paper, Excel-lence and Organisation.

18.01.2019-Friday 19.01.2019-Saturday

1st Day 2nd Day

Event Schedule for 29thth National Convention at Pune

28 Inssan-July'18-Sept.'18 .Vol.30.No.2Printed by Editor, S. H. Date, INSSAN Bulletin for Indian National Suggestion Schemes’ Association, Mumbai.

Book PostPrinted matter

To,

_______________________________________________________

_______________________________________________________

_______________________________________________________

If not delivered, please return to:

INDIAN NATIONAL SUGGESTION SCHEMES’ ASSOCIATION

A 62, Satyam CHSL,Devidayal Nagar,Dr.Rajendra Prasad Road,Opp.Municipal Gen. Agarwal Hospital, Mulund-West,Mumbai-400080.

Tel. : 9820118501

E-mail: [email protected] / [email protected]/ [email protected]

Website : www. inssanindia.com

Thinking makes

A Better Man

Suggestion Makes

A Better organisation

i2i bulletininssanindia.com/pdf/july18sept18inssanbulletin.pdfijuly'18-s n 1 official bulletin...

Documents