technology gap analysis of plastic industries located in delhi ncr

1

CIPET TECHNOLOGY GAP ANALYSIS

TECHNOLOGY GAP ANALYSIS STUDY

DRAFT -REPORT

ON

PLASTICS INDUSTRIES IN UDYOG NAGAR, NANGLOI

AT

DELHI

Submitted to

Technology Information, Forecasting and Assessment Council (TIFAC)

Department of Science and Technology (DST)

'A' Wing, Vishwakarma Bhavan, Shaheed Jeet Singh Ma rg

New Delhi 110016, India.

Phone: +91-11-26592600, 42525600 Fax: +91-11-269611 58

E-mail: [email protected]

Submitted by

CENTRAL INSTITUTE OF PLASTICS ENGINEERING & T ECHNOLOGY (CIPET)

G.T ROAD, SIWAH GAON, PANIPAT PIN-132108

Phones: 0180-2003797/2565097 Fax: 0180-2565197

E-Mail: [email protected]

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CONTENTS

LIST OF TABLES ........................................................................................................................................ 5

LIST OF FIGURES ...................................................................................................................................... 6

ABBREVATIONS ....................................................................................................................................... 7

ACKNOWLEDGEMENT ............................................................................................................................. 8

1 INTRODUCTION ................................................................................................................................. 9

1.1 Cluster Development: Concepts ................................................................................................... 9

1.2 Need for a Cluster Development ................................................................................................ 10

1.3 Cluster Development Methodology ............................................................................................. 10

1.3.1 Clustering Strengthens Localization Economies. .................................................................... 10

1.3.2 Clustering Facilitates Industrial Reorganization...................................................................... 10

1.3.3 Clustering Encourages Networking Among Firms ................................................................... 10

1.4 Appraisal Study: Objective & Scope .............................................................................................. 12

1.4.1 Objective of the Study: .......................................................................................................... 12

1.4.2 Scope of the Study: ............................................................................................................... 12

1.5 Term of Reference (TOR) for the study: ........................................................................................ 13

2 GLOBAL PLASTIC INDUSTRY SCENARIO ........................................................................................ 14

2.1 Current & Future Production Capacity and Demand (in million MTA) ........................................... 14

2.2 Indian Plastic Industry Scenario .................................................................................................... 17

2.3 Raw Material Supply And Demand: .............................................................................................. 19

2.4 Statistics of Plastics Industries in India: Overview ......................................................................... 22

2.5 Plastics Industries scenario in the Cluster ..................................................................................... 23

2.6 Process used for making Footwear in the cluster ......................................................................... 24

2.6.1 Eva Injection Molded Slippers ............................................................................................... 24

2.6.2 PU Sole Footwear .................................................................................................................. 25

2.6.3 Process used for making Helmet in the cluster ...................................................................... 26

3 EXISTING TECHNOLOGY IN THE CLUSTER .......................................................................................... 28

3.1 Injection Molding Technology ...................................................................................................... 28

3.2 Compression Molding Technology ............................................................................................... 29

3.3 Extrusion Molding Technology ..................................................................................................... 30

3.4 Blow Molding Machine: ............................................................................................................... 30

3.4.1 Injection blow molding .......................................................................................................... 31

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3.4.2 Extrusion blow molding ......................................................................................................... 31

4 TECHNOLOGY GAP ANALYSIS ........................................................................................................... 32

4.1 Process Flow Chart ....................................................................................................................... 32

4.2 Current Technology used by Nangloi Cluster to make shoe: ......................................................... 33

4.2.1 Design and Patterning: .......................................................................................................... 33

4.2.2 Cutting operation: ................................................................................................................. 33

4.2.3 Skiving: ................................................................................................................................. 34

4.2.4 Molding the Shoe: ................................................................................................................. 34

4.2.5 Lasting: ................................................................................................................................. 34

4.2.6 Attaching the Plastic sole to the lasted upper: ....................................................................... 34

4.2.7 Branding: .............................................................................................................................. 34

4.2.8 Packaging: ............................................................................................................................. 35

4.3 Status of global technology used by plastics product manufacturer: ............................................ 35

4.3.1 Integrated Injection Molding [CIIM] ...................................................................................... 35

4.3.2 Mould Development and Verification. ................................................................................... 36

4.3.3 Current Reuse and Recycling Solutions for Footwear Products .............................................. 36

4.3.4 Increased Product Quality ..................................................................................................... 36

4.3.5 Part/Mold Design .................................................................................................................. 37

4.3.6 Actuation .............................................................................................................................. 38

4.3.7 Quality Control ...................................................................................................................... 39

4.3.8 Hot Runner Molding Technique ............................................................................................. 39

4.3.9 Stack Mold Technique ........................................................................................................... 40

4.3.10 Multi shot- Injection molding Technique ............................................................................. 41

4.3.11 Design of the products ........................................................................................................ 41

4.3.12 Testing of the footwear products ........................................................................................ 43

4.3.13 Manpower Status ................................................................................................................ 43

4.3.14 Turnover ............................................................................................................................. 43

4.3.15 Environmental Status .......................................................................................................... 43

4.4 Footwear Technology/Machineries lacking in the Cluster: ............................................................ 44

4.4.1 Fully Automatic Highly Expanded (Air Blowing) Plastic Shoes Injection Molding Machine ...... 44

4.4.2 Fully Automatic Rotary System Plastic Sole Injection Molding Machine ................................. 44

4.4.3 Automatic Pin Insertion Stiletto Heels Injection Molding Machine ......................................... 45

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4.4.4 Auxiliary accessories like chiller, dehumidifier, MTC. ............................................................. 46

4.4.5 Other Miscellaneous technology ........................................................................................... 46

5 MAJOR CHALLENGES AND SUGGESTIVE MEASURES TO BRIDGE TECHNOLOGY GAPS ......................... 47

5.1 Technology Trends ...................................................................................................................... 47

5.2 Technological Challenges and major Technical Issues ................................................................... 48

5.3 Cluster and its People .................................................................................................................. 48

5.4 Government Polices and Economic Factors: ................................................................................. 49

5.5 Attitude of Buyers: ....................................................................................................................... 49

5.6 Challenge for Safety and Environmental Aspects .......................................................................... 49

5.6.1 Plastics and Environment ...................................................................................................... 49

5.6.2 The Lifecycle and Ecological Impact of Plastics ...................................................................... 49

5.6.3 Safety .................................................................................................................................... 50

5.7 Suggestive Measures to Bridge Technology Gaps ......................................................................... 50

5.8 Research and development efforts needed .................................................................................. 50

6 SWOT ANALYSIS: ............................................................................................................................... 51

6.1 Strength ....................................................................................................................................... 51

6.2 Weakness .................................................................................................................................... 52

6.3 Opportunity ................................................................................................................................. 52

6.4 Threats ........................................................................................................................................ 53

6.5 Strategic Direction of the Action Plan ........................................................................................... 54

6.5.1 Technology Up gradation ...................................................................................................... 54

6.5.2 Networking ........................................................................................................................... 55

6.5.3 BDS Development ................................................................................................................. 55

6.5.4 Export Oriented Growth ........................................................................................................ 55

6.5.5 Creation of New Market ........................................................................................................ 55

6.6 Action to be given priority ............................................................................................................ 56

7 BUDGET ............................................................................................................................................ 57

7.1 Sustainability of Cluster ............................................................................................................... 57

8 CONCLUSION: ................................................................................................................................... 58

Annexure -I............................................................................................................................................ 59

Annexure-II ........................................................................................................................................... 66

Annexure-III .......................................................................................................................................... 75

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Annexure-IV .......................................................................................................................................... 80

Annexure –V .......................................................................................................................................... 82

Annexure-VI .......................................................................................................................................... 84

LIST OF TABLES

Table 2.1 Global Capacity of Plastic ........................................................................................................ 14

Table 2.2 Global Demand of Plastic ........................................................................................................ 14

Table 2.3 Current Indian Petrochemicals Capacities (in KT) .................................................................... 18

Table 2.4 Demand Projection for 11th Plan- Synthetic Rubber (Kilo Tons) .............................................. 22

Table 2.5 Statistics of Plastics Industries in India: Overview ................................................................... 23

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LIST OF FIGURES

Figure 2.1 The Plastic Industry ............................................................................................................... 15

Figure 2.2 Plastic Machines and Equipment Sector ................................................................................ 16

Figure 2.3 Indian Supply Demand for PE ................................................................................................ 19

Figure 2.4 Indian Supply Demand for PP ................................................................................................ 19

Figure 2.5 Indian Supply Demand for PVC .............................................................................................. 20

Figure 2.6 Current and Forecast Consumption of PE, PP and PVC ........................................................... 21

Figure 2.7 EVA molded slippers ............................................................................................................. 24

Figure 2.8 The process Flow chart of EVA molded sole ........................................................................... 25

Figure 2.9 Process Flowchart of PU Sole ................................................................................................ 26

Figure 2.10 Flowchart of making Helmet ............................................................................................... 27

Figure 2.11 Percentage of Industries application wise in the Cluster ...................................................... 27

Figure 3.1Injection Molding Machine .................................................................................................... 28

Figure 3.2 Compression Molding Machine ............................................................................................. 29

Figure 3.3 Extrusion Molding Machine ................................................................................................... 30

Figure 3.4 Blow Molding Machine.......................................................................................................... 30

Figure 3.5 Molds for Shoe Sole and Slipper ............................................................................................ 31

Figure 4.1 Material consumption in Footwear Industry .......................................................................... 32

Figure 4.2 Process Flow Chart ................................................................................................................ 32

Figure 4.3 Designs and Patterning of shoe ............................................................................................. 33

Figure 4.4 Cutting Operation ................................................................................................................. 33

Figure 4.5 Skiving Operation .................................................................................................................. 34

Figure 4.6 Molding of Shoe .................................................................................................................... 34

Figure 4.7 Branding of Shoe ................................................................................................................... 35

Figure 4.8 Packaging .............................................................................................................................. 35

Figure 4.9 Systems systematic of the Injection Molding Process ............................................................ 36

Figure 4.10 Computer integrated injection Molding ............................................................................... 37

Figure 4.11 Multi cavity actuaction ........................................................................................................ 39

Figure 4.12 Hot Runner Mold ................................................................................................................ 40

Figure 4.13 Stack Mold .......................................................................................................................... 40

Figure 4.14 Multi Shot Injection Molding Process .................................................................................. 41

Figure 4.15 Shoe Sole CAD Model .......................................................................................................... 41

Figure 4.16 The Average Velocity Time .................................................................................................. 42

Figure 4.17 Maxumum Pressure distribution while running. .................................................................. 42

Figure 4.18 Fully automatic plastic Injection Molding Machine .............................................................. 44

Figure 4.19 Fully automatic Plastic sole Injection Molding machine ....................................................... 45

Figure 4.20 Automatic Pin insertion Injection Molding Machine ............................................................ 46

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ABBREVATIONS

TIFAC Technology Information Forecasting Assessment Council CIPET Central Institute of Plastics Engineering & Technology MSME Micro, Small and Medium Enterprises CAD Computer Aided Design BDS Block Development Services CNC Computer Numerical Control RPT Rapid Protrotype Technique SICDP Small Industries Cluster Development Programme

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ACKNOWLEDGEMENT

We would like to express our sincere appreciation to Technology information,

Forecasting and Assessment Council (TIFAC), Government of India who financed the

whole study.

We would like express our thanks to All India Plastic Manufacturing Association

(AIPMA), North Zone, Delhi for their valuable support for conducting the study.

We would like express our sincere thanks to All India Federation of Plastic Industries

(AIFPI), Delhi for their valuable support for conducting the study.

We would like to acknowledge our greatest thanks Udyognagar Factory owners

Association, Nangloi for their support in understanding the technology gaps in the

cluster.

We would like to thanks all industries participants from the cluster who contributed for

making successful of this diagnosis study.

We express our thanks who directly and indirectly helped us for completion of the study.

At last we are unfortunately not able to include the names of all those who have

contributed to perform this project work.

Manager (Project) CIPET, Panipat

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CHAPTER

In the present scenario tariff barrier have come down as compared to early 1990’s, so we have therefore

examine to look in depth the implications of new world order, particularly for the small scale sector. This

issue is of even greater relevance to a large number of SMEs in the plastic processing sector in and

around Delhi region. SMEs have to upgrade their product and process technologically and quality wise.

The honorable Prime minister of India emphasized during the SSI (small scale industry) convention that

there is an urgent need to work out effective promotional measure for enhancing the efficiency and

productivity of small and medium scale enterprises. He further added that small enterprises across the

world have benefited from the economics of agglomeration. Therefore the Technology Information

Forecasting Assessment Council (TIFAC) has decided to carry out a study and a validation workshop on

“Technology gap analysis study for the plastic cluster in Delhi.’’ For undertaking this study Central

Institute of Plastics Engineering & Technology (CIPET) has conducted one awareness program in the

Nangloi area where all the industry peoples are called and convinced them to understand the study and

support for the betterment of their manufacturing practice.

1.1 Cluster Development: Concepts

Worldwide, small and medium scale enterprises play a leading role in propelling economic growth

sustaining livelihood and in promoting equitable regional development. They constitute over 90% of

total enterprises in most of the developing economies and are credited with generating the highest

rates of employment growth and accounting for a major share of industrial production and exports.

‘Cluster’ can be defined as concentration of micro, small and medium enterprises in a given geographical

location producing same or a similar type of products or services and these enterprises face similar type

of opportunities and threats. The cluster is known by the name of the product being produced by

principal firms and the place they are located in.

An industrial cluster is an agglomeration of companies, suppliers, service providers, and associated

institutions in a particular field. Often included are financial providers, educational institutions, and

various levels of government. These entities are linked by externalities and complementarities of

different types and are usually located near each other. Because of their proximity—by geography and

activities—cluster constituents enjoy the economic benefits of several location-specific externalities and

synergies. Such benefits include access to specialized human resources and suppliers, knowledge

spillovers, pressure for higher performance in head-to-head competition, etc. Moreover, through these

linkages, one cluster is inevitably linked with others and to the overall economy.

1 INTRODUCTION

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1.2 Need for a Cluster Development

The concentration of largely homogenous enterprises within a relatively limited geographical area

facilitates the intervention because of their similarity of needs and support requirements, speeds up the

dissemination of best practices because of the pervasiveness of demonstration effects, and allows for a

distribution of the fixed costs of interventions among a large number of beneficiaries. This is true for

under-achieving clusters as well as for the best performing ones.

However, underachieving clusters are characterized by environments where information does not flow

easily and where the various actors are not accustomed to talking with one another. In stark contrast

with their counterparts in the more successful well-performing clusters, especially in developed

countries, entrepreneurs in under-performing clusters rarely if ever meet one another, do not usually

have on-going relationships with BDS providers and are not accustomed to presenting articulated calls

for actions to the local policy makers. On the contrary, these clusters are more often than not

characterized by extremely fragmented knowledge, latent conflicts, and an absence of a discussion

forum. The small and medium enterprises in these clusters therefore have a very poor perception about

the feasibility of joint actions.

1.3 Cluster Development Methodology

Cluster Development is different from the concept of development of Industrial Estates. The latter is

largely based on infrastructure development and creation of new assets, whereas, cluster

development aims at holistic development (covering diverse areas like marketing, export promotion,

skill up-gradation, infrastructure etc.) and may be designed to cover industrial estates as well as

natural clusters, which may have evolved on their own historically at any place.

Targeting industrial development at an industry cluster is based on the assumption that such a strategy

will provide greater economic development benefits than those associated with a more diverse

industrialization effort. These advantages are grouped into four areas.

1.3.1 Clustering Strengthens Localization Economies. The concentration of an industry at a

particular location may result in significant cost savings to firms in the cluster. These cost savings are

referred to as localization economies. Sources of potential savings include a greater availability of

specialized input suppliers and business services; a larger pool of trained, specialized workers; public

infrastructure investments geared to the needs of a particular industry; financial markets familiar with

the industry; and an enhanced likelihood of inter-firm technology and information transfers.

1.3.2 Clustering Facilitates Industrial Reorganization. The transition in industrial organization

from large firms engaged in mass production to small firms focused on speciality production is well

documented. This change in industrial structure is attributed to increased global competition and the

emergence of new production technologies (e.g., computer-aided manufacturing).

1.3.3 Clustering Encourages Networking Among Firms. Networking is cooperation among firms

to take advantage of complementary, exploit new markets, and integrate activities, or pool resources or

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knowledge. This cooperation occurs more naturally and frequently within industry clusters. And surveys

of manufacturing networks find that firms in networks perceive significant advantages from cooperation

with their counterparts. Networking firms are more likely than non-networking firms to engage in

collaborating and information sharing in marketing, new product development, and technological

upgrading. The networking firms also report that their competitiveness and profitability are enhanced

by inter-firm cooperation and collaboration.

The methodology addresses both the vision and capacity building objectives. This section

emphasizes the three phases which each cluster project is expected to undergo over its

lifetime, namely: Preparation of a diagnostic study and formulation of a cluster action

plan; Implementation of pilot and strategic projects; and the self-management phase. A key tool for

cluster development is the diagnostic study. This study gathers previously dispersed and fragmented

knowledge about the economic and social conditions of the cluster and its development potential,

as well as the state of inter-firm relationships and the existing institutional support mechanisms. The

diagnostic study also provides a valuable opportunity to enforce awareness about the approach

and to promote trust among the cluster actors. Moreover, it helps to identify potential leaders from

within the cluster and, more generally, the suitable counterparts to assist implementation. The

diagnostic phase ends with the preparation of a broad action plan for the cluster. This document is

drafted by the Focal Point together with key cluster representatives and offers a vision around

which to gather the support and collaboration of the various cluster actors. The preparation of

such a plan is the essential first step in developing long-term local capacities for responding to

evolving economic and technical circumstances, rather than as a once-for-all prescription.

The first draft of the cluster action plan is thus a working document which must be revised as more

information about the cluster is disclosed and on the basis of the results of the initial

interventions. Nevertheless, it is expected that the information gained as a result of the

diagnostic study and the joint preparation of the action plan (especially concerning the competitive

position of the cluster in the national and international market) will suffice to identify the potentialities

of the cluster as well as the key obstacles which prevent it from taking up the opportunities provided by

the globalization of the Indian economy.

The methodology followed by CIPET &TIFAC for doing this project:

1. A detailed questionnaire is prepared in discussion to TIFAC &CIPET officials for understanding the

problems associated with in the cluster. – The detailed questionnaire is given in Annexure-I

2 A seminar cum awareness programme is conducted in the cluster for interacting with the cluster

members and recording all the problems existing in the cluster. – Some snapshots of the seminar are

attached in the Annexure-IV.

3. The detailed one to one interaction with industry people done is being carried out in their factory and

offices are recorded. The detailed list of the Participants is attached in Annexure-II.

Following are the main steps of a cluster development:

1. Selection of cluster(s)

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2. Selection of Cluster Development

3. Executive(s) Trust building

4. Diagnostic study

5. Preparation of action plan

6. Approval of budget and leveraging of funds

7. Monitoring and evaluation

8. Handing over and exit

9. Self-management phase

1.4 Appraisal Study: Objective & Scope

1.4.1 Objective of the Study:

The main objective of the study the is to present the status of the technologies including the process

and the product involved in the manufacturing of all varieties/segments/sizes/volumes/capacities of

plastics products manufactured in the Nangloi plastics clusters in Delhi and present a detailed and

comprehensive comparison of the currently used/followed technologies (product and process

technologies etc) and practices in plastics products manufacturing in the above cluster with standard

practices and advanced technologies used/followed by other large industries/manufacturers in India as

well as outside India. The Technologies is to be focused in this study namely the injection molding

machine, extrusion and thermosetting including study of molds used for injection and blow molding for

producing multi-colour products.

The study also bring out the causes of the existing technological gaps and suggesting remedial measures

and ways to remove these gaps in technology and to present a Technology Intervention Action Plan for

upgrading the technology of the industries/units in the cluster.

1.4.2 Scope of the Study:

The Scope of the study is to focus on the Nangloi plastic products manufacturing cluster in Delhi. The

industries/units to be covered in this study will include all industries/units of the micro, small and

medium scale involved in manufacturing of plastic products/items in the cluster as well those

industries/units involved in making multi-colour dies/products. All Four technologies i.e. injection

molding, blow molding, extrusion and thermosetting is to be studied under the existing technological

gaps and solution to these gaps. The Study of molds used for injection and blow molding for multi-colour

products also to be included in this study. The study is to be done in close consultation with the existing

industry association and to be validated by the stakeholders (industry associations, entrepreneurs,

industries/units & Govt. bodies) through a validation workshop to be organized before finalization and

submission of the aforesaid study to TIFAC.

The detailed scope is as below:

The scope of the survey of the plastic products manufacturing industries in the Nangloi cluster of Delhi

for the following:

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1. Finding out the present status and its gap in the product and processes technologies used in the

cluster & study of multi-colour molds and the current practices in plastic products manufacturing.

2. Finding out and suggesting the solution/remedial measures for the existing technological gaps and

suggesting immediate(near term) as well as medium term and long term requirements for technology

up gradation of the technology base in the cluster for making the globally competitive.

3. To recommend a detailed Technology Intervention Action plan based on findings of the study for

improving the technology status of the manufacturing industries/units in the cluster.

4. Suggesting mechanism/model and methodology to be followed for teaching out to the cluster for

effective implementation of the MSME programme activities of TIFAC.

5. To compile the findings from the survey in the form of a report about the technology status, existing

gaps in the technology/practices, possible technical solutions for filling up the gaps, suggestions for

technology improvement, detail action plan for making focused technological interventions in the

cluster and mechanism for reaching out to the cluster for projects implementations. The findings of the

market related research needs to be properly linked up with action plan for making technological

intervention in the cluster.

The study will also include any type of testing (testing of materials etc) and trial, energy audit etc. If

needed, for bringing out the exact status of technology and finding out existing technological gaps.

1.5 Term of Reference (TOR) for the study:

1. Preliminary Background Information of the cluster

I. Existing Technology

II. Number of industry involved & type of variety of product produced.

III. Educational Qualification of people involved

IV. Turnover

V. Progressive/Potential entrepreneurs

2. Technology Status, in terms of:

I. Energy

II. Environment

III. Productivity

3. Projected market for the cluster (Expert/market people need to be associated to integrate the

perspective of markets in the study).

4. Technology Gap Analysis (All the technologies suggested/recommended should be given in terms of

investment required, likely returns and payback period).

5. Detailed technology supplier/developers. Development cost and time frame.

6. Recommendation & Action Plan for making focused Technological Interventions in the cluster.

7. Suggestions for constituting mechanism/model and methodology to be followed for reaching out to

the cluster by the knowledge partner (Academia/Technical Institute/R&D Centre for effective

implementation of the programme activities.

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CHAPTER

World-wide, the plastics and polymer consumption will have an average growth rate of 5% and it will

touch a figure of 227 million tons by 2015. The Global Chemical market has been estimated at US$ 1.8

trillion. Petrochemicals constitute the single largest segment accounting for approximately 40% (US$ 72

billion) of the total chemical market. Historically, growth in the chemical market had been 1.5 times that

of global GDP.

2.1 Current & Future Production Capacity and Demand (in million MTA)

Capacity: Global

Product Past Forecast

2006 2010 2011 2015

High Density Polyethylene 33.8 40.7 42.1 49.2

Linear Low Density Polyethylene 21.9 27.8 28.5 34.0

Low Density Polyethylene 20.3 21.9 22.2 24.9

Polypropylene 47.0 60.0 63.4 76.4

Polyvinyl chloride 39.0 46.0 50.9 56.6

Polystyrene 15.0 13.8 14.1 15.6

Ethylene 120.7 143.8 147.5 166.9

Propylene (Polymer/Chemical grade) 75.6 93.0 97.0 116.5

Styrene 28.7 31.5 31.9 33.5 Table 2.1 Global Capacity of Plastic

Source: CMAI Report

Demand: Global

Product Past Forecast

2006 2010 2011 2015

High Density Polyethylene 29.6 33.0 35.0 43.6

Linear Low Density Polyethylene 18.2 20.8 22.5 28.5

Low Density Polyethylene 18.1 18.7 19.5 22.2

Polypropylene 42.4 48.5 51.5 63.7

Polyvinyl chloride 33.4 34.8 36.7 44.2

Polystyrene 10.9 10.5 10.9 12.0

Ethylene 108.8 120.3 125.8 150.9

Propylene (Polymer/Chemical grade) 65.8 74.6 77.6 94.0

Styrene 25.0 26.4 27.0 31.5 Table 2.2 Global Demand of Plastic

Source: CMAI Report

2 GLOBAL PLASTIC INDUSTRY

15


Figure 1.1 The Plastic Industry

Source: The Plastic Institute of America, Inc.

16


Figure 2.2 Plastic Machines and Equipment Sector

Source: The Plastic Institute of America, Inc.

17


2.2 Indian Plastic Industry Scenario

The growth rate of the Indian plastic plastics industry is one of the highest in the world with plastics

consumption growing at 16% per annum (compared to 10% p.a in china and around 2.5% p.a in the U.K).

With a growing middle class (currently estimated at 50 million) and a low per capita consumption of

plastics, currently 8 kg per head, this trend is likely to continue.

BMI estimates that Indian consumption of plastics will grow from 8 million tons in 2009 to 16 million

tons by 2016 and 25 million tonnes by 2020, with a lower rate of growth than the 15-16% seen in recent

years.

Nevertheless, this should prompt growth in the industry of 9-10% p.a. Estimates for needed investment

to cater for the increase in increase in demand for plastics in 2010-16 have been put at US$10 bln. Even

when bearing in mind the delays and cancellations, India will host a rapidly expanding petrochemical

industry.

The Indian plastics market is comprised of around 25,000 companies and employs 3 million people,

directly and indirectly, is expected to employ close to four million in 2012 and seven million by 2015.

Total PE, PP and PVC capacity in India was about 7.5 million MT in 2010. The State of Gujarat in Western

India is leading plastics processing hub and accounts for the largest number of plastics manufacturers,

with over 5,000 plastics firms. The turnover of the Indian plastics industry is likely to grow to Rs. 1,000

billion (Rs. 100,000 crore) in 2012 from the current Rs. 85,000 crore on the basis of the expected growth

of the demand potential to 12.50 mln tons from the current 9 mln tons.

Polymer demand in India is expected to grow at 13-14% p.a and will account for 9% of global polymer

demand by 2015. The total polymer demand in India by 2015 is estimated to be around 22 MMT. The

growth rate of the Indian plastics/ polymer industry pegged between 12-15%, is higher than that of

china and almost double the growth of GDP in India.

Indian Demand for most petrochemicals products was strong in 2010-11 with polymers up by 10% y-o-y.

Within the polymer sector, demand for polypropylene (PP) increased by 18%, due to strong growth in

automobiles, packaging and industrial applications. Reliance Industries Ltd., (RIL) has about 75% share of

Indian Petrochemical Cracker capacity, followed by medium sized capacity of Gas Authority of India Ltd.

(GAIL) and Haldia Petrochemicals Ltd., (HPL). RIL has ambitious plan of augmenting its PP capacity from

1010 KT to 2600 KT by the year 2010. Indian Oil Corporation (IOC) has also planned an 800 K tonnes

naphtha cracker at Panipat at an investment of Rs.6300 crores to produce 800 KT of PE and PP each at

Panipat. IOC would also be setting up a production capacity 150 KT PP at Chennai by year 2009 as well as

styrene, which is not being produced in India. These positive factors of availability of polymeric materials

would infallibly be harbinger in accelerating the growth of plastics sector in the near future. The

capacities of current petrochemicals producers are given in Table

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Producer & Location PP

HDPE

LDPE

HD/LL

PTA

PS

PVC

RIL, Hazira 350

-

-

400

-

-

300

RIL, Jamnagar 600

-

-

-

800

-

-

RIL Patalganga 60

-

-

-

300

-

-

IPCL, Nagothane 60

-

80

220

-

-

-

IPCL, Vadodara 75

-

80

-

-

-

55

IPCL, Gandhar -

160

-

-

-

-

-

GAIL, Auriya -

100

-

160

-

-

150

HPL, Haldia 210

200

-

260

-

-

-

BRPL, Bongaigaon -

-

-

-

-

-

-

Finolex, Pisranpar -

-

-

-

-

-

130

LG Poly, Vizag -

-

-

-

-

80

-

Supreme, Mumbai -

-

-

-

-

240

-

Chem Plast, Metturdam -

-

-

-

-

-

60

DCW, Sahupuram -

-

-

-

-

-

60

DCM, Shriram, Kota -

-

-

-

400

-

35

RPRL, Abu -

-

-

-

-

16

-

BASF Styrenics, Bharuch -

-

-

-

-

60

-

Mitsubishi, Haldia -

-

-

-

-

-

-

TOTAL 1355

460

160

1040

1500

360

790

Grand Total 5665

Table 2.3 Current Indian Petrochemicals Capacities (in KT)

19


2.3 Raw Material Supply And Demand:

As per reliance Industries, India’s largest private sector conglomerate company stated that India’s

polyolefin’s market is expected to grow 12 percent to about 7.5 million tons in 2011 with double-digit

growth in consumption of both polypropylene and polyethylene. Polypropylene will account for the

largest growth at 18% (with consumption growing from 2.2 million metric tons to 2.6 million metric

tons).

It is estimated that between 70% of polypropylene demand in india is met by Reliance Industries with

around 20% coming from Governments run companies like Indian Oil Corporation Ltd (IOCL),

Brahmaputra Cracker and Polymer Limited (BPCL), Gas Authority of India Ltd (GAIL) and joint Venture

like Haldia Petrochemicals Ltd.

Indian Supply Demand Forecast for PE

Figure 3.3 Indian Supply Demand for PE

Indian Supply Demand Forecast for PP

Figure 4.4 Indian Supply Demand for PP

Source: ICRA Industry Analysis Report

20


Indian Supply Demand Forecast for PVC

Figure 5.5 Indian Supply Demand for PVC

Sector Wise current Polymer Production Capacities and Planned in India (in KTA)

HDPE

Consumption of HDPE (2008-09) Consumption Forecast of HDPE (2014-15)

LLDPE

Consumption of LLDPE (2009-10) Consumption Forecast of LLDPE (2014-15)

21


LDPE

Consumption of LDPE (2009-10) Consumption Forecast of LDPE (2014-15)

PP

Consumption of LDPE (2009-10) Consumption Forecast of LDPE (2014-15)

PVC

Consumption of PVC (2008-09)

Figure 6.6 Current and Forecast Consumption of PE, PP and PVC

Source: ICRA Industry Analysis Report

Synthetic Rubber – Demand increase from 361 kilo tons in 2006-07 to 647 kilo tons by 2011-12 (CAGR

of 12 %). Demand projections are indicated at Table

22


Table 2.4 Demand Projection for 11th Plan- Synthetic Rubber (Kilo Tons)

EVA is also in high demand. Majority of EVA demand in the country is met by imports mainly from LG

and other sources.

2.4 Statistics of Plastics Industries in India: Overview

Current status

Major Raw Material Producers 15 Nos.

Processing Units 25,000 Nos.

Turnover (Processing Industry) Rs.85,000 Crores

Capital Asset (Polymer Industry) Rs.55,000 Crores

Raw Material Produced approx 5.3 MMT

Raw Material Consumed approx 5.1 MMT

Employed Direct/Indirect 3.3 Million

Export Value approx US $ 1.90 Billion

Revenue to Government approx. Rs.7300 Crores

23


By 2011-12

Demand Potential 12.5 MMT

Additional Employment 4.0 Million

Investment Potential Rs.84,000 Crores

VISION 2015 – Indian Plastic Industry:

Consumption of Polymers @ 15% CARG 18.9 Million tonnes

Turnover of Plastic Industries Rs. 1,33,245 Crores

Export Value to reach Rs. 450 billion

Revenue to Government Rs. 160 billion

Additional Employment Generation:

Plastic Processing Machines 68113 Nos

Additional Capital Investment in Machines (2004-2015) Rs. 45,000 crores

Table 2.5 Statistics of Plastics Industries in India: Overview

Source: CMAI, Townsend, BMI, CRISIL, BPF, reports and other industry estimates.

2.5 Plastics Industries scenario in the Cluster

The major industries in the cluster are developing components for the foot wear industries like plastics

sole, sandals, chappals etc. In additions to this some industries are involved in manufacturing of

household items like pen, comb, water cooler parts and items like blown film for a packaging purpose.

The overall turnover of most of the industries is below 4 crores. In footwear industry there are few

major brands like action and liberty. Some industries in the cluster are involved in compounding of the

recycled raw materials with different colour master-batches and additives like PVC, PU, and EVA which

are most often used as shoe sole material. One industry is involved in making sports items like cricket

helmet etc. Besides the above activities their regular industrial activities in most of the industries like

import and export of raw material and real estate property dealing.

24


2.6 Process used for making Footwear in the cluster

2.6.1 Eva Injection Molded Slippers The manufacturing process of these EVA injection molded slippers is completed in four steps:

• Preparation of EVA Compound

• Injection for granules

• Injection of Straps and uppers

• Fitting & Packing

The manufacturing process of EVA injection molded slippers can be summarized as under:-

Preparation of EVA Compound - EVA compound is prepared by mixing EVA grade with other ingredients

like colours, curing agents, blowing agent in kneader. This compound from Kneader is then passed

through extruder, and finally through granulator to get EVA compound in the form of granules. These

granules are then passed through water chamber for cooling and removing dust and are passed through

numbers of cyclones for drying.

Injection of granules - The granules are injected into sole mold placed on the presses of fully automatic

computerized EVA injection machine. After curing of sole, presses open up automatically and an

expanded sole comes out from Injection machine. The time, temperature and volume are maintained by

computer, as per requirements.

Injection of straps and uppers - PVC compound granules are injected to the straps mold through

horizontal PVC injection machine.

Fitting & Packing - Straps obtained from horizontal machine are inserted Into EVA sole. After quality

checking, slippers are packed in C. B. boxes and finally to cartoon.

Figure 7.7 EVA molded slippers

CIPET

The Process flowchart of manufacturing EVA Injection Footwear is depicted as under

Figure 8.8 The process Flow chart of EVA molded sole

2.6.2 PU Sole Footwear

The PU Sole footwear manufacturing

• Manufacturing of Synthetic Leather uppers and straps.

• Pouring of PU Liquid into

• Finishing & packing.

Manufacture of Uppers:-

To manufacture uppers from synthetic leather sheet, the Upper sheet is pasted with PU liner clot

the lamination machine. Required uppers are then cut from the pasted sheet by putting on platform of

upper cutting hydraulic machine and then placing knife on the sheet. The cut uppers then send for

stitching by industrial sewing machines. After stitc

machine and insoles (sox) are stitched by string lasting machine.

TECHNOLOGY GAP ANALYSIS

flowchart of manufacturing EVA Injection Footwear is depicted as under

The process Flow chart of EVA molded sole

The PU Sole footwear manufacturing process consists of three steps:

Manufacturing of Synthetic Leather uppers and straps.

Pouring of PU Liquid into molds of shoes by pouring machine.

To manufacture uppers from synthetic leather sheet, the Upper sheet is pasted with PU liner clot



stitching by industrial sewing machines. After stitching, eyelets are inserted into the uppers by eyeleting

machine and insoles (sox) are stitched by string lasting machine.

25


flowchart of manufacturing EVA Injection Footwear is depicted as under:

To manufacture uppers from synthetic leather sheet, the Upper sheet is pasted with PU liner cloth by



hing, eyelets are inserted into the uppers by eyeleting

26


Pouring of PU liquid into molds:-

In this process, first of all ready uppers are lasted. On the last of Shoes mold manually and then molds

are closed. These closed molds are then kept on the 62 stations conveyer, which moves in anticlock wise

direction. In this way the molds keep moving along with conveyer. The conveyer stops for a few minutes

under the arms of pouring machines where the PU Liquid (mixture of Poly isocyanate and polylol) is

poured into hot mold by the nozzle fitted into the tubes carrying PU Liquid which comes through pump

from the containers of Poly isocyanate and polylol.

The whole arrangement is fixed on the stand of the machine (arms). Before pouring the liquid into mold,

molds are cleaned by MCL Liquid and then mold-realizing agent is applied inside the mold, the molds are

heated by passing though the hot chamber, which is fitted, on conveyers. The setting of PU liquid in hot

molds starts gradually and after setting of PU, molds are opened manually. Shoes are then removed

from the mold and another upper is lasted on the last of mold for PU casting. The computer of the

machine controls the volume of PU liquid, pouring time, time period and mold temperature.

Finishing & packing

After casting PU sole, shoes are shifted for checking & trimming and then printed sponge insole is

inserted into the shoes. The finished shoes are packed into Corrugated Boxes and finally into cartoon.

The process flowchart of manufacturing PU Footwear can be depicted as under.

Figure 9.9 Process Flowchart of PU Sole

2.6.3 Process used for making Helmet in the cluster

There are two different types of material used for helmet shells, which are the thermoplastics shells and

the composite shells. The injection molding is the main process for these types. The most popular shell

CIPET

materials are the ABS due to its better impact performance a

suffers from brittleness such as photo oxidation due to long exposure to the environmen

Flowchart of manufacturing techniques

Figure 10.10

The cluster surveyed in this project is pelagarhi area of Delhi

Industrial area. In this cluster 80 numbers of industries involved themselves in making plastics items

using injection molding, blow mold

cluster are mostly for the footwear items li

compression molding technique. Beside this some industries are involved in making household items

like pen, comb, and water cooler parts by using same injection

involved in making hollow bottles using blow

involved in compounding of the recycled raw materials like PVC, EVA, PP, HDPE, and LDPE with different

colour master batches and with additives.

Figure 11.11 Percentage of Industries application wise in the Cluster

0

10

20

30

40

50

60


the ABS due to its better impact performance and less degradation problems

suffers from brittleness such as photo oxidation due to long exposure to the environmen

manufacturing techniques used in the cluster for making helmet.

.10 Flowchart of making Helmet

surveyed in this project is pelagarhi area of Delhi-Nangloi region named as Udyognagar

rea. In this cluster 80 numbers of industries involved themselves in making plastics items

molding, extrusion and compression molding technique. The items in this

cluster are mostly for the footwear items like shoe soles, sandals, Slipper etc using injection

ing technique. Beside this some industries are involved in making household items

like pen, comb, and water cooler parts by using same injection molding Technique. One industry is

hollow bottles using blow molding technique. In addition to this few industries are


colour master batches and with additives.

Percentage of Industries application wise in the Cluster

Footwear

Packaging

Compounding/Masterbatch

others

27


nd less degradation problems. However it

suffers from brittleness such as photo oxidation due to long exposure to the environment.

Nangloi region named as Udyognagar

rea. In this cluster 80 numbers of industries involved themselves in making plastics items

ing technique. The items in this

etc using injection molding,

ing technique. Beside this some industries are involved in making household items

ing Technique. One industry is

ing technique. In addition to this few industries are


Compounding/Masterbatch

28


CHAPTER

3.1 Injection Molding Technology

Figure 12.1Injection Molding Machine

Injection molding can be described in four general steps regardless of the type of machine used

1. Powder or pelletized polymer is loaded and heated to the molten state

2. Under pressure, the molten polymer is forced into a mold through an opening called a sprue.

3. The pressurized material is held in the mold until it solidifies.

4. The mold is opened and the part removed by ejector pins.

Considerations for Choosing Right Injection Molding Machine

An injection molding machine will be referred to by its shot capacity in grams (from 10 gms to few

kilograms) which is the maximum grams of material that can be injected in one shot and its clamping

force rated by tonnage (varying from less than 5 tons to 6000 tons) which represents the amount of

clamping force that the machine can exert.

a) Shot weight capacity of machine should be more than weight of articles plus runner (Multi

cavities)

b) Injection pressure should be sufficient.

c) Clamping tonnage be higher than Injection pressure.

d) Screw design should be suitable for material to be processed.

3 EXISTING TECHNOLOGY IN THE CLUSTER

29


e) Daylight opening be higher than mold size plus article plus space required for ejection of article.

f) Distance between the tie rods should be more than mold size.

3.2 Compression Molding Technology

Figure 13.2 Compression Molding Machine

Compression molding consists of charging a plastic powder or preformed plug into a mold cavity. When

the mold is closed under pressure to compress and heated it cause flow of the plastic to conform to the

cavity shape. The material goes through a chemical change (curing) that causes it to harden into its

desired shape. After curing the mold opens and the part is ejected.

Compression molding is a high-volume, high-pressure method suitable for use with complex, high-

strength fiberglass reinforcements. Advanced composite thermoplastics can also be compression-

molded with unidirectional tapes, woven fabrics, randomly oriented fiber mat or chopped strand. The

advantage of compression molding is its ability to mold large, fairly intricate parts. Also, it is one of the

lowest-cost molding methods, compared with such methods as transfer molding and injection molding.

30


3.3 Extrusion Molding Technology

Figure 14.3 Extrusion Molding Machine

Extrusion is the process used to manufacturing long, straight plastic parts having a cross-sectional

profile, which is fixed. In the extrusion process the material is fed into the extruder where it is melted

and plastic melt is squeezed out of a die. The die and the take-off line shape the material as it cools and

controls the final dimensions of the cross sections producing continuous shapes such as solid round, T

shapes, rectangular, tubes, L-shapes etc. giving us sheet, pipe, film, tubing, profiles, gasketing. Consider

squeezing a toothpaste tube, the paste comes out in the opening shape will change the shape (cross

section) of tube coming out.

3.4 Blow Molding Machine:

Figure 15.4 Blow Molding Machine

31


Blow molding produces hollow three-dimensional articles from many of the thermoplastics materials

which are available as granules or powders. The simplest tool consists of two female parts which contain

a cavity when closed. Granules or powder are softened in a plasticising cylinder and extruded into a

vertical tube or "parison". The soft, warm parison is surrounded by the open mold which is then closed,

thereby sealing the lower end of the parison. This is then inflated pneumatically (from the other end) to

conform to the surface of the mold.

Clearly the outside dimensions of the article can be accurately determined, but the wall thickness, and

its distribution, depends on the size of the parison and the geometry of the mold.

Die design and selection of parison size and its wall thickness is very important. Melt flow pattern,

compression of melt, land length, back pressure are important factors in die design. Controls for varying

parison wall thickness in number of steps are available. This feature allows producing bottles with fairly

uniform wall thickness.

Two different varieties of blow molding operations are:

3.4.1 Injection blow molding – is a two step process where a blank pre-form is first molded, it is

then transferred to the mold cavity where it is blown into shape. The advantages of injection molding

are good control of wall thickness, no bottom pinch off line, no scrap; the main disadvantage is requiring

two molds and transfer time to the mold after performing.

3.4.2 Extrusion blow molding – a molten tube (parison) is extruded, without pre-forming, the

bottom of the parison is pinched of by the mold and air is used to blow it into shape. The main

disadvantage of this method is the less controllable wall thickness, though some basic control is

possible.

The maximum industry in the Nangloi cluster are making molded footwear and selling to the local

market. The part of shoe like insole and outsole are molded with PVC, EVA and PU material. Apart from

this some industries are involved in manufacturing either compression molded EVA sandals or synthetic

rubber sandals.

Mold for Shoe sole Mold for Slipper

Figure 16.5 Molds for Shoe Sole and Slipper

CIPET

CHAPTER

The footwear industry has passed

making to full mechanization. The IMS

late 70s, which brought a revolution in the industry. Since then, t

considerably.

The footwear industry is a manufacturing sector which utilises a wide variety of materials and

to produce a range of distinctly different products, from sandals to specialised

are designed to fulfil an array of consumer requirements relating to

incorporate varied range of designs and styles. In addition, a range

as leather, plastics, rubber and textile are

not only in their appearance but also in their physical qualities, their

needs as well as their recycling and recovery

approximately 40 different materials

represents the average composition of a typical men’s shoe which

These variations in designs, styles and materials,

implications of end-of-life shoe

increasing waste stream.

Figure 17.1

4.1 Process Flow Chart

Figure 18.2 Process Flow Chart

4 TECHNOLOGY GAP ANALYSIS


has passed through various technological processes starting from manual shoe

to full mechanization. The IMS (Injection Molding) production was introduced in

brought a revolution in the industry. Since then, the footwear industry has grown

The footwear industry is a manufacturing sector which utilises a wide variety of materials and

stinctly different products, from sandals to specialised

are designed to fulfil an array of consumer requirements relating to function and fashion, and

incorporate varied range of designs and styles. In addition, a range of distinctly different materials suc

s, rubber and textile are commonly used in shoe manufacturing. These materials differ

but also in their physical qualities, their service life, the different treatment

as their recycling and recovery options at the end of their useful life. There

approximately 40 different materials used in the manufacturing of a shoe. For

composition of a typical men’s shoe which has been measured after grinding.

variations in designs, styles and materials, together with the environmental and

processing determine the feasible approaches to deal with this rapidly

.1 Material consumption in Footwear Industry


32


processes starting from manual shoe-

(Injection Molding) production was introduced in the country in

he footwear industry has grown

The footwear industry is a manufacturing sector which utilises a wide variety of materials and processes

stinctly different products, from sandals to specialised safety footwear. Shoes

function and fashion, and

y different materials such

cturing. These materials differ

service life, the different treatment

options at the end of their useful life. There are

used in the manufacturing of a shoe. For example, Figure 4.1

measured after grinding.

together with the environmental and economic

approaches to deal with this rapidly


33


4.2 Current Technology used by Nangloi Cluster to make shoe:

The shoe production activity in the cluster is poorly mechanized and hence requires involvement to

more labour per unit product. The main equipment used in the micro and small scale producers are

stitching machines, mechanical presses, grinders, skiving machines. However, most MSE operators do

not have the complete range of these equipments, so they purchase have of the finish footwear from

their nearby source to make a complete shoe. Starting from design and raw material purchase to the

final packing of the product a number of values adding steps are involved. These process steps have

typical features in terms of the level of technology used and the amount of labour involved.

The following observations have been made during the diagnostic study with regards to technology and

the production activity.

4.2.1 Design and Patterning: The Design of shoes produced in the cluster has improved remarkably

in the past few years. However the designs are merely copies of imported Chinese and western shoes.

Design-copiers use card boards to coy the cutting patterns of the imported shoes.

Figure 19.3 Designs and Patterning of shoe

4.2.2 Cutting operation: Cutting of PVC, EVA or PU material and insole material is done manually in

most cases. As the manual cutting process is slow and could lead to imperfections in the pattern, both

the productivity and quality are affected. Some of the small scale producers have click machines that

cuts material cloth more accurately according to the desired pattern using cutting-dies made in the

cluster.

Figure 20.4 Cutting Operation

34


4.2.3 Skiving: Many of the micro MSE operators do not have skiving machine of their own. They use

leased machine or outsource the skiving work to the skiving shops that are found in the neighborhood.

Figure 21.5 Skiving Operation

4.2.4 Molding the Shoe: Shoes was molded in semi-automatic injection molding machine or

manually operated machine which takes lots of time in mold changing. This process required lots of

skilled labour and effect the productivity and quality of the shoe.

Figure 22.6 Molding of Shoe

4.2.5 Lasting: Lasting is done mostly on imported lasts (mainly Italy made lasts). As the last forms are

not purchased by the producers based on required specification, their shape does not fir the shape of

intended shoe design. Therefore the lasts are adjusted by grinding the surface to modify the shoe

accordingly.

4.2.6 Attaching the Plastic sole to the lasted upper: This process involves pasting adhesives or

glue and heating in order to activate the effect of the adhesive. The process and the quality of shoe

produced with this method, with regards to attachment of the sole to the upper last is most likely to be

below the acceptable standard.

4.2.7 Branding: Brand names are embossed on the upper part using mechanical press or fixed on the

insole as prints on synthetic fabric or plastic material. Some shoes produced in Market use also have the

brand names molded on the sole of the shoe.

35


Figure 23.7 Branding of Shoe

4.2.8 Packaging: Finally packaging has done to supply in the market as per brand name.

Figure 24.8 Packaging

4.3 Status of global technology used by plastics product manufacturer:

Machine manufacturers must deliver the ‘forward thinking’ technologies which address the

requirements of the molding industry. The machine of the next millennium will have to accommodate

these ‘forward thinking’ technological improvements in design, and also include solutions to problems

that are not yet apparent. The immediate issues facing the molding industry are outlined below.

4.3.1 Integrated Injection Molding [CIIM]

A conventional injection molding manufacturing facility is a widely distributed layout of machines,

materials and processes under the control of manufacturing personnel. Well organized but dispersed

teams of manufacturing personnel encounter problems. In the manufacturing environment much time is

spent by personnel communicating and interacting in an attempt to find the status of production, much

of this human activity is inefficient. Therefore it may be as important for a centralized point of

information to know the exact status of production as it is for the moldings to actually be manufactured.

The CIIM system approach is to have computer control of the entire manufacturing facility, enabling

automated machine setup and optimization of information as well as information flow for design,

36


production, maintenance, material handling, and inventory control. CIIM is described as the computer

control and linking together of all functions in the injection molding manufacturing environment.

Figure 25.9 Systems systematic of the Injection Molding Process

4.3.2 Mould Development and Verification.

Original equipment manufacturers are striving for shortened product development cycles. Since

manufacturing is at the end of the product development cycle, tool manufacturers and molders are

under enormous pressure to reduce the delivery of production tooling and molded parts. At the same

time, they also has implied that the costs of addressing tool modifications late in the product

development cycle can greatly exceed the cost of initially developing more robust mold designs. As such,

technologies and development methods need to be developed to not only reduce the tool turnaround

time, but also increase the probability that the developed molds and qualification processes will fulfill

the customer specifications.

4.3.3 Current Reuse and Recycling Solutions for Footwear Products

Currently the processing of recycled materials will be mandatory; Government legislation will enforce

tough measures to ensure that polymeric materials are not simply dumped or incinerated. Large capital

investment is required to develop viable technology/processes that cannot be acquired overnight. The

recycling of polymeric material is presently less profitable that aluminum, paper; or glass due to the

complications of polymer processing.

A process for manufacturing plastic lumber from recycled materials is the example of how considerable

value can be added to a formerly discarded polymeric product. The Earth’s resources are finite;

therefore humanity will have to demonstrate ingenuity for the gamut of materials used by today’s

consumer products.

4.3.4 Increased Product Quality

Original equipment manufacturers are increasing the quality standards of their suppliers, requiring

rigorous quality assurance techniques from their molders. Failure to comply with quality requirements

can result in severe penalties on the molder, and even the complete loss of business. As such, quality

concepts such as control charts, process capability, six sigma, etc. are perceived as necessary and have

37


become commonplace. Molders rely heavily on visual inspection and other sampling and quality

assurance techniques. However, experienced practitioners are aware that the use of these quality

processes does not guarantee molded product quality.

The plastics industry requires revolutionary quality control technology that provides 100% level quality

assurance in an automated fashion, without any feedback from a human operator.

4.3.5 Part/Mold Design

Figure 4.10 shows the close interactions that will exist between part design optimization, injection

molding process/production simulation, rapid prototyping, and the injection molding process. The

objective of the initial design stage will be to maximize the feasible molding window while

simultaneously reducing cycle time and minimizing material usage. This initial stage will also determine

machine and material selection based on suitability, availability, and cost. The second stage will involve

rapid prototyping of the mold design, incorporating ‘built in’ pressure and temperature sensors for

quality verification. The third stage involves preproduction verification of the mold design in pre-

production while running injection molding simulations on-line with the actual process. This strategy will

identify limitations/constraints in mold design and provide essential feedback for the design process

prior to full production. In reality, two iterations of the design process should provide an optimum mold

design, before commissioning of the production mold.

Figure 26.10 Computer integrated injection Molding

Product Design: In the product development process, original equipment manufacturers cite product

development time as a primary competitive measure. One vice-president of Hewlett Packard has

testified that “a reduction of one month in the printer development time would result in additional

profits in excess of the entire product development cost.” Consequently, there has been sustained

pressure on tooling houses for reduced mold build times. This pressure will not be reduced until tooling

time approaches some critical value (between one week and one month) for a typical industry

application. Fortunately, two competing efforts are both working towards enabling technologies for the

tool manufacturer: rapid prototyping (RP) and Computer Numerical Controlled (CNC) machining.

38


(i) Rapid Prototyping Technique (RPT)

Rapid Prototyping (RP) can be defined as a group of techniques used to quickly fabricate a scale model

of a part or assembly using three-dimensional computer aided design (CAD) data. Rapid Prototyping can

help them take a concept beyond the design stage of a 3D model to the point of an actual functional

modal in less time than machining. Using their skill and expertise, they have been able to meet the

future requirements of the customers more successfully.

Currently rapid prototyping efforts can be divided into two areas. The more common prototyping

processes, such as stereo-lithography, aim to provide the design engineer with a real facility to make the

transition from ‘art to part’ without the need to cut steel, from computer model to physical plastic part

in twenty-four hours. Material and process advances in this area will permit functional parts with

engineering properties to be produced. However, this process may never be suitable for large volume

production. As such, alternative prototyping processes such as three-dimensional printing and selective

laser sintering are being developed to rapidly generate mold tooling with minimal machining processes.

(ii) Computer Numerical Controlled (CNC)

CNC and conventional machining processes are striving to remain competitive. Technological advances

are being made on three conventional fronts: cutter properties, machine capability, and numerical

control. The result of this progress is that both material removal rates and dimensional and quality

control will continue to increase.

4.3.6 Actuation

The goal of actuation in the next millennium is to deliver the polymer melt to the desired location at the

desired pressure and temperature. Development of actuation technologies will be governed by three

conflicting goals: greater output (in terms of pressure, velocity, etc.), greater precision of control, and

energy efficiency.

The first goal, greater output, is driven by the continued competitive pressure for shorter cycle times

and reduced material consumption. Machine suppliers have responded with higher sustainable injection

pressures, extremely fast ram velocities, and smaller shot capacities to reduce residence time. If greater

output is realized, two additional complementary technologies are required to sustain molder

competitiveness. First, greater precision of control is needed for consistent control of molded part

quality, especially at higher velocities and pressures. This improved machine response will be delivered

through enhanced hydraulic controls and truly adaptive control techniques. Finally, the use of electric

machines and variable speed drives will provide mechanisms to economically deliver the higher injection

pressures; an industry standard ‘power monitoring’ protocol will be a mandatory & ensuring that only

efficient machines remain in production.

Process variants, such as gas-assist molding, co-injection, melt manipulation, injection compression,

will give added advantage over conventional injection molding. One particular niche that continues

rapid growth is the area of hot manifolds and in particular valve gating. Sequential valve gating for

control of melt will give added advantage to the cluster.

39


Figure 27.11 Multi cavity actuaction

4.3.7 Quality Control

The three existing phases of polymer injection molding (injection, packing/holding, cooling) will likely

remain in their present forms. Good machine optimization techniques are typically known by a small

percentage of machine setters, and this information is rarely communicated. The next major step

forward in machine control is the automation of injection molding machine setup procedures to

eliminate the current ‘guess work’ in process control. The filling and packing/holding phases will benefit

by the use of fully adaptive controllers, eliminating the requirement for manual tuning of machines after

commissioning or maintenance. The pressure phase will adapt the packing/holding profile to

accommodate on-line estimations of polymer solidification/ crystallization.

4.3.8 Hot Runner Molding Technique

A Hot Runner System usually includes a heated manifold and a number of heated nozzles with hot

runner temperature controller. Manifold is to distribute the plastic entering the mold to the various

nozzles to the injection points in the cavities, molten plastic runs within a solid manifold and within the

nozzles, savings by reducing plastic waste (runner) and by reducing the cycle time. A hot runner

controller is a temperature controller used to control the temperature in the hot runner. Hot runner

systems are also referred to as hot runner-manifold systems or runner less molding.

40


Figure 28.12 Hot Runner Mold

4.3.9 Stack Mold Technique

A stack mold does not require much more clamp force than a single phase mold because the projected

part surface areas of the cavities on both sides of the center block cancel out each others force. So more

products can be manufactured by single shot with less clamp force and hence productivity will increase.

Figure 29.13 Stack Mold

41


4.3.10 Multi shot- Injection molding Technique

Multi shot processes, as the name implies require multiple shots of material to make a single

component, for each one of these materials an injection unit is required. To mould these multiple shots

also requires special tooling and equipment. Multi-shot capability can be built either into the injection

tool or controlled by the injection molding machine. To enable multi-shot, multiple injection units can be

arranged to feed machines in a number of ways. As the shoe items are fashionable items so introducing

multi colour injection molding technique will boost the sector specially ladies and children’s footwear.

Figure 30.14 Multi Shot Injection Molding Process

4.3.11 Design of the products

The plastics products designed in the cluster are very old and it is not optimised using modern technique

like CAD/CAM/CAE technique. The pattern of the shoe is designed by cutting paper for upper part. The

pattern is not analysed using bio-mechanics principle for enhancing human comfort and hence making

brand name. The mold designed for these products are not optimized using latest scientific technique so

lot of rejection increasing cost of the product. The product development cycle is longer for this reason.

The shoe soles processing material defects and parameters can be optimized by MoldFlow Technique.

The different mold material can be studied and finalized below figure showing analysis technique.

Figure 31.15 Shoe Sole CAD Model

42


Figure 32.16 The Average Velocity Time

Figure 33.17 Maxumum Pressure distribution while running.

43


4.3.12 Testing of the footwear products

As the cluster is dominantly consist of footwear sector so for creating brand image some test should be

carried out before sending product to the market. Except few companies maximum are not following

the testing principles.

1. Tensile Strength & Elongation at break

2. Stitch tear strength test

3. Tongue tearing strength test

4. Vamp Flexing test

5. Sole bonding test

The cluster is mainly using recycled material of PVC, EVA, PP, HDPE; LD the proper testing method is not

existed in the cluster for characterizing the plastic raw material. The raw material is not good so that it is

reflecting in finishing of the products.

Some industries are engaged themselves in recycled PVC compounding with very old extruder which not

having sensor measuring technology and temperature control technique so it is difficult to predict

quality of the raw material every time. Hence more production loss and there is no brand image.

The EVA material is light weight so it is largely used in sandals making but as well it is costly so people

trying it to mix with other polymer like PU and natural rubber but no recorded technology available in

the cluster for compounding. If a recorded study can be given to them using modern technique then it

will reduce cost of the product keeping quality of the product.

The EVA sandals are made by cutting sheets so lots of scrap generated but cluster is not having proper

technology for recycling the EVA one industry named Gini polymers is doing this but upon discussion he

told that proper technical knowhow is not present in the cluster.

As the cluster is mostly using recycled material so more research should be focused on developing

machinery and literature for designing and processing of recycled material because recycled material

inherently losses some its characteristics.

4.3.13 Manpower Status

The manpower involved in the industry cluster has very poor, a large number of employees are not

educated with matriculation and the industry owner is doing everything like marketing accounting and

quality control of the plastic products.

4.3.14 Turnover

The turnover of the cluster ranges from 60 Laks to 3 crore.

4.3.15 Environmental Status

As plastics manufacturing technique is not creating major environmental pollution so it is not a problem

in the cluster and maximum industries are well equipped with chimney and necessary fire safety

equipments.

44


4.4 Footwear Technology/Machineries lacking in the Cluster:

4.4.1 Fully Automatic Highly Expanded (Air Blowing) Plastic Shoes Injection Molding

Machine

Suitable for making single color foaming, non-foaming or air-blowing PVC or TPR sole, slipper, sandal,

DIP footwear for gents, lady, children etc.

Features:

1) Full automation operation design, with modern automatic mold-opening device, save

manpower, precise control.

2) Suitable for all kinds thermo-plastic material in foaming and non-foaming, also recycled material

can be used.

3) Available for making various kinds plastic footwear, e.g. shoes sole, sandals, slipper and full

plastic shoes etc.

4) High technology air-blowing system provides finished sole in super-lightweight, shinning surface

effect. Most welcomed by consumers.

5) Equipped with mold cooling circulation system, ensure products high quality and increase

capacity.

6) All majored mechanical action, such as injection, material feeding, disk-rotation, mold-clamping

etc. is controlled by program controller, which secures all proceeding actions perfectly.

7) Unique designed pneumatic crank-arm style mold clamping system provides super strong

clamping force.

Figure 34.18 Fully automatic plastic Injection Molding Machine

4.4.2 Fully Automatic Rotary System Plastic Sole Injection Molding Machine

Suitable for making single color forming or non-forming PVC or TPR sole for gents, lady, children's

footwear.

45


HYDRAULIC SYSTEM:

Screw is driven by hydraulic motor.

* Injection system is controlled by two steps pressure.

* Movable injection units controlled by cylinder. Easy for screw cleaning.

* Powerful clamping equipment.

* Big disk is driven by hydraulic motor in two speed controlling. Stable and efficient.

Features:

1) Fully automatic operation. No specialist required.

2) Fully automatic material feeding controlling system and capable for selecting the exact mould

operation.

3) Material feeding controlled by back pressure valve. Easy in adjusting different material density.

4) Mould clamping system controlled by pressure switch. There are sufficient clamping forces for

shaping perfect products.

Figure 35.19 Fully automatic Plastic sole Injection Molding machine

4.4.3 Automatic Pin Insertion Stiletto Heels Injection Molding Machine

Specialized for making ABS, PS material's lady heels. Both pin insertion and non-pin insertion is suitable

in high capacity and man-power saving.

Features:

• Provide pin box, fully automatic pin dispatch and insertion operation.

• Available for making with or without pin insertion heels,

• Machine is with two locations for two different individual moulds to be operated simultaneously

or alone. Convenient for production management.

• With electrical control and hydraulic control protection system plus safety bar triple protections

for ensuring the best operation safety.

• Automatic self-inspection alarm system; included pin supply warning, out of order warning,

molding take-off self inspection, counting announcement etc. Fully automation design.

46


• Injection nozzle connects with molds directly. No waste materials spur production. Save material

and man power.

• Equipped with automatic water cooling conveyer. Finished heels will be completed cool in water

and shaped at the same time. A conveyer will dispatch heels ready for packing.

• Automatic counting system controls production capacity. Easy production management.

• Machine is special designed for round molds standard, which is suitable for typical or twin

tapered heels.

Figure 36.20 Automatic Pin insertion Injection Molding Machine

4.4.4 Auxiliary accessories like chiller, dehumidifier, MTC.

A Chillar circulates cold chilled water in the molds to remove heat from the outer surface of

plastics and allow for faster cycles and stress free product.

Dehumidifier like other types of dryers, it heats the air to the specified drying temperature;

however, the air is circulated in a closed-loop system.

Mold Temperature Control is designed to maintain constant temperature of mold during the

molding process thereby, increasing product efficiency. It also ensures the final glossy finish of

the product and reduces product shrinkage, eliminates product weld line and provides product

consistency.

4.4.5 Other Miscellaneous technology

• Computer integrated designing technique.

• Computer integrated simulation.

• Rapid prototyping technique.

• Reverse Engineering.

• Quality control technique.

• Computer Integrated process planning Technique.

• Painting & printing Technology.

• Poor transportation &packaging not proper.

• Poor 5-S, (Shorting, Systematic arrangement, Sweeping, System, Self discipline).

47


CHAPTER

After 1992, India changed its approach from a controlled economy to market driven system. Its objective

of global integration has brought in a lot of new aspects like pragmatism, consumerism, technology-

driven approach, joint ventures, and foreign direct investment. This has benefited the industrial

development in the country phenomenally. Plastic industry is one of the industries, which is showing

tremendous potential in the near future. It is called as the sunrise industry because of the scope that it is

emanating for the country.

5.1 Technology Trends

The major technologies used for manufacturing the plastic processed goods are:

1. Injection Molding.

2. Compression Molding.

3. Extrusion process.

4. Blow Molding.

Most of the Foot ware, Packaging, Molded toys, and house hold article, Masterbatch & recycle plastics

granules are manufactured by Injection & Extrusion molding machineries. Some of the major

manufacturers of such machineries in India are DGP Windsor, Klockner Pentaplast, Milacron (Cincinnati),

L&T and Godrej. Different types of IMMs are Ram-type, Toggle machines, and hydro-mechanical

machines. The capacity range of those machines is 80 tons to 500 tons and above depending upon the

requirements of the manufactured products.

There have not been many changes in technology used for manufacturing the products. The precision

levels and the processing speed of the machines have shown improvements over the last years.

The local Plastic Industries stick to the old and conventional methods using power intensive machinery

resulting in higher cost of production compared to the latest machines with less cost per unit power

consumption. Also with the state of art design and simulation packages, the cycle time can be brought

down and productivity can be increased.

5 MAJOR CHALLENGES AND SUGGESTIVE

MEASURES TO BRIDGE TECHNOLOGY

GAPS

48


5.2 Technological Challenges and major Technical Issues

I. Poor running performance of the processing machine.

II. High rejection rates of the order of 22%

III. Lack of quality inspection of products

IV. Manual raw material handling during process & assembly

V. To introduce new features in the processing machines

VI. To reduce the manpower work with atomization in process

VII. Poor interchange-ability with machine parts

VIII. Major breakdown & shutdown problem

IX. Waste of power during process

X. Lack of optimising resources utilisation

XI. Lack of useful life of equipment

XII. Need to increase production capacity & reduce the breakdown

XIII. Poor documentation as per standards

XIV. Use of old technology machinery and equipment

5.3 Cluster and its People

i) Unorganized sector where individual investment power is quite less.

ii) The workers and the supervisors are not trained in the specific field in accordance with the nature

of their duties. They get the job experience and training through job rotation in the working units

as well as in other units.

iii) The entrepreneurs are still using manual skill for moulding and assembly.

iv) Lack of professionalism and proper sales network. There is also lack of exposure to the

international market.

v) It was observed that the entrepreneurs are not of progressive vision and hesitate to take risk for

new business opportunities and also for developing new models of the domestic and industrial

moulding machine.

vi) Sense of war amongst manufacturers for their survival, i.e. individual approach and cut-throat

competition amongst the units.

vii) It was also observed that the entrepreneurs do not have the access to the state of the art

technologies being used in the manufacturing of moulding machine and spare parts in the

developed countries. Lack of such information lead to stagnation and they cannot think to

upgrade their industrial units.

viii) Starting form entrepreneur to the worker, people are not conversant with the statistical quality

control and other techniques being adopted by other industries for reducing the manufacturing

costs and improvement of product quality.

49


5.4 Government Polices and Economic Factors:

I. Unlike many other micro, small and medium industries (e.g., Food and allied industries,

rubber products, paper products, wood and wood products) the profit margin is very less

which also put constraint by individuals in upgrading the existing manufacturing facilities. It

may be added that China and Japan is presently moving towards a big hub of manufacturing

activities with centralised state of art facilities like CIMM, CNC, etc. In near future, they are

intending to take over the world market.

II. Raw material pieces are not stable. There is a large fluctuation in the prices.

III. Poor working capital finance.

IV. Poor equipment leasing scheme.

V. Poor purchase programme.

VI. ISO, NABL, BIS, license fee system is irrational.

VII. Bill discounting facility provided by financial Institutions o higher side.

VIII. Excise duty and other taxes are on the higher side.

IX. Funding from banks and non – banking financial companies are at very high rate of interest

and getting funds from these agencies is time consuming process.

X. Poor monitoring.

5.5 Attitude of Buyers:

I. Growing trends of customers to go for process machine with more function.

II. Increased trend of using high speed production rate imported machinery by polymer processing

industry all over India.

5.6 Challenge for Safety and Environmental Aspects

5.6.1 Plastics and Environment

Modernization and progress had its share of disadvantages and one of the main aspects of concern is

the pollution it is causing to the earth - be it land, air and water. With increase in the global population

and the rising demand for food and other essentials, there has been a rise in the amount of waste being

generated daily by each household. This waste is ultimately thrown into municipal waste collection

centers from where it is collected by the local municipalities for further disposal into the landfills and

dumps. However, either due to resource crunch or inefficient infrastructure, not all of this waste gets

collected and transported to the final dumpsites. Added to this if the management and disposal is

improperly done, it can cause serious health impacts.

5.6.2 The Lifecycle and Ecological Impact of Plastics

The lifecycle of plastics involves three stages: manufacturing in the first stage, usage in the second, and

recycling and/or disposal in the third.

50


As far as safety of the workers is concerned, no industry has provided the safety guards to their

workers. More than 90% industries are not aware of environmental aspects of the industrial waste.

Some industries dealing with smoke and flue gases have installed filter to control the suspended

particles in the exhaust gases while others have raised the height of chimney. However, the following

environmental control measures are not available.

a) Common effluent treatment plants not available.

b) Dump for disposal of intoxicated/ hazardous waste are not available.

5.6.3 Safety

Manpower Safety - Safety guards like, hand gloves, goggles, shoes, helmet, first aid Kit, proper working

tools are not available.

Machine Safety - Safety guards like, door handle, limit switch, face shield, emergency light, open

cable wire, and spare parts are not available in proper manner.

• Note - 5S (sorting, systematic arrangement, swiping, system, self-discipline) are not available

for keeping the finished products.

5.7 Suggestive Measures to Bridge Technology Gaps

1. Implementation of Hot runner or Runner less moulding in plastics footwear industries.

2. Implementation of 2K moulding Technique for the injection moulding groups for the

plastics/rubber footwear clusters.

3. Implementation of mass production technique in blow moulding industries and implementation

of simulation based deigns for reducing manufacturing cost.

4. Implementation of CAD/CAM/CAE technique in plastic product development. Manufacturing

especially for pattern making to sustain fast changing foot wear cluster.

5. Implementation of scientific Quality control technique for the cluster.

6. Implementation of Robotics technique for cycle time reduction and atomization of the country

make machines involved in plastics product making machines.

Keeping in view of the above suggestions and through technology gap analysis the following

initiatives may be conceived to bridge technology gaps.

5.8 Research and development efforts needed

I. To envelope new manufacturing process in terms of accuracy in parts and waste

reduction.

II. Addition more new feature with existing plastics processing machineries.

III. Work out strategy for safety and environment.

51


CHAPTER

The SWOT analysis of footwear cluster, Nangloi is based up on the interaction with the industries and

visit to the units, following has been observed:

6.1 Strength

Market:

• The product has the advantage of being famous as Exquisite machining process for Plastics

Moulds & Dies, Plastics Product originated in the Cluster.

• Demand exists from foot wear, household, automobile and electronics sector.

• There is enormous scope for exporting the products from the cluster.

• Good scope exists for marketing the products through trade fairs.

Technology:

• Requires less application of advance technology machines, as those are produced engineering

plastics products.

• Advance Technology is easily available in the Plastics Cluster.

• Required machinery is available at reasonable price.

Inputs:

• Plastics Raw Materials are available in sufficient quantity except some like EVA.

• Workers are very skilled to make prototype of new sample.

Skills:

• Skilled manpower is available easily.

• Most of the skill is acquired on job.

Business Environment:

• Stable business exists for around 45 years.

• Govt. is trying to boost the sector.

6 SWOT ANALYSIS:

52


6.2 Weakness

Markets:

• Product is not cost competitive.

• Middlemen/traders enjoy most of the profit margin.

• Brand Building process is never undertaken

• Little information is acquired on changing customer preference in the international market.

Technology:

• Traditional method of production

• Low productivity of traditional method

Inputs Availability:

• High cost of raw material

• It is difficult to get right quality raw material

• Raw material and accessories suppliers are not located in the cluster.

Innovation Capabilities:

• Stale Design

• No change in technology and machine application over long time

• Innovative marketing strategy have not been applied

Skills:

• Over dependence on traditional skill

• Inadequate skill development training facility

Business Environment:

• Business environment is changing

• Competition is going to increase.

6.3 Opportunity

Markets:

• Local markets can be bettered utilized by brand building, image building and cost reduction.

• In addition to participation in standard fairs, the enterprises can organize fairs themselves.

• Organized enterprises can go for direct export

• Enterprises can join hands for international marketing, brand building and participation in

international trade fairs.

• Marketing Consultants can be employed for adopting effective marketing strategy.

• Original designs can be introduced for enhancing market

• For subcontracting more exporters can be approached.

53


Technology:

• Machinery application can be increased to increase productivity and quality.

• Design development library can be established

• Scope for organizing design development training facility

• Common facility center can be established

• Scope for organizing skill up-gradation training center

• Scope for BDS development in the area of machinery sales and service.

Inputs availability:

• Enterprises can join hands for bulk purchase of raw material for trade discount and better

quality.

• Scope for developing BDS for raw material and accessory marketing.

Innovation capabilities:

• Scope for brand promotion, design development & packaging development.

• Scope for exposure visit to make the entrepreneurs more innovative in problem solving

Skill:

• Scope for effective training facility to develop skilled workforce

• Scope for improvement in work environment, introduction of medical facility and insurance.

Business environment:

• Changing business can provide opportunity for new firms.

6.4 Threats

Markets:

• Competition is going to increase

• Only the fittest enterprises would survive

• Cheaper alternative products of inferior materials are posing tough competition.

Technology:

• Financial constraints may restrict modernization

• Modernization may create idle capacity

Inputs availability:

• Raw material price may increase

Innovation capabilities:

• Competitors may adapt more innovations.

54


Skill base:

• Unless newer skill development takes place productivity will decrease.

Business environment:

• Changing businesses pose uncertainty.

6.5 Strategic Direction of the Action Plan

The Plastics Cluster of Foot wear, Automobiles, Electrical, House-holds, Engineering, Pharmaceuticals,

Sanitary, Furniture, Film for packaging, Pipes, Agricultures, Bore well, Drainage, Rotational Moulding,

Vacuum forming, Compression Moulding, and FRP has good growth potential provided strategic

intervention is made in certain key areas

The key areas that require strategic intervention are listed as follows:

• Technology Up-gradation

• Networking among the Cluster Actors

• Export Promotion

• Developing BDS

• Creating New Market

How the action plan is perceived based on the Strategic Direction is explained in the following. It should,

however, be noted the action plans are not of imposed nature. The Cluster Actors should realize the

need to take initiative to bring about the change.

6.5.1 Technology Up gradation

As it appears the following technological changes are necessary in Plastics Cluster of Automobiles,

Electrical, House-holds, Engineering, Pharmaceuticals, Sanatory, Furniture, Leather & Foot wear, Oil &

Grease Industries, Pesticides, Film for packaging, Pipes, Agricultures, Bore well, Drainage, Rotational

Moulding, Vacuum forming, Compression Moulding, and FRP.

• Design Change

• Up gradation of Productivity and Quality

• Packaging improvement.

• Forward Diversification of Products

• Backward Diversification of Products

• Cost Reduction

• Improved Package Design

55


6.5.2 Networking

Networking is very poor among the cluster actors. Until recently, there has been no formal association.

The entrepreneurs did not take joint action for their benefits. Industry associations need to be more

proactive and networking has to be strengthened in capacity building exercise.

6.5.3 BDS Development

Business Development Service does practically not exist in the Cluster. BDS in the area of machinery,

sales and service, export promotion and documentation, design development, accounting etc. need to

be developed in the cluster.

6.5.4 Export Oriented Growth

The product has tremendous export prospect. Utilizing the scope requires a series of activities. These

are: Brand Building, Participation in International Fairs, Developing Website, Developing Brochure, Joint

Marketing, Forming Consortium, Organizing Training on Export Procedure, etc.

6.5.5 Creation of New Market

As it appears the following technological changes are necessary in Plastics Cluster of Automobiles,

Electrical, House-holds, Engineering, Pharmaceuticals, Sanitary, Furniture, Leather & Foot wear, Oil &

Grease

Industries, Pesticides, Film for packaging, Pipes, Agricultures, Bore well, Drainage, Rotational Moulding,

Vacuum forming, Compression Moulding, and FRP goods are popular in many part of India and abroad.

But hardly any initiative has been taken to market the products to distant places. Demand of those

areas could be met by organizing fairs/exhibitions, appointing distributors/agents, etc.

Based on the above analysis the following activities may be organized at the cluster:

• Organizing meetings with the cluster actors

• Organizing visit to model cluster

• Workshops on Technology Modernization

• Training on Export Procedure and Documentation

• Joint Participation in Trade Fairs and Exhibitions

• Personal Counselling in solving problems

• Organizing Buyer-Seller Meet

• Workshops on Marketing Strategy

• Workshops on Brand Building

• Training programme on Entrepreneurship Development

• Skill Up gradation Training Programmes

• Design Development Training.

• Organizing Design Development Library

56


• Workshops on Health and Safety Measures.

• Delegation to International Markets

• Quality Standardization

• Management Development Training

• Developing Associations

• BDS Development

• Workshop on Diversification

• Solving Raw Material Problems

• Workshop on Packaging

6.6 Action to be given priority

• Training Programme on Entrepreneurship Development.

• Up gradation Training Programmes for Operator.

• Training programme for Managers/Executive.

• Design Development Training.

• Training on Export Procedure and Documentation.

• Joint Participation in Trade Fairs and Exhibitions.

• Personal Counselling in solving problems.

• Organizing Design Development Library.

• Workshop on Technology Modernization.

• Workshop on Marketing Strategy.

• Developing Associations.

• Training Programme on Plastics Raw Materials & Product testing.

• Testing facilities.

57


CHAPTER

As per the guidelines for the Micro and Small Enterprises - Cluster Development Programme are issued

in supersession of the previous guidelines relating to SICDP schemes and encompass, inter-alia, the

procedure and funding pattern for admissible activities, namely:-

(i) Diagnostic Study Reports: To map the business processes in the cluster and propose remedial

measures, with a validated action plan.

(ii) Soft Interventions: Technical assistance, capacity building, exposure visits, market development,

trust building, etc for the cluster units.

(iii) Detailed Project Report: To prepare a technical feasible and financially viable project report for

setting up of a common facility center for cluster of MSE units and/or infrastructure development

project for new industrial estate/ area or for upgradation of infrastructure in existing industrial estate/

area/cluster.

(iv) Hard Intervention/Common Facility Centers (CFCs): Creation of tangible “assets” like Testing

Facility, Design Centre, Production Centre, Effluent Treatment Plant, Training Centre, R&D Centre, Raw

Material, Product Display Centre, Information Centre, any other need based facility.

(v) Infrastructure Development: Development of land, provision of water supply, drainage, Power

distribution, non- conventional sources of Energy for common captive use, construction of roads,

common facilities such as First Aid Centre, Canteen, other need based infrastructural facilities in new

industrial (multi- product) areas/estates or existing industrial areas/estates/clusters.

The Tentative expenditure for these facilities is as shown in Annexure-II

7.1 Sustainability of Cluster

Establishment of common facilities centre (CFC) i.e. the cluster should be meeting self sustainability.

1. The CFC should be operated by CIPET in collaboration with the Association of the Cluster

members.

2. CFC will start generating revenue to meet partial requirement of revenue expanses during

intervention period. It is expected to become sustainable after 5th year onwards.

By providing services to user industries cluster shall generate its revenue, expenditure and project will

be viable over period of 5 Years. However CIPET implementing agency shall maintain and augment the

activity of cluster. Technical expertise and support shall be provided by CIPET on continuous basis. In

order to ensure continuous growth of industry and cluster, CIPET will provide its services through CFC

established to user industries.

7 BUDGET

58


CHAPTER

The plastic industry has been likened to a lumbering giant who is slow to adopt new technologies and

business processes. With sustained international competition, however, this analogy is no longer

appropriate as OEMs, tooling houses, material suppliers, and molders strive to reduce product

development time while increasing productivity. New technologies for plastics product making are being

created and commercialized at a rate never before witnessed in the plastics industry. This study has put

forth a vision on technology gap analysis in Nangloi- Delhi cluster as a model and proposed development

areas to convert that vision to reality. Some principle recurring themes developed:

• Consistent machine set-up and optimization procedures through the adaptation of expert

knowledge, computer simulation, and learning systems for plastics product.

• Computer integrated molding will allow control of entire manufacturing facilities, enabling

optimization of information as well as information flow for design, production, maintenance,

material handling, and inventory control.

• Process robustness built into mold design should virtually guarantee acceptable Moldings

upon production start-up.

• Optimization of material usage and part properties through melt conveyance techniques, a

technology being steadily accepted.

• Recycling of polymeric materials, either directly through molding or other related processing

techniques. The molding plastics industry should anticipate legislation to force the mandatory

recycling of materials.

• Open systems standards for molding machine design as well as process knowledge to facilitate

development of new technologies to revolutionize the industry

The growth of the plastics industry is in double digit figure If the industry is to continue or increase this

rate of growth, then the molding process’ flexibility, capability, and productivity must be further

increased. Otherwise, it may lose ground to other conventional and novel manufacturing processes. The

vision that has been presented in this report is more than feasible – certain elements already exist and

are being practiced in secluded plants around the globe.

8 CONCLUSION:

CIPET

Annexure -I CENTRAL

DEPT.OF CHEMICALS&PETROCHEMICALS, MINISTRY OF CHEMICALS&FERTLIZERS, GOVT.OF INDIA

TECHNOLOGY INFORMATION, FORECASTING AND ASSESSMENT COUNCIL

Technology Gap Analysis Study for the Delhi Plastic Cluster

1. What products do you make for the market? Please provide details? Sl No 1 2 3 4

2. Do you feel that there are gaps in the manufacturing technologies/process

technology /waste processing technology that you are presently using?

Yes/No(Tick)

Please tell whether gaps are in the manufacturing technology or in processing of

material or in waste processin

If yes please list the technology gaps and name the process where it occurs.


CENTRAL INSTITUTE OF PLASTICS ENGINEERING &TECHNOLOGY, PANIPAT



DEPARTMENT OF SCIENCE AND TECHNOLOGY, GOVT.OF INDIA

Questionnaire For


What products do you make for the market? Please provide details?

Model/Component/Specification Capacity/Day(Productivity)

that there are gaps in the manufacturing technologies/process



material or in waste processing or in all the above.


59


INSTITUTE OF PLASTICS ENGINEERING &TECHNOLOGY, PANIPAT



DEPARTMENT OF SCIENCE AND TECHNOLOGY, GOVT.OF INDIA


What products do you make for the market? Please provide details?

Capacity/Day(Productivity)

that there are gaps in the manufacturing technologies/process




60


3. Are skilled and well trained labours/workers/technicians are available easily?

Yes/No(Tick)

If not, then what do you do to train the labour/workers/technicians?

Do you provide them training in your industry/Unit? Yes/No (Tick)

4. What type of training and modules do you think are required to produce a good

quality well trained labour/workers/technicians?

5. What are the basics skills/qualification of workers/technicians/labours that you

employ? Please give some details.

Labours/workers Engineers Technicians

Qualification

Numbers in your

unit

6. What quality checks do you perform for raw material before processing the same

for final product? List the tests/checks performed:

Are there any standards for quality check of raw material? If yes then what are the

standards. Please give details.

7. Do you tests the raw materials in your own testing centre or you get it tested from

61


elsewhere? Please provide details from where do you get the material tested?

8. Which of the following processes (molding etc) are performed by you for

manufacturing of products?

Injection Molding

Blow molding

Thermoforming

Compression Molding

Rotomolding

Thermo set Molding

Recycling

Multicolour Injection molding

Extrusion

Compounding

Any other

9. Do you think that in above processes you can have a better technique/technology?

In which processes variables can be minimized in your opinion?

62


10. According to your idea/view/opinion, which types of products are most in

demand in the market? Do you make these products? What is your market share

in this product?

11. What quality tests do you perform on the final product before dispatching the

same? Please list the quality checks/tests? Do you feel that more tests/checks need

to be done? If yes please list the tests?

12. Do you use Chinese/other countries (imported) components/machines/dies? If

yes, state what are those and why are you importing these?

13. Do you sell the products to the domestic market in India or exporting the

products? If you also export then to which countries? Please provide some

estimate of exports from you in past years.

14. Are you aware of advanced technology in your field of operation/manufacturing?

If yes. Please tell the source of information and what are those advanced

technologies?

15. Where in the manufacturing process or wastage reduction or in waste processing

do you feel are maximum possibilities of introduction of advanced technologies

63


to make the process efficient and better and minimization of waste/rejection?

Please list

16. Can you provide us some names of advanced technologies that can benefit the

cluster?

17. Whether you have any patent rights for your product.

18. Where do you see plastics industries/plastic technology to reach by the year

2035?

19. What are the major environmental problems associated with manufacturing of

plastics products in your unit/industry? Please List?

64


20. What are the different types of waste/rejects from your factory and what do you

do that waste?

21. Have you header of energy audit? Where in entire manufacturing do you think

energy input to work output can be improved? Please provide some details?

65


22. Any other suggestion you want to share. Industry/Company name Name of owner and signature Contact details

66


Annexure-II

Proposed Budget for Project (For Soft intervention)

Estimated Expenditure

Budget

Line (BL)

Item 1st

Half

Year 1

Lakhs

2nd Half

year

Lakhs

3rd Half

year

Lakhs

A. Developmental Expenditure

1. Skill Development Programme for Operator Level –

Processing of plastics material

5

2. Skill Development Programme for Operator Level –

Mold Making methods, selection of mold material.

5

3. Training on Identification of Plastics Raw material 2

4. Product Development Technique training

programme like pattern making Shoe designing.

5

5. Training Programme on Better maintenance

practices.

5

6. Training Programme on Intellectual Property

Rights, Brand making.

2

7. Training Programme on Recycling of Plastics

material like EVA,PU,HDPE,LD,PP

5

8. Organizing study tours to other

clusters/demonstration of technology/equipment,

including expert fees, travel; lodging/boarding, etc.

(...programmes @ Rs.)

5 5

67


9. Association/SHG/NGO/Network capacity building

(exposure visits, benchmarking, brochure

preparation, web-site launching, initial

recruitment cost, training of executives, hand-

holding support on declining basis, etc.-specify

numbers and rates here)

2 10

10. Participation in foreign fairs (for entrepreneurs in

the directly assisted clusters-specify number and

rates here)

- 5 -

11. Miscellaneous developmental costs (translation,

publications-lump sum, year-wise)

- 0.5 0.5

12. Technical equipment (in terms of demonstration

machinery, tools for testing-lump sum, year-wise)

- 5 5

17 24.5 25.5

Sub-Total A 67.00

B. Coordination Expenditure of

Implementing Agency (IA)

13. In-house institutional Staff:

Cluster Development Executive (.months)/

Technical Adviser (...months)/ Support staff

(...months), each @Rs......

4 4 4

14. Local travel in the cluster of the in- house staff 0.5 0.5 0.5

15 Telecommunications (lump sum, year-wise) 0.05 0.05 0.05

16. Local purchases (computer, telephone, fax-lump

sum, year- wise)

0.5 - -

17. Rental of space in the cluster (lump sum, year-

wise)

0.6 0.6 0.6

18. Miscellaneous/ Institutional Overhead Costs (lump

sum, year- wise)

0.01 0.01 0.01

5.66 5.16 5.16

Sub-Total B 15.98

Total (A+B) 82.98

68


ACTION PLAN FOR PLASTICS INDUSTRIES CLUSTER NANGLOI-DELHI

FOR THE PERIOD 2011 to 2013 (18 months/3 HYs.)

Sl.

No.

Activities Target

Group

in

Cluster

Time

Period

HY1-

HY3

Total Funds

Requirement

G.O.I

assistance

share

(90%)

Contribution

of

Stakeholder

Share (10%)

Expected

Outcome

1 Capacity Building

1.1 SHG & SPV

Formation

Cluster

Units

HY1

12 10.8 1.2

Enhancement in

Bargaining

capacity

and joint targeted

efforts

1.2 Seminar of

World Class

Manufacturing

Practices,

Environment

Friendly

(Bench

Marking)

Cluster

Units

(25

persons)

HY1

17 15.3 1.7

Being a

environment

sensitive item it is

requires to follow

World Class

Manufacturing

Practices,

Environment,

Friendly (Bench

Marking)

1.3 Better

working

condition (3

days)

Cluster

Units

(50

persons)

HY1

2 1.8 2

Enhancement in

productivity &

better

working conditions

1.4

Regular

Quarterly

Meeting

Cluster

Units

HY1 to

HY3 1.2 1.08 0.12

Dissemination of

information &

resolving the

problems

1.5

Study tour to

other clusters

Cluster

Units

(40

persons)

HY2

10 8 2

Deciding the

parameters of

bench marketing

of quality

products

G.Total 42.2

69



FOR THE PERIOD 2011 to 2013 (18 months/3 Hys.)

Sl.

No.

Activities Target

Group in

Cluster

Time

Period

HY3-

HY3

Total

Funds

Require-

ment

Gol

assistance

share

(90%)

Contribution

of

Stakeholder

Share (10%)

Expected

Outcome

2 Market Development

2.1 Common

Marketing

Brochure

Cluster

Units

(50

persons)

HY2

5 4.5 0.5

Enhancement

in direct

Export &

facilitation

to new

exporters

2.2 Buyer

Sellers

Meet

Cluster

Units

(50

persons)

HY2

1 0.9 0.1

For better

marketing

linkage

2.3 Export

Linkages

Cluster

Units

(50

persons)

HY3

1 0.9 0.1

Enhancement

in

Exports

2.4 Training

Program

on Export

Procedure

Cluster

Units

(50

persons)

HY2

1 0.9 0.9

Enhancement

in direct

Export &

facilitation

to new

exporters

Grand Total 8

70



FOR THE PERIOD 2011 to 2013 (18 months/3 HYs.)

Sl.

No.

Activities Target

Group in

Cluster

Time

Period

HY1-HY3

Total

Funds

Require-

ment

Gol

assistance

share

(90%)

Contribution

of

Stakeholder

Share (10%)

Expected

Outcome

3 Technology Up gradation

3.1

Awareness

Program on

ISO 9000-

2000

Cluster

Units

(50

persons)

HY2

5 4.5 0.5

Increases the

awareness

about ISO

certification

and other

standards

3.2 Workshop

on New

Technologies

& Advances

in Processing

methods

Cluster

Units

(25

persons)

HY3 10 9 1 Enhances the

knowledge

about new and

latest

Technologies in

Manufacturing

G.Total 10

HARD INTERVENTION

Common facilities centre

After completion of the soft activities, a Common facilities centre will be established for utilization of

industries in the cluster. This centre will have the facilities to fulfil most of their needs like Designing,

Processing, Testing, Tooling etc.

Based on meeting with Plastics Manufacturer Association, All India Plastics Manufacturing Association

(AIPMA), Udyog Nagar Factory Owners Association with CIPET executives and survey of selected

representative Plastics industries at Delhi we are proposing the following budget to create a Common

facilities Centre.

71


Proposed Budget for Common Facilities Centre:

Computer Aided Design & Manufacturing Centre (CAD/CAM) & Processing, Testing

Laboratory for Plastics Cluster at Nangloi-Delhi

S.No Equipment & Machinery

Rs. In Lakhs

Funding agency and amount (Rs. In Lakhs)

Govt. of India

Delhi Govt.

1.

(A) Innovative Design Centre

35

i. Server - 2 10.00

ii. Work Station - 20 30.00

iii. LAN/UPS/Accessories 5.00

2.

(B) Software Funding agency and amount (Rs. In Lakhs)

Govt. of India

Delhi Govt.

i. Auto CAD 10.00

480.00

ii. Pro-E 20.00

iii. CATIA 40.00

iv. Uni Graphics 25.00

v. Ansys 70.00

vi. Moldflow 70.00

vi. Abaqus 60.00

Vii MSC MBD 15.00

Vii .Mat Lab

Vii. DelCam

150.00

20.00

72


3.

CNC Machine/Tooling/measuring

machines

Funding agency and amount (Rs. In Lakhs)

Govt. of India

Delhi Govt.

i.CNC Milling 100.00

1100

ii. CNC Wire Cut 100.00

iii.CMM 30.00

iv. Optical Profile Projector 30.00

v.CNC EDM 50.00

vi.CNC Laser Engraving 60.00

vii. Micro Machine Centre 120.00

Vii .Surface Tester 10.00

Viii. Metrology Instrument

Lab

100.00

Ix .Bio-Mechanics Lab 50.00

x. White Light Scanner 75.00

Xi .Laser Light Scanner 75.00

xii. Rapid Prototype

Machine Plastic

150.00

xiii. Rapid Prototype

Machine Metal

150.00

73


4.

Testing Facility Centre Funding agency and amount (Rs. In Lakhs)

Govt. of India

Delhi Govt.

Characterization lab

300.00

1230.00

Mechanical Laboratory

500.00

Thermal Laboratory

150.00

Electrical laboratory

100.00

Optical Laboratory

100.00

Chemical Laboratory

50.00

Rheology Lab

30.00

Advance Processing & Robotics Lab Funding agency and amount (Rs. In Lakhs)

Govt. of India

Delhi Govt.

5.

i. Micro-Processor Based

Injection Molding of EVA

M/c

80.00

600.00

ii. Recycling unit of EVA

Extruder

100.00

iii. Blow molding with

parison programming

30.00

iv. Blown Film Extruder 10.00

v. Accessories of molding

unit

50.00

vi. Haake-Rheocord 150.00

vii. Robotics(SMED) Lab 100.00

vii. Twin screw extruder 80.00

74


6. Installation &

Commissioning

200.00 200.00

7. Furniture Fixture 20.00 20.00

8. Land 4000 Sq. M 2000.00 1000.00

9. Building & Infrastructure

(900 Sq. M)

1000.00

500.00

10. Recurring Expenses during

Project period

50.00

50.00

11. Institutional Fee 120 120.00

Total (In Lakhs) 3755.00 1550.00

Grand Total (In Lakhs) 5305.00

75


Annexure-III

List of Industries interviewed on one to one basis:

1. Swastic Polymers

Manufacturers & Exporters- EVA, PVC, TR/TPR, compounds & colour masterbatches H-32-33, Udyog Nagar Industrial Area, New Delhi-110041(INDIA) Ph: +91-11-25479036, 25479374, 25965740, 25965741, Fax: +91-11-25967140 E mail: [email protected], swastikpoly @vsnl.net Website: www.swastikpolymes.com 2. Sugan Fabric Products

Mfg & Importer of: Non-woven fabric products &footwear 4404/7, Jai mata market, trinagar, Delhi-110035 Mobile: 09810040364 E Mail: [email protected] 3. S.G Footwear’s Pvt Ltd.

Regd Off: K-42, Udyog Nagar, Indl Area Rohtak Road, Delhi-110041 Ph: 011-25474409 4. Mittal Plastic Industry

Mfrs of EVA sport shoes, sandals &sleepers Office: K-69, Udyog Nagar, Rohatak Road, Delhi-110041 Ph no-+91-11-25474564, 25472122 E-mail: [email protected] 5. Kabeer Textiles Pvt Ltd D-1, Udyog Nagar, Rohtak Road, New Delhi-110041 Ph: 25472500, 25472556, 25475701 E-mail: [email protected]

76


6. Sadem India Ltd Deals in Footwear & Footwear accessories K-76, Udyog Nagar, New Delhi-41 E-Mail: [email protected] 7. Laxmi Plastics

K-84, Udyog Nagar, pelagarhi, Nangloi, Delhi Mob-09810512211 8. Arvind plastics

An ISO 9001: 2008 Mfg of All kinds of Footwear J-16, Udyog Nagar, Delhi-110041, 011-25471258, 25473710 E-mail: [email protected] 9. Amit Polymer

J-31, Udyog Nagar, New Delhi Mob-09810978342 10. Dhruv Footwear Pvt Ltd Mfrs In All kind of Footwear H-44, Udyog Nagar.Indl Area, Peeragarhi, Delhi-110041 Ph no-011-25185574 E-mail: [email protected] Website: www.fiternoshoes.com 11. Yonker skates Pvt ltd

Mfr roller skates, sports helmet &protective equipments HO: C-139-140, Surya Enclave (New Multan nagar) Delhi-56 Works: H-29, Udyog Nagar, (Near Peera Garhi ) Delhi-110041 E-Mail: [email protected] Website: www.crickethelmet.com

77


12. M/s Jindal Enterprises H-15, Udyog Nagar Rohtak Road, Delhi-110041 Ph no-+91-11-25478205 13. Jain Polymers Mfrs: PVC Compound K-52, Udyog Nagar, Newdelhi-110041 Mob-09810377637 14. J.P Polymers H-34, Udyog Nagar, Rohtak Road, New Delhi-110041 E-Mail: [email protected] Ph no-+91-11-25475030, 25475031 15. Gulshan Family Footwear J-25, Udyog Nagar, Delhi-110041 Tel: +91-11-25474469 E-Mail: [email protected] 16. Amit Plastic Industries L-22, Udyog Nagar, Rohtak Road Delhi-110041(India) Tel: +91-1125479256, 09810802603 E Mail: [email protected] 17. Ginni Polymers A unique Footwear Mfg Plant C-1, Udyog Nagar, Industrial Area Peeragarhi Chowk, Delhi-110041 Tel:-+91-11-65162121, 9911298112 E Mail: [email protected] 18. Welcome shoes Pvt Ltd H-24, Udyog Nagar, New Delhi-41 Ph: 47177888, E-Mail: [email protected]

78


19. Anurag Footcare Pvt Ltd H-11, Udyog Nagar, Nangloi, New Delhi-110041 Tel: +91-11-25475137, 25477321 Mob: +91-9871699662 E-Mail: [email protected] 20. Narinder Fabrication Industries( P) Ltd

H-50, Udyog Nagar, Industrial Area Rohtak Road, Delhi-110041 Phone: 011-25472165 Mob-09910481892 E-Mail: [email protected] 21. Bharat Propack Pvt Ltd

Manufacturers of: HDPE, BOTTLES, PLASTIC DRUMS JARS, CAPS SEALS &SHIRKN SLEAVES K-87, Udyog Nagar, Rohtak Road, New Delhi-41 Phone: 25961722, 32561722 22. Shivam Polymers Pvt Ltd

Manufacturer of: Rubber, PVC, Canvas, Footwear & Allied rubber products K-82, Udyog Nagar, Rohatak Road, Delhi Ph no-+91-11-25471335, 25481592 23. Electronica Plastics Machines Ltd

S-16, second floor, D.D A shopping Center Opp.Jeewan Anmol Hospital, Mayur Vihar Phase-1, Delhi-110091 Tel: +91-11-30246565 Mob-+91-11-9313347757 E-Mail: [email protected]

79


24. Rajdoot Plastics & Machine Corp

Manufacturers of: Water pipe plant HO: 4649/1-B, Main Mandoli Road, Shahdara.Delhi-93 Factory: No-172, Pocket-1, Sector-2, DSIDC, Bawana, Delhi-52 Mob-+91-11-9999927776 E-Mail: [email protected] 25. K.D.B Udyog A-110, Mangolpuri, Industrial Area, Phase-II Delhi-110083, Phone-27028960 Mob-09811020039 E-Mail: [email protected] 26. Real Life Plastics Pvt Ltd

Factory B-44, Phase-II Mangolpuri, Industrial Area, New Delhi-34 E-Mail: [email protected]

80


Annexure-IV

81


82


Annexure –V

UDYOG NAGAR FACTORY OWNER ASSOCIATION INDUSTRY LISTS

SL. NO. ADDRESS/PLOT NO. FIRM/COMPANY/UNIT CONTACT NO.

1 J-16 ARVIND PLASTICS 09811455015

2 H-15 JINDALE ENTERPRISES 09810107740

3 J-15 NITIN POLYMER 09810086955

4 H-11 ANURAG 011-25475137

5 H-11 A.C. FOOTWEAR 011-2518999

6 J-12 GLORY FOOTWEAR 011-25488394

7 H-9 PINKI POLYMER PVT. 09811066973

8 J-10 ASHOK GUPTA

9 H-21 NICE SHOE CO. 09811138060

10 K-76 SADEN INDIA LTD. 09811126227

11 K-77 AYUSH POLYMER 09810061293

12 H-24 WELCOME SHOE PVT.LTD. 09810828906

13 K-80 RELINE SHRI BALAJI 09811822221

14 K-80 ALFA INDUSTRIES 09811890719

15 K-82 SHRIRAM POLYMER 011-2547335

16 K-83 RAMESH PLASTICS 09810015235

17 H-26 COLUMBUS MARKETING SHOE (P)LTD. 011-25473605

18 H-49 GALEXY SPORTS SHOE (P) LTD. 011-25485641

19 J-37 GALEXY FOOTWEAR UNIT-1 011-25483605

20 K-84 LUXMI PLASTICS 011-25473558

21 K-85 A.P. FOOTWEAR 011-25484245

22 K-87 BHARAT PROPEAK P. LTD. 011-25961722

23 H-29 YONKER SKATES PVT. LTD. 011-25477888

24 H-30 GOLDEN INTERPRISES 09810812085

25 H-31 M/S K.R.INTERPRISES 011-5471424

26 K-88 PREM PLASTICS 09410888380

27 L-22 AMIT PLASTICS INTERPRISES 09312231517

28 H-32,33 SWASTICS POLYMER 011-25479036

29 H-34 JAIN POLYMER 011-25182507

30 H-36 P.U. 011-25473196

31 H-38 BHARAT PVT LTD. 011-25482915

32 J-24 HALDIKY POLYMER 09810796024

33 J-25 V.JULKA RUBBER 09899022105

34 H-44 DHRUV FOOTWEAR 09311171174/75

35 J-26 LUXMI FOOTWEAR 09311102743

36 J-31 AMIT POLYMER 011-25475304

37 J-32 VARDHMAN INTERPRISES 011-25471678

38 J-33 SHAKTI INTERPRISES 09810113407

39 H-50 NARIMETRES FEB. (P) LTD. 09910481892

83


40 C-1 GINNI POLYMER 0991121110

41 K-8 PUNJAB POLYMER 011-25473378

42 K-11 RADHAKRISHNA POLYMER 09811764655

43 K-3 A.P.POLYPLAST PVT. LTD. 011-25182173

44 K-12 VINYLE IND. PROD. 011-25475174

45 K-19 VIMALA PLASTICS 09871343816

46 K-22 HANS FOOTWEAR PROD. 09311102744

47 F-14 RAJDOOT 09289507707

48 F-13 J.M. INTERNATIONAL 09312718102

49 F-9 A.S. SHOE PVT. LTD. 09891020452

50 K-27 LUXMI POLYMER 09310195050

51 K-32 J.K.POLYMER 011-25473500

52 L-15 KIRAN ENTERPRISES 09818908400

53 L-15 UMA SHANKER MISHRA 08860205636

54 K-93 ESS GEE TRENDS PVT LTD. 011-45012476

55 K-92 ACE FOOTWEAR(P)LTD. 011-43203040

56 G-2 THE FOOTWEAR 011-32586663

57 G-3 MANAV FOOTWEAR 011-20291993

58 G-4 SHREE KRISHNA CONTAINER 09810018278

59 G-9 MICRO INDUSTRIAL CARPORATION

60 K-36 MX FOOTWEAR 09810132384

61 K-41 SWASTIK LTD.

62 K-42 S.G.FOOTWEAR 011-2514409

63 K-45 BREAKS INTERNATIONAL 011-25470808

64 K-46 JAI DURGA RUBBER PRODUCT 011-25471827

65 K-47 G.S. POLYMER 011-25473312

66 K-48 POUNT FOOTWEAR 011-25968259

67 K-49 BHARAT ELECTRICS 011-49140000

68 J-4 WISDOM 011-5471318

69 J-23 MONGA PLASTICS 011-25471435

70 K-51 WELDON SHOES 011-65452741

71 J-22 RAHULGEEL 09211670345

72 K-54 S.S. POLYMER 09811077125

73 J-18 HIRA SHOES 09810030147

74 L-4 VINYLE IND. PROD. 09811179907

75 L-5 AJAY POLYMER 011-25482325

76 L-12 NITIN POLYMER 011-25186557

77 L-13 PAPPU PLASTICS 011-25471573

78 K-73 CLICK FOOTWEAR 09818638707

79 K-68 GOEL POLYMER 011-25470319

80 J-17 ASI POLYMER 011-25477881

81 H-5 Mahajan Products Pvt. Ltd. 011-25181530

84


Annexure-VI

Letters of Member Association

85


86


87


technology gap analysis of plastic industries located in delhi ncr

Documents

technology dst

technology information

appraisal study

objective scope

plastics industries

list of figures

t road

vishwakarma bhavan