Technology Gap Analysis of Plastic Industries Located in Delhi NCR by Jayesh Rambhia

CIPET

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 Marg New Delhi 110016, India. Phone: +91-11-26592600, 42525600 Fax: +91-11-26961158 E-mail: tifacinfo@tifac.org.in

Submitted by CENTRAL INSTITUTE OF PLASTICS ENGINEERING & TECHNOLOGY (CIPET) G.T ROAD, SIWAH GAON, PANIPAT PIN-132108 Phones: 0180-2003797/2565097 Fax: 0180-2565197 E-Mail: cipetpanipat@gmail.com

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TECHNOLOGY GAP ANALYSIS 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

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 2

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TECHNOLOGY GAP ANALYSIS 3.4.2 Extrusion blow molding ......................................................................................................... 31

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 3

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TECHNOLOGY GAP ANALYSIS 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 4

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TECHNOLOGY GAP ANALYSIS

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

CIPET

TECHNOLOGY GAP ANALYSIS 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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TECHNOLOGY GAP ANALYSIS

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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TECHNOLOGY GAP ANALYSIS

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 8

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TECHNOLOGY GAP ANALYSIS CHAPTER

INTRODUCTION

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.

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TECHNOLOGY GAP ANALYSIS

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 10

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TECHNOLOGY GAP ANALYSIS

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. â&#x20AC;&#x201C; 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. â&#x20AC;&#x201C; 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) 11

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TECHNOLOGY GAP ANALYSIS

2. 3. 4. 5. 6. 7. 8. 9.

Selection of Cluster Development Executive(s) Trust building Diagnostic study Preparation of action plan Approval of budget and leveraging of funds Monitoring and evaluation Handing over and exit 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: 12

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TECHNOLOGY GAP ANALYSIS

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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TECHNOLOGY GAP ANALYSIS CHAPTER

GLOBAL PLASTIC INDUSTRY

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 High Density Polyethylene Linear Low Density Polyethylene Low Density Polyethylene Polypropylene Polyvinyl chloride Polystyrene Ethylene Propylene (Polymer/Chemical grade) Styrene

Past 2006 33.8 21.9 20.3 47.0 39.0 15.0 120.7 75.6 28.7

Forecast 2010 40.7 27.8 21.9 60.0 46.0 13.8 143.8 93.0 31.5

2011 42.1 28.5 22.2 63.4 50.9 14.1 147.5 97.0 31.9

2015 49.2 34.0 24.9 76.4 56.6 15.6 166.9 116.5 33.5

Table 2.1 Global Capacity of Plastic Source: CMAI Report

Demand: Global Product High Density Polyethylene Linear Low Density Polyethylene Low Density Polyethylene Polypropylene Polyvinyl chloride Polystyrene Ethylene Propylene (Polymer/Chemical grade) Styrene

Past 2006 29.6 18.2 18.1 42.4 33.4 10.9 108.8 65.8 25.0

Forecast 2010

33.0 20.8 18.7 48.5 34.8 10.5 120.3 74.6 26.4

2011 35.0 22.5 19.5 51.5 36.7 10.9 125.8 77.6 27.0

2015 43.6 28.5 22.2 63.7 44.2 12.0 150.9 94.0 31.5

Table 2.2 Global Demand of Plastic

Source: CMAI Report

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Figure 1.1 The Plastic Industry

Source: The Plastic Institute of America, Inc.

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Figure 2.2 Plastic Machines and Equipment Sector

Source: The Plastic Institute of America, Inc. 16

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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

HDPE

LDPE

HD/LL

PTA

PVC

RIL, Hazira

350

400

300

RIL, Jamnagar

600

800

RIL Patalganga

300

IPCL, Nagothane

220

IPCL, Vadodara

IPCL, Gandhar

160

GAIL, Auriya

100

160

150

HPL, Haldia

210

200

260

BRPL, Bongaigaon

Finolex, Pisranpar

130

LG Poly, Vizag

Supreme, Mumbai

240

Chem Plast, Metturdam

DCW, Sahupuram

DCM, Shriram, Kota

400

RPRL, Abu

BASF Styrenics, Bharuch

Mitsubishi, Haldia

TOTAL

1355

460

160

1040

1500

360

790

Grand Total

5665

Table 2.3 Current Indian Petrochemicals Capacities (in KT)

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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 19

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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) 20

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LDPE

Consumption of LDPE (2009-10)

Consumption Forecast of LDPE (2014-15)

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 â&#x20AC;&#x201C; 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 21

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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

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By 2011-12

Demand Potential

12.5 MMT

Additional Employment

4.0 Million

Investment Potential

Rs.84,000 Crores

VISION 2015 â&#x20AC;&#x201C; 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.

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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

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

Figure 8.8 The process Flow chart of EVA molded sole

2.6.2 PU Sole Footwear 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.

•

Finishing & packing.

Manufacture of Uppers:To manufacture uppers from synthetic leather sheet, the Upper sheet is pasted with PU liner cloth clot by 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 stitching, hing, eyelets are inserted into the uppers by eyeleting machine and insoles (sox) are stitched by string lasting machine.

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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 26

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materials are the ABS due to its better impact performance aand nd less degradation problems. problems However it suffers from brittleness such as photo oxidation due to long exposure to the environment. environmen Flowchart of manufacturing techniques used in the cluster for making helmet.

Figure 10.10 .10 Flowchart of making Helmet

The cluster surveyed in this project is pelagarhi area of Delhi-Nangloi Delhi Nangloi region named as Udyognagar Industrial area. rea. In this cluster 80 numbers of industries involved themselves in making plastics items using injection molding, blow molding, mold extrusion and compression molding ing technique. The items in this cluster are mostly for the footwear items like li shoe soles, sandals, Slipper etc using injection molding, compression molding ing technique. Beside this some industries are involved in making household items like pen, comb, and water cooler parts by using same injection molding ing Technique. One industry is involved in making hollow bottles using blow molding ing technique. In addition to this few industries are involved in compounding of the recycled raw materials like PVC, EVA, PP, HDPE, and LDPE with different colour master batches and with additives.

60 50 40 30 20 10 0

Footwear Packaging Compounding/Masterbatch others

Figure 11.11 Percentage of Industries application wise in the Cluster

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3 EXISTING TECHNOLOGY IN THE CLUSTER 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. 2. 3. 4.

Powder or pelletized polymer is loaded and heated to the molten state Under pressure, the molten polymer is forced into a mold through an opening called a sprue. The pressurized material is held in the mold until it solidifies. 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. 28

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TECHNOLOGY GAP ANALYSIS 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, highstrength fiberglass reinforcements. Advanced composite thermoplastics can also be compressionmolded 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. 29

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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

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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 â&#x20AC;&#x201C; 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 â&#x20AC;&#x201C; 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

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The footwear industry has passed through various technological processes starting from manual shoeshoe making to full mechanization. The IMS (Injection Molding) production was introduced in the country in late 70s, which brought a revolution in the industry. Since then, the the footwear industry has grown considerably. The footwear industry is a manufacturing sector which utilises a wide variety of materials and processes to produce a range of distinctly stinctly different products, from sandals to specialised safety footwear. Shoes 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 distinctlyy different materials such suc as leather, plastics, s, rubber and textile are commonly used in shoe manufacturing. cturing. These materials differ not only in their appearance but also in their physical qualities, their service life, the different treatment needs as well as their recycling and recovery options at the end of their useful life. There are approximately 40 different materials used in the manufacturing of a shoe. For example, Figure 4.1 represents the average composition of a typical menâ&#x20AC;&#x2122;s shoe which has been measured after grinding. These variations in designs, styles and materials, together with the environmental and economic implications of end-of-life shoe processing determine the feasible approaches to deal with this rapidly increasing waste stream.

Figure 17.1 .1 Material consumption in Footwear Industry

4.1 Process Flow Chart

Figure 18.2 Process Flow Chart

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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

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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. 34

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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, 35

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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 Earthâ&#x20AC;&#x2122;s resources are finite; therefore humanity will have to demonstrate ingenuity for the gamut of materials used by todayâ&#x20AC;&#x2122;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 36

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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 preproduction 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.

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(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.

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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 â&#x20AC;&#x2DC;guess workâ&#x20AC;&#x2122; 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. 39

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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

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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 childrenâ&#x20AC;&#x2122;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

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Figure 32.16 The Average Velocity Time

Figure 33.17 Maxumum Pressure distribution while running.

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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.

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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. 44

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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. 45

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TECHNOLOGY GAP ANALYSIS • • • •

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). 46

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5 MAJOR CHALLENGES AND SUGGESTIVE MEASURES TO BRIDGE TECHNOLOGY GAPS 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, technologydriven 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.

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TECHNOLOGY GAP ANALYSIS

5.2 Technological Challenges and major Technical Issues I. II. III. IV. V. VI. VII. VIII. IX. X. XI. XII. XIII. XIV.

Poor running performance of the processing machine. High rejection rates of the order of 22% Lack of quality inspection of products Manual raw material handling during process & assembly To introduce new features in the processing machines To reduce the manpower work with atomization in process Poor interchange-ability with machine parts Major breakdown & shutdown problem Waste of power during process Lack of optimising resources utilisation Lack of useful life of equipment Need to increase production capacity & reduce the breakdown Poor documentation as per standards 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.

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TECHNOLOGY GAP ANALYSIS

5.4 Government Polices and Economic Factors: I.

II. III. IV. V. VI. VII. VIII. IX. X.

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. Raw material pieces are not stable. There is a large fluctuation in the prices. Poor working capital finance. Poor equipment leasing scheme. Poor purchase programme. ISO, NABL, BIS, license fee system is irrational. Bill discounting facility provided by financial Institutions o higher side. Excise duty and other taxes are on the higher side. Funding from banks and non â&#x20AC;&#x201C; banking financial companies are at very high rate of interest and getting funds from these agencies is time consuming process. Poor monitoring.

5.5 Attitude of Buyers: I. II.

Growing trends of customers to go for process machine with more function. 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. 49

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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. â&#x20AC;˘ 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. II. III.

To envelope new manufacturing process in terms of accuracy in parts and waste reduction. Addition more new feature with existing plastics processing machineries. Work out strategy for safety and environment.

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TECHNOLOGY GAP ANALYSIS CHAPTER

6 SWOT ANALYSIS: 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.

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TECHNOLOGY GAP ANALYSIS

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. 52

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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. 53

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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

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TECHNOLOGY GAP ANALYSIS

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 55

CIPET • • • • • • • • •

TECHNOLOGY GAP ANALYSIS 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.

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TECHNOLOGY GAP ANALYSIS CHAPTER

7 BUDGET 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 â&#x20AC;&#x153;assetsâ&#x20AC;? 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.

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TECHNOLOGY GAP ANALYSIS CHAPTER

8 CONCLUSION: 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.

CIPET

TECHNOLOGY GAP ANALYSIS Annexure -I CENTRAL INSTITUTE OF PLASTICS ENGINEERING &TECHNOLOGY, PANIPAT DEPT.OF CHEMICALS&PETROCHEMICALS, MINISTRY OF CHEMICALS&FERTLIZERS, GOVT.OF INDIA TECHNOLOGY INFORMATION, FORECASTING AND ASSESSMENT COUNCIL DEPARTMENT OF SCIENCE AND TECHNOLOGY, GOVT.OF INDIA

Questionnaire For 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

Model/Component/Specification Capacity/Day(Productivity)

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 processing processin or in all the above. If yes please list the technology gaps and name the process where it occurs.

CIPET

TECHNOLOGY GAP ANALYSIS 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 60

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TECHNOLOGY GAP ANALYSIS 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?

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TECHNOLOGY GAP ANALYSIS

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 62

CIPET

TECHNOLOGY GAP ANALYSIS 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?

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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?

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TECHNOLOGY GAP ANALYSIS

22. Any other suggestion you want to share.

Industry/Company name

Name of owner and signature

Contact details

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Annexure-II Proposed Budget for Project (For Soft intervention) Estimated Expenditure Budget Item Line (BL)

1. 2. 3. 4. 5. 6. 7. 8.

A. Developmental Expenditure Skill Development Programme for Operator Level â&#x20AC;&#x201C; Processing of plastics material Skill Development Programme for Operator Level â&#x20AC;&#x201C; Mold Making methods, selection of mold material. Training on Identification of Plastics Raw material Product Development Technique training programme like pattern making Shoe designing. Training Programme on Better maintenance practices. Training Programme on Intellectual Property Rights, Brand making. Training Programme on Recycling of Plastics material like EVA,PU,HDPE,LD,PP Organizing study tours to other clusters/demonstration of technology/equipment, including expert fees, travel; lodging/boarding, etc. (...programmes @ Rs.)

1st Half Year 1 Lakhs

2nd Half year Lakhs

3rd Half year Lakhs

5 5 2 5 5 2 5 5

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TECHNOLOGY GAP ANALYSIS 9.

Association/SHG/NGO/Network capacity building (exposure visits, benchmarking, brochure preparation, web-site launching, initial recruitment cost, training of executives, handholding support on declining basis, etc.-specify numbers and rates here) 10. Participation in foreign fairs (for entrepreneurs in the directly assisted clusters-specify number and rates here) 11. Miscellaneous developmental costs (translation, publications-lump sum, year-wise) 12. Technical equipment (in terms of demonstration machinery, tools for testing-lump sum, year-wise) 17 Sub-Total A 67.00 B. Coordination Expenditure of Implementing Agency (IA) 13. In-house institutional Staff: 4 Cluster Development Executive (.months)/ Technical Adviser (...months)/ Support staff (...months), each @Rs...... 14. Local travel in the cluster of the in- house staff 0.5 15 Telecommunications (lump sum, year-wise) 0.05 16. Local purchases (computer, telephone, fax-lump 0.5 sum, year- wise) 17. Rental of space in the cluster (lump sum, year- 0.6 wise) 18. Miscellaneous/ Institutional Overhead Costs (lump 0.01 sum, year- wise) 5.66 Sub-Total B 15.98 Total (A+B) 82.98

0.5

24.5

25.5

0.5 0.05 -

0.6

0.01

5.16

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TECHNOLOGY GAP ANALYSIS

ACTION PLAN FOR PLASTICS INDUSTRIES CLUSTER NANGLOI-DELHI FOR THE PERIOD 2011 to 2013 (18 months/3 HYs.) Sl. Activities Target Time Total Funds G.O.I No. Group Period Requirement assistance in HY1share Cluster HY3 (90%) 1 Capacity Building 1.1

1.2

1.3

1.4

1.5

SHG & SPV Cluster Formation Units

Seminar of World Class Manufacturing Practices, Environment Friendly (Bench Marking)

Better working condition days) Regular Quarterly Meeting

HY1 12

10.8

1.2

15.3

1.7

1.8

Cluster HY1 Units (25 persons)

Cluster HY1 Units (3 (50 persons) Cluster Units

HY1 to HY3

Study tour to Cluster HY2 other clusters Units (40 persons)

G.Total

Contribution of Stakeholder Share (10%)

1.2

1.08

0.12

Expected Outcome

Enhancement in Bargaining capacity and joint targeted efforts Being a environment sensitive item it is requires to follow World Class Manufacturing Practices, Environment, Friendly (Bench Marking) Enhancement in productivity & better working conditions Dissemination of information & resolving the problems Deciding the parameters of bench marketing of quality products

42.2

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ACTION PLAN FOR PLASTICS INDUSTRIES CLUSTER NANGLOI-DELHI FOR THE PERIOD 2011 to 2013 (18 months/3 Hys.) Sl. No.

2 2.1

2.2

2.3

2.4

Activities

Target Time Group in Period Cluster HY3HY3 Market Development Common Marketing Brochure

Cluster Units (50 persons)

HY2

Buyer Sellers Meet

Cluster Units (50 persons) Cluster Units (50 persons)

HY2

Cluster Units (50 persons)

HY2

Export Linkages

Training Program on Export Procedure

Grand Total

Total Funds Requirement

Gol assistance share (90%)

Contribution of Stakeholder Share (10%)

4.5

0.5

0.9

0.1

HY3 1

0.9

0.1

0.9

Expected Outcome

Enhancement in direct Export & facilitation to new exporters For better marketing linkage Enhancement in Exports

Enhancement in direct Export & facilitation to new exporters

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TECHNOLOGY GAP ANALYSIS

ACTION PLAN FOR PLASTICS INDUSTRIES CLUSTER NANGLOI-DELHI FOR THE PERIOD 2011 to 2013 (18 months/3 HYs.) Sl. Activities Target Time Total Gol No. Group in Period Funds assistance Cluster HY1-HY3 Requireshare ment (90%) 3

Technology Up gradation

3.1

Awareness Program on ISO 90002000

Cluster Units (50 persons)

HY2

Workshop on New Technologies & Advances in Processing methods

Cluster Units (25 persons)

HY3

3.2

G.Total

Contribution Expected of Outcome Stakeholder Share (10%)

4.5

0.5

Increases the awareness about ISO certification and other standards Enhances the knowledge about new and latest Technologies in Manufacturing

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.

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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 Funding agency and amount (Rs. In Lakhs) Rs. In Lakhs Govt. of India Delhi Govt.

(A) i. ii. iii.

Innovative Design Centre Server - 2 Work Station - 20 LAN/UPS/Accessories

10.00 30.00 5.00

(B) Software

Funding agency and amount (Rs. In Lakhs) Govt. of India

i. Auto CAD ii. Pro-E iii. CATIA iv. Uni Graphics v. Ansys vi. Moldflow vi. Abaqus Vii MSC MBD Vii .Mat Lab Vii. DelCam

10.00 20.00 40.00 25.00 70.00 70.00 60.00 15.00 150.00 20.00

Delhi Govt.

480.00

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CNC Machine/Tooling/measuring machines

Funding agency and amount (Rs. In Lakhs)

Govt. of India

i.CNC Milling ii. CNC Wire Cut iii.CMM iv. Optical Profile Projector v.CNC EDM vi.CNC Laser Engraving vii. Micro Machine Centre Vii .Surface Tester Viii. Metrology Instrument Lab Ix .Bio-Mechanics Lab x. White Light Scanner Xi .Laser Light Scanner xii. Rapid Prototype Machine Plastic xiii. Rapid Prototype Machine Metal

100.00 100.00 30.00 30.00 50.00 60.00 120.00 10.00 100.00

Delhi Govt.

1100

50.00 75.00 75.00 150.00 150.00

CIPET

TECHNOLOGY GAP ANALYSIS Testing Facility Centre

Funding agency and amount (Rs. In Lakhs) Govt. of India

Characterization lab

300.00

Mechanical Laboratory

500.00

Thermal Laboratory

150.00

Electrical laboratory

100.00

Optical Laboratory

100.00

Chemical Laboratory

50.00

Rheology Lab

30.00

Delhi Govt.

Advance Processing & Robotics Lab

1230.00

Funding agency and amount (Rs. In Lakhs) Govt. of India

i. Micro-Processor Based Injection Molding of EVA M/c ii. Recycling unit of EVA Extruder iii. Blow molding with parison programming iv. Blown Film Extruder v. Accessories of molding unit vi. Haake-Rheocord vii. Robotics(SMED) Lab vii. Twin screw extruder

Delhi Govt.

80.00 100.00 30.00 600.00 10.00 50.00 150.00 100.00 80.00

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TECHNOLOGY GAP ANALYSIS

6. 7. 8. 9. 10.

Installation & Commissioning Furniture Fixture Land 4000 Sq. M Building & Infrastructure (900 Sq. M) Recurring Expenses during Project period Institutional Fee

11. Total (In Lakhs) Grand Total (In Lakhs)

200.00

20.00 20.00 2000.00 1000.00

1000.00 500.00

50.00

120

120.00 3755.00 5305.00

1550.00

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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: masterbatch@usa.net, 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: suganfabric@gmail.com 3. S.G Footwearâ&#x20AC;&#x2122;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: sanjay.donear@gmail.com 5. Kabeer Textiles Pvt Ltd D-1, Udyog Nagar, Rohtak Road, New Delhi-110041 Ph: 25472500, 25472556, 25475701 E-mail: action@vsnl.com

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TECHNOLOGY GAP ANALYSIS 6. Sadem India Ltd Deals in Footwear & Footwear accessories K-76, Udyog Nagar, New Delhi-41 E-Mail: premjuneja@me.com

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: sandeep_motion@hotmail.com 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: fiternoshoes_1966@yahoo.in 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: yonkers@vsnl.com Website: www.crickethelmet.com 76

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TECHNOLOGY GAP ANALYSIS 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: jplastic@ndf.vsnl.net.in Ph no-+91-11-25475030, 25475031 15. Gulshan Family Footwear J-25, Udyog Nagar, Delhi-110041 Tel: +91-11-25474469 E-Mail: vjul4u@yahoo.com 16. Amit Plastic Industries L-22, Udyog Nagar, Rohtak Road Delhi-110041(India) Tel: +91-1125479256, 09810802603 E Mail: arbansal2003@yahoo.com 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: sonaindia@rediffmail.com

18. Welcome shoes Pvt Ltd H-24, Udyog Nagar, New Delhi-41 Ph: 47177888, E-Mail: welcome_imp@yahoo.co.in 77

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TECHNOLOGY GAP ANALYSIS 19. Anurag Footcare Pvt Ltd H-11, Udyog Nagar, Nangloi, New Delhi-110041 Tel: +91-11-25475137, 25477321 Mob: +91-9871699662 E-Mail: anuragfootcare@gmail.com 20. Narinder Fabrication Industries( P) Ltd H-50, Udyog Nagar, Industrial Area Rohtak Road, Delhi-110041 Phone: 011-25472165 Mob-09910481892 E-Mail: tutejasanjeev50@gmail.com 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: hms@electronicapmd.com

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TECHNOLOGY GAP ANALYSIS 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: engg.sanket@gmail.com 25. K.D.B Udyog A-110, Mangolpuri, Industrial Area, Phase-II Delhi-110083, Phone-27028960 Mob-09811020039 E-Mail: kdbudyog@rediffmail.com 26. Real Life Plastics Pvt Ltd Factory B-44, Phase-II Mangolpuri, Industrial Area, New Delhi-34 E-Mail: md@reallifeplastics.com

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Annexure-IV

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TECHNOLOGY GAP ANALYSIS Annexure 窶天 UDYOG NAGAR FACTORY OWNER ASSOCIATION INDUSTRY LISTS SL. NO. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39

ADDRESS/PLOT NO. J-16 H-15 J-15 H-11 H-11 J-12 H-9 J-10 H-21 K-76 K-77 H-24 K-80 K-80 K-82 K-83 H-26 H-49 J-37 K-84 K-85 K-87 H-29 H-30 H-31 K-88 L-22 H-32,33 H-34 H-36 H-38 J-24 J-25 H-44 J-26 J-31 J-32 J-33 H-50

FIRM/COMPANY/UNIT ARVIND PLASTICS JINDALE ENTERPRISES NITIN POLYMER ANURAG A.C. FOOTWEAR GLORY FOOTWEAR PINKI POLYMER PVT. ASHOK GUPTA NICE SHOE CO. SADEN INDIA LTD. AYUSH POLYMER WELCOME SHOE PVT.LTD. RELINE SHRI BALAJI ALFA INDUSTRIES SHRIRAM POLYMER RAMESH PLASTICS COLUMBUS MARKETING SHOE (P)LTD. GALEXY SPORTS SHOE (P) LTD. GALEXY FOOTWEAR UNIT-1 LUXMI PLASTICS A.P. FOOTWEAR BHARAT PROPEAK P. LTD. YONKER SKATES PVT. LTD. GOLDEN INTERPRISES M/S K.R.INTERPRISES PREM PLASTICS AMIT PLASTICS INTERPRISES SWASTICS POLYMER JAIN POLYMER P.U. BHARAT PVT LTD. HALDIKY POLYMER V.JULKA RUBBER DHRUV FOOTWEAR LUXMI FOOTWEAR AMIT POLYMER VARDHMAN INTERPRISES SHAKTI INTERPRISES NARIMETRES FEB. (P) LTD.

CONTACT NO. 09811455015 09810107740 09810086955 011-25475137 011-2518999 011-25488394 09811066973 09811138060 09811126227 09810061293 09810828906 09811822221 09811890719 011-2547335 09810015235 011-25473605 011-25485641 011-25483605 011-25473558 011-25484245 011-25961722 011-25477888 09810812085 011-5471424 09410888380 09312231517 011-25479036 011-25182507 011-25473196 011-25482915 09810796024 09899022105 09311171174/75 09311102743 011-25475304 011-25471678 09810113407 09910481892 82

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TECHNOLOGY GAP ANALYSIS 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81

C-1 K-8 K-11 K-3 K-12 K-19 K-22 F-14 F-13 F-9 K-27 K-32 L-15 L-15 K-93 K-92 G-2 G-3 G-4 G-9 K-36 K-41 K-42 K-45 K-46 K-47 K-48 K-49 J-4 J-23 K-51 J-22 K-54 J-18 L-4 L-5 L-12 L-13 K-73 K-68 J-17 H-5

GINNI POLYMER PUNJAB POLYMER RADHAKRISHNA POLYMER A.P.POLYPLAST PVT. LTD. VINYLE IND. PROD. VIMALA PLASTICS HANS FOOTWEAR PROD. RAJDOOT J.M. INTERNATIONAL A.S. SHOE PVT. LTD. LUXMI POLYMER J.K.POLYMER KIRAN ENTERPRISES UMA SHANKER MISHRA ESS GEE TRENDS PVT LTD. ACE FOOTWEAR(P)LTD. THE FOOTWEAR MANAV FOOTWEAR SHREE KRISHNA CONTAINER MICRO INDUSTRIAL CARPORATION MX FOOTWEAR SWASTIK LTD. S.G.FOOTWEAR BREAKS INTERNATIONAL JAI DURGA RUBBER PRODUCT G.S. POLYMER POUNT FOOTWEAR BHARAT ELECTRICS WISDOM MONGA PLASTICS WELDON SHOES RAHULGEEL S.S. POLYMER HIRA SHOES VINYLE IND. PROD. AJAY POLYMER NITIN POLYMER PAPPU PLASTICS CLICK FOOTWEAR GOEL POLYMER ASI POLYMER Mahajan Products Pvt. Ltd.

0991121110 011-25473378 09811764655 011-25182173 011-25475174 09871343816 09311102744 09289507707 09312718102 09891020452 09310195050 011-25473500 09818908400 08860205636 011-45012476 011-43203040 011-32586663 011-20291993 09810018278 09810132384 011-2514409 011-25470808 011-25471827 011-25473312 011-25968259 011-49140000 011-5471318 011-25471435 011-65452741 09211670345 09811077125 09810030147 09811179907 011-25482325 011-25186557 011-25471573 09818638707 011-25470319 011-25477881 011-25181530 83

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Annexure-VI Letters of Member Association

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