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From the Director
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n this Issue of Chanakya, I would like to share the news of the recent ranking of B Schools by Business India, and our perspective on the same. I am reproducing the gist of what we have put up on the social networks.
He further added “We always felt the need to have a mirror held up about our efforts by others, which we used to obtain through participating in CII-EXIM Business Excellence competition, RKQP Business Excellence competition (internal to the Kirloskar Group) and so on. To get a business magazine perspective, we had chosen Business India. All the feedback would be debated in the faculty council and used as a stepping stone to the next level.”
KIAMS summary The latest Business India survey has ranked Kirloskar Institute of Advanced Management Studies at A++, a full two levels above its previous ranking. While both students and staff are pleased, they say they won't rest on their laurels.
While staff and students are rightly proud of this achievement Dr. Iyengar indicated they couldn't afford to rest on their laurels. Putting the A++ rating in perspective for the students, he told them “The outside world has acknowledged what we always knew. Sure, get as much spin as you want from it, but remember to keep nurturing your internal strength to sustain external recognition. In line with another one of our values, continue performing based on your self-worth and self-esteem. When you go out to industry they should not experience a dissonance between shadow and substance.”
Kirloskar Institute of Advanced Management Studies (KIAMS) climbing B-School ranks two steps at a time Kirloskar Institute of Advanced Management Studies (KIAMS) arose two notches in the B-School rankings under the latest survey conducted by Business India. Previously rated A, KIAMS is now ranked A++. The 12-section Business India survey questionnaire covered a wide range of topics from campus specializations, pedagogy and curriculum, faculty profiles and library data to student support facilities, industry outreach and international linkages. A total of 1,000 marks were assigned across the questionnaire then final marks were determined by a 10-category score sheet, with brand equity accounting for 25 per cent of the final mark; faculty and pedagogy 15 per cent; industry interface, technology use infrastructure, income and expenditure each assigned 10 per cent and student facilitation, growth, overseas networking and alumni each accounting for five per cent of the final total.
KIAMS' executive Shruti no doubt reflects the feelings of the student body when she said “There is a great feeling of achievement. Business India ranking is prestigious and acknowledged by most of the corporate world.” And she echoed Dr. Iyengar's thoughts, noting while A++ ranking by a prestigious B-School survey shows that KIAMS is one of the better institutes in India, she said “however this is not the destination, but a journey which is to be walked successfully in future.” Both students and professors plan to not just maintain KIAMS' rank, but to do better in the future.
KIAMS' rise in ranks was credited by some to such things as strong industry interface, matching industry's expectations, national and international research, infrastructure and live-project-based curriculum.
Shruti said the goal is “to keep ahead of our competitors in every aspect.”
The rise in stature is pleasing, but comes as no surprise to KIAMS' Director Dr. Gopal Iyengar. “At one level there is elation, but deeper down there is no surprise,” he said. “We do believe in giving the best in what we do. One of our values is 'to undertake only those things in which we have the potential to excel.' Knowing that we can excel in education, we have gone ahead with our efforts. In this phase we were more conspicuous by our absence than presence in ratings. But our target group knew what we were good at”.
“As we have always been doing, we will continue to define who we are and what we want to impact, and work diligently towards that,” said Dr. Iyengar. Giving an alternate view of competitors, he added “Sure we are aware of competition but not obsessed by it. We may put together a benchmarked group from our band of institutes, and an aspirant group from the higher band, to understand how they deliver. But the bar will be raised mostly through aspiring higher in what we want to impact.”l Dr. Gopal Iyengar
Editorial Dear Readers, “A new oath holds pretty well; but...when it becomes old, and frayed out, and damaged by a dozen annual retryings of its remains, it ceases to be serviceable; any little strain will snap it.” With these insightful lines of Mark Twain, Team Chanakya welcomes the New Year along with its readers. Come New Year's Eve, and many of us get preoccupied with a review of what went wrong in the year gone by and a plethora of resolutions for the coming year. But the question is how many of us do actually live up to the promises that we make to ourselves and to others?
change, certain restraining forces always act as a barrier against it. So, in order to fulfill resolutions, we must make realistic promises after carefully weighing all the restraining and conducive forces that act against and in favour of the change. Secondly, it's always better to start off with a 'private victory' before moving on to the realm of 'public victory', meaning to say, fulfill promises made unto oneself before proclaiming promises to others around us. With this key message of how to make successful New Year resolutions, Team Chanakya brings before you another exciting issue from the domain of Operations. Also, the Team congratulates all the students of Batch-13 who have already got placed and wishes luck to all who are yet to bag the offers! May the Lord Almighty assist them in all their endeavoursH
Breaking away from past habits and initiating and sustaining a change requires tremendous willpower, grit and determination. To many of us, New Year resolutions are just some mere wishful thoughts, some fanciful articulations of our mind that desires to see a changed new self, but as the year gradually progresses, fails to tear away from the snares of the past. This is why most of the times our resolutions fail, only to see ourselves striving yet again at the year-end to make another new set of resolutions. Force-field analysis tells us that whenever we try to incorporate any
Happy Reading! The Editorial Team 1
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Information and Communication Technology - The cost effective tool for solving Food Security Mr. Kunal Prasad
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ood security has emerged as one of the greatest concern for countries around the world. Increasing population , diminishing agricultural land due to urbanization, increasing climate changes and changing lifestyles in developing economies have posed a serious threat on building a sustainable model to ensure food for all. This clubbed with the lack of integrated technology in the agriculture sector, insufficient infrastructure for production, processing, storage and distribution, government regulations and price speculation in agricultural commodities leads to surplus and wastage in one part of the world and famine on the other. The problem is becoming challenging day by day. This leaves many questions unanswered. From India's perspective is there a second green revolution that is to be seen in near future? Is average productivity going to increase from current figures of 40% of developed economies productivity? Will the people from rural India stop moving towards towns and cities for a greener pastures leaving farming on the back foot? Will government bring about a change and revolutionize the agri-sector or will it keep growing at 3%? Will policies be formulated to support inventions, innovation and diffusion of technology or will it be neglected?
organizational levels and educate farmers on the various government schemes, subsidies, training programs and facilities available for them for their benefit. Today farmers do not know; what to grow, how to grow and when to grow so that he can sell his produce and find the right buyers. Buyers have very less idea as to what is grown where at what point in time. At a national level though remote sensing data can estimate the expected production but at the local level the knowledge about which crop is grown where is not available to the buyers. This leads to 30% wastage due to lack of reliable information and poor supply chain management. End result is farmers do not get the buyer and the crops perish in their fields. Secondly though technology and financial support is available for farmers to adopt newer technologies and increase their productivity by many folds, these information still remain in books and marginal farmers do not benefit from it. ICT is thus the most efficient and cost effective way to increase productivity and reduce losses and provide a solution to the ever increasing food security issue. The sooner we understand its value the sooner and better future we can secure for ourselvesH
There are a lot of questions that come out but let us look into possible solutions. Technology, mostly Information and communication technology (ICT), biotechnology and nanotechnology has a great potential in providing a solution to the problem. Among the three, ICT has the most crucial role to play in the present context. ICT utilizes a “diverse set of technological tools and resources used to communicate, create, disseminate, store, and manage information.� These technologies include computers, the Internet, broadcasting technologies i.e., radio and television and telephony. ICT can open up new avenues in knowledge management which can play an important role in meeting the prevailing challenges related to sharing, exchanging and disseminating knowledge and technology from where it is available to where it is required. Today, Agricultural Institutes are rich with research and best practices are known, but the farmers lack even the basic knowledge and expertise to come out of their subsistence farming practices and participate in commerce. ICT can integrate the various knowledge base, research work, best practices known at the various Agricultural Institutes at a regional and national level, research organizations, corporate, international organizations and pass on the information to the value chain participants effectively wherever required at the right time. It can also stop the duplication of research work at the various
About the Author- The author aims to address the above issue and be a contributor to bring out a solution for the farmers, corporate and government agencies integrating them with Technology. With this in mind he started his start-up: CropEx Technology, with a vision to trace every farmer and create an integrated system where information is available to the right person at the right time. His initiative CropEx is an effort to provide Agri businesses with a Software Solution and Technology needed to create a smarter, safer food supply for consumers around the world. They integrated the agricultural sector with Information and Communication Technology (ICT) by putting a network of ERP and BI (Business Intelligence) across Rural India and collaborating with different value chain participants along with the supply chain to monitor farm produce status more closely. Their robust Software Solution has in-build traceability system to track every farm on real time basis and ensure quality and safety of food for end-consumers.
Mr. Kunal Prasad COO, CropEx Technology, Bangalore.
Time is of no account with great thoughts, which are as fresh today as when they first passed through their authors' minds ages ago. -Samuel Smiles 2
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Highlights Of National Manufacturing Policy 2011 Prof. E. Anand
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ndian Government has finally woken up to correct the earlier committed error, which it knew of committing but wouldn't like to heed to. 2011 finally saw the light of the day with GoI releasing, for the first time ever, the National Manufacturing Policy 2011. Did we miss this bus? Bus here, in discussion, is the 'Manufacturing Sector'. It is indeed a common sense that evolution of industries should happen in series, from primary sector to secondary sector to tertiary sector, that is to say, transition should be from being an agrarian economy to manufacturing economy to a service economy. But India's transition was from being an agrarian economy to a service economy; manufacturing becoming the missing link in between. This already has created huge problems like widening income gap and only manufacturing sector has got the power to reduce the size of this huge income gap.
f) Ensure sustainability of growth by promoting environment friendly schemes. viii) Following industry verticals will be given importance as they directly boost employment: Employment intensive industries like garments, leather and footwear, gems and jewellery etc.; Capital goods; industries with strategic importance like telecommunication and defence; industries that enjoy competitive advantage and SMEs. ix) NMP stresses on other policies related to rationalization and simplification of business regulations; Exit mechanism; Technology acquisition and development; Industrial training and upgradation of skills; SMEs; Special Focus Sectors; Leveraging infrastructure deficit and government procurement;Clustering and Aggregation - NIMZs; Trade Policy. The points related to each of these are explained in detail in the following sub-headlines.
The GoI has finally drafted the National Manufacturing Policy 2011 in consultation with all the stakeholders like industry, state governments and other experts in the field of manufacturing, technology development and business environment. The highlights of the policy have been shown in the following 10 points.
2) Rationalization and Simplification of Business Regulations i)
At present, to start a small manufacturing unit, it needs to comply with 70 laws and regulations. Apart from several inspections, these have to file 100 different returns every year. This kind of compliance burden puts off any young graduate who wishes to be an entrepreneur and finally ends up taking up a job much below their potential. ii) There have been efforts earlier too like single-window clearance and fast-track approvals which are only partially successful as not all government departments are ready to reinvent themselves. Government should allow the industry to self-regulate. iii) Several provisions of different Acts may be rationalized to facilitate entrepreneurs: a) Central / State governments may provide concessions whenever they deem fit. b) Mechanisms to be developed for co-operation of public or private institutions like in environmental clearance where inspection by government agency will be followed by a thirdparty agency too. c) Clearances to be made visible by making them web-enabled. d) Timelines to be defined in respect of all clearances. e) A common register or combined application form will be provided wherever applicable. f) Of all these clearances, environment and labor welfare are considered as most significant and will be handled as explained in respective sections.
1)Policy Statement i) The last two decades have been transformational for India since it embraced globalization in 1991 through its industrial policy resolution which was basically drafted in 1948 and was revisited only once sometime in 1956 and went un-touched till 1991. ii) Though the improvements have been in all the three sectors, but GDP was greatly contributed by services sector. iii) The growth rate is higher than the economy in recent past, at just over 16% of GDP but is still below its potential. iv) When compared with other Asian countries which are in similar stages of development, the increasing gap in the sectoral share is quite worrying. v) India currently has a favorable demographic profile with 60% of its population in the age group of 15-59 years. This poses a great challenge with respect to creation of jobs of around 220 million by 2025 to take advantage of the demographic profile, failing which we will miss the bus again and this time would bear severe consequences. vi) NMP stresses on having indigenous value-addition to acquire knowledge in manufacturing especially which are strategically very important to the country like telecommunications and defence. vii)GoI has decided to bring out NMP to achieve six objectives: a)Increase manufacturing sector growth to 12-14% in order to achieve, at this rate, manufacturing sector's contribution to GDP to 25% by 2022. b)Increase the rate of job creation to around 100 million jobs by 2022. c)Creation of appropriate skill sets among rural migrants and urban poor. d)Increase domestic value addition and technological depth in manufacturing. e)Enhance global competitiveness of Indian manufacturing by proper support.
3) Exit Mechanism Easy exit from non-viable business is as important as easy entry into a business. The resources, funds locked-up in a non-viable business can be better utilized by diverting them for some other viable business. NMP facilitates expeditious re-deployment of assets of a non-viable business while at the same time protecting the employees' interests too. i) Job Loss Policy: Under Section 25FFF of Industrial Disputes Act, it is mandatory for the closing company to compensate the 3
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employees with 15 days' average pay for every completed year of continuous service, and if it has exceeded 6 months in the closing year. NMP proposes 20 days' average pay for every completed year of continuous service, and if it has exceeded 6 months thereof. SPV will be responsible to check at the time of land allotment itself, that the company buys insurance for employees' job safety through competitive bidding. The premium for this insurance too will be collected before the start of the operations for safety of the workers. ii) Sinking Fund: As an alternative to Job Loss Policy, SPV can maintain a Sinking Fund by contributions. Terms and conditions for Sinking Fund will be notified by the Central Government/State Government for maintaining a minimum sum always in the common pool. iii) Combination of both the mechanisms: SPV may opt for both Job Loss Policy as well as Sinking Fund by buying an insurance from the Sinking Fund. SPV can even suggest a better way or any other arrangement which fulfills the need. iv) Redeployment of Assets: In case a firm has been declared sick, the SPV takes the responsibility of realizing the best value for the assets which can be re-deployed for other productive purposes. Such facilitation will be part of the contractual agreement before the start of operations. SPV is also responsible for the employees till they get re-located to other units in the NIMZ; compensation to be paid to the employees till they get re-located either through sinking fund or through insurance route. v) Exemption from Capital Gains Tax: Will relax tax on the capital gains obtained by selling the plant or machinery if the firm plans to re-invest the gains within next three years in any other unit of the same NIMZ or any other unit in any other NIMZ.
c) Incentives of 5% interest reimbursement and 10% capital subsidy to promote manufacturing of domestic equipments which are environment friendly which help control pollution, energy consumption and that which help in water conservation. vi) Conducting environmental audit, water conservation audit, wastewater treatment audit, rain water harvesting audit, renewable energy audit and green buildings audit to fix the green environment incentives to SMEs. vii)In case of latest patent on green technology, SMEs might come across two problems: one is that they do not have sufficient funds to obtain voluntary license from the patent holder and the second one is that the patent holder is unwilling to part with the license. In the first case, SMEs will be supported through above mentioned patent pool to obtain voluntary license and in the second case, government intervention may be sought to obtain permanent license from the patent holder through TRIPS agreement by paying them reasonable amount as royalty. 5) Industrial Training and Skill Upgradation Measures 85 million people will be added to the workforce in the period 2007 - 2017 and around 116 jobs would be created during the same period. But only around 6% of the people receive vocational training and there is a huge 'skill gap'. Manufacturing policy proposes 3 tier structure for skill development and these are i) Skill building among minimally educated workforce ii) Relevant vocational and skill training by establishing ITIs in PPP mode iii) Specialized skill through Polytechnics iv) Establishment of Instructor training centre in each NIMZ
4) Technology Acquisition and Development i) Skill building among minimally educated workforce NMP report stresses not only on indigenous technology development but also on technology acquisition in the global market, as the only way to achieve successful implementation is by considering both (Technology Development and Technology Acquisition). Green technology is no more a choice but a compulsion even for SMEs and these are the units which suffer from lack of funds to adapt to newer and sustainable technologies. Hence, the need for supporting them in adapting to green technologies and resource conservation policies by:
a) This will be for those people who are seeking non-agriculture work for the first time. Basically targets “Farm to Work” and “School to Work” category. Such people will be trained in most basic operations required in a manufacturing unit like cleaners, loaders, basic shop-floor operations and safety and quality aspects too. b) The courses will be very short term based on Modular Employable Skills prescribed by DGET and will be delivered in the local language. c) Private sectors will involve through PPP mode and will be scaled up with incentives and infrastructural support required by funding them to provide skill development. d) Apprenticeship as intermediary step to improve their employability will be facilitated. It will overcome the current problem of apprenticeship where it doesn't match the apprentice with the employer; an employer with the candidate; and a apprentice to a job. e) SPV will undertake skill upgradation in co-ordination with National Skill Upgradation Corporation and should consider local residents first, will be assessed and certified by third party agency, should undertake publicity campaigns to mobilize trainees and finally provide boarding and lodging facility to these trainees.
i) Leveraging the existing government schemes/incentives on adapting to green technologies. ii) It facilitates the urgent need for specifying criteria for what 'Clean and Green' would qualify to. iii) Objective criteria will be prescribed by the committee called Green Manufacturing Committee (GMAC) comprising of government representative and sectoral representative who would be an expert in Green technology in that sector. iv) SPV will be responsible to ensure SMEs comply to above criteria fixed by GMAC. For this they can appoint a third party for certifying SMEs as Clean and Green. v) Installation of Technology Acquisition and Development Fund (TADF): a) TADF will be established for acquisition of environment friendly technologies, creation of a patent pool, and to boost domestic manufacturing of environment friendly equipments. b) SMEs can access patent pool and get reimbursement of upto 20 lacs for acquiring patented equipments upto 5 years.
ii) Relevant vocational and skill training by establishing ITIs in PPP mode Apart from most of the above points which are applicable to 4
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providing employable skills through ITIs, the policy talks about imparting education through evening classes too for upgradation of skills to existing workers. It considers the current syllabus is outdated and needs to be revamped by involving industry to develop the training modules according to its needs and to develop assessment and evaluation criteria too. SPV will operate on BOO basis and all the above points mentioned for training minimally educated workforce would apply for ITIs too.
2G), which have suddenly made government procurement the cynosure of all eyes, more so of policy-makers' eyes. It is roughly estimated that if infrastructure deficit is leveraged, then the growth of the manufacturing sector could be enhanced by 3 % points which is a huge increase. 9) Clustering and Aggregation: National Investment and Manufacturing Zones (NIMZ)
iii) Specialized skill through Polytechnics
This section of the NMP 2011 talks how to go about implementing it. NIMZs will be given birth to, which will be different from SEZs (which couldn't make big as expected) in terms of the size, infrastructure and governance structures related to regulatory and exit policies. Though the policy drafted looks robust, implementing it successfully has to be looked out for with the hope that NIMZs will not just become another story like SEZs. In simple points, how it has been planned to make NIMZs work are:
To setup specialized Polytechnics to impart specialized skills required in automotive sector, electronics sector, IT/ITES sector. This will concentrate on both new and existing workforce and will be funded in a similar manner as training minimally educated workforce. 6) Small and Medium Enterprises (SMEs) To directly quote the interesting statistics regarding SMEs from the policy, it says that SMEs provide the next highest level of employment after agriculture. SMEs also contribute towards manufacturing, employment and exports. SMEs contribute around 45% of the manufacturing output and 40% of the total exports. There are around 59 million people working in 26 million SME units averaging around 2-3 persons per unit. The report writes about the different sources of funding for SMEs. It also proposes ways to improve the access to funds for SMEs. Few of the important points mentioned are: i) Relief from tax for the funds obtained by selling ancestral property to start a manufacturing unit. ii) Tax pass-through status to Venture Capitalists (VCs) who fund manufacturing unit but register themselves under SEBI. iii) Liberalization of RBI and IRDA guidelines to VCs who fund SME units. iv) Setting up stock exchange for SMEs which gives them easy access to VC funding. v) To facilitate easy access to bank loans to MSMEs involved in manufacturing after consultation with RBI.
i) NIMZs will be managed by Special Purpose Vehicles (SPVs). ii) Area of NIMZs will be at least 5000 hectares.iii)Land will be allotted by State Governments. State Governments will have to acquire land if it is privately owned by proper compensation through rehabilitation and resettlement process. Government land and current sick units (including PSUs) in industrial estates should be looked at first. The guidelines regarding land are also provided dry lands, lands used minimally for agriculture purpose, easy access to water facility and maintaining distance from ecologically sensitive areas. iv) State government can own NIMZs or can work out any other model like transferring the ownership to state government undertaking or ownership between public/private partnership or any other model which it finds suitable. v) It also specifies that allottees of land for manufacturing should be allowed to mortgage the land to the banks in order to obtain necessary finance. SPVs will have to get environmental impact study conducted to obtain clearance certificate. vi) Administrative set-up: It will constitute SPV, developer, State Government and Central Government. The policy further specifies the roles of each of these players.
7) Special Focus Sectors 10) Trade Policy National Manufacturing Competitiveness Council (NMCC) has identified sectors which India is leading amongst the developing nations and is actually good at. To boost such sectors, policy interventions can happen as and when it is felt necessary. The sectors which NMCC has identified as special focus sectors are: i) Labor and employment intensive industries like garments, gems and jewellery, leather, food processing industries. ii) Capital goods like machine tools, heavy earth moving equipments, heavy transport, heavy mining equipments and high technology equipments like in Telecom, IT hardware etc. iii) Strategic industries like aerospace, IT, renewable energy like solar, wind etc. iv) Industries like automotive, pharmaceuticals where India enjoys certain comparative advantage.
While giving impetus to domestic manufacturing, the usual tendency has been to protect it from imports by imposing tariffs and also surcharges. Though the policy finally ends by saying that NMCC would be still recommending the duty structures to protect the interests of the manufacturing sector, at the same time it also says that international borders are no more the problem but internal issues like government procurement is. Government procurement can be improved by strengthening the manufacturing sector. Of late, we are hearing, suddenly, everyone talking about government procurement. This policy finally has hit the nail right where it is needed. At least we can hope we will have domestic suppliers for future events like the recently held CWG games in Delhil
8) Leveraging Infrastructure Deficit and Government Procurement
Prof. E. Anand, Senior Lecturer, Kirloskar Institute of Advanced Management Studies.
Several countries have taken government procurement as a path to development. Thanks to scams of 2010 (especially CWG and 5
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TOYOTA PRODUCTION SYSTEM (TPS) Mr. T. R. Parasuraman & Prof. Y.K. Gaur
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(Prof. Y. K . Gaur) had a wonderful opportunity to discuss on Toyota Production System with Mr. T. R. Parasuraman as he has detailed knowledge about Toyota Production System (TPS).
value) 7. MUDA of Correction ( any repair or rework is muda) Prof. Gaur: Sir is there an example of MUDA? Para San: Yes, you can understand in the shop floor. Generally, it can be seen while Watching a machine run Waiting for parts Counting parts Moving parts over long distance Storing inventory Looking for tools Machine breakdown Rework etc.
Below is a gist of the conversation we had during our journey to Harihar on 24th Nov, 2011 between me and Mr. Parasuraman, Chief Guest of the 21st Foundation day celebration function of Kirloskar Institute of Advanced Management Studies on 25th Nov, 2011. Prof. Gaur: *Para San, will you please explain me the basic philosophy of Toyota Production System? *Para San (Parasuraman San; in Japanese language, San means Sir/Madam) Para San: The Philosophy of TPS is linked with the Goals of TPS, which are: 1. Highest Quality Product 2. Lowest Possible Cost 3. Shortest Lead Time
MURI and MURA: MURI is overburden i.e., pushing a machine or person beyond natural limits. Overburdening people leads to safety and quality problems Overburdening machine is a direct cause of breakdowns and defects.
Prof. Gaur: Sir, How to achieve this? Para San: Like a Car, Toyota Production System also runs on four wheels, viz-
Similarly MURA is unevenness (it is combination of first two M's). Due to unevenness in production levels at times, there is excess capacity (MUDA) & at times there is overburden (MURI).
1. Elimination of 3M's. 2. Kaizen (Continual Improvement, not Continuous Improvement). 3. Just IN Time (JIT). 4. Jidoka (Autonomation is not Automation; it is Automation with Human touch).
Prof.Gaur: It means to eliminate unevenness has to do with continuous improvement? Para San: Yes, but not continuous improvement, continual improvement Prof. Gaur: Sir, what is continual improvement? Para San: You have seen on railway stations, to reach on the bridge one side we have a slope and other side we have a stair case, to climb the same height, if we take slope the force always pulling back due to gravitation on the other side in case of steps we have time to stay for time if required. Similarly for processes to standardise continual improvement is better. The second wheel is KAIZEN is the tool for eliminating the 3M's, KAI ZEN is a Japanese word meaning KAI = to modify, to change, ZEN = make good, make better so KAIZEN = change for better, continual improvement.
Prof. Gaur: What is 3M'S and how to eliminate? Para San: Before I explain you in detail let me explain how we keep the cost down. Like in Old Economy, Cost plus principle is: Sales Price = Cost Price + Profit In New Economy, Cost reduction principle is: Profit = Sales Price Cost Price Now it will be easy for me to explain you the 3M's 1. MUDA - Non value added/ Waste 2. MURI - Overburden 3. MURA - Unevenness
Prof. Gaur: What is the advantage of third wheel JUST-IN TIME? Para San: It is a good question. There are so many benefits such as: Reduced inventory Improved quality Lower cost Reduced space requirements Shorter lead time Increased productivity Greater flexibility Better relations with suppliers Simplified scheduling and control activities Increased capacity Better use of human resources More product variety
There are seven types of MUDA you can observe in any production process 1. MUDA of Over-Production ( producing too much or too soon) 2. MUDA of Waiting (waiting for parts to arrive of machine to finish cycle) 3. MUDA of Conveyance (any conveyance should be kept to minimum) 4. MUDA of Processing (over processing) 5. MUDA of Inventory (any more than minimum to get the job done ) 6. MUDA of Motion (any motion that doe not contribute to adding 6
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Prof. Gaur: Sir, I heard that the JIT reduces inventory. Para San: Yes, because inventory hides problems like Bad design Lengthy set ups Poor quality Inefficient layouts Machine breakdown Unreliable supplier.
excluding breakfast, lunch, and tea breaks twice according to the shift. If customer demand is say, 435 units a day and one shift was being run with an OA 100%, we can produce 435 units ,then the line would spend a maximum one minute to make a part in order to be able to keep up with Customer Demand. In case OA is 98% you will able to make 435*0.98 = 426.3 units. Prof. Gaur: Thank you Sir. Now I can calculate easily. Sir, what are the controlling documents of the JIT. I. The production Capability Chart, II. Standard Work Combination and III. Standard work Operation
Prof. Gaur: What are the operating principles of JIT? Para San: There are three important principles 1. The Pull System 2. Continuous Flow Processing with Heijunka 3. Takt Time
Prof. Gaur: Sir last question, The Fourth Wheel JIDOKA. After this, we will sleep as the time is 09.00 pm. Para San: OK Sir, JIDOKA is Ability of production line to be stopped in the event of abnormalities like Quality problems Equipment malfunction, Work being late by machines or members.
Prof. Gaur: Sir, I heard that Pull system is like a rope or chain pull, if we try to push a flexible system like rope it will not move in the required direction but at the same time if we pull a rope or chain all the link will get the effect like a train pulling bogies. Para San: Very good, I will add one more important point that the production at step “1” is controlled by step “2”. The second pointContinuous Flow Processing with Heijunka. In this case, we divide all the A B C product requirements with the small number required if A=100, B=50, C=150 then the lot size will be A 100/50= 2 B 50/50 = 1, C = 150/50 =3. Means on the assembly line you will see AA B CCC AA B CCC AA B CCC AA B CCC
I will quickly explain the types of Jidoka Quality gate in each process POKAYOKE or Mistake proofing ( The simple example is SIM corner is cut so that it does not enter in wrong position Andon ( A system of flashing lights used to indicate production status in one or more work centres ; The number of lights and there colour will vary, even by work centre within a plant; however, the traditional colours and their meanings are: Green (no problem) Yellow (situation requires attention) Red (production stopped attention urgently needed).
Para San: How far is Harihar? Prof. Gaur: Sir, we will reach by 01.30 am Para San: Do you have some more questions? Prof. Gaur: Yes, Sir please explain Takt Time
On conclusion Parasuraman San said, “To achieve successful implementation of TPS - Toyota Way and human development is must. We believe in “MANY MIND-ONE GOAL”.
Para San: It is very simple to calculate. Takt time is derived from the German word Taktzeit, which translates to cycle time, sets the pace for industrial manufacturing lines, Takt time concept aims to match the pace of production with customer demand. Takt time can be first determined with the formula:
Next morning on 25th Nov, 2011, we enjoyed the 21st Foundation day celebration function of Kirloskar Institute of Advanced Management Studiesl
T=Ta/Td Where; T = Takt time, e.g. [minutes of work /unit produced] Ta = Net time available to work, e.g. [minutes of work / day] Td = Time demand (customer demand), e.g. [units required / day]
Mr. T. R. Parasuraman, Sr. Vice President & Prof. Y.K. Gaur, Advisor HR&IR Toyota Kirloskar Auto Parts Pvt. Ltd.
I will explain. If you have, 435 min Available Time to work in a shift
If you do a lot of things to build business, you'll build business. They don't have to be done perfectly to work, although the better you do them, the better they'll work. But the main point is that you have to do them -- a lot. - Joe Girard
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Holonic Manufacturing -A New Paradigm for the 'Factory of the Future' Ms. Pragadeeswari R.
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t is well known that manufacturing systems of the present days are becoming complex for a number of operational and structural reasons. This complexity makes these systems difficult to be controlled and predicted. Moreover, in order to meet the challenges of the 'new modern manufacturing', these systems will need to satisfy fundamental requirements such as enterprise integration, distributed organization, heterogeneous environments, interoperability, open and dynamic structure, cooperation, integration of humans with software and hardware, agility, scalability, fault tolerance etc,.
disturbances and the latter property signified that they were intermediate forms, which provided the proper functionality for the greater whole. Need for Holonics in Manufacturing The rationale for adopting holonic concept in the fields of manufacturing is to address some of the most critical manufacturing problems encountered by the businesses in the 21st century market, which are: 1.The demanding environment to support mass customization, i.e. 'make-to-order' rather than 'make-to-stock'. This helps the business to regularly react to rush orders and new product specifications from customers.
Many modern paradigms like distributed intelligence manufacturing systems, holonic manufacturing systems etc., has evolved promising to meet these challenges put across by the modern requirements. Techniques from artificial intelligence and the likes have brought new and interesting possibilities in this domain to cope up easily with several disturbances and changes that manufacturing encounters in the present environment. In order to discover the hidden potential in this domain, the Intelligent Manufacturing Systems (IMS) consortium initiated few projects in early 2000's to define new paradigms for the factory of the future. The Holonic Manufacturing System (HMS) was one of such projects.
2.The need for handling the hybrid combination of product variety and volume within a single shop floor, i.e., the need to manufacture multiple orders of item A and a single order of item B simultaneously. Traditional manufacturing thinking is not geared to this imbalance. 3.The competition that triggers the need to present customerspecific products into the market with short 'order-to-deliver' times. 4.The growing requirements for tightly integrated supply chains and holding minimal reserve stocks. Being idle while waiting for a supplier to deliver component parts costs money and so does holding large inventories of stock.
Roots from Biological Systems The concept of holonic manufacturing systems has borrowed its base from the biological and social systems. During the evolution of biological systems, it was observed that on one hand, they developed as a self-reliant stable intermediate forms, while on the other hand, in the living and organizational systems it was difficult to distinguish between 'wholes' and 'parts'. Observing these characteristics, philosopher Arthur Koestler proposed the word 'holon' which is a combination of the Greek word 'holos' meaning whole and the suffix 'on' meaning particle or part.
5.The necessity to maintain satisfactory performance levels outside normal operating conditions. The implementation of Holons in Manufacturing A manufacturing holon is an autonomous and cooperative building block of a manufacturing system for production, storage, and transfer of objects or information. It consists of a control part and an optional physical processing part. For example, a holon may be a combination of a CNC milling machine and an operator interacting via a suitable interface.
He observed that, holons were autonomous self-reliant units, which had a degree of independence and handle contingencies without asking higher authorities for instructions. Simultaneously, they were also subject to control from (multiple) higher authorities. The first property ensured that holons were stable forms, which survived
A holon may also hold other holons that provide the necessary 8
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processing, information and human interfaces to the outside world, such as a group of manufacturing cells. Every such holon will be able to reason, make decisions and communicate interactively with other holons. Collective holons or Holarchies- as they are called can be created and dissolved dynamically, depending on the current needs of the particular manufacturing operation.
machine breakdown, lack of machine availability, or change in customer requirements, other holons from the resource pool can be added or removed as needed, allowing a reorganization of the production holon. Production bottlenecks can be identified and eliminated through communication and negotiation between the holons in the resource pool.
A holonic system functions bottom up in a working manufacturing environment. Maximum flexibility can be achieved by providing intelligence within holons to
Open Issues in HMS There are number of significant open issues that must be addressed before holonics can be expected to graduate from the research level to play any significant part in the next generation manufacturing production systems. There are no definitive methodologies to provide clear, unambiguous guidelines to experiment the level of consistency and reliability that will emerge from holonic manufacturing systems.
Support all production and control functions required to complete production tasks, and
Manage the underlying equipment and systems. The manufacturing system dynamically reconfigures into operational hierarchies to optimally produce the desired products, with holons or elements being added or removed as per the necessity. Holarchical manufacturing system relies on rapid and effective communication between holons, as opposed to traditional hierarchical control where individual processing power is essential.
Establishing suitable implementation architectures that are compatible with existing and future commercial computing systems is a challenge. Building appropriate production environment supported with flexible resources, flexible networking environment, flexible and empowered manpower base and flexible business information systems for implementing holonic control is quite a mission to be accomplished, which when done can create a great valuel
A general sequence of events in a Holarchical manufacturing system is as follows: A factory consists of a number of resource holons, available as separate entities in a resource pool. For ex, shop floor may consists of a i) CNC milling machine and operator, ii) CNC grinder and operator and iii) CNC lathe and an operator.
Ms. Pragadeeswari R, PGDM-II, KIAMS (Harihar Campus)
Upon receipt of an order from higher levels in the shop floor hierarchical structure, an order holon is formed and it begins to communicate and negotiate with the available resource holons.
References: 1.Manufacturing Processes for Engineering Material, Edition 5, Kalpakjian. 2.Holonic Manufacturing Control, Duncan C. McFarlane and Stefan Bussmann. 3.Reference architecture for holonic manufacturing systems: PROSA, Hendrik Van Brussel, Jo Wyns, Patrick Peeters. 4.www.homepages.ucalgary.ca/~rbrennan/hms.html 5.www.gecad.isep.ipp.pt/GECAD
The negotiations lead to a self-organized grouping of resource holons, assigned based on product requirements, resource holon availability, and customer requirements. For ex, a given product may require the use of a CNC lathe, a CNC grinder, and an automated inspection station to organize it into a production holon. In case of occurrence of an abnormal operations conditions like
First we thought the PC was a calculator. Then we found out how to turn numbers into letters with ASCII and we thought it was a typewriter. Then we discovered graphics, and we thought it was a television. With the World Wide Web, we've realized it's a brochure. -Douglas Adams.
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Role of Information Technology in Supply Chain Management Mr. Syama Sundhar Kandukuri
Transportation: costs, shipment sizes, customer locations. Facility: location, capacity, schedules of a facility; information about trade-offs between flexibility and efficiency, demand, exchange rates, taxes, etc.
Introduction Supply Chain Management (SCM) mainly deals with the flow of products and information between the member organizations of the Supply Chain. Information is the driver that serves as the “glue� to create a co-ordinated supply chain. It is one of the most crucial ingredients of Supply Chain Management. Without information, the managers will not know the demand of the customers, the stock of inventory available with him, timing and quantity of order and when it is to be shipped. This is where the role of IT comes into the picture.
Use of IT for SCM Purposes As for IT systems, when discussing the use of IT in SCM, we refer to the use of inter-organizational systems that are used for information sharing and/or processing across organizational boundaries. Thus, besides internal IT systems such as Enterprise Resource Planning systems, we also exclude identification technologies such as RFID from the scope of this study. The use of IT for SCM purposes can be divided into 1) transaction processing, 2) supply chain planning and collaboration, and 3) order tracking and delivery coordination.
Linking SCM to IT Supply chain consists of those organizations i.e., suppliers, customers, producers and service providers that link together to procure/ acquire, purchase, convert/ manufacture, assemble and distribute, from suppliers to end customers. Recently with development of IT, the concepts of supply chain design and management have become a popular operations paradigm. The complexity of SCM has also forced companies to go for online communication systems. For example, the Internet increases the richness of communications through greater interactivity between the firm and the customer. It shows the change in supply chain towards online business communities. SCM emphasizes the longterm benefits of all parties on the chain through cooperation and information sharing. This confirms the importance of IT in SCM which is largely caused by variability of ordering.
And the drivers for using IT in SCM can be seen as in the figure:
Generally we believe that IT increases the information processing capabilities of suppliers, thereby enabling or supporting greater relationship and in addition reduces uncertainty. Also IT decreases transaction costs between buyers and suppliers, thus creating a more relational governance structure, which leads to closer buyersupplier relationship; it may also decrease trust-based interorganizational partnerships and removes a human element in buyersupplier interaction. But trust is built on human interaction. Effective use of IT in the supply chain can have a significant impact on supply chain performance. Performance is to be optimized for the entire supply chain, not only for one stage, but also leads to higher performance for each individual firm in the supply chain.
The first type of IT use, transaction processing, stands for the use of IT to increase the efficiency of repetitive information exchanges between supply chain partners. In this type of IT use the exchanged information is typically related to such tasks as order processing, billing, delivery verification, generating and sending dispatch advices, and producing order quotes. The second type of IT use, supply chain planning and collaboration, represents the use of IT for sharing planning-related information such as demand forecasts and other demand information, inventory information, and production capacity information, with the intention of increasing the effectiveness of the supply chain. Finally, the third type of IT use in SCM, order tracking and delivery coordination, refers to the monitoring of individual orders or shipments, which may consist of components or final products, with the aim of coordinating their delivery or conveying timely information of their location.
Prior to 1980s the information flow between functional areas within an organization and between supply chain member organizations were paper based. The paper based transaction and communication is slow. During this period, information was often over looked as a critical competitive resource because its value to supply chain members was not clearly understood. An IT infrastructure capability provides a competitive positioning of business initiatives like cycle time reduction, implementation, implementing redesigned cross-functional processes. Several well known firms are involved in supply chain relationship through information technology.
The framework for impact of it on SCM: The research revealed that the main impact of IT on SCM is on procurement, logistic, firm, vendor relationship management and customer relationship management, which is described in follows. IT on Purchasing: 1) The use of IT in managing purchasing in the supply chains has developed rapidly over the last ten years. The research demonstrates that IT is utilized in a variety of procurement applications including communication with vendors, checking vendor price quotes and making purchases from vendor catalogs. Vendor negotiation has also been streamlined through the use of IT. Face-to-face negotiations are not used as frequently because the negotiations can be conducted through the use of IT. This includes
Use of Information in a Supply Chain Information is used at all phases of decision making: strategy, planning and operations. Hereby are listed some of the examples of information needed in supply chain at operational level. Inventory: demand patterns, carrying costs, stock-out costs, ordering costs. 10
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bargaining, renegotiation, price and term agreements. The receipt of queries from vendors, providing vendors with goods and all other such functions are all handled by IT. 2) The other more popular use of IT in supply chains is in order processing applications. The most frequent use of IT here is in order placement and order status. Over half of the firms use IT for this purpose. This has dramatically reduced the costs of order processing. The use of IT in order processing has reduced the error rate involved in order processing. Errors now can be detected more easily and corrected more quickly.
importance of trust in different forms of inter-organizational relationships in management literature. 3) Several studies suggest that successful buyer-supplier relationships are associated with high levels of information sharing. Information sharing (quality and quantity) refers to the extent to which critical and proprietary information is communicated to one's supply chain partner. The use of IT caused open and collaborative information sharing, leading to positive effects on inter-firm relationship. IT on Customer Relationships: Many management experts argue that, by focusing on total customer satisfaction, a company can improve its processes to deliver better service at a lower cost. The recent increase in the speed of IT has provided firms with the ability to offer their customers another way to contact the firm regarding service issues and integrate customer information and firm information to bring greater benefits to both the customer and the firm.
IT on Operations: 1) One of the most costly aspects of supply chains is the management of inventory. The research has shown that the most popular use of IT in this area is the communication of stock outs by customers to vendors, or the notification of stock outs by companies to their customers. IT has enabled companies to quickly institute EDI information programs with their customers. IT has affected inventory management most dramatically in the ability of firms to be proactive in the management of inventory systems. 2) Production scheduling has traditionally been the most difficult aspect of SCM. IT has enabled firms to minimize the difficulty in their production scheduling by improving the communication between vendors, firms and customers.
Driven by information technology, customer relationships are the key to increased revenue and market share. Generally for every company, Pareto's Principle estimates that 80 percent of sales come from just 20 percent of customer base. Thus, the first step should be to identify which customers are the most profitable or which customers will be the most profitable. Customer relationship management (CRM) software can be used to gain insight into the needs and wants of the core customer base. CRM software can be deployed to work in tandem with the firm's data warehouse and data marts to extract rich insight into customer activity and their interactions with the firm business, including products owned and recent store visits. CRM technology yields insight into customer spending and product demand; it also drives satisfaction levels. A good CRM tool will protect a firm's customer base and build consumer loyalty. It's the time to make key technology investments and set the stage for increased profits and revenue
IT on Logistic: 1) The most popular use of IT in supply chains is in the management of transport. 2) According to some researchers the monitoring of pickups at regional distribution centers by carriers is one of the most popular IT applications. This is particularly important for a company, since tracking shipments to regional depots provides the firm with data on the reliability performance of the carriers it is using. This enables transportation managers to make sure that the motor carriers they use are meeting their promised arrival times. It also provides managers with the information they need to inform carriers for shipment delays as they occur and it's not required to wait for days before the information becomes available for corrective measures to be taken. 3) In production and logistics, many parties are involved in coordinating the processes that are involved in fulfilling a customer's order: manufacturer, suppliers of parts and subassemblies, material managers, logistics managers, transportation carriers, customer service representatives, quality assurance staff and others. The goals are to reduce the cycle time to fill a customer's order, reduce the inventory of parts, work-in-process and finished goods in the pipeline, increase the accuracy and completeness of filling a customer's order and of billing him for it and accelerate the payment for the delivered items to put cash in the bank as soon as possible. To achieve this degree of order Cycle Integration, manufacturers, merchandisers and their trading partners are using IT.
Conclusion: IT plays a major role in Supply Chain Management and by using IT we can increase profits and decrease costs because information is well organized and is in a systematic mannerl
IT on Vendor Relationships: 1) IT in general proposes that IT deployment in supply chains leads to closer buyer-supplier relationships. In some reports a positive relationship between an ITbased supply chain and organizational benefits is indicated. Results show that IT decreases transaction costs between buyers and suppliers and creates a more relational/cooperative governance structure. 2) Trust plays a key role in any organizational relationship, and IT facilitates it. Trust exists when a party believes that its partner is reliable and benevolent. There has been a noticeable increase in the
Mr. Syama Sundhar Kandukuri, PGDM II, KIAMS (Harihar Campus). References: World Applied Sciences Journal 4 (1): 87-93, 2008. Assessing the Impact of Information Technology on Supply Chain Management by Mehdi Fasanghari, Farzad Habibipour Roudsari and S. Kamal Chaharsooghi. Paper on The Roles of Information Technology in Supply Chain Management by Jaana Auramo, Aimo Inkiläinen, Jouni Kauremaa. www.supplychaindigital.com www.ebsco.org
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UNNATI - a vocational training and Social transformation program
Impact Interview “Unnati� denotes 'progress', 'reaching heights' - Unnati program brings progress and prosperity to underprivileged youth and their families. Unnati is a vocational training program aimed at enabling and empowering youngsters from families that are below the poverty line. This 70 day program equips unemployed youth (of 18 years or more) with vocational skills and life-skills that ensures employment with reputed organizations at the end of the training program. Currently, the training is offered in 9 chosen vocations retail sales, field sales, guest care (hotels), guest care (offices), industrial tailoring, Industrial painting, data entry (for BPO), security services and car driving. Vision 2020 "Train and employ 1 million underprivileged youth through Unnati model by 2020"
Mr. Ramesh Swamy is the CEO of the Swamy group of companies.
Most of the management graduates struggle a lot to achieve heights like you did. How did you manage to reach such great heights without a formal management education?
Mr. Ramesh joined his father in business immediately on completion of his Bachelor's degree in BE (Mech) from MACT, Regional Engineering College, Bhopal. The business has grown considerably in the last few years, and today handles the logistics management for many MNCs and Indian companies for the state of Karnataka.
I think it's because of focus and passion. Ultimately when you work for a cause, you will always be thinking of the cause and you keep associating yourself with the goal. So you should never lose focus from the goal. You must have short term goals, long term goals and very long term goals. But very often it so happens that we all have short term goals and once we achieve it, we don't know what to do next. Keep touching the short term goals and as you go on achieving them you get energy, which should be invested in achieving the long term goal. The moment you do that, the entire energy of the universe will support you and work for you. You will automatically be directed to good people and in their association you will surely reach great heights.
He has always had a deep-rooted involvement with Indian Culture and is passionate about helping to bring change in the lives of the underprivileged, as he firmly believes that only then will there be progress and overall societal development. This passion drove him to found SGBS Trust together with a few other like-minded people. Mr. Ramesh has been involved in organizing events to promote art and culture for over two decades. He has been a source of inspiration and support to many young artists. He constantly scouts for young talent and provides them a platform that will help launch their careers. With an inspiring attitude and unbounded energy, Ramesh today is one of those few, who have touched many lives in and around Bangalore.
Is this wisdom a result of your experience or has someone inspired you? Mostly, it is a result of my experience only. There's no one in particular who has inspired me. I get inspired by 'n' number of 12
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people. I believe that every individual possesses some unique feature & I learn from almost everyone I come across with.
workers, auto rickshaw drivers, small eateries vendors, vegetable and fruit sellers, coolie workers or masons rarely exceeds Rs.4000/-. In such families education of children gets neglected. Shiksha was initiated to provide financial support for school education who but for the support would have discontinued schooling. The fee towards education is paid directly to the school. The Shiksha program currently supports over 360 children every year. Preference is given to children of widows. Most deserving students are identified trough an annual process covering relevant parameters. Till date, over 4000 students have benefited from the Shiksha programme. The Shiksha program currently supports more than 360 students a year. Here is a list of the beneficiaries of the Shiksha Program.
Is there any specific incident that changed your course of life? When I was doing engineering, on 3rd Dec 1984, it was the day of the infamous Bhopal Gas Tragedy. Our college is located on top of a hill, so we were safe when the unfortunate incident took place. Next day morning my hostel warden and watchman asked us to volunteer in the rescue operation. When I witnessed the tragedy before my own eyes, its intensity shook me. There were small babies stuck in the debris and the most life changing incident was when children actually passed away in my own hands. May be it was from then I started thinking about rendering my services to society and thus me and a group of my close associates started a funeral service. It evolved inside me a burning passion to serve the needful and thus it manifested as Unnati.
Samastha- At times when there is a loss of life in the family, many are not aware of the customary rituals. Sanathana Dharma Samshta organizes funeral services and traditional annual rites for the departed at a specially designated place near Ulsoor Lake, Bengaluru. Donations to Sanathana Dharma Samstha are welcome as they will support the maintenance of the place and the resources who are available round the clock.
Can you tell us more about your path that lead to foundation of Unnati?
Utsav- Experience of a life-time, year after year. Utsav offers more than 40 days of cultural bonanza every year free for public. Noted musicians, dancers and artists participate in the annual Gokulashtami, Thyagaraja/Purandhara Dasa Aradhana and monthly concerts. The meticulous planning begins months before the event, and every detail related to logistics and hospitality is taken care of.
By 1985-86, we were into offering funeral services to people who did not even have money to organise such activities. Being an orthodox Brahmin family I had a restriction going to burial grounds. But my parents never restricted me; they understood the purpose, which again motivated me further. In 1993 I joined an organization SGBS trust. SGBS is an organization which SGBS Trust works for the upliftment of poor families by providing them access to opportunities which are beyond their reach in the normal course of life. Specifically, it focuses on the areas of education, vocational skills training and cultural exposure. In 2002, I realised that most adolescents are dropping out of formal education for many reasons.
What message can you give to today's youth? Youth can achieve a lot. Today's youth has lot of resources to learn and grow which we missed at our time. The awareness has increased and youth today is more dynamic and aggressive that it was. They have lot of energy in them, but they need direction. I encourage my son to do what he likes rather than restricting him to our principles. This would help you to connect yourself with something you like. In this generation the major influence on young people is peer pressure. It plays vital role in shaping them and making them understand the basic purpose of life. Just ask yourself if you are really happy because that's what matters the most.
How is Unnati different from other such organisations? At Unnati, we make sure that there are minimum or no drop-outs. Instead of being happy for 99% success records, we find the reasons of the 1% failure & try for 100% success. We work on the principles of “Learn, Earn & Stand Tall”. Our students develop so much confidence that they will look in the eye and talk. They are not afraid & they are no less than any other person in the society. This is the kind of confidence we provide & that is the kind of change we want to see in the society. We make sure that each individual must be a change agent. We tell our teachers not to teach but to “train” the students. We also ensure a job to every passed out student.
Mr. Ramesh Swamy has delivered a memorable speech on KIAMS foundation day, where he inspired the students on how they have to keep alive the burning passion and laid emphasis on living in the present. He received great response and after the speech, students crowded him and bombarded with several questions regarding problems they face in day-to-day lives. He answered them all with clarity and patiencel
What are the various activities undertaken by Unnati?
-Team Chanakya.
There are various initiatives taken which are as followsShiksha - The monthly earning of people working as domestic
“From a certain point of view our real enemy, the true troublemaker, is inside.” - Tenzin Gyatso 13
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Living with Passion Prof. Sumit Roy
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assionate living is something that drives some people to go beyond the normal course of living. What is common to the entrepreneurs Michael Dell, Henry Ford, Dhirubhai Ambani, T Edison, and JRD Tata is that all of them have lived with passion.
practical approach (a leadership trait), heightens the chances of moving towards your desired destiny. What impedes passion?
The following questions used to haunt me to explore further on the subject of passion.
Negating one's own growth, setting low aspiration, fear, sabotaging and self crippling thoughts restricts self flowering. The seed which has all the nutrients to take charge just shrivels due to the lack of selfnurturing positive thoughts. Doubting, harboring negative emotions, worrying, getting hooked with the result creates an emotional whirlpool of not living and just analyzing and thinking.
What makes entrepreneurs & leaders passionate? When do they become passionate? (Stage of life cycle) Does passion have a degree of intensity? Is passion mandatory for achievement & leadership? Are passionate people always passionate? How passion in entrepreneurs & leaders gets manifested?
Whereas passionate people are involved for a cause outside their own skin, they are devoted to what they adore and hold it very preciously. People's love for their profession comes from their needs and most of our needs are materialistic. Maslow's hierarchy of needs depicts that as one fulfills the basic needs like food, water, shelter people move towards higher needs, like- esteem and self actualization.
I did get some answers but the fluidity of life makes it hard to pinpoint very specifically on something which is so subjective. Every human being is different and has a range of reference mechanism that works on its integral system.
Let's see two such broad needsFirst need is the Deficiency Need where people approach what they don't have. The focus is how I can get things that can satisfy my physical and psychological well being.
What is passion? The English word passion comes from the Greek word 'pathos'. Webster's dictionary states that passion is an emotional response. Passion, I feel is a signature theme of an individual. It is as personal as your fingerprint. It's a force that resides inside. It gets manufactured within. Nobody can instill passion within you. It is a dynamo that works on.
Second need as Maslow states is Meta Needs or Being Values. These needs satisfy our soul. The effects of deprivation of these needs have not yet been adequately described but the deprivation does cause some amount of malady which I would like to label as an empty feeling that most of us experience some time or the other.
The people whom I found to be achievers and with high energy level, are the people who are passionate about whatever they are doing. It generates a power to drive them through the difficult times and is most evident in entrepreneurs and leaders.
I believe pouring our heart, being congruent and maintaining a fulfilling relation with our own self will go a long way in healing our self and in getting passionate about life. That is why real entrepreneurs are never shy of sharing their ideas with others. They are not afraid that others will steal their ideas; they know that ventures are not built with mere ideas; they are built with ideas coupled with passion. Most people have business ideas; only entrepreneurs have passion.
Reflect on the equation below by Thomas Friedman, New York Times columnist and author of the best seller 'The World Is Flat': 'CQ + PQ > IQ' Where, CQ= 'Curiosity Quotient' PQ= 'Passion Quotient' IQ= 'Intelligent Quotient'.
Can one generate passion? Yes, every human being can be facilitated to revisit emotions and the word that can make a positive difference is the will to change one's present state.
It is seen that people who can sustain pressure and bounce back after repeated failures and who can also cope-up with extreme stress conditions, are the people with love & passion for whatever they do. So for entrepreneurs, it is advisable not to start a venture where their heart is not in sync, since the failure rate of start-up ventures is generally very high. It is even more dangerous since you might be competing with people who are likely to be passionate with similar ventures. Passion is not only required to start a venture, the deep love affair motivates one to lead from the front during a crisis.
For growth, answers are not everything; the questions that are being asked to oneself are the ones that can create a brain storm. While digging for the answers the brain digs itself and creates a network of neural connection. Asking power questions to oneself can help one to rise from the shackles of comfort zone. When one falls in love with a comfort pattern, it becomes very hard to break that pattern and do anything with passion.
Our personal growth is correlated to the degree with which we listen to our deepest impulses and act upon them. I would emphasize that impulse (an entrepreneurial trait) when married to a rational &
First step in generating passion is to overcome our laziness. Exercising keeps our body supple and energy level high. A brisk
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morning walk for 30 minutes can make a lot of difference. Set compelling but achievable GoalsSecond step is to keep working with your mind. Solve cases, discuss, network, analyze, coach school students or do anything that challenges your mind.
Map your talent and skills with your daily doings. Have an action orientation backed by practical thinking. Just setting goals may not help you. Goals should be compelling so that you get animated when you get up in the morning. If you're not breathing and living your goals, then you need to revisit your set goals.
Third step is to cultivate the habit of sustaining the first two steps. During my consulting work with many corporates and also with students, I find 'dead people working'. They are having a provisional existence with pointless living and are simply trying their luck that someday something will happen. I feel these people have potential but not passion. Dynamic living means utilizing one's full potential and extracting all the joys of life. It is not about being a workaholic but designing one's way to a purposeful journey. Our silent whisper from within speaks a lot about purposes. An ability to pay heed to these silent whispers is the first step to get in action.
Know where you are headingIt is all about conscious living. Sometimes we are driven by our emotions and our emotions play with our life expressions. Getting intelligent with our thoughts, that is 'what we think' and 'when we think' can make us conscious. Explore the path of passion-
The turning point could be discovering 'what I am meant for'. It finds its deepest meaning in the spiritual being, the inner self where the fire resides and likes to explode for a cause. The consciousness of the inner self gets anchored with our higher self that supplies energy and moves our mind and body to act.
Actively search what calls you, be rational in taking the leap. Sometimes we tend to confuse dreams with fantasy. Dreams are in sync with your expertise and talent which you may not even possess presently but would acquire in future. Fantasy is a script on water and it doesn't stay. Move towards your calling inch by inch and evaluate the outcome.
Behaviors leading to blossoming one's self Asking these questions to yourself would help you to exploreWhat does living with passion mean in terms of actual behavior, actual procedure? The following points mentioned resonate with me:-
Which aspects of your work do you enjoy most? What gives you greatest pleasure? When do you get a kick out of your work? When do you feel that there is no time sense and you are simply not involved? What is easy for you to learn and grasp? What is effortless for you?
Get connected with your selfTake stock of your strengths. Practice silence and listen to your inner callings. Be willing to deploy your self-
Living passionately helps you know the deepest, most authentic, most constitutional aspects of the real self, of the identity who you are. It is the courage of your conviction and acting on your convictions.
Actuating oneself to one's full capacity on smaller deeds and achieving excellence is an approach rather than an end. Generally people's passion wanes after a small setback as the self cannot take setback as a feedback.
Live passionately, believe in yourself. Swami Vivekananda exhorted “Every soul is potentially divine; our goal is to manifest the divinity within.” Manifestation of our self can happen when we are dense in our living, living every moment with a sense of responsible and dynamic living.
Making the growth choiceBe progressive and be deliberate everyday in learning something new and sharing it with others. When you share, your learning gets reinforced and you get a feedback which can act as a tool for your growth.
Say yes to life passionately and live dynamicallyl Prof. Sumit Roy, Entrepreneurship Educator from NEN & Visiting Faculty, Kirloskar Institute of Advanced Management Studies
Break the comfort patternMost of us tend to fall in our realm of convenience. But in reality, you grow the most when you come out of your comfort zone periodically. You add life to your years when you are greening.
"One thing that makes it possible to be an optimist is if you have a contingency plan for when all hell breaks loose." -Randy Pausch 15
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Seminar on “Foreign Direct Investment in Retail Sector” Ms. Bhavani Devi & Mr. Suryateja Rallapalli,
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s there is a saying “The journey is the reward.” This is what we students have experienced after the journey to XIME Bangalore.
Groups) he spoke about the developed infrastructure facilities in India which gave India a correct chance to invite FDI into retail sector and there by cleared the doubts of many students who asked the renowned dignitary about the present scenario of infrastructure in our country which indirectly helped in the development of our country. He also shared his experience of his job in Malaysia and Singapore which have allowed the FDI in retail sector in to their country and there by excelled in terms of GDP.
XIME Bangalore had organised a Seminar and Debate Competition on today's most burning topic i.e. “FDI in Retail Sector-To be or Not to be” on 15th December 2011.13 students of our college were selected to participate in the event .All the students were prepared for the seminar in order to prove their calibre. We left for Bangalore on 14th night around 11.30 pm and reached XIME on the early hours of 15th. Final preparations were made for the debate competition which was scheduled to start at around 9:30 AM.
Later on, he was followed by; Sir.S.L.Rao (Former Director General, NCAER and former Chairman, CERC).He spoke about FDI by giving a new view to the topic by stating that any country will develop only if there is development of the nation from the roots of the country i.e. he told that country would develop only if there is development in the Agriculture sector, because agriculture is the primary occupation for rural population in India. He also stated that India is a different country when compared with Malaysia and Singapore where corruption is a problem and may pose a severe threat for the inflow of FDI, he felt that with India having a very low GDP compared to Malaysia; it is not a correct comparison to make. Later on he concluded by saying that India should let FDI enter in retail sector for the development of Country .He had advised the participants to provide the numerical data in any presentations that they give in the future only if they know the correct figures .He had influenced all the students by saying what exactly is the situation in India in reality.
Students from various B-Schools such as SDM-IMD, Indus Business Academy, TAPMI, IMIF, NIAMS etc. participated in this event. The event had started with the arrival of the chief guests and all the renowned dignitaries. There were totally 6 judges in the panel headed by the Chairman of the Judge Panel Mr.Anil Bhandari. He is an eminent personality who is providing his services as the Director of Future Groups, one of the top Retailing outlets of India. He was accompanied by the General Manager, HR of Life style India Ltd. At around 10.30 the debate competition had begun. Two speakers from each college came up to give their opinions and views with regards to the topic. There were totally 18 participants. Each of them spoke either in favour or against the topic. All the participants came up with different approaches to the problem. If someone started with the future; how Wal-Mart would change their life; there were participants from other side whose approach started from the Kirana stores of the past. In this way 18 participants gave their views on the topic which really helped us in enhancement of our knowledge.
The last session was started by the esteemed Prof. J. Philip (ViceChairman & President of Xavier institute of Management and Entrepreneurship) .Sir had given a summarised version of all the speeches given by all the renowned speakers who were present over there and made the session more interactive by giving chances to all the students who were there to present their views on the topic and he conducted a special voting session on whether FDI should enter India or not. Out of 250 students present there, 215 budding managers wanted FDI to enter India there by showing a clear domination of opinion in the ratio of 43:7.Later on the results of debate were declared ,1st prize was grabbed by a student from XIME and 2nd prize grabbed by a student from TAPMI. From this experience all the 13 students of KIAMS could realise where they were in this real time competitive world.
It gave a clear idea to all the budding managers who were lucky to be there in the presence of the eminent Industry experts who had large amount of experience in the fields of Economics, Retailing & Human resources. Before the commencement of lunch we had two expert speakers which comprised of an industry expert who had done his graduation from IIT and masters from IIM. He had given his views about the topic by taking the basic framework of Balanced Score Card model in which he explained about the stakeholders, people, financial and innovation to be done in the field of Retailing in India, he also pointed out the advantages and disadvantages of FDI coming to India. He was followed by a Professor who had done his Doctorate from Massachusetts Institute of Technology, he had cited us a new angle to view the problem, he had mentioned about the effect on the Middle class in case FDI enters India. This was followed by the Lunch Session.
We all returned to Harihar with a new level of energy filled with real zeal to gain more knowledge and participate in more events with the same spirits and enthusiasm by correcting their mistakes and making sure that they can improvise the learning that they had gained during the journey and plan to implement those corrections in the real life in terms of attitude and have a successful career. “We climb to heaven most often on the ruins of our cherished plans, finding our failures were successes. -Amos Bronson Alcott”l
Post lunch session was started around 2:30PM. In the mean time we had visited XIME Library which had a unique collection of editorials, Magazines and they also had an innovative idea of keeping a separate file in which there were articles specifically related to the present issues which were affecting the world and the nation. The Post lunch session started with a great speech by the chief guest for this seminar; Mr.Anil Bhandari(Director ,Future
Ms. Bhavani Devi, Mr. Suryateja Rallapalli, PGDM I, KIAMS (Harihar Campus)
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12 Angry Men Ms. Sonam Vohra
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2 angry men shows fantastically how a group of 12 differently and strongly opinionated men, who are least interested in solving the case, end up with a fair and just decision. This movie is all about managing a group to perform effectively and efficiently. Following are some of the facts I discovered which could help each one of us to perform better and make others perform better in a group:
the discussion rooms or in the lab, we have been more productive. It should be kept in mind to have such discussions at times when group members are relatively free and unoccupied with other stuff. Hard to do, but possible! Intra group contest, a strict no-no- We can see two groups being created in the movie. One being lead by the gentleman who initially voted “not guilty” and the other being lead by the short-tempered, stubborn, aggressive person. The rest were just either on one side or the other. These kinds of subgroups have to be avoided as it makes the discussion very personal. Each one is either voting for, or against; so obviously there would be two groups, but that does not have to be made as two group's argument. It should be one to rest, not group to group.
It is not necessary that a consensus/majority is always right (Facts are tricky) - Initially all the jury members, except one, were very confident that the kid who was charged guilty of killing his own father, was actually guilty. The consensus was mainly because everybody in the court room said so. But the fact is that nobody really knew what happened. That is why it becomes a case which is presented to the jury so that they could scrutinize and analyze the situation and not merely depend upon what is obvious or the facts. A jury should not work on reaching a consensus, but to look for explanations. Facts are always tricky. It becomes very important for the jury to twist and turn the facts, assume them not to be true, find reasons why they cannot be true. The man who voted “not guilty” initially questioned in his mind all the facts of the case and found them all to be contradicting each other, which changed the scenario all together. Therefore it is good to go against the majority and become the change agent. Also, look for minute, sometimes seemingly irrelevant details. For example something as minute & seemingly irrelevant like the mark on the nose of the witness and the description of her personality, nearly solved the case. A group when presented with any case, similarly, has to work on analysis, twisting and scrutinizing of facts to look beyond the obvious, make assumptions, read the silences of the case and not talk about consensus or majority in the beginning. I remember taking facts as God's written. I hardly took the pains to assume that they were not true, or whether the reality could be different. As the work was always done at the last moment, analysis was a 15 minute affair. Now I realize what a crime it was to do.
There have been times when I, working in a group, tried to convince others to take my side, as it hurts my ego when another member is able to convince more people. So even if I know I am wrong, I would fight for my suggested solution. This ends up ruining the case, even though I convince the majority and prove myself more powerful. Personal beliefs and prejudices kill justice- the old man was persistent about his “guilty” vote as he believed that kids of the slums were of the types that could only be involved in wrong doing. They could never do anything right. They would kill for money and would always cook up stories to escape. Such prejudices only lead the group towards injustice. Gone are the days of generalizations. The society has become more individualistic. There have been times when we have concluded that big companies are more or less corrupt, that companies have only one motive, i.e. to make profits and so nothing else can supersede that motive, only to be proved wrong. Forget about arguments and criticisms once one is out of the room- it is very important to not let those discussions and arguments spoil your relations with other members in your non-professional life. Once out of the discussion room, you can be best buddies again, even though you were questioning each other's opinions and getting into arguments during the discussion.
A quick consensus is what social loafers do- in all groups there would be people making less effort to achieve a goal when they work in a group than when they work alone. This is seen as one of the main reasons groups are sometimes less productive than the combined performance of their members working as individuals. As we see in the movie, most of the people had other things to do after the “case solving” activity and so they never wanted to spend time scrutinizing or looking for minor details. Also the weather was hot and the fan was not working. This further made them restless to end the discussion by earning quick consensus. This is the heights of injustice a case could receive. There was only one gentleman in the room who understood this injustice and so, even after himself being unsure of the “right” answer or what actually happened, he played the Devil's Advocate and started questioning the Loafer's majority. He also made efforts to open the windows of the suffocating room so that people at least sit down.
There have been instances when I have seen people making sarcastic comments even when the case is over, pointing out what happened during discussions. This spoils not only professional but also the personal relationships. Therefore, I would only suggest all MBA aspirants to watch this movie so as to fully utilize the learnings from this movie, right from the time you are given your first case to solve in a group. This way you would learn better. Believe you me, working effectively in a group could be the toughest job. This movie would guide you as to how to make the job an iota easier! Also I would suggest IMDB, etc. to provide information about a movie in such a way so that the correct people are targetedl
When a group sits down together to solve a case, the room/surroundings have to be conducive. That makes me ponder and realize that whenever I have worked in a group in my room, or in
-Ms. Sonam Vohra, Alumni, B12, KIAMS (Harihar Campus).
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Wall Street (1987) Pratip Biswas
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Every dream has a price!” This is the tagline of Wall Street, one of the classic films in the drama genre. This film was directed by Oliver Stone, released in the year 1987, starring in the lead roles are Michael Douglas & Charlie Sheen. Wall Street lets us witness the journey of a young Stockbroker Bud Fox, as he sets out to achieve his dreams.
planning to sell off the company leaving his father and numerous other workers unemployed. He also comes to know that his father had a heart attack. Sitting beside his father at the hospital, Bud promises him that he'll do everything in his power to save the Bluestar Airlines. Bud maintains a facade in front of Gekko that he's still working for him, but he goes behind his back to Larry Wildman, offering him a chance to get a shot at Gekko and quenching his thirst for revenge. Fox plans the execution very carefully; he makes the stock price rise high using Gekko's own method. Then he tells all the buyers to dump the shares. Gekko tries his best to sell his shares but he can't get rid of them. He had to sell his shares at a loss. When the shares hit all time low, Wildman buys them off and gains control over Bluestar. Gekko gets furious about this and tips off the Exchange Commission about the dealings of Bud who have been investigating him for quite some times. Later, Bud confronts Gekko, who physically assaults Bud and berates him. He also talks about all of their shady deals in the past. But unknown to Gekko, Bud was wearing a tape recorder which is recording their conversation. Bud hands the tape over to the Commission, ensuring that he indeed takes Gekko down.
As the movie begins, we see Bud Fox (Charlie Sheen), a young and ambitious Stockbroker struggling with his current job. He dreams of making big bucks but always finds himself coming short on that. Even though his salary is good, but all of his endeavours points at him that he is spending more than he earns. Bud is young, sharp, and he is not satisfied with what he makes with his 8-6 job. He wants to grab life by neck and make it deliver what he wants. This leads him quite often to ask for a little financial help from his father Carl Fox (Martin Sheen), a hardworking head of the ground crew of Bluestar Airlines. Carl taunts him about wasting his college degree with nothing to show at the end of the month but always helps him out. Carl is the general father figure, he wants to see his son to succeed, but he also doesn't like the way Bud is going about, to gain success. Carl advices his son that there is no shame in meagre bank balances if it comes from honest labour. But Bud wants to fly high, so he pays no heed to his father.
Wall Street shows us the conflicts of values, ideals and lives. In one hand we have Bud, whose only fault is that he is highly ambitious. He doesn't care what he is doing in order to get to his goal. But he is an idealist inside. On the other hand we have Gekko, a seemingly soulless individual to whom money is everything. No matter how much he earns, nothing can satiate his hunger for more. In Gekko's own words, “Greed, for the lack of a better word, is good!” He believes his own words to the core and is driven by them. But no matter how much Gekko sees himself in Bud, they are different. He is raised by his moralist father Carl, and though he doesn't realise it until much later, not even Gekko influenced him the way Carl influenced him. Driven by passion, at one time Bud lashes out to his father that Carl never had the guts to go out and claim what's his. The same person, sitting beside his hospitalized father, dejected and betrayed by Gekko, confesses that how much he cares about his father and all the things that he tried to tell him.
Bud idolizes Gordon Gekko (Michael Douglas), a shrewd and ruthless player of the Wall Street. By being persistent, Bud manages to get a chance to meet Gekko. As he tries to pursue Gekko with his speech, Gekko stops him and asks what does he have that makes him unique than the others. To impress Gekko, Bud lets him know about the current and secret aviation clearance news of Bluestar Airlines which will fuel the stock price to soar. Gekko invests in the stock and makes a bundle of money. As Bud's other offerings fail to succeed, Gekko tells Bud that if he's really interested in working with him, then he would have to do something more. Not just stock information, but valuable insider information which will be crucial to decide which way the stock market will turn. A reluctant Bud delves deep and provides Gekko with information about his competitor Larry Wildman. Following Bud's information, Gekko muscles Wildman out from gaining control over a company and forces Wildman to negotiate with him to turn over the control of the company.
Bud knew that corporate world has no place for emotion. So he gets out and does what he is best at. He uses his intellect and experience to turn the tide against the seemingly almighty Gekko. He doesn't let his morals and idealism to die in the hands of hard hitting reality. He doesn't cower against it neither ignores its presence. He uses it for his benefit while keeping his inner self intact. That's why when an everyday normal and moralist guy Bud goes and confronts the personification of the dark and gritty and ruthless reality Gekko, he tells him that, “I just realized that I am Bud Fox! As much as I want to be Gordon Gekko, I'll always be Bud Fox!”
Bud starts to climb towards his goal under the tutelage of Gekko. A penthouse with the view of New York City skyline, his own personal office at his job, and the company of an attractive woman Darien, all of these are, as Gekko terms it, “perks” of Bud working for him. Bud can't believe his luck and how far he has come. He stands at his balcony looking over New York and asks himself, “Who am I?” Events turn soon as Bud, who believes that Bluestar can really become a commercial success, persuades Gekko to buy off the company and expand it using the savings achieved by union concessions. Bud fixes a meeting with Carl and other union leaders to pitch the idea to them. While the others are interested in the idea, Carl tells that he doesn't trust Gekko and so he is not agreeing with the deal. He believes that Gekko will liquidate the company as soon as he makes a profit from it. Bud tries to convince his father, but after the altercation, Carl tells him that, he will always be against the deal, but he will talk to his men for Bud's sake. A few days later, Bud comes to know that Gekko is indeed
Wall Street really teaches us a lesson about how not to lose oneself at the grind of everyday life. We all can hold our heads high, and take on life as it comes. We'll have to maintain a balance between our ideals and the reality. So when comes the moment that we stand and ask ourselves, who we are, we all can answer ourselves like Bud, “I am Bud Fox! As much as I want to be Gordon Gekko, I'll always be Bud Fox!”l Mr. Pratip Biswas, I&CA Department, Govt. Of West Bengal,Kolkata
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Glimpses Excerpt from the speech delivered by Mr. T.R. Parasuraman : On the 21st Foundation Day of Kirloskar Institute of Advanced Management Studies. “First of all I deeply express great pleasure to sharing some of my thoughts on this foundation day of this institute. I reached this place early in the morning. I feel this campus is great, I mean the ambience, the kind of aura, the kinds of hospitality and the kind of family culture. This is really appreciating. Today I thought I will stretch upon some of the challenges that we have and some experiences about Toyota Production System and also some of the experiences with Toyota. So I would like to start telling that we have 100 m running race. So, it's a very tough competition sometimes very frustrating and disgusting. Even if we stop for nano-seconds, others overtake and if we lose this time, it is never going to come back to you. As all of us know cost of manufacturing plus profit = Selling price was the mantra. So whether we like it or not selling price is decided by market. You have no choice so whatever competitor is offering we need to be competitive with your own set of products otherwise you are not going to be successful unless we give value to customer. So profit = selling price decided by market cost of marketing. This shows organisation makes profit or loss is ultimately driven by cost of manufacturing.
available, rule is simple but not thought properly. So, when there is no rule make it, when rule is difficult to follow please simplify it and when rule is not thought please teach the rule. Once you understand what is normal and what is abnormal then gap what we called is kaizen. Kaizen is a continual improvement .You improve stabilize then go to the next step of improvement. So once you understand the difference between normal and abnormal and the gap between them the root cause analysis .The biggest problem is we don't know what is the problem. So, to go to the root cause of problem, going to the point of action and finding yourself observe using all 5 senses and common sense. After root cause analysis check desired results are achieved or not, this cycle goes on. One point is also that customer is always unhappy so think what I can do to make customer happy. Once you get into this type of thinking this is the point of revolution. I always want you to have open mind. I will discuss johari window's 4 quadrants .99% of our life we spend in the 4rth one i.e. ignorance we think other person dislikes me and doesn't want we. All are hallucinations and keep on worrying and worrying .Once we open the windows and look at the reality of world. Problem is completely different.
Today technology is for competition and any kind of available technology across globe, for example: music technology, cell phones, is driven by methodology like we say GM production system, Toyota production system or Kirloskar production system or whatever it is. Ultimately, I think this is the driving edge of the DNA of an organisation which can make it successful. What is this made up of? I think People, people and people. And I think ultimately for an organisation, people are the foundation. They are the makers of the organisation.
As you all are students, I want to tell all of you that we lack consistency in our work .It is very important to be consistent, have faith and determination in whatever we do. Today if we compare ourselves to the past generations, focus and passion lacks. One of the reason is mind is full of problems so you are not able to reach perfection .We do things without joy. So develop passion for your interest. Never ever give up. Best example is Thomas Alva Edison who positively took his failure of making bulb as learning those many ways of not making bulb. He succeeded in next attempt so students give 100% dedication in whatever you do All the Best....Be the real citizen of India”.
Now I would like to share with you the Toyota production system. Elimination of waste is the essence of Toyota production system. There are several types of waste. TPM is a big subject; I call it as Total Profit management. Breakdown, shutdown, management loss, operation loss, logistics loss, everything you see in front of you is a loss or anything that doesn't add value to the product is loss or waste. For abnormality, there could be three reasons- “I don't know it is abnormal”, “There is rule but rule is difficult to follow” and “Rule is
(Mr. T.R. Parasuraman is the Sr. Vice President at Toyota Kirloskar Auto Parts Pvt., Ltd.)l Speech Transcripted by: Ms. Shruti Jain, PGDM I, KIAMS (Harihar Campus)
Foundation day
T
he foundation day is a very crucial day for any institute as it is on this day that the institute takes its birth. At KIAMS, foundation day was a very proud moment for each of us as KIAMS emerged from the quality pool of the Kirloskar's on this day. For over a century now, the Kirloskar Group of companies, one of India's largest industrial conglomerates, has been growing and “Enriching Lives”. In 1991, KIAMS was conceived as a training institute and a knowledge hub where Kirloskar Group managers shared their learning and caught up with the latest movements and concepts in management. We, thus on our prestigious foundation day had a great opportunity of being in the presence of distinguished personalities.
Parasuraman, the Senior vice president of Toyota Kirloskar Auto Parts Pvt Ltd., the renowned guest of honour was Mr. Sanjay Sahay, Inspector General, Davangere and the extremely motivating guest speaker Mr Ramesh Swamy , trustee of Unnati. The respected chief guest spoke about the importance of focus, passion, dedication and zeal required to reach to the level of excellence. It is said that “half-hearted efforts lead to half-hearted results” hence without the required sincerity, the results which we get can never give total satisfaction. So commitment is the first and the foremost thing required to start a task .We cannot control the results always but we can always exert control over the effort which we endeavour and direct the efforts in the pursuit of excellence.
Chief guest for the function was the vastly experienced Mr T.R. 19
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He briefed us on Toyota Kirloskar Auto Parts Pvt Ltd. operations. They are very particular about the efficiency which they get and always work in order to improve the productivity. One of the techniques they follow is lean production. It is on preserving value with less work. Generally the lean method which it follows is Toyota Production System (TPS). TPS is renowned for its focus on reduction of the original Toyota seven wastes to improve overall customer value, but there are varying perspectives on how best this is achieved. The main objectives of the TPS are to design out overburden (MURI) and inconsistency (MURA), and to eliminate waste (MUDA). The elimination of waste has dominated the thinking of many. In the TPS many initiatives are triggered by inconsistency or overburden reduction which drives out waste without specific focus on its reduction. He set an example on how a speech is to be delivered. With his powerful voice and clear thoughts he gave us all valuable knowledge on one of the best production processes around the globe.
gave some critical insights on how management education can help government organizations especially police force. He encouraged us to join the government, so that we can bring in the dynamic management into the system. Mr Ramesh Swamy talked about the way the management education has changed over the time, emphasising on the tremendous resources which we have, and the effectiveness comes with how efficiently we can utilise them. In yester years the technology or the extent of information was limited. But, now there are many resources available by which we can grow and evolve. He emphasized on living in the present while not losing the direction towards our goals that we set to ourselves. He said that we should keep the burning passion which keeps us going alive, in order to achieve greater heights. It was a great experience and made us feel proud to be in KIAMS!!!l
The Guest of honour, Mr Sanjay Sahay was well known in Davangere for IT innovation he has brought into police force. He
- Ms. Juhi Binakiya PGDM-I (Harihar campus)
OPERACY- 2011 "No one can whistle a symphony. It takes a whole orchestra to play it." - H.E. Luccock
we put the participating teams to the test. A gruelling 2-day schedule had them presenting their B-plans and competing in Finance, Marketing, Operations and HR events. Their aim was to win the title of Best Entrepreneur and we made sure they didn't have it easy. Well planned and perfectly executed events had them sweating.
T
he first time I had heard of the word “OPERACY”, was the first day I had stepped into KIAMS. After an 'interactive' session with our seniors, wherein we had to come up with our USP's on the spot, I had to endure a long passionate speech from an equally passionate person, till his hunger came to my rescue. Raghu's beckoned his stomach, while my new bed beckoned me. It was only the day after I was chosen MAFOR representative, did I realise the magnitude of the event OPERACY.
The day kick started with the inaugural and the lighting of the lamp by Mrs. Iyengar. After lunch, as a surprise element, we divided the participants in two groups, where one group had to participate in the B-plan presentations, the other group had to partake in the Operations event- Chimera and vice-versa. The next day started early for the contestants with the Finance event- Quid Pro Quo, followed by the Marketing event- Inquizitive. The final task for the contestants was the HR Event- Insight. But that wasn't all.
Each year, OPERACY is reborn like a phoenix in its full glory. The event OPERACY will forever be immortalised in the history of KIAMS, where we as representatives can only hope to contribute to its grandeur. I was fortunate enough to be partnered on this journey by my co-rep Ms Anish Wadhwa and the constant guidance and support from our senior reps Mr Manu Gupta and Ms Vidya Venkataramani. At the very onset, we had been given complete freedom and with our thinking caps on, we embarked on our sojourn. Operacy would never have been successful had it not been for the 116, extremely talented, motivated and hardworking individuals. Batch 14 had a reputation to build, and we did it. Brimming with ideas and their execution par excellence, every piece of the puzzle fell gracefully into place. Our batch was also very lucky to have the guidance of our experienced seniors and our eminent faculty, whose help was instrumental in our success.
The famed “Cultural Nite” saw some stellar performances and had everybody cheering and roaring and a special performance by our super senior Ms Aarthi Mohan set in a feeling of nostalgia. The DJ party gave everyone a chance to let their hair down and enjoy the fruits of their hard work. A well-earned breather! Finally, the team of Mr Ravi Sharma and Mr Ishan Khurana of Indian Institute of Plantation Management, Bangalore were judged the Best Entrepreneurs and walked away with Rs. 20,000 cash prize. This magnificent journey would not have been possible had it not been for the blessings of our Director Dr.Gopal Iyengar. A special thanks to our Head Administrator Mr Mahesh R Revankar for his support and encouragement and to our respected faculty for their valuable insights and active participation. We extend our gratitude to the Men in Blue who ensured that Operacy suffered no glitches. Like the beginning, in the end, I thank everyone of Batch 14 for thinking of Operacy as your own.
KIAMS is famous for its hospitality and we left no stone unturned to ensure the comfort of the visiting teams. Our institute was in a pristine condition and looked and felt divine. The decorations were a perfect balance between the warmth and hospitality and the corporate feel of Operacy.
In the end, all the hard work did pay offl Mr. Chandrachur Palchaudhuri, PGDM-I, KIAMS (Harihar Campus)
Held on 19th and 20th November, the theme for this year's Operacy was “Navigating through Challenging Times” and needless to say, 20
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BIZ QUEST 1. Which Indian hotel has become the subject of a Harvard case study on Customer-centric leadership?
14. Which company is not among the 10 that have raised their dividend in each of the past 50 years?
2. Expelled from Oxford Slaved in kitchens in Paris. Sold stoves in Scotland. Farmed in Pennsylvania. Now known as an Ad legend. Who am I?
15. Which Indian company is the first to get listed on the Singapore Stock Exchange? 16. Aegis is the BPO firm of which famous business group?
3. Where have Mukesh Ambani and Sunil Mittal together have created an ADDA that serves masala chai, samosas etc?
17. Which company made a deal with the famous Dabbawallahs in Mumbai to help them set up a supply chain system?
4. Two directionless entry level cubicle mates at P &G went on to become CEOs of two global corps. Name them.
18. Leading luggage segment leader Samsonite is planning to introduce the premium category shoes in India under the brand name?
5. Which bank has launched 'Bank On Bike' to tap rural markets ? 6. 'Value Through Values' is the new tag line of which old Co.?
19. Name the product/company with the tagline- “Totally Integrated Automation”
7. With whom has STARBUCKS signed an MOU to enter India ? 20. The name of the operation launched by Indian Navy in order to evacuate Indians and Nationals of SAARC from the war ravaged country Lebanon was…?
8. Jeep is almost a generic name for 4 wheel drives. Who owns this 70 year old brand? 9. Who is known as father of statistical quality control?
21. Volvo, Sony Ericsson, Electrolux and H&M are companies registered in which European nation?
10. A quality philosophy was born in Motorola and later GE expanded the scope of this concept .the abstract of concept is reduced, increased efficiency and quality and increased profit. Name the concept
22. Which company launched its cruiser bike Intruder M800 priced at Rs 8.88 lakh on 28 November 2011? 23. Which two global brands have signed a major "co-operation deal"?
11. You've heard of BSA motorcycles and surely seen BSA bicycles on Indian roads. What does BSA stand for?
24. Which mobile phone app is extending its brand by becoming the subject of a feature film?
12. Which major U.S. airline was the first to start charging for inflight food to help operating costs?
25. What is the latest tagline of big bazaar? 13. What technology allows a computer to interact with humans through the use of voice and speech recognition software?
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REPORT Ms. Rituparna Das
When I've served my destined purpose in this world And am brought to face the Almighty, I'll say to Him, “The Sun indefatigably continued its diurnal course Rose in the East and declined in the West, Only to brush aside the black hair of Night And bring forth the spotless blue sky the next day. It grappled with the black monstrous clouds, lived through the inclemency of weather, only to reassert its undisputed position on Heaven's azure. Clad in full armour, it then encountered its most valiant foeDeath! A silent combat ensued Phoebus, with all his grandeur, strove to subdue his despicable foe. But failed… Death, with a gentle touch of his opiate wand Extinguished forever the bright sunlight, Aided Atropos in cutting the fine thread of Life And invited a great scoop of darkness to stretch infinitely…”l Ms. Rituparna Das PGDM II, KIAMS (Harihar Campus)
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Brand Update Mr. Vivek Goel,
The reason behind the tomato tinge is the target group of kids who add ketchup to noodles. Yippie is already doing well in market and has taken over TOP RAMEN in terms of market share. YIPPIE has captured a market share of 10%; the success can be attributed to existing distribution network of ITC. The company is expecting a growth of 15-20% YOY growth in future.
Twitter in new avatar: ATwitter in its response to the tough competition from the rivals- Facebook and Google+ is coming up with a fresh look in a totally new avatar. This is going to be the biggest change in the website since its launch. The fresh design will be launched with the name FLY TWITTER. It will be introduced to all the existing 100 million customers in coming weeks, but on new iPhone, android and Tweetdeck, applications have already been released. The new site features redesigned profile pages, and is based around four key areas: Home; Connect; Discover; and Me. Twitter said one of the most significant introductions was its Discover page, which features trending topics and popular discussions from around the web. The Connect tab is home to users' mentions, retweets and new followers. Twitter also introduced new brand pages which are distinctive from users profile page it features advertisements and promotional tweets.
ADIDAS 1$ shoe: Adidas is planning to launch shoes worth 1$ in Indian market targeting the rural Indian population where it is planning to earn the profit through volumes not by margins. It has identified the potential of the rural Indian audience. Adidas is inspired by the concept of Nobel laureate and founder of Grameen microfinance Mohammad Yunus. Adidas will sell the shoes under the REEBOK Brand in India. It will be sold in villages through a distribution networkl Mr. Vivek Goel, PGDM I, KIAMS (Harihar Campus) References: !http://www.tehelka.com/story_main47.asp?filename=Ws181110I NSTANT_NOODLES.asp
ITC yippie: ITC has entered the Rs.1500 crore Indian noodles market under the Sunfeast umbrella. ITC leveraged its culinary strengths - Chefs from ITC Welcome Group hotels have added to the value with their expertise in catering innovations and experiences. One innovative idea was to offer it roundshaped noodles so that the noodles size be longer. Second was offering it in two flavor masalas Classic Masala and Magic Masala that has a tinge of tomato.
!http://www.itcportal.com/aboutitc/newsroom/pressreports/Press Report.aspx?id=1118&typeC&news=Instant-success-in-noodles !http://www.telegraph.co.uk/news/worldnews/asia/india/8909786/ Adidas-launches-1-trainers in-India.html !http://www.guardian.co.uk/technology/blog/2011/dec/08/twitterlaunches-new-version
All winning teams are goal-oriented. Teams like these win consistently because everyone connected with them concentrates on specific objectives. They go about their business with blinders on; nothing will distract them from achieving their aims. -Lou Holtz
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BIZ NEWS Mr. Ayush Agarwal
India Incorporation partners hospitals to treat staff in-house. An outsourcing firm in Gurgaon recently had to call in a group of doctors after large number of its employees reported sick. A large MNC to carry out its downsizing exercise smoothly called Max Healthcare's psychology department to be stationed full-time at their office to avoid undue mental trauma among its workforce. This increasing partnership of corporate with hospital has seen a growth of 30 to 35 per cent in these hospitals with a quarter of their total revenues coming from such alliances.
the call centre agents to transfer the call back to US call-centre. With Akash turning out to be a rage, Datawind has announced pre-bookings of Ubislate 7, the upgraded version of Akash. Ever since it was showcased by the Union Information Technology and Telecom Minister, Mr. Kabil Sibal, in October it generated huge interest as it was billed to be the world's lowest priced tablet. Ubislate 7 is priced at Rs 2,999 as against Rs 2,500 of Akash and is slated for January shipments.
Firing up entrepreneurs, the Finnish way; Aalto Venture Garage gives a whole new dimension to the stereotypical western notion of garage start-ups. They invite entrepreneurs to walk in and use its work space, open halls and meeting corners, free of cost. The garage gets its funding from the Aalto University with the idea to foster an environment where many entrepreneurs can work together.
Cabinet clears draft Food Security Bill. This bill once enacted will provide subsidized food grains to 62.5% of the total population. It is expected to provide 7 kg of food grains per person per month for “priority”, below poverty line (BPL) households where rice will be made available at not less than Rs 3 per kg, wheat at Rs 2 per kg and coarse grains at not less than Re 1 per kg. Other households designated as “general” households will be provided 3 kg of food grains per capita per month whose price will not exceed 50% of the minimum support price for wheat, coarse grain and rice. Almost 75% of all the rural households and at least 50% of urban households are planned to be covered by this bill.
Italian automaker plans to position Vespa as a 'lifestyle, iconic, timelessness and ageless product' with the launch of first 125cc gearless scooter in April 2012. Piaggio is counting on Vespa's decade long association with the country as an obvious recall advantage. By focusing on their heritage and unique values and by appropriate positioning and communication strategy they want to sustain Vespa's brand image.
In a recent development, Department of Telecom will make it mandatory for mobile companies to tap into renewable source of energy for powering the towers. Around 50% of towers and 20% urban towers are to be powered by hybrid energy sources by 2015l
A new US Bill attempts to make American companies ineligible for Federal loans or grants for five years if they move call centre jobs overseas. Moreover the proposed legislation also stipulates that offshore call-centre employees will have to disclose their location to American callers. Moreover, callers will have the option of asking
Mr. Ayush Agarwal, PGDM I, KIAMS (Harihar Campus).
ANSWERS OF BIZ QUEST 1.
TAJ, Mumbai
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Meghamani Organics ltd.
2.
OGILVY
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Essar group
3.
DAVOS.
17.
Reliance
4.
Jeffrey Immelt of GE and Steve Ballmer of Microsoft
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Black Label
5.
SBI
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SIEMENS
6.
Tata Steel
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Operation Sukoon
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Tata coffee
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Sweden
8.
CHRYSLER
22.
Yamaha
9.
William Edwards Deming
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BMW and Toyota
10.
Six Sigma
24.
Angry birds
11.
Birmingham Small Arms
25.
Naye India ka naya Bazaarl
12.
Delta Airline
13.
IVR-interactive voice response
14.
Coca cola 24
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Mr. Ashwini Kr. Jha, PGDM II.
Across 3. 6. 8. 9.
.................... Principle estimates that 80 percent of sales come from just 20 percent of customer base India, when compared with other Asian countries which are in similar stages of development, the increasing gap in the .............. share is quite worrying. 85 million people will be added to the workforce in the period 2007 - 2017 and around 116 jobs would be created during the same period. But only around 6% of the people receive vocational training and there is a huge ..................... gap As an alternative to Job Loss Policy, SPV can maintain a .................. Fund by contributions.
Down 1. 2. 4. 5. 7.
................. is an effort to provide Agri businesses the Software Solution and Technology needed to create a smarter, safer food supply for consumers around the world. At present, to start a small ................ unit, it needs to comply with 70 laws and regulations. Easy ............ from non-viable business is as important as easy entry into a business The English word .................. comes from the Greek word 'pathos' A manufacturing .................. is an autonomous and cooperative building block of a manufacturing system for production, storage, and transfer of objects or information
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PLACEMENT NEWS Recruiters CRISIL Global Research & Analytics Ashok Leyland Ltd. The Smart Cube HCL Infosystems Ltd. GG Dandekar Machine Works Ltd. Kalpataru Ltd. Drshti Strategic Research Services Pvt. Ltd. Schindler India Pvt. Ltd. Capital IQ Cholamandalam Investment and Finance Company ICICI Securities 99 Acres
Successful Candidates Mr. Gopal Agrawal Ms. Preeti Agarwal Mr. Abhishek Sharma Ms. Mayura Mornoney Ms. Nidhi Singh Ms. Sakshi Sidana Mr. Vinod Daryani Mr. Nitin Sharma Ms. Aanchal Sethi Ms. Debapriya Waddadar Mr. Suyog Mishra Ms. Akancha Sinha Ms. Manasa N Ms. Shikha Gupta Ms. Rituparna Das Ms. Neha Mehta
Ms. Swati Saxena Mr. Raunaq Oberoi Ms. Sethulakshmi Mr. Shreyas M Mr. Anil Kumar Yadav Ms. Arpita Kakkar Ms. Sakshi Malik Ms. Arushi Goswami Mr. Naveen Kumar Sahu Mr. Sumit Kumar Singh Mr. Tapish Patle Mr. Manu Gupta Mr. Saurabh Jain Ms. Divya Bhardwaj
CAMPUS NEWS r
OPERACY: The inter college corporate event of KIAMS was successfully conducted on November 16th and 17th with 9 teams participating from different B-schools. All the students participated in the event with great enthusiasm. Best Entrepreneur award was given to the best team. Culturals during OPERACY were conducted with great enthusiasm and splendour.
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Foundation day was celebrated on 25th November. Famous dignitaries like Mr, T.R. Parasuraman (Senior Vice President Toyota Kirloskar Auto Parts PVT. LTD.), Mr, Sanjay Sahay (Inspector General, Davangere) Mr, Ramesh Swamy (Trustee of UNNATI) addressed the event.
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Industrial Integration Programme was held from 5th to 8th December. Students of KIAMS were given the opportunity to visit different manufacturing and service companies in different locations. It provided a scope for extensive learning and experience.
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'Placement Week' was held in Pune from 4th December to 11th December for the Batch 13 students of KIAMS.
r Batch 14 students of KIAMS participated in a Seminar on “FDI IN RETAIL SECTOR” on 15th December held at XIME, BANGALORE. r An “HR SUMMIT” was successfully conducted in Pune on 17th December with the theme “Best to Next”. The students of KIAMS got the opportunity to interact with various industry experts. Team Chanakya gives special thanks to Ms. Bhavani Devi, Mr. Suryateja Rallapalli, Mr. Shailendra Chaturvedy Ms. Laxmi Gupta & Ms. Neha C. Parihar for their valuable contributions in the January, 2012 issue of The Chanakya.
We invite you to send in your feedback to help us bring out the best in 'The Chanakya'.
Faculty Advisor Prof. R. N. Venkateswaran Student Editorial Team Ms. Ekta Maheshwari, Ms. Tulika Raj, Mr. Siddhartha Sarma Modukuri, Mr.Manindar Kumar Nayak (PGDM-I) Ms. Niharika Rathi, Ms. Rituparna Das, Mr. Nikit Shah, Mr. Rajesh Kumar (PGDM-II)
chanakya@kiams.ac.in Next Issue : Focus - 'Human Resources'
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