Backup_of_Two shaft Handloom Weaver Handbook (X7 ...

Reference ID: TSC/Q 7303, Version 1.0NSQF Level 4

SectorTextile Sector Skill Council

HandloomSub-Sector

WeaverOccupation

Two shaft Handloom Weaver

Participant Handbook

Published by

All Rights Reserved,

First Edition, August 2017

Printed in India at

Copyright © 2017

Textile Sector Skill Council (TSC)

Textile Sector Skill Council Contact Details:

Address: 15th Floor, Nirmal Tower, 26, Barakhamba Road, New Delhi - 110 001

Email:[email protected]

Phone: 011-43536355-57

Web: www.texskill.in

Disclaimer

The information contained herein has been obtained from sources reliable to TSC disclaims all warranties to the accuracy, completeness or adequacy of such information. TSC shall have no liability for errors, omissions, or inadequacies, in the information contained herein, or for interpretations thereof. Every effort has been made to trace the owners of the copyright material included in the book. The publishers would be grateful for any omissions brought to their notice for acknowledgements in future editions of the book. No entity in TSC shall be responsible for any loss whatsoever, sustained by any person who relies on this material. The material in this publication is copyrighted. No parts of this publication may be reproduced, stored or distributed in any form or by any means either on paper or electronic media, unless authorized by

TSC

Skilling is building a better India.If we have to move India towards

development then Skill Developmentshould be our mission.

Shri Narendra ModiPrime Minister of India

iii

Acknowledgements

v

Tex�le Sector Skill Council (TSC) wishes to place on record its deep apprecia�on to Caravan Evolved Cra� Private Limited, Bangalore for providing valuable technical inputs and for its substanal ̀contribuon in deḁveloping the content for the Trainee Handbook.

TSC also sincerely thanks Ministry of Skill Development & Entrepreneurship (MSDE) and Na�onalSkill Development Corpora�on (NSDC) in suppor�ng us to prepare the Handbook.

Endorsements

About This BookThis Participant Handbook is designed to enable training for the specific Qualification Pack (QP) Two Shaft Handloom Weaver. Each National Occupational (NOS) is covered across Unit/s.

All the activities carried out by an operator are covered in this course. Upon successful completion of this course the candidate will be eligible to work as Two Shaft Handloom Weaver.

Key Learning Objectives for the specific NOS mark the beginning of the Unit/s for that NOS.

1. Introduction2. Carry out pre weaving activities - TSC/ N 73053. Operate the loom - TSC / N 73064. Contribute to achieve quality in handloom weaving - TSC/ N 73075. Maintain work area and tools in handloom sector - TSC/ N 90056. Working in a team in handloom sector - TSC/ N 90067. Maintain health, safety and security at work place in handloom sector - TSC/ N 90078. Comply with work place requirements in handloom sector - TSC/ N 9008

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Symbols Used

UnitObjectives

Key LearningOutcomes

Notes Tips

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Table of Contents

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S.No Modules and Units Page No

1. Introduction 1

Unit 1.1 - Textile Industry and Handloom in India – An Overview 3

Unit 1.2 - Handloom Industry – History, Origin and Significance 9

Unit 1.3 - Basic Textile Terminology – Fiber, Yarn and Fabric 11

Unit 1.4 - Job Role Description – 2 Shaft Handloom Weaver 17

2. 19Pre-Weaving Activities (TSC/ N 7305)

Unit 2.1 - Preparatory Processes for Yarn 21

Unit 2.2 - Warp Calculations 25

Unit 2.3 - Warp Making 27

Unit 2.4 - Loom Setting – Drafting and Denting 30

Unit 2.5 - Design Specification Analysis 36

Unit 2.6 - Loom Preparation 38

3. 39Operating the Loom - Weaving (TSC / N 7306)

Unit 3.1 - The Loom – Parts of Loom 41

Unit 3.2 - The Loom – Types of looms 43

Unit 3.3 - Introduction to weaving and basic weaves 47

Unit 3.4 - Motions of the loom 54

Unit 3.5 - Operating the Handloom 57

Unit 3.6 - Woven Fabric Graphical Representation 60

4. Achieving Quality in Handloom Weaving (TSC/ N 7307) 63

Unit 4.1 - Greige Fabric Quality 65

Unit 4.2 - Product Certification and Quality 70

Unit 4.3 - Fabric Defects 71

Unit 4.4 - Finishing and packing of fabric 80


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S.No Modules and Units Page No

5. 84Maintain Work Area and Tools in Handloom Sector (TSC/ N 9005)

Unit 5.1 - Cleaning the work station 86

Unit 5.2 - Maintenance of Loom & Tools 88

Unit 5.3 - Maintenance of the Loom 90

6. 92Working in a team in Handloom Sector (TSC/ N 9006)

Unit 6.1 - Interpersonal Skills and Communication 94

Unit 6.2 - Skills 98

Unit 6.3 - Cooperative Society and NGOs 101

7. 104Health, Safety and Security at Work Place in Handloom Sector (TSC/ N 9007)

Unit 7.1 - Safety at workplace 106

Unit 7.2 - Basic Hygiene 110

Unit 7.3 - Health 113

8. Comply with work place requirements (TSC/ N 9008) 122

Unit 8.1 - Managerial and Organizational Knowledge 124

Unit 8.2 - Marketing and selling 130

Unit 8.3 - Team Work and Cluster Organization 131

9. Employability & Entrepreneurship Skills 133

Unit 9.1 - Personal Strengths & Value Systems 137

9 156Unit .2 - Digital Literacy: A Recap

Unit 9.3 - Money Matters 162

Unit 9.4 - Preparing for Employment & Self Employment 173

Understanding Entrepreneurship 182Unit 9.5 -

Preparing to be an Entrepreneur 204Unit 9.6 -

Table of Contents


1. Introduction

Unit 1.1 - Textile Industry and Handloom in India - An Overview

Unit 1.2 - Handloom Industry – History, Origin and Significance

Unit 1.3 - Basic Textile Terminology – Fabric Fiber and Yarn

Unit 1.4 - Job Role Description - Two Shaft Handloom Weaver

Key Learning OutcomesAt the end of this module, the participant will be able to:

1. Understand the importance and scope of Textile Sector in India

2. Understand the origin and use of different Fibers, Yarns and Fabrics

3. Understand the variety and versatile application of handloom textiles

4. Gain knowledge on nature of schemes and support that the Government extends to

the industry

5. Understand the roles and responsibilities of Two Shaft Handloom Weaver

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3

Unit Objec�ves

At the end of this module, the participant will understand:

1. The different parts of a loom and their functions2. The machinery and equipment that are used for weaving3. The different types of weaves and their properties

UNIT 1.1 Textile Industry and Handloom in India – An Overview

The texle ̀ industry of India accounts for 14% of the total Industrial producon, ̀ contributes to nearly 30% of the total exports and is the second largest employment generator a. er agriculture. It is because of all these factors that it occupies a unique place in our country. One of the earliest to come into existence in India, India's tex�le sector comprises four important segments-

• New tex�le mills• Power looms• Handlooms• Ready Apparel and Made-ups

The process of opera�on of the loom, an ingenious wooden structure, by hand and with only man power is what gives meaning to the word Handloom

Brief Introduc�on of Tex�le Sector in India

Manufacturing of tex�les is one of the oldest industries. A variety of tex�les play many small and big roles in our everyday lives. It caters for the fundamental human need for clothing and for protec�on and fulfills basic demand for decora�on. Other than this, tex�les also have an assortment of other uses, like making packaging in the form of bags,baskets and pouches. In households, tex�les form a substan�al part of carpe�ng , upholstered furnishings, shades, towels, table accessories and covers, bedding and quilts, and even art pieces. In the workplace, industrial processes such as filtering, conveyor belts, etc use tex�les. Other different uses include flags, handkerchiefs, cleaning rags, backpacks, tents, nets, transporta�on devices such as balloons, sails, parachutes, etc. It is also the second largest provider of employment in the country a�er agriculture. India being one of the world’s largest producers of tex�les and tex�le based products, this sector contributes to na�onal economy not only in terms of crea�ng and sustaining direct and indirect employment but also foreign exchange earnings. Abundant supply of raw materials - natural and manmade fibers and skilled workforce is what has helped India to become a major produc�on hub.

The diversity of ac�vi�es and typologies is an important aspect of tex�le sector in India. While it has the tradi�onal hand-spun and hand-woven sector at one end, it also has the capital intensive sophis�c ated mill sector at the other end of the spectrum.

1.1.1. Textile Industry in India and Handloom Weaving


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It can be broadly classified into the organized mill sector and the decentralized sector.

Organized mill sector

�Spinning mills that produce only yarn�Composit e mills that produce yarn, and greige and finished fabrics

Decentralized sectors

�Handloom sector�P owerloom sector�Hosiery sector�W etprocessing sector�Garmen t manufacturing sector�Khadi�Carpe tmanufacturing

Handlooms - The Largest Co� age Industry

Handloom tex�les are an integral cra� product of India and cons�tut e the largest co� age industry of the country.

Throughout the length and breadth of the country , millions of looms in villages and towns are engaged in manufacturing tex�les of c o� on, silk and other variety yarns. With such extent and reach, each cluster has its own way of weaving the warp and we� of the tradi�onal beauty of India's own precious heritage.

Before the advent of imperialism and coloniza�on, all fabrics (co� on, jute and silk) woven by hand. Later on, mechanical systems were used to create means for faster comple�on of spinning as well as weaving. The introduc�on of machines to the process of tex�le manufacturing allowed scope for due care tp be given to intricate technicali�es and thus the produc�on quan�ty and quality of products improved manifold. It also allowed the ar�sans like the he weavers, embroiders and hand-printers greater freedom to create new designs. During the Bri�sh rule, the export business of co� on and silk also started which became a means for many Indians to showcase the talent of their exper�se around the world.

With so many varie�es of Handloom tex�les from different states and their finesse, Indian Handloom tex�les created a special place for India in domes�c markets and abroad. This has added to the emergence of India as one of the most diverse and culturally rich countries.

The handloom weaving sector also plays a key role in the country’s economy. It is among the largest economic ac�vi�es that provide direct employment to more than 65 lakh people that are engaged in weaving and other allied ac�vi�es. It contributes to about 19% of the total cloth produced in the country and also adds to the country’s export earnings. With effec�v e Government interven�on in the form of financial assistance and the implementa�on of various developmental and welfare schemes, this sector has been able to fight compe��on from the power loom and mill sectors.


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Handloom offers unmatched flexibility and is extremely versa�le. This permits experimenta�on and allows scope for innova�ons. The strength of Handloom lies in its capacity to introduce innova�v e designs, the intricate details of which cannot be replicated by the Power loom sector. It is for these reasons that Handloom forms a part of the heritage of India, and for centuries it has exemplified the richness and diversity of our country and the brilliant ar�s try of the weavers.

Since its incep�on in the year 1976, the Office of the Development Commissioner for Handlooms has been instrumental in implemen�ng various schemes for the promo�on and development of the Handloom sector. It provides assistance to the Handloom weavers through its various programmes.Some of the major programmes relate to

Ÿ Innova�on and moderniza�on of technologiesŸ Input supportŸ Marke�ng supportŸ PublicityŸ Infrastructure supportŸ Welfare ac�vi�esŸ Composite growthŸ Development of good quality global standard productsŸ New product development and research

These schemes that are implemented by the Office of Development Commissioner for Handlooms address the requirements of weavers that primarily cons�tut e the disadvantaged social groups and occupa�onal sec�ons that comprise the bo� om of the economic hierarchy. Rigorous planned efforts are being made through these schemes and programmes to enhance produc�on, produc�vity , and efficiency of the Handloom sector to enhance the income and socio-economic status of the weavers by means of upgrading their skills and providing infrastructural support


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1.1.2. Importance of Handloom Industry

1.1.3. The Handloom Sector and Government Support

The Handloom industry possesses certain advantages over others such as the provision of job at home, the low requirements of capital and the adaptability to changes.

Ÿ Handloom weaving is majorly a family occupa�on and every member of the family is employed in it.Weaving is performed at the weavers house itself. The weavers act independently and a�end to theirfamily work. They have the freedom to work leisurely. They can choose their own working hours andthere is no fixed number of hours during which they have necessarily to work. Depending on the needthey can decide their work schedule and the number of hours they have to put in. This makes it a viablechoice as occupa�on given that people at villages are also involved in other occupa�ons likeagriculture.

Ÿ When compared to the capital requirements of other industries, the capital requirement peremployee in Handloom industry is very less. For instance, the capital requirement per employee inHandloom is less than Rs 5000, whereas it is Rs.11000 and Rs.45000 in �n y, small and large scalemechanized industries respec�v ely. Thus, the capital employment ra�o is very low in the Handloomindustry.

Ÿ Frequent changes in colour, borders, designs, textures etc., can be very easily made on Handloomproducts as Handlooms rely on short warps. These warps are locally prepared for them to facilitatesuch frequent varia�ons. Such changes cannot be easily permissible in the power loom or mill sectors,whose warps go beyond 1000 yards at a �me. Versa�le process to create designs that are unique canbe implemented with ease.

Ÿ In providing employment to the rural popula�on, Handloom industry stands only next to agriculture.It provides direct employment to over 10 million people and indirect employment to about 1.5 millionpeople.

Handloom sector is considered to be highly produc�on and employment oriented. It also lends itself to entrepreneurship. In view of this, the government makes popular announcements in support of industries in this sector in their plan documents.

Government aligned agencies like the KVIC and MSME support the Handloom sector and also form a relevant market linkage for the weavers.

The various schemes of the office of the Development Commissioner for Handlooms are categorized as below-

Ÿ Produc�on oriented schemesŸ Market support schemesŸ Infrastructural Development schemesŸ Co-opera�v e and Management trainingŸ Banking related schemes


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Ongoing Schemes and Programmes

For the integra�on of schemes for financial assistance provided to the Handloom weavers the Government of India has been proac�v e in rolling out new ini�a �v es in addi�on t o the other ongoing schemes, Deen Dayal Hathkargha Protsahan Yojana and set up a Na�onal Centre for Tex�le Design (NCTD).

Deen Dayal Hathkargha Protsahan Yojana

This scheme has been launched in April 2001. The scheme is specifically directed for the benefit of the handloom sectors and addresses all the parts of the industry. For more details you may visit the following link: h�p://www .indianyojana.com/vikas-yojana/deen-dayal-hathkargha-protsahan-yojna.html

Na�onal Centre for Tex�le Design (NCTD)

The Na�onal Centre for Tex�le Design was commissioned in January 2001 to support the need for Design Development for both the contemporary and tradi�onal designs required in the Handloom sector to keep up with the dynamic market needs. For more details you may visit the following link: h�p://designdiary .nic.in/about-us.html

Enforcement of Handlooms Reserva�on Act

The Handlooms (Reserva�on of Ar�cles for Produc�on) Act, 1985 has been envisioned to preserve and protect the handloom industry from the power loom and tex�le mill segment which infringes heavily on the livelihood of the handloom weavers. For more details you may visit the following link: h�p://handlooms.nic.in/writ ereaddata/UploadFile/Act%201985.pdfh�p://handlooms.nic.in/User_P anel/UserView.aspx?TypeID=1211

Input Support

The handloom sector is primarily reliant on the organized mill sector for its major raw material supply of yarns. A large por�on of this yarn is in the shape of hanks. To ensure a con�nuous supply of yarn to the handloom sector a certain % is obligatory on the part of mills to be supplied to the handloom sector as hanks.

Na�onal Handloom Development Corpora�on (NHDC)

NHDC is a government undertaking is the only authorised body to implement benefit and schemes for the Handloom sector. For more details you may visit the folloking link: h�p://www .nhdc.org.in/english/ERP-NHDC%20PR-1.pdf h�p://www.nhdc.org.in/

Credit Facility

The Na�onal Bank of Agricultural and Rural Development Corpora�ons (Nabard) has been specifically set up to provide Financial schemes at concessional rates to the handloom sector in the form of working capital through various banks such as District Central Coopera�v e Banks (DCCB) and State Coopera�v e Banks (SCB).


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Welfare Schemes

The Government of India has effected welfare schemes for the handloom weavers listed below:

Ÿ Health Package Scheme for Handloom Weavers.

Ÿ Thri� Fund Scheme for Handloom Weavers.

Ÿ New Insurance Scheme for Handloom Weavers.

Ÿ Handloom Export Scheme

The role of the handloom sector in contribu�ng to the na�onal economy is accepted specially with

the tractability of being able to produce in small batches and its inherent unique ar�s�c tradi�on

combined with its eco friendly nature, it has the poten�al to be a big export revenue earner in the

future. Therefore it has been recognised as a ‘Thrust Area’ and the government is exploring avenues

to augment produc�on capabili�es of the handloom sector. For more details you may visit the

folloking link:

h�ps://www.hepcindia.com/

h�ps://www.hepcindia.com/export-assistance/

Handloom Export Promo�on Council

The Handloom Export Promo�on Council (a Government of India Undertaking) which was formed in

1965 and is registered under the Companies Act, 1956, ac�ng as the nodal agency for export

promo�on efforts related to the co�on Handloom tex�les.

The Handloom Export Promo�on Council offers an assortment of wide ranging services such as:

Ÿ Publicity abroad for Indian Handloom products.

Ÿ Organiza�on of business missions/buyer seller meets and par�cipa�on in Interna�onal trade

events.

Ÿ Consultancy and guidance services for Handloom exporters.

Ÿ Liaison with the Government of India on all procedural and policy ma�ers relevant to the

Handloom export trade

Ÿ Dealing with trade complaints pertaining to Handloom exports.

Ÿ Liaison with the commercial agencies abroad for augmenta�on of Handloom exports.

Ÿ Facilita�ng product diversifica�on and adapta�on to meet modern market requirements.

Ÿ Providing impetus to moderniza�on of Handlooms for the export market.

Ÿ Provision of design inputs to promote export of Handloom products.

Ÿ Dissemina�on of trade informa�on & intelligence.

The primary ac�vity of the Handloom Export Promo�on Council is to implement the various

Handloom Export Schemes.

Handloom Home Furnishings from India have found an eminent place in developed markets such as

Uk, Usa,

Germany and the be�er part of Western Europe and cons�tues almost 90% of the exports from the

Handloom sector. For more details you may visit the folloking link:


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UNIT 1.2 Handloom Industry - History, Origin and Significance

The art of weaving dates back centuries. Further, the discovery of a piece of red coloured cloth at Indus Valley excava�ons is a tes�mon y to the fact that the art of weaving and dying was mastered in India more than five thousand years ago.

For centuries, Indian hand woven fabrics have been world reknowned. From poets of the Mughal durbar that spoke of our muslins in metaphors like ba� hawa (woven air), abe rawan (running water) and shabnam (morning dew) to tales of Emperor Aurangzeb’s daughter princess Zeb-un-Nissa,being thoroughly rebuked for being clad in almost nothing while she was actually draped in not one but seven jamahs (dresses). Such was the dexterity of the tradi�onal hand loom fabrics.

1.2.1. Historical EvidenceAlthough India has been famous for its tex�le exports since ancient �mes, few actual fabrics of the early dyed or printed co� on tex�les have survived. The hot, moist climate and the existence of the monsoons in India makes the preserva�on very difficult. It therefore comes as no surprise, that Egypt which has an excep�onally dry climate would provide evidence which India lacks. The earliest Indian nfragment of cloth (before the Chris�an era) was excavated from a site near Cairo. The dis�nct Hansa (swan) design was preserved by the hot dry sand of the desert.

It was much later that fragments of finely woven and madder-dyed co� on fabrics and shu�les were discovered at some of the excavated sites at Mohenjodaro (Indus valley civiliza�on).

Sir Aurel Stein found fragments of Indian floral prints da�ng back to the 18th century A.D in the icy waters of Central Asia. All this evidence shows that among all arts and cra�s of India, tradi�onal Handloom tex�les are probably the oldest.

1.2.2. The Indian Textile Heritage In the world of Hand cra�ed tex�les, the richness and diversity of Indian Handloom Weaving can be witnessed from the Jamdani of the east and the intricate mo�f s of Arunachal to the compact gold work of the Benarasi brocade and the Kanjeevaram of the south. We have the Madras checks from Tamil Nadu, intricate Ikats from Andhra Pradesh and Odisha, the vibrant �e and dye from Gujarat and Rajasthan, jacquards form U� ar Pradesh. The Daccai from West Bengal, and phulkari from Punjab. Even with these dis�nct varia�ons there has been a great deal of technical and stylis�c exchange across regions.

Reknowned Coimbatore saris have evolved while copying the Chanderi pa�ern of Madhya Pradesh. Daccai saris are now also woven in Bengal. The Tanchoi from Surat that is based on a technique of sa�n weaving with the extra we� floats that are absorbed in the fabric itself has been recreated in Varanasi. Not only does it produce its own tradi�onal weaves, Varanasi now can produce most varia�ons of handloom tex�les from different places. Even Baluchar, the plain woven fabric brocaded with untwisted silk thread, which flourished in Murshidabad district of West Bengal, has taken root in Varanasi as well.

Woolen weaves are no less subtle. The Kashmiri Pashmina and Shahtoosh shawls are well known the world over for being unbelievably light and warm.


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Karnataka and Kashmir are known for their mulberry silk. To date, India is the only country in the world that produces all four varie�es of c ommercially known silks - mulberry, Tussar (tussore), Eri and Muga. Households in Bhagalpur, Bihar, have been weaving Tussar silk for centuries and passing down their knowledge from genera�on to genera�on. Tasser is also found in Madhya Pradesh, Orissa West Bengal, Andhra Pradesh and U� ar Pradesh.

Another variety of raw silk is Eri. Eri is known for its so�, dull and wool like finish. Muga is more durable and its natural tones are shades of golden yellow. Its rare sheen becomes more lustrous with every wash.

In India, Assam is the largest producer of Eri and Muga silk. The designs used in Assam, Tripura and Manipur are mostly symbolic, cross borders and the galaxy of stars. Assamese weavers also produce beau�ful designs on the borders of their Mekhla, Chaddar, Riha (tradi�onal garments used by the women) and Gamosa (towel). It is customary in Assamese society for a young woman to weave a silk Bihuan (cloth draped over the chest) for her beloved as a token of love on Bohag Bihu (New Year's Eve).

Ikat comes from Andhra Pradesh, Orissa and Gujarat. Different varie�es of Ikat are known as Patola in Gujarat, bandha in Orissa, Pagdu Bandhu, Buddavasi and Chitki in Andhra Pradesh. Unlike various other �e-and-dy e prac�ces, in Ikat, the dyeing is not done on fabric, but on threads. Though �e and dye of yarn has been prac�ced in several parts of the world like Indonesia and Japan for centuries,it is only in India that double Ikat (both of warp and we� dyed) is widely prac�ced. The threads forming the design are �ed and dyed before star�ng the weaving process to achieve the required colours and pa�erns. The interlacement of these specially dyed threads on the loom produces some of the most intricate designs that are visible only once the piece is finished.


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Fabrics maybe classified on the basis of the way they are formed. The most commonly used fabric forming methods are:

Ÿ Interlacing (Weaving): Interlacing of lengthwise yarn (warp) and the width wise yarn (we�/ filling)which are perpendicular to one another (e.g. Shir�ng).

Ÿ Interlooping (Kni�ng):�Making fabrics by looping one strand of yarn into horizontal rows and withloops called wales and ver�cle columns called courses respec�v ely is called kni�ng. (e.g. Sweaters,Hosiery).

Ÿ Bonding (Non-Woven / Fel�ng): Bonding together of entangled fiber or filament oryarn,�mechanic ally, thermally or chemically to form a sheet or web structure. (e.g. Lining inAutomobiles)

Tu�ing: "Sewing" a surface yarn system of loops through a primary backing fabric into ver�c al columns (rows) and horizontal lines (s�t ches) forming cut and/or uncut loops (piles) with the fabric coming out of the machine in the rows direc�on. Fabric must be back-coated in a later process to secure tu� ed loops.

Fig.1.3.1. Interlacing - Woven, Interlooping- Kni�ed, Bonded- felt

UNIT 1.3 Basic Textile Terminology – Fiber, Yarn and Fabric

1.3.1. Introduction to Fabrics

1.3.2. Woven Fabric A fabric may be defined as a plane formed by the assembly of fibres or yarns held together by various techniques. There are many methods of fabric manufacturing, each capable of producing a great variety of structures depending upon raw materials used. The par�cular fabric selected for a given applica�on depends on the performance requirements imposed by the end use and/or the desired aesthe�c characteris�cs of the end user with considera�on for cost and price. Fabrics, as stated above, are used for many applica�ons such as apparel, home furnishings and industrial.

Fig.1.3.2.a. Close Up View of Woven Fabric


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The words fabric and cloth are almost synonyms to tex�le. However, there are small and specific differences in these terms in special usage. While tex�le r efers to any material made of fibers, Fabric refers to any material made through weaving, kni�ng , spreading, croche�ng , or bonding that may be used in produc�on of further goods (apparel, etc.). Cloth is a finished piece of fabric used for a specific end use (e.g. table cloth).

Yarns manufactured from tex�le fibers are used for the produc�on of fabrics. The process of conver�ng fiber into fabric consists of three stagesŸ Produc�on of fiberŸ Conversion of fiber into yarn andŸ Conversion of yarn into fabric

1.3.3. Fiber and Yarn

Fig.1.3.3.a. The Raw Material – Fiber and Yarn

Fiber

The basic raw material used by the tex�le industry for making a fabric is Fiber. Fibers are delicate, hair por�ons of the �ssues of a plant or animal or other substance. Fibres are very small in diameter in rela�on to their length and are like micro strands. It is essen�al requirement for a fibre to be atleast 5mm in length to be used for spinning a yarn. A good fibre must have good flexibility, cohesiveness and strength.

Many different kinds of fibers are used for making a yarn. The strands of fibers are twisted or spun together to form a yarn that is made into a Fabric. Some of these fibers are being used since the earlier years of civiliza�on �ll today, with modifica�ons and enhancement. Some fibers have been developed over the years in laboratory and have acquired varied degree of importance in the recent years.

The ability to be spun, availability in good quan�ty , viable cost or economy of produc�on and the desirability of their proper�es to consumer are the factors that influence the development and u�liz a�on of all kinds of fibres.

Other factors important to assess tex�le fiber performance are elas�city , crimp (waviness), moisture absorp�on, reac�on to heat and sunlight, reac�on to the various chemicals applied during processing and in the dry cleaning or laundering of the completed fabric, and resistance to insects and microorganisms. The wide varia�on of such proper�es among tex�le fibers determines their suitability for various uses.


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Fig.1.3.3.b. Tex�le Fibers are of Two Types - Natural and Manmade

Essen�al Proper�es of Tex�le Fibers

To be treated as Tex�le fiber, a fiber must have these proper�es-Ÿ Possibility to be spunŸ Good StrengthŸ Elas�city and flexibilityŸ Uniform FinenessŸ Good color or dye uptake


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Natural Fibers

Fibers obtained by natural sources only are called Natural Fibres. These include fibres produced by plants, animals and geological processes. They are biodegradable and non synthe�c. They are classified by their source.Ÿ AnimalFiber: They are produced by animals or insects and are protein in composi�on (e.g. Silk�fiber

and Wool fiber)Ÿ Vegetable Fiber: They are extracted from the cells of plants and�ar e cellulosic in composi�on

(e.g.,co� on fiber, jute fiber)Ÿ Mineral Fiber: These are mined from certain types of rocks (e.g. Asbestos fiber)

Fig.1.3.3.c. Natural Tex�le Fibers – Co�on, Silk, Wool and Jute

Manmade Fibers

Manmade Fibers are derived from various sourcesŸ Manmade Cellulosic Fiber: The natural material of cellulose can be taken from co� on linters and

wood pulp, processed chemically and changed in form and other characteris�c to form manmadecellulosic fiber (e.g. Rayon, Modal)

Ÿ Non-Cellulosic Polymer Fibers: They are synthesized or created from various chemical elements intolarge molecules which are called linear polymers because they are connected in link-like fashion (e.g.Acrylic fiber, Nylon fiber, Polyester fiber)

Ÿ Metallic Fibers: They are made of metal, plas�c coated metal, metal-coated plas�c or any corematerial completely covered by metal. They are used as decora�v e yarn for various apparel andhome furnishings

Ÿ Minerals Fibers: Various minerals have been manufactured into glass, ceramic and graphite fibershaving prescribed proper�es for specific use (e.g. Glass fibers)


Co� on

Silk

Jute

Wool

15

Fig.1.3.3.d. Manmade Fibers – Polyester and Nylon

Fibers and Filaments

Ÿ Fiber:Fibers / Staple fibers- Fibers of limited length (1 – 8 inch approx.). To make a con�nuous

length of yarn from staple fibers, they must be twisted together. Basically this term is mostly used

for the Natural fibers.

Ÿ Filament: Filaments are fibres of con�nuous length (more than 8 inch and con�nuous). Since

filament length are con�nuous. Basically this term used for the man-made fibers. Note: ( Silk is the

only Natural fiber found in Filament form)

Proper�es of Fibers

Proper�es of Fiber s (Natural and Man-made fiber)

Natural fiber Man-made fiber

Derived from purely natural sources. Made from synthetic and chemical materials

The length of fiber cannot be controlled. Length of fiber can be controlled.

Absorbent and good for skin. Not absorbent or breathable.

It is expensive compared to synthetic fiber. Less expensive as compared to natural fiber.

Production depends of natural resources. Production is industrial.

Not suitable for performance oriented textiles

Preferred for performance and industrial textiles

Example – cotton, silk, linen etc. Example – Polyester, Nylon, Acrylic etc.


16

The Yarn

A con�nuous length of interlocked fibers used for the process of manufacturing tex�les is called a yarn. Yarns are prepared by means of spinning. Spinning is the process of twis�ng together of mul�ple fibers to form yarn (or thread, rope, or cable). In older �mes fiber was spun by hand using simple mechanical tools like a spindle and distaff. With �me the use of spinning wheel g ained greater importance. It was only with the advent of the industrial revolu�on that Industrial spinning started in the 18th century. Till date, hand-spinning remains a popular handicra�.

Yarn is a strand formed with fibers or filaments (individual fibers of extreme length), or other materials, natural or man-made. It is suitable for use in the manufacture of interlaced fabrics, such as woven or kni� ed tex�les. The char acteris�c pr oper�es of the y arn used in fabric making greatly influences the appearance, texture, and performance of the finished product.

Any yarn is made of staple (short) fibers through several techniques including Ring, Open- End, Fric�on, Jet, Vortex, Centrifugal spinning etc. While the ring method is the oldest and the most used technique of spinning yarn, the Open- end spinning is another important method. The basic manufacturing process of spinning again includes mul�ple processes like carding, combing, dra�ing , twis�ng and winding. The fibers pass through an array of these processes and are successively formed into lap, sliver, roving and finally yarn.

Tradi�onally the yarns were made with a hand operated mechanism called the 'Charkha'. This is a method of hand spinning and the word Khadi is associated with this type of hand spun Yarn.

Spun yarn is made by twis�ng fibers together to make a single thread. The process of Twis�ng fibers into yarn in the process called spinning can be dated back to the Upper Paleolithic or later stone age. Spinning, was one of the very first processes to be industrialized. Spun yarns may contain a single type of fiber, or contain a blend of various types. Combining synthe�c fibers that have high strength, luster, and fire retardant quali�es, with natural fibers that are good water absorbants and are gentler to the skin is very common prac�ce. Some of the most widely used blends are co� on-polyester and wool-acrylic fiber blends. For more expensive fibers such as alpaca, angora and cashmere, blends of natural fibers are also done.

Yarn is chosen for diverse tex�les based on the characteris�cs of fibers, of the yarn such as warmth (wool), light weight (co� on or rayon), durability (nylon is added to sock yarn, for example), or so�ness (cashmere, alpaca).

Yarn is composed of twisted strands of fiber, which are known as plies when grouped together. These plies or strands of yarn are then twisted together in the opposite direc�on to make a thicker yarn. Depending on the direc�on of its final twist, the yarn will have either s or z twist. For a single ply yarn, the direc�on of the final twist is the same as its original twist. The twist direc�on of yarn affects the final proper�es of the f abric, and combined use of the two twist direc�ons is t echnically useful to improve fabric quality and performance.

Filament yarns consist of filament fibers (very long con�nuous fibers) either twisted together or only grouped together. Thicker monofilaments are mostly used for industrial purposes rather than fabric produc�on or decora�on. Silk is a natural filament, some of the synthe�c filament yarns are used to produce silk-like effects.


17

UNIT 1.4 Job Role Description – 2 Shaft Handloom Weaver

A�er comple�ng this programme the par�cipants will be able to:

Ÿ Understand the processes involved in handloom weaving

Ÿ Iden�f y the materials and tool prepara�ons involved in handloom weavingŸ Work seamlessly on basic related processes like pre and post weaving prepara�ons and finishing

Understand the process of weaving and the associated details about technical weaving methods andfabric calcula�ons

Ÿ Understand the reasons for fabric defects and iden�f y the methods of mending and reducing thesedefects

Ÿ Get a sense of general awareness about professional prac�ces and work e�que �e, also an insightinto so� skills and management prac�ces.

Ÿ Getanunderstanding of the health and safety related issues that may be of relevance to their working

Introduc�on-Basics of Handloom Weaving

Ÿ Par�cipan ts should have knowledge about the basics of Handloom weaving. Industry overview andknowledge of tools and equipment.

Ÿ Handloom Industry Overview

Ÿ JobRole of Handloom weaver

Ÿ Partso�he loom

Ÿ Toolsand Equipment

Ÿ Compara�v e Analysis (Power loom/Handloom)

Ÿ RawMaterial knowledge

Pre weaving ac�vi�es

Par�cipan ts must have good understanding and process knowledge about the steps involved in prepara�on for weaving.

Ÿ Knowledge of pre-weaving process

Ÿ Analysis of weave design-Dra�ing /Pegplan/Den�ng

Ÿ Warping-Warp planning/Material Planning and beam moun�ng

Ÿ WarpSe�ng- Dra�ing and Den�ng

Ÿ Pirnmaking – winding

Ÿ Technical terms associated with all the pre-loom opera�ons

Ÿ Step-by-step process flow involved the pre-loom opera�ons

Operate the loom- Weaving

Par�cipan ts must have thorough knowledge of the flow of weaving process post the loom is ready and the warp is mounted. Understand the rhythm of weaving and the implica�ons of various parts of the loom and the design specifica�on on the weaving process.


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Ÿ carryout the weaving ac�vity properlyŸ Operate the loom-Tools/Material-Take- up & Let-offŸ Ensurethat the correct fabric is woven without defectŸ Avoiddelays due to machine issuesŸ Useofdesign specifica�on sheet correctly and follow the sha� li�ing order correctly

Quality in handloom (Post weaving process)Par�cipan ts must have a clear idea about the quality parameters that are acceptable in terms of quality of fabrics and understand the processes that are followed post weaving.Ÿ Toachieving the quality in handloom weaving related opera�onsŸ Product Quality & Specifica�onŸ Defectmend able/Non-mend ableŸ QualityGrading System (5-Point Inspec�on)Ÿ Finishing (checking/folding/Iron/Calendaring/Washing) Bale

Maintain work area and tools in Handloom sectorPar�cipan ts should understand the methods and equipment required to maintain work place hygiene Ÿ Cleaning (Space/Loom shed/Loom parts/Tools)Ÿ Maintenance (Loom)Ÿ Repairof loom partsŸ Toolsmaintenance procedureŸ Loomparts and their effect on fabric qualityŸ Different types of cleaning substances &their use

So� SkillsShould have an insight into So� Skills and behavioral traits that influence the workspace. The knowledge includes the following-Ÿ Safetyat WorkplaceŸ Communica�on SkillsŸ Hygiene, Health and CleanlinessŸ General Work EthicsŸ Commitment and PunctualityŸ Financial PlanningŸ TeamworkŸ Crea�v e freedom

Overview of Professional Prac�cesPar�cipan ts will be imparted knowledge about entrepreneurial prac�ces and aspects of business development prac�ces that support produc�on and marke�ng ac�vi�es.Ÿ CompliancesŸ Logis�cs planning and good transportŸ Financial managementŸ Management and team buildingŸ Marke�ng and SellingŸ Socialand Environmental Responsibility


2. Pre-WeavingActivities (TSC/ N 7305)

Unit 2.1 – Preparatory Processes for Yarn

Unit 2.2 – Warp Calcula�on s

Unit 2.3 – Warp Making

Unit 2.4 – Loom Se�ng – Dra�ing and Den �ng

Unit 2.5 – Design Specifica�on A nalysis

Unit 2.6 – Loom Prepara�on

Key Learning Outcomes

This unit provides performance criteria, knowledge, understanding, skills and abilities required t carry out pre weaving operations- checking and ensuring the drafting, denting, filled pirns and loo and analyzing the design

At the end of this module, the participant will have good understanding and process knowledge abo

1. Pre-Weaving Processes

2. Analysis of Weave Design – Drafting/Peg plan/Denting

3. Warping – Warp planning/Material Planning and Beam Mounting

4. Warp Setting – Drafting and Denting

5. Pirn Making – Winding

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21

UNIT 2.1 Preparatory Process for Yarn

The user/individual on the job must learn the below mentioned activities post this unit.

Ÿ Mount the warp sheet properly and keep it in proper tensionŸ Check the shedding, picking and beating mechanismsŸ Check the basic mechanisms of let off and take upŸ Check the quality of the warp beam, check for cross ends, extra ends pulling out at the�selv edge and

the edges being neatŸ Check and maintain the�cleanliness of the work areas and the tools and equipment.Ÿ Check and ensure that the tools and materials used are properly kept and are not wasted or badly

handled.Ÿ Ensure that the design specifiactions are properly followed and the warp is correctly drafted and

dented.Ÿ Keep the necessary shuttles ready and load them with proper colours of pirns and appropriate yarn.�Ÿ Check the availability of the filled pirns and the condition of the sameŸ Check the tip of the shuttle and ensure it runs smoothlyŸ Attach the free end of warp with cloth beam straight and correctlyŸ Read and understand the given design and interpret the given design and its variations white weavingŸ Place the filled pirns in the shuttle properly

Unit Objectives

1. To remove yarn faults that might be present in the yarns when the warp is made

2. To transfer the yarn from spinner package to a convenient form of package which will be usedwhile weaving.

3. To have desired length on a yarn in the package.

4. To check and clean the yarn for better appearance and performance.5. To make good quality fabric that is free of yarn defects.

2.1.1 Objectives of Yarn Preparation


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Faults to Be Removed During Yarn-Preparation

Fig. 2.1.1.a. Satin Weave Variations

Properties of a Good Warp:

1. The yarn must be clean and free from knots, it should be of uniform thickness.

2. The yarn must be strong to withstand the friction and stress while weaving without endbreakage.

3. Knots if any should be a standard size and type they should be made such that they can passthe heald eye, dropper, read easily.

4. The warp must be uniformly sized so that the yarns are perfectly parallel, untangled andprotected from friction.

5. The ends must be wound onto a weavers beam at an even and equal tension and theyshould be perfectly parallel.

6. All warp yarns should be same length to avoid slag.

7. The number of threads in the warp must be calculated based on the design specifications.

8. Selvedges must be calculated and drawn with specific care.

Woven fabrics are made using two series of yarns. The vertical yarns that form the length of the fabric are called warp yarns and the width wise yarns of fabric are called the weft yarns. The warp and the weft yarns are also called ends and picks respectively.

The warp and weft yarns are bound together interlacement. Woven fabric is produced with the help of a simple weaving machine called loom. To produce woven fabric, the warp and weft yarns requires many processes. The preparatory process of weaving is briefly described stepwise as below.

Thick place

Thin Place

Slubs

Lose Fibers

Count Varia�on Inten�onal or Unin ten�onal

Foreign par�cles Seed, Slub, Leaf, Dust, Bollworm, Honeydew

Neps


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Process consists of winding, warping, sizing and pirn winding (for weft)

Winding of yarn on bobbins

Creeling for warp and Pirn Winding (for weft)

Warping through drum or directly

Sizing and mounting of warp

Drawing & DentingFig. 2.1.1.b. Preparatory Process

2.1.2 WindingYarns are repackaged as large cones, so that they can be further used for weaving process. The yarns that are ini�ally available as hanks are converted to cones with the help of a hand operated spinning wheel like a charkha or a semi-automa�c device to make the bobbin. This untangles the yarn in the form of a hank and makes it easy to use for warping, as the creel or the peg board used for warping draw yarn from these bobbins.

This re-packaging process is termed as winding. During this process, some spun yarns may be imparted more twist or combined with other single yarns into double and ply yarns. The defects in the yarn, like thick places and thin place are also removed. This leads to increase in overall strength of the yarn and causes less yarn breakage during weaving.

Fig 2.1.2. Yarn Winding


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2.1.3 Creeling

Yarn packages are placed on a large metallic frame known as creel. These creels are equipped with yarn tensioning devices so that constant yarn tension is maintained in all the yarns as they are being wound onto the warping beam or the drum. It is also used to draw mul�ple yarns at a �me while warping which helps in keeping a count and comple�ng the exercise faster. The modern day creels are equipped with automa�c control, centralized tension varia�on and yarn breakage monitoring system in order to increase the warping performance.

Fig 2.1.3 Creel moun�ng of the cones, and yarn drawing


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Deciding the end use or the purpose of the fabric is the first step of the weaving project. The intended end use of the cloth helps the weaver to decide the appropriate thread or yarn. For example, the yarn to be used to weave a rug needs to be thick and hard-wearing, and the cloth must be s�ff and flat. It must not roll up at the edges and trip everyone who walks on it, or if it is to be hung as decora�v e art, it must lie flat against the wall. A scarf, on the other hand, or any cloth worn next to the skin, should be smooth, so� with good drape, so it conforms to the body.

In any case the following decisions are to be made about the warp before the warping is done.Ÿ length and width and end treatmentŸ The count and quality of the threadŸ the amount of thread requiredŸ The design, or pa�ern, of the cloth (plain, check, stripe, dobby)Ÿ What's the scale of the pa�ernŸ Repea�ng of the pa�ern

Once it is decided what thread is to be used the planning for warp making is done. Prepare a spreadsheet to calculate the amount of yarn needed.

Below is an example of calculation warp plan for a fabric quality that is as described belowŸ YarnCount- 40s single warp, 40s single weftŸ Readywidth 56 inchesŸ Selvedge 0.5 inchesŸ TotalLength 100 mtrs readyŸ PlainWeave ChambrayŸ Warpwhite Weft BlueŸ Construction/Quality – 74 X 54

Example

UNIT 2.2 Warp Calcula�on


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Yardage Requirements (Spreadsheet for yarn calculation) - Only Example Finished Width(In.) 56 inches Std Warp Waste 15mtrs

Drafting Width (in) 59 inches Std Warp Shrinkage 3%

Finished Length(In.) 100mtrs

Warping length 117mtrs Std Weft Shrinkage 2%

On-Loom Width (In.) 59inches

58’ body 1’selvedge Creel capacity 60 bobbins

On-Loom Length (In.) 117mtrs Selected Reed 38s

No of ends in body of fabric 2204

With 2 threads in a dent

No of ends in the selvedge 152

For both sides 4 threads in a dent

Picks Per Inch(on loom) 55

No of sections for warping ( based on creel capacity)

Body (36 + 1)Selvedge (1for both)

36 complete and 1 partial for body

Total yarn required for warp 275652mtrs 328 hanks =8.2 pounds 3.69 kg yarn Total yarn required for weft 379665mtrs 448 hanks =11.2 pounds 5.04 kg yarn

Notes

Yarn count = no of hanks in 1 pound One hank = 840 yards(0.914mtrs) One pound = 450 grams

Fig 2.2 Yardage Requirements (Spreadsheet for yarn calculation)


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UNIT 2.3 Warp Making

Warping process is to convert the yarn packages into a beam that has a specified width and has the required size of warp. The yarns are wound onto the warper's beam in the form of a sheet composed of parallel bands of yarns each coming out from a package placed on the creel. It aids parallel winding of yarn from cone or cheese package on to a warp beam. The warping consists of collecting predetermined number of ends from a set of wound package and transferring them in a sheet form to a weavers beam.

Types of Warping

Warping are of two types.Ÿ The Beam or Direct Warping (Preparatory beam warping)Ÿ Sectional Warping (Conical drum or dresser warping)

Direct warping/beaming: Direct Warping is the process where the ends of the yarn are wrapped onto the warp beam in a single operation. This method is predominantly used when single colour or less complicated patterns are to be woven

Fig 2.3.1.a Direct warping/beaming

Direct Warping

Steps of Direct Warping1. Creel

2. Sensor/Guide

3. V-Reed

4. Beam for Sizing

2.3.1. Warping


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Sec�onal warping:

Fig 2.3.1.b Sec�onal warping

This is a method of preparing a warp beam by-

i) winding a warp in sec�ons on a reel/drum andii)beaming-off the complete warp from the reel onto a warp beam.

Sec�onal warping is mostly used to produce warp beam for Yarn dyed fabrics with stripes or checks.

Sec�onal warping

Steps of Sec�onal Warping1.Creel2.Drum3.Beam (Weaver's Beam)

Sizing of the warp yarn is essen�al to reduce breakage of the yarn and thus it increases efficiency by reducing stops on the machine due to breakage. On the loom, the warp yarns are subjected to several types of ac�ons, like abrasion at various loom parts, inter yarn fric�on, etc. With sizing, the strength - abrasion resistance - of the yarn improves and hairiness of the yarn also decreases.

The sizing paste is applied on the warp yarn with the warp sizing machine. A� er weaving process, the fabric is washed to remove the size paste (Desizing)

Objec�ves of Sizing

Ÿ To protect the yarn from grazeŸ To improve the strength of yarnŸ To improve smoothness of yarnŸ To increase elas�cityŸ To decrease�the genera�on of sta�cŸ To decrease hairiness or fuzziness

2.3.2. Sizing


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Fig 2.3.2. Sizing

Generic Components of Size paste

Essen�al IngredientsŸ AdhesiveŸ We�ng agentŸ Binder

Secondary agents (op�onal)Ÿ Oxidizing / Reducing agentŸ Weigh�ng agentŸ Brightening agentŸ An�f oaming agentŸ De-lustering agent or An�s ta�c agent


30

Drawing-in, Drafting and DentingThis is the process of drawing each end of the warp one-by-one through the eyes of the heald, as indicated in the dra� and then through the dents of the reed.

The order in which the warp threads are threaded in the heald sha� is known as "Dra�ing Order".The order in which the warp threads are threaded in the dents of the reed is known as "Den�ng Order".The manual process of Drawing-in and Den�ng is �me consuming and hence when mass produc�on of same fabric is to be done then simply each end of new beam is �ed to corresponding end of old beam. This is called Tying-In.

Types of Dra�: Dra�s are classified into the following-

Ÿ Straight dra�: It is the simplest dra� which forms the basis for many other�dr a�s. Each successive�y arn is drawn on successive sha�, the first warp yarn on the first, the second yarn on the second sha� and so on.

Fig 2.4.1.a. Straight Dra�

UNIT 2.4 Loom Se�ng – Dra�ing and Den�ng

2.4.1. Introduc�on to Dra�ing


31

Skip dra�: This systems is par�cularly useful is weaving fabrics of dense se� (se� is basically the number of threads per inch of the warp and we� once interlaced). Normally a small number of heddle sha�s are required, but to avoid overcrowding of heddle eyes and to reduce fric�on and rubbing, more than minimum heddle sha�s are used.

Fig 2.4.1.b. Skip Dra�

Pointed dra�- Point dra�s are used for weaves which are symmetrical or mirrored about the centre. They are mostly used to produce waved or diamond effects. The main advantage of the system is that it allows the produc�on of a variety of designs with fewer number of sha�s than those used in straight dra�.

Fig 2.4.1.c. Pointed Dra�

Broken Dra�- This is considered as a modified pointed dra�. It is a combina�on of straight dra� with different direc�ons of construc�ng. To change the direc�on the dra�ing is shi� ed to lower or higher than the previous thread. The broken dra� is applied for producing herringbone twills, diaper designs, etc.

Fig 2.4.1.d. Broken Dra�


Grouped Dra�- This dra� is employed for produc�on of check and stripe designs, in which the stripes have different weaves or their combina�ons.

Fig 2.4.1.e. Grouped Dra�

Outcome:

Ÿ Fabric with rib weave, basket weave textureŸ Fabrics with textured stripesŸ Fabric with combina�on of plain weave stripes and twill weave stripesŸ Fabrics with pa�erned textures due to sec�onal dra�ing and varied peg plansŸ Fabrics with mirror pa�ern due to pointed dra�ing

This technique with coarser counts lends itself to home furnishing products while with finer counts it is applicable to apparel fabrics.

32


Weave: Peg plan:

Weave: Peg Plan:

92 ends 46 ends

Weave: Peg Plan:

92 ends 46 ends

I. Dra�:

I. Dra�:

I. Dra�:

Explorations:

33


92 ends 92 ends

92 ends

x x x x

x x x x

x x

Empty dent

Empty dent

The process of drawing yarns through the dents in a reed is termed as den�ng. The basic den�ng order is 2 warp ends per dent.

Fig 2.4.2. Drawing threads through the reed with reed hook

Types of den�ng

Ÿ Missed/Skip den�ng: While den�ng the warp few dents can be le� empty or missed inten�onallyto create open weave structured fabrics.

Den�ng with empty dents

Den�ng of 2ends/dent for 1” width then leaving one empty dent.

Den�ng of 2 ends/dent for 1” then leaving 2 dents empty.

2.4.2. Introduc�on to Den�ng

34


Dra�: 4

3

2

1

Weave: Peg plan:

Dra�: 4

3

2

1

184 ends 69 ends Weave: Peg plan:

184 ends 69 ends

Explorations: Practice ExerciseŸ Extended straight dra�ing-When cert ain numbers of warp end are drawn-in (dra�ed) the same

sha� it is called extended straight dra�ing.

Dra�ing two warp ends per sha�

Dra�ing three warp ends per sha�

Ÿ Combina�on of straight and pointed dra�s (for borders)- The body of the fabric can have straightdra�ing while the border region can have combina�on of straight and pointed dra�ing to achievea pa�erned border.

UNIT 2.5 Design Specifica�on Analysis

Dra�:

184 ends 92 ends

Weave: Peg plan:

184 ends 92 ends

36


6 35 5 (dents)

1”

x x x x x x

x x x x

x x x x x x x x

x x x x

2”

Four empty heddle eyes

2 empty dents

Dra� p a�ern Den� ng

Dra� p a�ern

Ÿ Dense den�ng: The no. of ends per dent is generally two. The no. of ends can be more as well, upto 3 ends or 4 ends per dent as per the requirement. But one needs to take care about theabrasion of the yarns in the dent. Hence the reed taken should be spacious enough toaccommodate mul�ple ends den�ng.

Dense end den�ng in stripesDen�ng of 1 ends/dent for 6 dents, 2 ends/dent for 35, 3 ends/ dent for 5 dents and so onconsidering 46 dents in 1”.

Ÿ Dobby den�ng: The ends used for dobby pa�erning are dented in the same dent. Two base warpends and two dobby pa�ern ends are drawn in the same dent. The base fabric has 2/dent while atthe dobby pa�ern areas it is 4/dent.

Ÿ Missed dra�ing and den�ng- To avoid skewing of the warp yarns whenever there is a skip den�ngthe heddles are also skipped from dra�ing.

Outcome:

Ÿ Fabric with open and dense structure.Ÿ Fabric with striped pa�ern with missed den�ng and dense den�ng

This technique with coarser counts lends itself to home furnishing products while with finercounts it is applicable to apparel fabrics.

The two dobby mo�f y arns(x x) and the two base yarns (x x) are dented into a single dent.

35


Dra�:

184 ends 92 ends

Weave: Peg plan:

184 ends 92 ends

X 3

X 2

Ÿ Sec�onal Dra�- When sec�ons of warp are dra�ed in different order then it is called as sec�onaldra�ing.

Ÿ Dobby dra�ing (extra sha�)- The no. of warp ends used to get dobby mo�f s are dra�ed indifferent sha�s. The base has plain weave in con�nua �ons which requires two sha�s. Dra�:

92 ends 8 ends

Weave: Peg plan:

92 ends 8 ends

37


A� er deciding the number of sha�s and treadles are needed to make a specific design or weave, by drawing one repeat of the weave the dra� and the li�ing order is decided. The number of different warp and we� interlacements in the weave design will determine the number of treadles and heddles required. For example plain weave requires only two different interlacements for warp and we� hence only two treadles and heddles are required. It can be made with 4 or 6 heddles as well. In the Handloom weaving, weaver has to do dra�ing , den�ng , as well as the tying up of the treadles with the heddles according to the design required.

The other related terms are explained below:

Dra�ing or drawing in: A� er moun�ng the warp beam the weaver has to pass the warp through the heddles/sha�s according to the weave planned. One yarn through one heald eye based on the dr�ing order planned. This is called dra�ing or drawing in.

Den�ng: it is the process of passing the drawing in ends through the reed for bea�ng purpose. There can be two or three ends per dent as per the requirement. More clearly the number of ends per dent depends upon the number of threads required and the warp count. It determines the �gh tness or the density of the fabric produced. In case of selvedge the den�ng order may be different compared to the main body of the fabric as the selvedge is usually denser.

Tie up: Once the weaver finishes the drawing in and den�ng , the next process he/she has to do is to �e the healds with the treadles. Number of heald and treadles to be used depends upon the weave. Only two healds are required if it is a plain weave. For a 2/1 twill weave 3 healds and 3 treadles will be required.

The loom condi�on and the factors like appropriate warp tension, good opening of shed, reed mo�on and bea�ng strength etc, must be checked to ensure that the loom is well-suited for weaving. If not adjustments should be made in the above men�oned parameters as required. Precau�ons, to minimize or avoid the yarn breakages have to be taken. The weaver must check the shed opening by false picking and reed movement by false bea�ng for tes�ng the loom func�on before star�ng to weave the final fabric.Pirn Winding: Making a small package to load into the shu�le is called pirn winding. A simple machine is used for pirn winding for handlooms. There iswheel based machine that is a�ached with a rolling sha� on one side that rolls the yarn onto a smaller package. The hank is mounted on the wheel and on rolling the wheel the yarn fills the pirn that is mounted on the sha�.Precau�ons: the following points must be taken care of while winding-

Ÿ Uniform tension is maintained �ll the pirn get filled.Ÿ The groove of the pirn should be kept empty.Ÿ The pirn should not be overloaded, yarn should not spil

UNIT 2.6 Loom Prepara�on

2.6.1 Moun�ng of Loom

2.6.2 Prepara�on of Hand Loom for Weaving:

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3. Opera�ng the Loom-Weaving (TSC / N 7306)

Unit 3.1: The Loom – Parts of LoomUnit 3.2: The Loom – Types of loomsUnit 3.3: Introduc�on to weaving and basic weaves Unit 3.4: Mo�ons of the loom Unit 3.5: Opera�ng the HandloomUnit 3.6: Woven Fabric Graphical Representa�on


This unit provides performance criteria, knowledge and understanding and skills and abili� required to carry out basic weaving opera�ons: Shedding/Picking/Bea�ng to weave fabric comprising of basic weaves- Plain and its varia�on on handloom

Par�cipan ts must have thorough knowledge of the flow of weaving process post the loom is ready and the warp is mounted. Understand the rhythm of weaving and the implica�ons of various parts of the loom and the design specifica�on on the weaving process. At the end of this module, the par�cipan t will be able to,

Ÿ Carryout the weaving ac�vity properlyŸ Operate the loom-Tools/Material-Take- up & Let-offŸ Ensurethat the correct fabric is woven without defectŸ Avoiddelays due to machine issuesŸ Useofdesign specifica�on sheet correctly and follow the sha� li�ing order correctly

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Unit ObjectivesAt the end of this unit, the par�cipants will be able to -

Ÿ Carry-out the primary weaving opera�ons:o Sheddingo Pickingo Bea�ng

Ÿ Carry-out the secondary weaving opera�ons:o Take-upo Let-off

Ÿ Carry out the auxiliary weaving opera�ons:o Temple mo�on o Shu�le changing

Ÿ Refer and follow the specifica�ons in case of any doubtŸ Use the correct tools and materialsŸ Ensure that proper tension on warp is maintainedŸ Check that the materials to be used are free from faults, in case of any, repair faultŸ Conform to the specified quality standards of weavingŸ Iden�f y any damaged work and rec�f y itŸ Leave the work area safe and secure when work is complete free from hazards

UNIT 3.1 The Loom - Parts of Loom

A loom is a device used to weave cloth and tapestry. The loom allows to hold the warp threads under tension so as to facilitate the interweaving of the we� threads. While the specific shape of the loom and its mechanics are variable, the basic func�on is mostly the same.

The primary components of the loom are the warp beam, heddles, harness or sha�s, shu�le, reed and take-up roll. Any loom can have from a minimum of two to as many as twenty four sha�s, however, a four sha� loom is a common variant. The various processes of making fabric through yarn processing on the loom are shedding, picking, ba�ening and taking-up opera�ons. These are the principal mo�ons.

3.1. The Loom – Parts of Loom

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Fig.3.1.1. Parts of Loom

Ÿ Heald/Heddle: metal parts or cords with eyelets used to hold the warp yarns individually in orderŸ Heald sha�: A frame that holds the headl/heddles in posi�on on the loom while weaving. There

are usually mul�ple sha�s in one loom. A loom needs minimum 2 sha�s to perform weaving.Ÿ Shu�le: This is a carrier for we� which passes through the shed formed between the divided

warp from one end to another horizontally.Ÿ Shu�lebo x: Compartment on each of end of the sleigh of the shu�le loom, this retains the

shu�le at both ends of the picking mo�on.Ÿ Picker:It is a piece of leather or other metal placed in grooves or on a spindle inside a shu�le box.Ÿ Beams: A roller or a cylindrical beam that are mounted on either sides of the loom to hold the

warp sheet in place and release and take up the threads when in mo�on.Ÿ Beater : Reed is made of metallic wires set ver�c ally in a frame like a comb. The space between

each wire is called a dent. The reed frame is mounted on a beater. The weaver holds the beaterand gives beater a to and fro mo�on for bea�ng the last pick to the fell of the cloth.

Ÿ Cloth roller: It is located at the front of the loom at the weavers end. A� er comple�on of weavingthe woven fabric is rolled onto it.

Ÿ Frontrest: It is a fixed roller placed in above the cloth beam & acts as a guide for�the woven clothto be wound flat and neatly on the cloth roller.

Ÿ Lease rods: The division of warp yarn sets for every weave, like one & one, two & two, & so on istermed as lease. The�tw o rods passed between the two successive divisions of warp yarns arecalled lease rods. They keep the yarns separate and prevent entanglement.

Ÿ Slay: It is the por�on of loom that carries the reed and the beater and oscillates between theharness & the fell of the cloth.

Ÿ Reed: A comb like wire or device used to separate yarns on a loom & to beat up the filling duringweaving.

Ÿ Treadle: The treadle is a paddle or lever under a loom with which a thread is connected by meansof cords to operate the healds.

Ÿ Temple: Roller device on a loom that hold the cloth at a proper width to prevent it from beingdrawn in too much by the filling. This maintains uniform width of fabric.

3.1.1. Parts of the Loom

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Fig. 3.2. Types of Looms

The various types of loom are described below3.2.1. Pit loom:

Fig. 3.2.1.a. Handloom – Pit Loom

A pit loom is one where the weaver sits in a pit and operates the loom and the loom itself is fi� ed into the pit. The pedals for working the shedding mo�on are placed in the pit.

UNIT 3.2 The Loom - Types of Looms

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A Shu�le is a t ool designed to neatly and compactly store the thread that is carried across the loom as we� yarn while weaving. There can be two different types of pit looms, based on how the shu�le operates. In the first case, the shu�le that moves across the loom inser�ng the we� yarn is thrown manually by the weaver from one side to other, and so this loom does not have a slay (a set of strings which operates the shu�le) a�ached to the frame (Throw Shu�le pit looms).

In the second type of pit loom, the shu�le with the we� automa�c ally flies from one side to the other with the movement of slay Fly shu�le pit looms. There may be certain types of improved pit looms that are raised above the ground (Raised Pit Looms). A Dobby loom is a type of pit loom that controls warp threads using a device called a Dobby, short for "draw boy" which refers to the weaver's helpers who used to control the warp thread by pulling on draw threads. The other accessory for controlling the design element in the fabric is the 'Jacquard', which operates through a series of punch cards (Fly shu�le pit

looms with Dobby/ Jacquard a�achment).

Fig. 3.2.1.b. Pit Loom Weaving Shed

3.2.2. Frame Looms:

An ordinary frame loom is fi� ed into a frame above the ground. Frame loom follow the same principles as ground or pit looms. The loom was originally made out of wood s�ck s and planks fixed at right angles producing a rectangular frame, which meant that it was portable and could even be held in the weaver's lap. Today, frame looms are much larger, with strong rectangular wooden rods replacing the earlier s�ck s, although the frame is s�ll in the shape of a large box or case. This can be moved, but is usually kept at one place on the ground, with the weaver seated on a bench at one end. This is less expensive and a more compact alter-na�v e to a table or floor loom.

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The frame loom is a very versa�le loom and can make many kinds of fabrics, usually medium to course, and for such looms, produc�on is faster than a pit or loin loom. The frame loom can be fi� ed with either a Dobby or a Jacquard for introducing embroidery in the fabric. Thus, a frame loom with a Dobby or a Jacquard makes embroidered hand woven fabrics such as saris, other kinds of embroidered cloths, furnishings, etc.

Fig. 3.2.2. Frame Loom

3.2.3. Loin looms:

Loin looms are largely found in the North-Eastern states of the country. This is a simple device where one end of the loom is �ed normally to the trunk of a tree or any other fixture like a pole, etc., while the other end is rested at the loin of the weaver, and there is usually a belt �ed around the weaver's waist to keep the frame taut. There is no pedal for the shedding mo�on, and every weaving mo�on is done by hand. Usually fabrics like shawls, chaddars, and some�mes wall-hangings

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and small durries are woven on these frames. This is a portable looms and can be carried by the weaver anywhere

Fig. 3.2.3. Back Strap Loom – Loin Loom

3.2.4. Semi-Automa�c Looms / Pedal looms:

Pedal looms are semi-automa�c looms, with the only ac�vity manual being the shedding mo�on with the use of the pedal. The other mo�ons of weaving including the picking (bana) and the bea�ng mo�on are done automa�c ally. The loom itself almost looks like a power loom, with the metallic frame. Usually, simple fabrics are woven on this loom like dho�s, ang avastram, etc. Usually a�achments like Dobby or Jacquard are not used, so most of the fabrics produced have no embroideries over and above the weave. The produc�on is much faster as compared to other kinds of Handlooms. Some pedal looms have all weaving mo�ons undertaken automa�c ally, but the pedal is automa�c ally operated providing power to the loom.

3.2.5. Power looms:A power loom is an automated or mechanized loom that is powered by a line sha�. It was one of the primary developments in the industrializa�on process of the weaving sector during the early Industrial Revolu�on.

Ÿ Plain loom: Plain loom is a loom without any warp or we� automa�c control mechanisms.O� en, these do not have automated take-off mo�ons. There might however be dobby, jacquardor drop box a�achments in addi�on based on the requirement of the weaver.

Ÿ Semiautoma� c loom: These are plains loom with addi�onal a�a chments of automa� celectronic/mechanical warp stop as well as we� stop mo�ons along with posi�v e let offmo�ons. In some clusters of the Tamilnadu, the looms without posi�v e let off mo�ons thatincorporate automa�c warp and we� stop mo�ons are classified as semi-automa�c looms. Justas in the case of plain looms, the semi-automa�c looms may also have addi�onal a�achments ofdobby or jacquard or drop box as the case may be.

Ÿ Automa�c loom: An automa�c loom is one that along with posi�v e let off mo�ons also has anautomated pirn changing mechanism and automa�c warp and we� stop mo�ons .

Ÿ Shu�le less loom: Shu�le less loom may be of the type of air jet, water jet, projec�le, rapier etc.In the case of Tamilnadu Power loom sector, there are only projec�le or rapier looms witha�achments of cam-dobby etc. and procured normally as second hand machinery.

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Weaving is a process of fabric produc�on in which two dis�nct sets of yarns are interlaced at right angles to each other to form a fabric or cloth. The lengthwise yarns are called the warp yarn and the widthwise yarns are called the we� yarn.

Selvedge: The length wise running edges of woven fabric are known as selvedges. It prevents unraveling of warp yarns.

Basic weaves and their deriva�ves

Plain weave: Plain weave is the most basic weave structure in which the we� passes over and under successive warp threads and repeat the same pa�ern with alternate threads in the following row, producing a checkered surface. The plain weave is variously known as calico or tabby weave. It is the simplest of all weaves having a repeat size of 2. Plain weave is used extensively in cambric, muslin, blanket, canvas, dhothi, saree, shir�ng , sui�ng , etc.

Fig 3.3.1.a. Plain weave

Deriva�ves of Plain weaves:

Rib weave- Rib weaves are obtained by extending the plain weave in either warp or we� direc�on. The filling yarns are larger in diameter than the warp yarns. A rib weave produces fabrics in which fewer yarns are visible on the surface. Rib gives a more flexible cloth than plain weave and has many applica�ons. Their end uses range from dress fabrics, coats, suits, millinery, ribbons and wedding to upholstery and drapery.Two kinds of rib weave -

1. Warp rib weaves- Warp ribs are constructed by inser�ng several picks in succession into thesame shed of an ordinary plain weave. This forms a rib effect across the fabric.

Unit 3.3 Introduc�on to Weaving and Basic Weaves

3.3.1 Weaving:

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warp over weft

weft over warp

reconstructedwarp over weft

reconstructedweft over warp

Naturalis�c Dr awing

Selvedge

Semi Naturalis�c Dr awing

We�

Warp

Fig 3.3.1.b. Warp rib weave

2. We� rib weaves- We� ribs are constructed with several warp threads used as one wheninterlacing with each pick in succession. They form a ver�c al rib effect in the fabric.

Fig 3.3.1.c. We� rib weaves

Ÿ Ma�w eave/ Basket weave- These weaves are also known as basket weaves or hopsack. Basketweave is the extension in height and width of plain weave. Two or more yarns are used in both thewarp and we� direc�on as one. These groups of yarns produce a basket effect. Basket weavefabrics are less s�ff than plain due to its fewer intersec�ons, and they have smooth surface. Theseare suitable for apparel and drapery.

When the groups of yarns in both warp and we� ar e equal, then the basket weave is termed asregular, otherwise it is termed irregular. In case of regular ma� weave, the plain weave is extendedequally in the warp and we� direc�on. In case of irregular ma� weaves, the plain weave isextended unevenly or irregularly in the warp and we� direc�ons. Either more we� way or warpway depending upon the desired effect.

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Fig 3.3.1.d. Basket weave- regular Fig 3.3.1.e. Basket weave- irregular

Ÿ Twillweaves: Twill is a type of weave with a pa�ern of diagonal parallel ribs. This is done by passingthe we� thread over one or more warp threads and then under two or more warp threads andshi�ing the move towards right or le� on every row.

Fig 3.3.1.f. Twill weave- regular

Ÿ �Warp and we� faced twills: In the twills where the warp and we� floats are unequal, the twill withmore we� floats on the surface are called we� faced twills. The ones with more warp floats on theface are called warp faced twills.

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Fig 3.3.1.g. Warp and we� faced twills

Ÿ Waved twill- is made by changing the direc�on of the move of the twill at suitable plannedintervals. The change of direc�on can be on we� which results in a ver�c al wave or “zig-zag” effect.When the direc�on is changed upon a warp end, a horizontal wave is produced.

Fig 3.3.1.h. Waved twill

Ÿ Herringbone twill: It is achieved by reversing the direc�on of twill at suitable intervals but unlikewaved twill in this the two direc�on twills cut in to one another at the point of reversal. The twoneighboring ends at the cut are opposite to each other.

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Fig 3.3.1.i. Herringbone twill

• Sa�n weave: The sa�n weave is rearranged twills. It is regarded as four or more we� yarns floa�ngover a warp yarn or vice-versa, four warp yarns floa�ng over a single we� yarn. The sa�n weave isdis�nguished by its lustrous, or 'silky', appearance.

Sateen is the reverse side of the Sa�n weave. It is a we� faced structure. It has more picks thanends per inch.

Fig 3.3.1.j. Sa�n weave Fig 3.3.1.k. Sateen weave

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Fig 3.3.1.l. 3/1 Sa�n weave Fig 3.3.1.m. 4/1 Sateen weave

Weaving calcula�ons:• Reed Count- It is calculated in stock port system. Number of dents in 2inches is called Reed Count.

Reed count = EPI/ (1+We� crimp percentage)

• Reed Width = Cloth Width x (100+we� crimp percentage)/100

• Total no. of dents- Reed space x no. of dents per inch

• Total no. of body dents- Total no. of dents- no. of selvedge dents

• Total no. of body ends- Total no. of body dents x no. of ends per dent

• The weight in Kgs. of warp for 100 mts of fabric = 110 x total no. of body ends(Taking crimp percentage as 10) 1693.344 x count of warp

• The weight in kgs. of we� for 100 mts of fabric = 100 x reed space x PPI1693.344 x count of we�

• The weight in kgs of selvedge for 100 mts of fabric = 110 x total of selvedge ends1693.344 x count of selvedge

• Total weight of 100 mts of fabric = The weight of warp + the weight of we� + The weight ofSelvedge (all weights in kgs for 100 mts of fabric)

• Weight in grams/sq meter of fabric = The total weight of 100 meters of fabric x 1000Greige width x 2.54

• Construc�on for square seti.e. threads per inch = weave factor x cover factor x √countConsidering warp x we� count are same.Weave factor = Average float

Average float + 1

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Average float = Picks/repeatsNo. of intersec�ons

Construc�on for off square isDecrease in PPI from square set = 1.8 √(increase in EPI from square set)1.8 becomes 1.3 if it is threads/cms

Basic Tex�les Terms:

Ÿ Yarn: A con�nuous strand of fibers/filament, twisted / non twisted, it is basic raw material forweaving.

Ÿ Type of Yarns: single yarn, double or mul� fold yarn, spun yarn & filament yarn etc.

Ÿ Yarn count: Yarn count is the numerical expression of yarn, which defines its fineness orcoarseness. (Linear density).

Ÿ Yarn count system:

Ÿ Indirect system: English count (Ne), Worsted Count etc. Higher the yarn number, finer the yarn.Direct System: Tex, Denier Higher the yarn number, Coarser the yarn.

Note: English (Ne) count system is commonly followed India

Ÿ English Count Details:

1. No. of Hanks of length 840 yds weighing in 1 pound

2. 1yds: 0.9144mtrs

3. 1lbs: 0.453 Kgs

Notes__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

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The three primary mo�ons of a loom are described below.

Fig. 3.4.1.a Mo�ons of the loom: Shedding(A), Picking(B) and Bea�ng in(C)

Primary mo�ons of loom

There are three primary mo�ons of a loom, and each of these are necessary for producing woven fabrics. Without the primary mo�ons that take place the process of making a flat and perfectly interlaced set of yarns that makes fabric is not possible.

The three primary mo�ons of a loom are-

Ÿ Shedding: Shedding is the first func�on which implies raising a part of the warp yarn to form a shed which is like a ver�c al space between the two sets of threads. The filling yarn is carried by the shu�le through the shed to the other side. On the loom, simple and intricate shedding opera�ons are performed by the heddle or heald frame, also known as a harness. This is a rectangular frame to which a series of wires, called heddles or healds, are a�ached. The yarns that pass through one harness work together as one shed and are li� ed together to form the shed. Each �me a shed is formed and a we� yarn runs through it a new row of we� is formed on the fabric.

Ÿ Picking: The func�on of carrying the we� yarn from one side of the loom to the other side of theloom by passing it through the shed formed by warp yarns is called Picking. In shu�le loom, pickingis done from both sides of the loom. A� er the shed is created by li�ing the harnesses the filling yarnis inserted through the shed by a small carrier device called a shu�le. The shu�le is shaped andpointed at each end to allow smooth and sharp passage through the shed. In a tradi�onal shu�leloom, the filling yarn is wound onto a quill, which in turn is mounted in the shu�le. The filling yarnemerges through a hole in the shu�le as it moves across the loom. A single crossing of the shu�lefrom one side of the loom to the other is known as a pick which means one we� yarn.

3.4.1 Primary Mo�ons:

Unit 3.4 Mo�ons of the Loom:

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A B C

Ÿ Beat up: Beat up is the third and the last of the basic mo�ons of the loom. This is the func�on ofpushing the inserted we� yarn towards the fell of the cloth. This secures the woven we� yarn at it’splace before the next yarn is inserted. Between the sha�s and the take-up beam, the warp threadspass through another frame called the reed that looks like a comb and has regular dents. The edgeof the fabric that is freshly formed and has not yet rolled up on the take-up roll is called the fell.A� er the shu�le moves across the loom laying down the pick or the filling yarn, the weaver usesthe reed on the beater to press each filling yarn at the fell.

Secondary mo�ons of loom

Ÿ Let-off mo�on: This mo�on delivers warp to the weaving area at the required rate and at a suitableconstant tension by unwinding it from a weaver's beam. Let- off controls the amounts of warpdelivered and maintains the regional tension during weaving. This mo�on delivers warp toweaving area at the required rate and at a suitable constant tension by unwinding it from warproller. The weaver has to manually adjust the weight on the tension lever to maintain the tensionof warp sheet.

Ÿ Take-up mo�on: This mo�on withdraws fabric from the weaving area at the constant rate that willgive the required pick spacing and then winds it onto a roller. Take- up mo�on winds the fabric asbeing manufactured. It means a�er the beat up of the we�, woven cloth is drawn away from thereed. A� er weaving a suitable length, the weaver rolls the fabric on the cloth roller with the help oftake up mo�on handle and con�nues the weaving

Fig. 3.4.1.b. The Weaving Process

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Auxiliary mo�ons of loom:

Auxiliary mo�ons are augmented mo�ons added to a loom to achieve be�er produc�vity and good quality of fabric. These mo�ons ar e useful but not absolutely essen�al as the y are not basic func�ons. These are also mostly mechanical func�ons in case of a semi or fully automated loom, as handlooms are mostly weaver controlled and the weaver performs these ac�vi�es at his own discre�on.

Ÿ Warp stop mo�on: This mo�on is able to stop the loom when a warp thread breaks or is excessivelyloosened.

Ÿ We� s top mo�on: This mo�on able t o stop the loom when a we� br eaks or runs out of the pirn(we� package).

Ÿ Warp protector mo�on: This mo�on protect the warp threads from damage by stopping the loomwhen the shu�le fails to reach, the selvedge side and box properly into either the shu�le boxduring picking.

Ÿ We� mixing mo�on: This mo�on able to insert various coloured we� yarn into the same fabric forcheck and stripe effect.

Ÿ Feeler mo�on: This mo�on able to indicate whether the we� yarn in pirn is almost used up or not.

Ÿ Brake mo�on: A mechanism to stop the loom when a we� yarn breaks.

Ÿ We� replenishment mo�on: This mo�on provide uninterrupted filling inser�on by switching froma depleted to a full package.

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Loom is machine or device which is used to produce woven fabric. It is the central point of whole process of cloth produc�on. In other word, a loom is a mechanism or tool used for weaving yarn and thread into tex�les. Looms vary in a wide assortment of sizes. They come in huge free standing hand looms, �n y hand-held frames, to vast automa�c mechanical tools. The loom's system and exact form can differ to some extent; however it s�ll performs the basic applica�on.A hand loom is a simple machine used for weaving. In a wooden ver�c al-sha� looms, the heddles are fixed in place in the sha�. This loom is powered by hand. The warp threads pass alternately through a heddle, and through a space between the heddles (the shed), so that raising the sha� raises half the threads (those passing through the heddles), and lowering the sha� lowers the same threads—the threads passing through the spaces between the heddles remain in place. It is a manual opera�ng system. Shedding is done by pressing the treadles pedal and picking and bea�ng is done manually.Hand looms yield less produc�on compared to power loom. It can be operated at slow speed only compared to high speed of power looms. Ini�al investment is very low compared to power loom. Basically there are two types of Handloom:

Ÿ Frame loomŸ Pit loomThese could be further divided in to fly shu�le and throw shu�le looms.

The primary parts of a loom are as listed below-

Ÿ Warp Roller: The warp roller is a long beam that holds all the lengthwise yarns. Located at the back of the loom, it gradually releases the warp yarn to the weaving area of the loom as per the requirement.

Ÿ Handle: The handle, usually placed on the warp roller is used to �gh ten or loosen the warp. This isimportant in determining the �gh tness factor of the fabric.

Ÿ Back Beam: This is a parallel beam that helps to maintain the constant tension and proper angle inthe warp sheet.

Ÿ Heddle: This is a frame to hold the heald wires. Heald wires are wires with a hole or eye in thecentre through which a warp yarn is passed. Some places use heald wires made out of co� on orsynthe�c yarn.

Ÿ Bobbin and Shu�le: The we� yarn is wound on a bobbin (pirn), which in turn sets into a shu�le. It isthe shu�le that passes back and forth through the warp shed. It releases we� yarn from the pirn.

Ÿ Beater: This is made up of metallic wires set ver�c ally in a frame. The spaces between the wires areknown as dents. The reed frame is mounted on the beater. The weaver holds the beater and gives ita to and fro mo�on for bea�ng the last pick to the fell of the cloth.

Unit 3.5 Opera�ng the Handloom

3.5.1 Hand Loom Basics:

3.5.2 Important Parts of Hand Loom and Their Func�ons

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Ÿ Cloth roller: This is a beam located at the front of the loom. The cloth roller is where the wovenfabric is wound a�er weaving.

Ÿ Treadles: These are pedals located at the bo� om of the loom. The weaver controls the warp shedforma�on by controlling the up and down movement of the heddles through these treadles. Theshed on a Handloom is controlled manually by giving proper movement to the treadles using foot.

Ÿ Heald/Heddle: Wire or cords with eyelets that hold warp yarns in a place.Ÿ Heald sha�: The wooden frame that holds the heald wires in place as a group. One sha� holds one

set of weaving yarnsŸ Shu�le: This is the device that carries the we� thread through the shed that is formed between the

warp threadsŸ Shu�le box: This is the compartment on both sides of the loom to hold he shu�le a�er it travels to

the other side of the loom a�er picking.Ÿ Beams: These are rollers on both sides of the loom, these are used to wind or hold the warp sheet

on one side and roll the woven fabric on the other.Ÿ Reed: A comb like wire or device used to separate yarns on a loom & to beat up the filling during

weaving.Ÿ Beater: The beater is a frame which has a Reed frame mounted on it. The weaver holds the beater

and gives beater a to and from mo�on for bea�ng the last pick to the fell of the cloth.Ÿ Cloth roller: This roller is placed in the front of the loom where the weaver sits. A� er comple�on of

weaving the woven fabric is rolled on it.Ÿ Lease rods: These are s�ck s that are passed between two successive yarn sets in the warp to keep

them separate while weaving.Ÿ Treadle: The treadle is a foot paddle under the loom with which is connected to the healds with the

help of cords, this is used to li� the healds while weaving.Ÿ Temple: This is a roller device on the sides of the loom used to keep the fabric stretched and

support the selvedge to keep the width of the fabric perfect.

3.5.3 - Parts of a Loom and Their Func�ons

3.5.4 Opera�ng Handloom and Weaving

While weaving on the loom the fabric is made as a result of the primary weaving func�ons of the shedding, picking and bea�ng , however to ensure that the output is perfect while opera�ng the loom the below men�oned points are to be taken care of.

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Addressing and correc�ng warp break-

Ÿ look out for broken warp ends and see if there are any missing or loose threads.Ÿ Find out the posi�on of the broken thread by visual examina�on.Ÿ Mend the broken warp end by using threads of the same count from the sized beams, using

"weaver's knots”Ÿ Draw the mended warp yarn through the heddles properly as per the drawing order being used.Ÿ Draw the mended warp yarn through the reed properly as per the den�ng order.Ÿ Ensure that the sleigh is at the centre and the shu�le is properly filled and placed on the sleigh.Ÿ Run the loom by using proper hand and foot movements on the appropriate parts of the loom

designed for the purpose.

A�ending to We� Break:

Ÿ Make sure that the beater is brought slowly back to the centreŸ Takeout shu�le from shu�le box.Ÿ Find out the pick that is broken and check if it has travelled half way or moreŸ Take out the broken pick and carefully do the piecing of the we� yarn using the shu�le yarn (Do not

make a knot).Ÿ Ensure that shu�le is inserted in the correct shu�le box.

Other Work Prac�ces:

Ÿ Before star�ng the loom the weaver should ensure op�mum tension in the warp sheet so as toavoid wrong beat up and yarn breakages.

Ÿ Never con�nue produc�on without checking and correc�ng fabric defects seen while weaving.Defects are more difficult to correct once the fabric is made.

Ÿ Work area and machines should be kept clean and well organized to ensure good work space.Ÿ While cleaning ensure not to damage the fabrics in the looms as well as in the adjacent & opposite

loomsŸ Operate the loom by consciously controlling the force applied when bea�ng in to prevent start

marks or bands.Ÿ Ensure that the loose threads a�er a�ending to the warp breaks are hung at higher length and

trimmed properly.Ÿ Always ensure that the we� yarn used is correct and the colour count are matching to the design

and the fabric part that is woven already.Ÿ Always check the quality of threads and ensure that they are properly �ed at the point of joining.Ÿ Remove double ends if any.Ÿ Ensure that no raw material/ cloth or any other material is thrown under loom.Ÿ Check the reasons for the frequent warp/ we� breaks and correct in the loom.

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A woven fabric is composed of two series of yarns called warp and we�. Weaving is the interlacement

of these yarns to form a fabric. Woven Fabrics are made up of ver�c al (Length wise) yarns called Warp and horizontal (width wise) yarns called We�. These threads are interlaced with one another in many different ways and each class of structure forms the Design. The warp threads are also known individually as Ends and the we� threads are known as Picks or Filling.

Warp: The threads in the fabric that run lengthwise are called warp or ends

We�: The threads in the fabric the run widthwise from side to side are called We� or picks.

Body: The main por�on of the fabric containing the intended fabric design is called the body of the fabric.Ÿ Selvedge: This is the narrow woven edge posi�on of the fabric parallel to the warp. This is mostly

made with stronger yarns in a rela�v ely closer construc�on than the body to prevent unraveling.It is usually more compact and stronger than the body.

Ÿ Face: It is the intended front of the fabric.Ÿ Back: It is the intended back of the fabric.

The woven structures are divided into two major categories:

Ÿ Simple Structure: When the Ends and Pick intersect with one another at right angle and arerespec�v ely parallel to each other, then the structure is called as Simple Structure. In thesestructures there is only one series of ends and one series of picks and they equally contribute toperformance, u�lity and aesthe�c appearance.

Ÿ Compound Structure: In this structure, there are more than one series of ends and picks and someof which will be responsible for performance and some would be employed purely for theornamenta�on purpose. They may also not be parallel to each other.

3.6.2 Woven Fabric

3.6.3 - Method of Fabric Representa�on

The unit of a woven fabric is the point of intersec�on of warp and we�. This intersec�on is of two types:

Fig 3.6.3.a. Condi�on 1: Warp over We�, Condi�on 2: Warp under We�

Unit 3.6 Woven Fabric Graphical Representa�on

3.6.1-Woven Fabric:

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End raised over the Pick to obtain the intersec�on End lowered under the pick to obtain the intersec�on a number of different intersec�ons combine to make a unit of a design or one Repeat of the weave. A simplest design that can make a cloth requires two ends and two picks as a repeat of a design. As the Figure below represents one unit of a design (shown in red border), the adjoining units are iden�c al to the first one. Therefore, usually it is sufficient to represent the interlacing pa�ern of the design as one Repeat.

Fig 3.6.3.b One unit of a Design (red outline) Fig 3.6.3.c. Interlacing Diagram

The design depic�on as shown in the Figure 3.6.3.c. represents warp 1 going over we� 1 and below we�2, and warp2 going below we�1 and above we�2. This is called as an Interlacing Diagram. They are very laborious to prepare and hence are generally not employed especially when large designs have to be made.

Fig 3.6.3.d Design on Design Paper/Point paper

Fig 3.6.3.e Design Paper/ Point Paper/Squared Paper

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The common method used for design depic�on is Design Paper (Point Paper, Squared Paper) as shown in Fig 3.6.3.e This offers an easier method of represen�ng the interlacing. The standard tex�le design paper is ruled in groups of 8 x 8, these being separated by bold lines. Each ver�c al space represents warp end and each horizontal space represents we� end, therefore, each square grid represents intersec�on of an end and a pick. A mark in this square indicates "Warp over we�" and a blank indicated "Warp under we�". Any kind of mark can be used (X, O, etc.) and some�mes several types of marks are used simultaneously in one design to indicate different colour or thickness of yarn. (Example Fig 3.6.3.d.). Whichever marks are used it must be remembered that Point Paper is not a general representa�on of the design but is a specified plan of the order of thread interlacing, and that each square is the point of intersec�on of a warp end and a we� pick. To interlace, the threads must cross each other and therefore in one complete repeat of a design there must be at least one mark and at least one blank in every ver�c al space and every horizontal space. Otherwise the threads will not interlace and merely form loose floats which do not become woven into the fabric (Fig 3.6.3.c.).

Any weave repeats on a definite number of ends and picks. Generally, one repeat unit is indicated on the design paper. The ends and pick in a repea�ng unit may be equal or unequal but a complete repeat must be in a rectangular form as the threads interlace at right angle. (Fig: 3.6.3.g). If a repeat unit extends over 8 ends and 8 picks, every por�on must extend over 8 ends and 8 picks. It is necessary for marks and blanks to join correctly at all the sides of a design, as when the pa�ern repeats to make a cloth, an unbroken weave results. An incomplete repeat or faulty repeat will result in faulty construc�on of a fabric.However, a weave can start from different posi�ons, as this does not affect the appearance of the fabric, although one repeat may appear to look different. (Fig 3.6.3.h and 3.6.3.i)

Fig 3.6.3.f Wrong Design – Warp 1 and Warp 5 are forming loose floats

Fig 3.6.3.g Faulty Repeat Unit – One Complete repeat must be in a rectangular form

Fig: 3.6.3.h and Fig: 4.4.3.i Same weave but the star�ng posi�on is different

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4. Achieving Quality inHandloom Weaving(TSC/ N 7307)

Unit 4.1 – Greige Fabric QualityUnit 4.2 – Product Cer�fic a�on and QualityUnit 4.3 – Fabric DefectsUnit 4.4 – Finishing and packing of fabric

Key Learning OutcomesThis unit provides performance criteria, knowledge and understanding and skills and abili� required to monitor the quality while undertaking handloom weaving related ac�vi�es t ensure that the woven fabrics meet specifica�onsPar�cipan ts must have a clear idea about the quality parameters that are acceptable in terms of quality of fabrics and understand the processes that are followed post weaving. At the end of this module, the par�cipan t will be able to,

Ÿ Achieve the quality in Handloom weaving related opera�onsŸ Gain Awareness on Product Quality & Specifica�onŸ Defect mendable / Non-mendableŸ Gain Awareness on Quality Grading System (5-Point Inspec�on)Ÿ Learn Finishing (checking/folding/Iron/Calendaring/Washing)

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Unit ObjectivesAt the end of this unit the user/individual on the job will be able to:

Ÿ Iden�f y and use raw materials as per the specifica�ons providedŸ Iden�f y faulty materials and component parts and get them rec�fiedŸ Iden�f y mendable defects and rework on themŸ Make adjustments promptly to ensure the hand-woven fabric matches the specifica�onŸ Carryout work safely and at a rate which maintains required work flowŸ Carryout quality checks at specified intervals according to the specifica�onsŸ Apply the allowed tolerancesŸ Iden�f y materials and components which can cause crease, stain and damage

Unit 4.1 Greige Fabric Quality

The process of detec�ng different types of faults in gray fabric is known as inspec�on of gray fabric. Kinds of faults in the gray fabric are mostly mechanical and mendable.

Quality means the final product should perfectly match the desired product in all aspects. This requires correctly following the below men�oned points

1. Checking of dimensions - Measurement of width/size &Measurement of length for fabric pieces

2. Checking specifica�on par�cular s- Ends per inch & Picks per inch, Weight per sq. mtr. Yarn Count

3. Visual Inspec�on defects like stains, knots etc

4. Composi�on of base materials and fibers

5. Colour and dyeing related issues

Ac�vi�es such as Calcula�ng , Inspec�ng , Tes�ng , Evalua�ng , one or more characteris�cs of a product and comparing them with the required a�ribut es that are defined should be regularly done.

Process Defini�on: Greige fabric inspec�on is the process of detec�ng weaving mistakes in the fabric just a�er the greige fabric produc�on in the loom. This is done before finishing and packaging of the fabric. This is the first stage of fabric process and finishing a�er the weaving is complete.

Ÿ Equipment - Inspec�on table with good light, back-lit table is preferred

Ÿ Key Accessories - Nipper, Pointer, Cu� er, Comb etc.

4.1.1 - Greige Inspec�on & Fabric Defects in Greige Fabric:

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Ÿ Fabrics are highly inflammable and smoking or use of any kind of fire equipment is prohibited.

Ÿ Fire ex�nguisher s must be placed in the inspec�on area and everyone must be trained to use it.

Ÿ Fabric stacks must be kept away from the electric sockets and wires.

4.1.2 Safety Measures in Store House:

4.1.3 Method of Inspec�on1. The “set cut length” of the fabric being woven on the loom is either known or is predecided. The

cloth is cut accordingly and the cloth roll is taken off from the loom.

2. The cloth roll may be also be cut and taken off at part length as and when it is needed.

3. As a rule the “cloth doffer” cuts and doffs off cloth roll. The doff length is recorded in the loomquality/doffing card and the cloth roll is marked for iden�fic a�on.

4. The roll is then unrolled on an inspec�on table where it is visually checked (100%) against light.Here if the defects are iden�fied as r epairable they are mended for any small faults like extra orprotruding yarn, neps, slubs, cracks or floats.

5. Faults like oil stains which can't be repaired, are marked or iden�fied by pu�ng yarn tails ormarkers on the corresponding straight line at the point on selvedge.

6. The repaired fabric is again inspected over the greige fabric inspec�on machine visually against

4.1.4 Points of Inves�ga�on

Some of the common weaving faults that are iden�fied and marked by the inspec�ng person while fabric checking are:

1. Stop marks seen as sudden streaks or bands along the we� line.2. Picking defects, like missing picks and double picks.3. Drawing defects like double warp, missing warp or missing/uneven ends4. Design pa�ern breaks and mismatch5. lashing in, cut selvedge or uneven selvedge defects.6. Oil or rust stains7. Crack, smash or hole8. Slubs. Snarls and neps.9. Other external impuri�es

For the ease of storage and sor�ng , the intensity of most weaving faults whether major or common are marked with points as a part of the point system (Numerical value) ranging 1 to 6, 6being the highest point for a fault. For solid as well as yarn dyed fabrics the defects and corresponding points are recorded on a fabric inspec�on record sheet. All associated details, like the measured length, fabric quality, yarn lot, loom number etc. are noted down at the end of each fabric piece. In many places another from to keep a record of the quan�ty of fabric inspected every day is also maintained, this is called the fabric inspec�on record sheet. This sheet also captures the total amount of rejec�on. All the data entered on these sheets correctly captures all the informa�on associated with the fabric checked.

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4.1.5 Fabric Inspec�on Systems

1. Flow Based Fabric Inspec�on

Ÿ Minor Faults: this means 1 or less than 1 defect in 15 cms length

Ÿ Major Faults: this means more than one defect in 15 cms length

Ÿ Selvedge Defects: These defects imply imperfect selvedge and in some cases like home furnishingsthese are considered major defects.

Ÿ Small defects near to the selvedge are not considered as serious problems.

2. Point Based Fabric Inspec�on

There are three types of point systems (4 Point system, 10 Point system, Mil- Standards)

i) 4 Point System:

In '4 Points' system of grading, faults are scored with penalty points of 1, 2, 3 and 4 according to the size and intensity of the fault

Penalty points grading system:

The penalty point grading standards are as following.Ÿ Maximum of 4 penalty points can be assigned for any single defect.Ÿ More than 4 penalty points in one meter are not acceptable, these could be a sum total of mul�ple

points as well.Ÿ A con�nuous defect is assigned 4 points for each meter in which it occurs.Ÿ A roll with a running defect through more than three con�nuous meters is rejectedŸ regardless of points count.Ÿ No roll shall be accepted that contains a full width defect in the first or last three meters.Ÿ A hole or torn is considered to be a major defect and shall be penalized 4 points.Ÿ Any roll that exhibits a no�ceable degree of looseness of �gh tness or ripples, puckers, folds or

creases in the body of the fabric.

Size of Defect Penalty Points

Upto 3 inches 1

>3” to 6” inches 2

>6” to 9” inches 3

Above 9 inches 4

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Ÿ According to this system of grading if there are 15 or less faults in 100 square meter then the fabricis acceptable for further processes.

Ÿ If there are 15 to 18 faults then the customer has to be informed about this and based on therequirement the customer decides whether it is acceptable or not.

Ÿ If total faults in 100 sq meter are more than 18 then the fabric is rejected.ii) 10 Point System:

In '10 Points' system of grading, faults are scored with penalty of 1, 3, 5 and 10 according to the size and significance

Applica�on:

Point count calcula�on f or each roll: Points per 100 Sq. yards = Total linear points x 3600 Length in Yds x Fabric width in inches

Average Point: Average point is calculated by following formula

Per 100 Meter2 (Total Points) X (3937)

Total Average Points =

(Total length in Meters) X (Width)

Per 100 Yards2 (Total Points) X 3600

Total Average Points =

(Total length in Meters) X (Width)

Size of Defect Penalty Points

1 inches or less 1

Over 1” but not over 5” 3

Over 5” not over 10” 5

Over 10” / full width 10

Example (Calcula�on)Fabric length is 58 yds, width 60 inch for inspec�on. Following defects and points can be found (4 –Point Method)

Size of Defects Defects Total Points

Upto 3 Inch 2 2X1= 2

3- 6 Inch 3 3X2= 6

6 – 9 Inch 2 2X3= 6

More than 9 Inch 1 1X4= 4

Total Points Earned 18 Points

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Points per 100 Sq. yards = Total linear points x 3600 Length in Yds x Fabric width in inchesPoints / 100 Sq Yds = 18 X 360058 X 60, therefore Points / 100 Sq Yds = 18.63

Ÿ As per the standard less than 40 points / 100 sq yds is considered First ClassŸ As per the standard more than 40 points / 100 sq yds is considered Second Class

Different Colour Tags for Different Processes & Defects In export two types of tag used

Ÿ Red tag- represents cri�c al defectsŸ White tag- represents minor defects (add 10 CM of fabric wherever defects is present)

4.1.6 Acceptance & Rejec�on of Fabric Acceptance of fabric:

Ÿ Any piece of fabric with the ra�ng of total 36 points faults per 100 linear meter is passed as 'A'grade fabric. 36-50 is the point range for 'B' grade fabric.

Ÿ More than 50 points is graded as 'C' which is a reject.

Ÿ A minimum of 20 meter 'A' grade fabric is allowed to pass with other long pieces. Pieces less than20 meter is recorded as cut pieces.

Rejec�on of fabric:

Any area of the fabric that contains

Ÿ Objec�onable (too frequent) presence of weaving faults like stop/star�ng mark and pick faults.

Ÿ Oil or grease spot.

Ÿ Crack/holes, floats and warp end miss etc. are cut to a separate pieces and recorded as rejected.

Ÿ Any fabric having points more than 50 is graded as “C” and also rejected.

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Unit 4.2 Product Certification and Quality

It is not easy for a common customer to know or determine the actual quality of a product by just seeing it. To ensure that the user knows what they have purchased certain standards are set. These standards are used as the basis to assess the quality of the product to be purchased. Cer�fic a�on marks like ISI, Agmark, woolmark etc. on a products imply that the products have been produced according to a specific standard processes.

4.2.1 Product Quality

4.2.2-StandardsStandards are fixed and determined criteria by relevant authori�es that define the expected base quality of the products. Standards are necessary to ensure that materials, products or the procedure is fit for its intended purpose. Product standards prescribe levels of quality, safety and performance. Standards also prescribe methods of sampling and prac�c al evalua�on. The standards ensure:

Ÿ Surety of safety and healthŸ Correct performance for intended purposeŸ Environmental protec�onŸ Good func�onality and ease of useŸ Consistent quality and reliabilityŸ Compa�bility between other productsŸ Correctness of product informa�on and labelling

4.2.3 Specifica�onSome specifica�ons like the "Handloom Mark Scheme" are not quality related but origin or produc�on related. This specifica�on mark granted under this scheme verifies and assures that the origin of the product is Handloom. In this respect it does not check or verify the quality of the product.

Fig 4.2.3 Handloom Mark Logo

Every hand woven product is eligible to get this mark and hence the mark provides a collec�v e iden�ty to all hand woven products. This leads to brand building and sales promo�on of the c ategory of goods. It enables the customers to surely iden�f y a genuine hand-woven product. Thus they get value for money that boosts sales. It also leads to in employment genera�on by promo�ng the hand-woven products. The Handloom Mark is a hallmark of genuine source that defines the product with clarity. It is a clear dis�nc�on from compe��on and is a great connect for the consumers.

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Defect is an unplanned or unwanted problem on the fabric that might arise due a variety of reasons. Defects happen in at various stages of the processes of produc�on, due to factors like materials, machines or men.

The following are some of the fabric defects

Warp way defects

1) Crack between stripes: A crack seen along the length of the fabric between the stripes woven withdifferent weaves.

Causes:Ÿ Uneven beam surface and uneven release of warp.Ÿ Crimp difference in the warp threads either in the den�ng order or the weave design

Remedies:Ÿ Avoid uneven build of beam surface by proper system of den�ng at the sizing machine.Ÿ Ensure that den�ng at weaving is such that ends of the two weaves are not separated by a reed

dent.

2) Double end: More than one end dra�ed through a heald eye when the adjacent end is not missing.Causes:

Ÿ S�cky ends on warp beamŸ Wrong drawing-in of ends through heald eyes

Remedies:Ÿ Yarn sizing should be carefully done to avoid s�ckness.Ÿ Try to remove extra ends by carefully breaking it and drawing it out once no�ced.Ÿ Periodically check fabrics to remove double ends.

3) Floats: When warp and we� threads do not interlace as desired and are seen as long strands on thefabric surface.Causes:

Ÿ Broken end that gets entangled with the adjacent warp ends.Ÿ Damaged or broken reed result into floats, especially when the warp is not very elas�c or

overstretched.Ÿ Knots with long tail ends entangle other ends.Ÿ Fluff with long tail ends leading to entanglement of ends.Ÿ Fluff or foreign ma�er trapped in the shed.Ÿ Broken heald unable to li� or lower the thread.

Remedies:.Ÿ Don’t make long tail ends in knots done to join threads in the preparatory processes.Ÿ Ensure that the loom is clean and free of dust and external materialsŸ Use screens to control fluff flying to adjacent looms.Ÿ Inspect the healds and the reed condi�on before se�ng up the new warpŸ Ensure proper selec�on of drop pins.

Unit 4.3 Fabric Defects

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4) Misdraws: Wrong posi�on of ends in the heald because of incorrect dra�ing. Causes:

Ÿ Faulty drawing-in of ends from the beam.Ÿ Faulty repair of broken ends by weaver.Ÿ

Remedies:Ÿ Correct or repair the placement of the missing ends as soon as the defect is no�ced.

5) Missing end: This is gap because of a missing warp thread, which could be missed while dra�ing or bebroken while weaving process.

Causes:Ÿ Not a�ending to warp breaks on �me and weaving with broken endsŸ Dra�ing mistake and missing a heald eye while dra�ing

Remedies:Ÿ Provision of spare ends on the warp to be used as subs�tut es for missing yarns.Ÿ warp breaks should be a�ended immediatelyŸ Broken ends should be kno� ed immediately

6) Reedy fabric: The den�ng pa�ern is seen as small gaps through the width of the fabricCauses:Ÿ High warp tension and low flexibility on warp .

Ÿ Rhythm of the loom not being correct due to delayed sheddingŸ

Remedies:Ÿ Adjust and maintain easy warp tension .

Ÿ Raise the level of the back rest slightly

7) S�tches: When one warp yarn is seen floa�ng over many consecu�v e we� yarns. This is more commonin synthe�c yarns due to sta�c.

Causes:

Ÿ Weak or irregularly sized beam with less an�s ta�c agent.Ÿ Wrong warp tensionŸ

Remedies:Ÿ Ensure good and adequate sizing with correct size recipe appropriate to the yarns

Ÿ Increase the tension of the yarn slightly if requiredŸ If needed, lease rods between the healds and the drop pins can be added

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8) Thick end: Warp end that is of a an unusually thick diameter as compared to the rest of yarnsCauses:

Ÿ Count varia�on due to mixed yarn being usedŸ Accidental mix up of counts while warping and winding.Ÿ Wrong thread used to repair broken ends while weaving

Remedies:Ÿ Conduct frequent checks to avoid mix-up of counts.Ÿ Inspect the fabric at the star�ng as well as each �me a warp repair is done.

9) Warp streaks: Visual warp way stripes seen on the fabric due to difference in texture and shade of thewarp yarn.

Causes:Ÿ Medium to long term varia�ons in warp yarn due to irregularity while spinning. Coarser count and

closer spacing of ends appear lighter while finer count and wider spacing appear darker in shadethan the normal por�on of the finished fabric.

Ÿ Unequal reed space between the dentsŸ Mix-up of yarns that are technically different in twist, finish or lusture, count or blend propor�on.Ÿ Varia�ons in dyeing and bad dyeing

RemediesŸ Quality of yarn and warp must be regulated well and should be carefully maintained.Ÿ Check the condi�on of the reed and test a band of woven fabric before bulk produc�onŸ Use all metal reeds instead of hand bound reedsŸ Avoid mix-up of yarns and establish good material handling systemsŸ Take care to match the shade when mixing a freshly dyed lot with the old stock.

We� way defects1) Broken pa�ern: Commonly a defect of drop box looms where pa�erns are made in repeats and there

is sudden break in the con�nuity of design. Causes:

Ÿ Improper adjustment of pa�ern cards or la�ces.Ÿ Star�ng the loom at a wrong part of the peg plan post stopping for repair.Ÿ Inser�ng pick in a wrong shed a�er mending a we� break.

Remedies:Ÿ Check and adjust the pa�ern cards or la�ces at the start of beam and every�me the loom stops

and restarts.Ÿ Make the weaver's quality conscious.Ÿ Resort to pick finding prior to restar�ng the loom.

2) Broken pick: The complete we� is missing from the place where the pick is inserted.Causes:

Ÿ Breakage of we� while weaving or we� finishing off while weavingŸ Badly wound pirns in the shu�lesŸ Improper func�oning of we� fork.

Remedies:Ÿ The shu�le surface should be smooth and the pirn should be properly fi� ed in the shu�leŸ Check shu�le boxes and smoothen the surface to prevent cu�ng of we�.Ÿ Ensure proper size of pirns in the shu�leŸ Always check the last pick posi�on before restar�ng the loom.

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3) Cut we�: This can occur anywhere in the fabric not clearly visible in the greige stage, but becomespronounced in the finished fabric.

Causes:Ÿ Bad condi�on of the rollers.Ÿ Bad yarn Strength

Remedies:Ÿ Check the emery roller covering.Ÿ Ensure that the quality of yarn is good.

4) Double pick: Two or more picks inserted in the same shed where only one is desired.Causes:

Ÿ Restar�ng an ordinary loom on the wrong pickŸ Wrong side moun�ng of shu�le a�er pirn change.

Remedies:Ÿ Resort to pick finding while restar�ng.

5) Gout: Foreign materials like dirt and lint balls or dirt from other parts that get woven into the fabric.Causes:

Ÿ Dirty workplace and loomŸ Foreign ma�er ge�ng into the shed during weaving due to un�dy environment

Remedies:Ÿ Ensure cleanliness of machines and surroundings in the loom shed.Ÿ Keep frequent check on harness strappings and leather accessories for wear and tear.

6) Sloughing off: Thick bunch of yarn that slips from the pirn gets woven we� way into the fabric Causes:Ÿ So�ly wound pirns.Ÿ Bad condi�on of shu�le and harsh or very fast pickingŸ Badly stored pirns that get too dry in the lack of humidity

Remedies:Ÿ Use good core package for winding pirnsŸ Proper yarn tension while pirn windingŸ Maintain a specific speed for the weaving mechanism and movement of shu�leŸ Condi�on the we� before usingŸ

7) Slub: An abnormally thick place in the yarn appearing in the fabric.Causes:

Ÿ Undra�ed por�on in the yarn that makes it uneven.Remedies:

Ÿ Minimize the incidence of slubs during spinning.Ÿ Clear and sort the yarns effec�v ely during winding.

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8) Snarl: It is a short length of yarn, mostly we�, which has spontaneously doubled back on itself. Thesnarling tendency is latent in highly twisted yarns.

Causes:Ÿ Highly twisted we�.Ÿ Low we� tension.Ÿ Shu�le rebounding either due to harsh picking or poor checking.

Remedies:Ÿ Condi�on the we� prior to weaving by steam condi�oning , CMC condi�oning or gumming.Ÿ Provide sufficient drag weight in the shu�le.

9) Star�ng marks: A visible band or line in the fabric due to uneven bea�ng pressure or varying pickdensity when weaving commences.

Causes:Ÿ Wrong adjustments of the take –up mechanism and fell of fabric being too close to the reedŸ Different pressure applied to the beater when weaving starts.

Remedies:Ÿ Set weaving momentum by si�ng on the weaving side and move the beater in a steady rhythm

10) Cracks: Pick density that is lower than normal is referred to as a crack.Causes:

Ÿ Improper le�ng back of the fell of the fabric.Ÿ Improper let-off mo�on while adjus�ng the warp tension.Ÿ Sagging warp due to the shed being kept open for excep�onally long periods.

Remedies: Ÿ Undra�ed por�on in the yarn.Ÿ Weavers should work on the right adjustment.Ÿ Stop the looms only when the healds are leveled in posi�on to keep the warp �gh t enogh.

11) Thick and thin places: We� bars differing in appearance and repea�ng several �mes along the fabric.Causes:

Ÿ Irregular let-off.Ÿ Faulty take-up.

Remedies:Ÿ Set the let-off and/or take-up mo�on properly.

12) We� bars: We� way bands which are clearly dis�nguished from the rest of the por�on of the fabric.The bars may be restricted for a par�cular length of fabric or may repeat randomly.

CausesŸ Periodic count varia�on in the we� due to defects in the spinning processes.Ÿ Mixing of we� of different counts, different twist levels, different direc�ons of doubling twist and

different brightness especially in manmade fibres.Ÿ Manufacturing defect in filament yarns.

Remedies:Ÿ Take due care to avoid mix-up of we� during pirn winding and/or weaving.Ÿ Ensure segrega�on of packages while we� prepara�on.Ÿ Conduct a weaving and dyeing trials before trying bulk trials.

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13) We� floa�ng on one side:

Causes:Ÿ Shedding either uneven or �lt ed on one side.Ÿ Slow shu�le passing speed

Remedies:Ÿ Correct the shedding alignment.Ÿ Correct the picking force.

14) Wrong pick density:

Causes.Ÿ Coarser of finer we� used by mistake.

Remedies:Ÿ Ensure strict supervision on pick density at the start of a beam.

15) Hole or tear in fabric: A defect or distor�on or cu�ng of warp and we�.Causes:

Ÿ Mechanical faults in loomŸ Carelessness in removing gout.Ÿ Holes form during the finishing processes due to the presence of foreign ma�er.Ÿ Tapping the take-up beam with sharp objects

Remedies:Ÿ Mechanical faults and sharp edges in tools and equipment should be rec�fiedŸ Take precau�ons to avoid incidence of woven foreign ma�er.

16) Smash: A damaged spot in the fabric with many broken ends and floa�ng picks happens due to shu�lebeing trapped in the shed.

Causes:Ÿ Incorrect �ming of shedding and picking.Ÿ Improper star�ng of loom.Ÿ Too weak or too harsh use of shu�le.

Remedies:Ÿ Tune the loom properly and check the shedding mechanism.

17) Temple marks: Small pin holes appearing near the selvedge zones and being more prominent in fineand superfine varie�es.

Causes:Ÿ Incorrect selec�on of temple needles and improper se�ng of temple cap.Ÿ Temple rings not moving freely.

Remedies:Ÿ Select the temples to suit the quality of fabric being woven.Ÿ Ensure that there is sufficient gap for smooth passage of fabric over the temples.Ÿ Temple assembly should be clean.

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Fig. 4.3.a Fabric Defects

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Fig. 4.3.b Fabric Defects

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Various treatments are applied to improve the look and quali�es of tex�le goods. These treatments are called finishes. A finish is a treatment given to a fabric, to enhance its appearance, handling /touch or performance. It allows varia�ons to make the fabric more suitable for its end use.

Washing, bleaching, dying or prin�ng , starching and ironing before it is sent to the market.

It is not a must that all the tex�le-pr oducts are finished before use. Tex�les that are not given any finishing treatment are termed as gray goods or unfinished tex�les. This does not imply that the fabric is gray in colour. It implies that no finishing treatment has been given to it.

Gray goods tend to lack customer appeal and o� en will not be used for your dress or shirt. This is because the absence of any finish gives the fabric a dull and shabby appearance.

Different colours or prints on fabrics are also finishes and these make fabrics look a�r ac�v e

Unit 4.4 Finishing and Packing of Fabric

4.4.1 Tex�le Finishes

4.4.2 Some Major Differences Between 'Unfinished and Finished Fabrics' are as Follows:Unfinished / Gray fabric

Unfinished / Gray fabric Finished fabric

• GÞÕÕ ÕŎŎÔÒŌŊÆ MQMÒÕMNÕÑ ŎŌÕŘ ÒŌ ŌMPÞǾMÕ colours- off white, brown, black, etc.

• J ǾÒnkled, stained, with brokenThreads, uneven in width, etc.

• Ī ÑÕMPÒQÑÕŘ ÕÑŒŒ ÑŔŐÑŌŒÒQÑB • I MŃÔ ŃÞŒPŎÖ ÑǾ MŐŐÑMÕÆ MǾÑ ŐÞǾŃOMŒÑŇ

only for rough work, backing,packaging, etc.

• I ÞŒPǾŎÞŒÆ MPPǾMŃPÒQÑÆ MQMÒÕMNÕÑ ÒŌ different tints and shades of colours,prints, etc.

• Ĭ Ö ŎŎPO MŌŇ R ǾÒŌÔÕÑ-free, no defectson the surface, even width, free fromstains, etc.

• FŎŒP ŎŅ ŅMNǾÒŃ ŇÑŐÑŌŇŒ ÞŐŎŌ POÑ PŘŐÑ of the fiber along with the numberand type of finishes applied.

• FÞŒPŎÖ ÑǾŒ ŊÑP MPPǾMŃPÑŇ MŌŇ NÞŘB

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Tex�le finishes are important because of the following reasons-

• Quality finishes improve the appearance of fabric

• Finishing allows a huge variety in fabrics through dyeing, prin�ng and other processes

• Improve the feel or touch of fabric;

• Improve the draping ability of light weight fabrics.

4.4.3 Importance of Tex�le Finishes


4.4.4 Classifica�on of Finishes

Based on their func�ons, performance and nature finishes can be classified into many types.

On the basis of func�on the finishes may be basic or func�onal

Basic finishes are applied to almost all the fabrics, in order to enhance their look, feel and body. For example- fabrics may be bleached to improve their whiteness, starched to increase weight and lusture, Ironed, etc. These basic finishes are also known as aesthe�c finishes because of their nature. Dyeing and prin�ng processes are also considered as types of finishes as they enhance the visual aesthe�c of fabrics.

Func�onal or special finishes are applied to improve the performance of a fabric for some specific purpose. Fireproofing to prevent burning, Water-proofing to make fabrics water repellent, crease resistance and bullet-proofing are some examples of func�onal finishing techniques on fabrics.

The other primary classifica�on is done on the basis of the process of applica�on of finish. There are two types – chemical (wet) and mechanical (dry) finishes.

a. Chemical finishes: Also known as wet finishes. In these chemical treatment is given to fabric toenhance the appearance or other proper�es. These finishes are usually durable and permanent.Examples are: fireproof, crease resistance, etc.

b. Mechanical finishes: This varia�on of finishes is also known as dry finishes. These usually consist ofthe applica�on of a variety physical processes like moisture, pressure and heat. Bea�ng , brushing,calendaring, filling, etc. are some of finishing processes included in this group. These finishes areeither temporary or semi durable and thus do not last as long aschemical finishes.

4.4.5 Chemical and Mechanical Finishes

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4.4.6 Basic Finishes & Their TypesDifferent types of basic finishes are – Scouring / Cleaning Fabric is the first process a�er it is taken out of the loom. Fabric is dull in appearance when it is out of the loom. There might be oil, starch and wax stains etc., that are applied to yarns pre weaving or while weaving to make the weaving smoother. Post weaving when the fabric is ready, the presence of these addi�v es makes further finishing processes such as bleaching, dyeing, prin�ng , etc. difficult. Before sending the fabric for further processing these addi�v es need to be removed from the fabric.

Scouring is the process of washing fabric thoroughly with soap solu�on. It is essen�ally industrial cleaning of fabrics by washing them in warm water and soap. This cleaning makes the fabric more absorbent.

The method of washing different fabrics is chosen according to the nature of the fibres. Co� ons are boiled in soap solu�on for cleaning. Silks are boiled to remove silk gum (degumming) while the wool fibers are boiled with soap solu�on to remove grease and oils. Fabrics made from man-made fibers are given normal washing. A� er cleaning, the fabric becomes smooth, uniform and more absorbent it is now ready for other wet processes.

1. Bleaching: Like sour products like lemon and sour curd are used for bleaching sun tan, similartreatment also applies to fibers. Mostly all natural fibers like co� on, silk and wool are available inpale / light brown colour which is not pure white. Light shades of dyes cannot cover this yellowishor brown �n t on the fabrics and hence the colors are not fresh if dyed directly on the natural color.This becomes a problem as light shades of dyes do not come out well original or natural fibercolours. The old color is stripped to get exact light shade of the colour. Bleaching is a chemicaltreatment given to fibers, yarns or fabric to remove paleness or colour and make them white.Chemical bleaching agents such as hydrogen peroxide for protein fibers and sodium hypochloritefor co� ons, are used as suitable for the process of bleaching. Man-made fibers do not needbleaching. Fabrics have to bleached with care as excess of bleaching chemicals may harm thefabrics.

2. Starching / S�ff ening: Starching makes light and fine fabrics heavier, s�ff , and crisp. It also addsshine and smoothness to the fabric. Co� ons – muslin, poplin, cambric and thin silks are generallystarched. Some loosely woven co� on fabrics are starched heavily so that their quality looksbe�er but the starch comes out with wash and the basic loosely woven structure of the fabricbecomes prominent.

To check the quan�ty of starch in a fabric, hold the starched fabric in your hands and rub it. A white powder falls out as par�cles which is the starch par�cles that are on the fabric. The more powder you see more is the quan�ty of starch on the fabric

Calendaring: It is to remove wrinkles and make fabric look be�er. This is the simplest and the common finish used to improve the looks of any gray or finished fabric. Here a hot metallic roller is used to press and smoothen the fabric. Through the process of Calendaring or industrial ironing a fabric is passed through a series of smooth hot rollers to remove wrinkles and to make it smooth. It makes the fabric smooth and lustrous, thereby improving its appearance.

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Fig. 4.4.6 Calendering Machine

Conserva�on folding for tex�les for Packing

1. Tex�les should be carefully stored. When soiled they should not be folded or packed. All tex�les,co� on wool or silk must be washed or dry-cleaned, and perfectly dried before packing or storing.Long term storage of the fabrics must be planned well before it is packed into bales or bundles.

2. Before packing record keeping with proper documenta�on and labelling is a must. A wri� endescrip�on of the piece including its quality, quan�ty , color design etc must be men�oned on a slippasted on the bale. This will prevent the frequent need to open the box and unpack the contentsto see what is inside or to locate a specific object.

3. Before packing, a space should be prepared for preparing the fabrics. It should be large enough tolay the fabric bundles out. The surface and the floor should be clean and dry. Folding should bedone to match the dimension of the boxes available.

4. In prepara�on for packing all abrasive items should be removed. Clean, dry hands are essen�al forsafe handling of tex�les. If your hands are prone to swea�ng or are very rough, use clean whiteco� on gloves for this procedure.

5. A large acid-free, lignin-free tex�le storage box is ideal, it should be clean, free of dust or any sharppins joints etc. It should also be plain and not colored as colors might transfer onto fabrics.

6. The principle purpose in preparing tex�les for storage is to plan folds such that it folds as few �mesas possible. The folds should be gradual enough that the fibers along the fold edges will beprotected from stress and breakage along the crease by padding at the edges. Too much �ssue isusually be�er than too li�le however boxes should be used efficiently.

7. Start by fully measuring the fabric on a metre rod and make either rolls or pleated folds. Usually aone metre fold is done like an accordion pleat for the convenience of coun�ng and folding. Theinteriors of the boxes and the wrapping materials should be well lined and clean.

8. To avoid fold lines it is recommended that some fabrics be packed as rolls or bundles with a thickcardboard core plank. This is done to avoid the sharp fold line which makes that fabric weak at thefold edge if kept for too long.

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Unit 5.1 - Cleaning the work station Unit 5.2 - Maintenance of Loom & ToolsUnit 5.3 - Maintenance of the Loom

5. Maintain Work Areaand Tools in HandloomSector (TSC/ N 9005)

Key Learning OutcomesThis unit provides performance criteria, knowledge, understanding, skills and abilities required t

organize/maintain work areas and activities to ensure tools used for warping are maintained as p

norms

Participants learn and discuss the importance and the ways to keep the workspace and the equipment properly

• Organizing and cleaning the work space well• Maintenance of the Loom

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Cleanliness of workspace is important irrespective of the fact whether there are direct customers at the office or not. One should learn and also strive to help keep the workspace clean. To ensure that the place is sanitary and tidy everyone who uses the space must contribute.

Each worker is responsible for his or her workspace and should keep it clean and clutter-free at all times.A messy workspace can cause health and safety hazards and it can be very distracting.

Eating at desks or at the workplace should not be permitted and workers should wash their hands after returning from lunch, breaks, and the restroom. There should be a random review to ensure that work sheds are clean and sanitary.

Some points to keep in mind-

• One should verify that the proper cleaning products are used while cleaning. Electricalequipment should not be cleaned with a polish or general cleaner. If the wrong product is used, acomponent may be damaged or rendered unusable. Correct choice of cleaning agent is veryimportant.

• Even hidden or unseen areas in the office must be cleaned well.

• Any storage space should not be used to store food. Food in drawers can lead to insect or rodentinfestations.

• Cleaning products should be used to wipe down drawers that have accumulated dust, dirt, orother residue.

• Paperwork should be kept off the loom area and stored in files and folders.

• Work area should have sufficient dust bins and boxes to ensure that all types of waste materialsare discarded properly.

At the end of this unit, the participant will be able to:

• Handle materials and tools safely and correctly

• Use correct lifting and handling procedures

• Use materials in a manner to minimize waste

• Maintain a clean and hazard free working area

• Maintain the tools and equipment used for warping

• Carry out maintenance and/or cleaning within one’s responsibility

• Identify damaged tools and materials and take action according to the standards followed

• Ensure that the correct tools and yarn required are in place

• Work with the correct posture

• Use cleaning equipment and methods appropriate for the work to be carried out

Unit Objectives

Unit 5.1 Cleaning the Worksta�on


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Maintaining a Clean Workstation

Most of us consider our workplaces what is known as 'second home'. For this reason, people are always wondering what it is that they can do to maintain a clean workstation. Having a clean office and work desk enhances productivity, which shows how seriously you take your work. Given below are a few cleaning tips that are surely useful.

• Keep your papers and threads well-organized

Weaving work implies a lot of work with yarns and papers. Going through papers or yarnsthroughout the day makes things dusty and it also leaves behind clutter which ends up trappingall that dust. Before leaving work, it is necessary for you to clear away all the paper and threadwork, make sure that it is at least filed or stored away.

• Knick-knacks are the last thing that you need

Avoid hanging or storing extra things like decoration, photographs and plants etc near the workplace as it clutters the work area and disturbs the space. Cut down on these things if you want toappear professional and neat!

• Don't treat your desk like a cafeteria

A dirty workplace is usually the result of workers eating at their desks. Eating at workstation notonly makes the place dirty but also leads to food stains on the fabrics being woven. It also invitesrodents and pests that are not healthy and cause damage.

• Limit the number of pens

Don't keep pens back when they have stopped working. Throw them away! Stop collecting pensin your drawers and your workplace. Pens stain the fabrics and make them dirty with stains.

• Clean out your drawers and cabinets

You need to clean and organize your cabinets and drawers too. Do not try to stuff everythinginside them. Instead clean them on a weekly basis to maintain a clean workstation.

• Uphold a cleaning routine

It is best for you to clean and even disinfect work area and loom every single day. Use cleaningwipes to clear out your equipment every now and then. Try not to wait for dust balls to be firedout of your workstations and take action right now.

• Steer Clear of Wires

Make sure every now and then that all the wires from your phone, chargers and electricityequipment are not loose and are secure.


Regular upkeep, maintenance and cleaning of your loom is essential to keep it in good running order. It is best to follow a routine cleaning process that covers the following list to extend the life of your loom-

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Fig. 5.2.a and b Polishing required on wooden parts; Metal parts need cleaning

Unit 5.2 Loom Care and Maintenance

Guidelines for loom Maintenance

1. All metal parts of the loom must be regularly cleaned. To clean a dry cloth must be used to wipethe dust frequently. Oiling must be done for parts that do not come in direct contact with thethreads.

2. Iron reeds might accumulate rust which should be cleaned with pumice stone, micro files oremery paper. Using a s�ff brush on the reed to strip the rust off. Then oil the reeds well. Pumiceshould be kept well away from brakes and bearings, it is an abrasive.

3. All bolts and screws on the loom must be �gh tened properly and well. Loose bolts and frames cancause permanent damage to the loom, with the excessive mechanical work that a loom has towithstand. The wood can be crushed, screws stripped and bolt holes enlarged if they are notappropriately �gh tened this results in the loom becoming shaky and misaligned.

4. In warm or changing climates, it is especially important to clean and wax or oil hardwood regularlyto prevent drying and cracking of wood. Varnished surfaces can be dusted and cleaned withlemon oil. For stained or unvarnished wood, use boiled linseed oil or lemon oil. Rub it on with aso� cloth and let dry. Wax based polishes can also be used for this.If using loom �e cords coa�ngthem with beeswax can protect them from drying out.


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5. The tying cords and bands used in the loom should be well waxed and coated to avoid drying andsnapping.

6. Check consistently for right angles, the parts like beams and frames are to set in perfect rightangles, any gap in joints and crookedness in alignment will affect the fabric as well as the loom.

Weaver's Toolbox

The basic tools that are required in a weaver's tool box are

• Screwdrivers

• Wrenches and pliers

• Hammers

• Lubricants

• Measuring Tapes

Fig. 5.2.b Screwdrivers Fig. 5.2.c Wrenches and pliers

Fig. 6.2.d Hammer Fig. 6.2.e Measuring Tapes


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Unit 5.3 Maintenance of the Loom

Ÿ Loom should be kept in good condi�onŸ Check loom parts for corrosion and breakagesŸ Lubricate the moving parts regularly

Tools & Equipment

Tools - Tools is any instrument held by hand used to achieve a par�cular taskEquipment - Equipment are usually furnishings or ou�its that enable a person to do a task.

Maintenance principles

To ensure longevity of machine tools and equipment there must be regular and planned maintenance work on the machines. The machines should be checked for wear and tear and appropriate repair must be done without delay as it affects the fabric output of the machine as well. the importance of rou�ne check-ups cannot be stressed enough. For the maintenance on a machine's structure, opera�onal components, or specific a�achments regular check ups are strongly recommended. Machine breakdown because of improper maintenance can be avoided with care.In order to properly conduct a maintenance check-up, here are some steps that should be followed:

1. Check the lubrica�on:

Inspec�on of the machine's lubrica�on levels on a weekly basis is recommended especially formoving parts that are frequently used. By keeping the moving parts are properly lubricated, youwill be able to protect the moving joints over an extended period of �me.Lubrica�on involves greasing of moving parts, oiling of internal moving components and visualinspec�on of all parts in ac�on. In the absence of right Lubrica�on machine tool face unnecessarywear and tear which leads to breakdown.

2. Sharpen important components:

Sharpness is an important aspect that needs to be managed well and correctly. The tools and partsthat need to be kept sharp func�onally should be sharpened regularly and the parts that shouldnot be sharp should be checked for the same. Rou�ne maintenance on specific parts that need tomaintain specific levels of sharpness is very important as it affects produc�on quality greatly.The sharpness of a machine part is important to ensure that the materials are cut precisely andcleanly.

3. Check alignment specifica�ons:

Any par�cular component or a�achment in the machine should not be out of alignment. Thisaffects work quality in a very nega�v e way. To determine that the machine tool is properly aligned,test trials should be done to ensure that the output is correct. If the output is off, you will need torealign the machine in order to maintain correct specifica�ons.

4. Inspect the cleanliness:

It is an obvious need that you ensure your machine is regularly cleaned and dusted. By cleaningvarious pieces of equipment either daily or weekly, you will ensure that a machine is running atmaximum capacity and rejects due to dirt and stains are minimized. The cleanliness of a machineshould not be taken for granted. For example, when a machine collects a lot of grime or begins torust, long-term problems start to appear.

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5. Take good care of accessories and parts:

It is peripheral but s�ll very important to perform rou�ne maintenance checks on all othercomponents and accessories related to the working of the machine. It is also important that allexternal parts and tools that are used while work are maintained and stored correctly. They shouldbe well labelled and kept in good order. Small parts of machine tools are equally important andmust be kept safe.

Any defect when detected early can be taken care of more easily. Like the old saying precau�on isbe�er than cure. Any odd behaviour of the machine like an unusual sound or a strange vibra�oncan be an alarm to a possible problem. Keeping a checklist and carefully logging all maintenanceperformed will op�miz e this process.

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Notes

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Unit 6.1 – Interpersonal Skills and CommunicationUnit 6.2 – Skills Unit 6.3 – Cooperative Society and NGO

6. Working in a teamin Handloom Sector -(TSC/ N 9006)


This unit provides performance criteria, knowledge, understanding, skills and abilities required to

working as part of team

1. Insight into communication Skills, adaptability and creative freedom2. Understand the basics of work ethics3. Skills and knowledge based approach

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Unit 6.1 Interpersonal Skills and Communication

At the end of this unit, the user/individual on the job must be able to:

• Be accountable to one's own role in the whole process and perform all roles with full responsibility

• Be effective and efficient at workplace properly communicate about workplace policies

• Talk appropriately with other team members and colleagues

• Adjust in different work situations

• Give due importance to others' point of view and avoid conflicting situations

• Improve upon the existing techniques to increase process efficiency

• Standard Operating Procedures(SOP) and regulations in the Cooperative Society/NGO/SHG

• Importance of commitment and trust, proper communication, adaptability and creative freedom

Unit Objectives

Interpersonal skills are personal attributes that can be described as a person’s ability to interact with others in any space .Also known as soft skills and/or people skills, these complement a person’s hard skills to enhance their relationships, work performance and career prospects.

Important Soft Skills for the Workspace

Effective Communication

Effective communication means to communicate clearly through written, oral, and nonverbal communication. This encompasses not just what a person writes or says, but also how they do it. Active listening is a key factor to developing to good communication.

• Objective approach to conversations• Openness to learning from each other• Sensitivity to diversity, and conscious effort to be courteous and considerate of other's culture and

custom.• Active listening to build strong rapport

6.1.1 Definition – Interpersonal Skills


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Interpersonal skills & Team Work

Interpersonal skills are of great value in the workplace, especially since most organizations are designed around teams and departments. It is important to build healthy friendships with peers, supervisors, clients, and business partners and learn to manage disagreement in a healthy way. It also entails networking with people inside and outside your organization.

• Appreciating team effort• Acknowledging value contribution• Respect for fellow workers• Impartial approach• Cooperation with fellow workers

Decision Making

Being able to make decisions is key to moving forward in business.

• Gather the necessary data, Explore the rational/intuitive aspects with all stakeholders beforemaking a decision.

• Unbiased practical thinking, Intuitive reflection and strong Reasoning is required.• Managing multiple opinions and options

Problem Solving Skills

We all encounter problems on a daily basis; some of these problems are obviously more severe or complex than others. To solve all problems efficiently and in a timely fashion without difficulty is important.

• Pay close attention to behavioural conflicts within team members and devise amicable solutions

Strong Leadership

Leadership plays a crucially important part in the success of any organisation. It is important that the leader set the example for others by displaying a positive attitude in difficult situations.

• Ensure that the proper tools and supplies are available to all workers• Provide training and technical assistance to employees• Evaluate employee roles and performance• Ownership of work and responsibility• Planning - Create short and long term plans, plan buffer for emergencies & unforeseen situations

Managing time & resources within the estimates

Time ManagementVery useful for organising any business or a team smart time management ensures that the job gets done. It is important to realise the distinction between urgent and important. It is the key to prioritising time and workload.

• Break the production process into critical tasks• Assign deadlines to tasks• Establish priorities systematically, differentiating between urgent, important, and unimportant

tasks


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6.1.2 So� Skills and Customer Management

Any company's most vital asset is its customers and so� skills are essen�al for a successful people management and customer service interac�on.The following list of so� skills that are essen�al to ensure good customer service so� skills that every customer-facing employee in an organiza�on must prac�ce and master to significantly improve their interac�ons with customers and complement the growth of the enterprise.

1. Ac�v e listening - in order to understand the customer's requirement and problems for efficientcommunica�on

2. A�en�v eness - paying a�en�on to what the customer shares helps provide smart and relevantsolu�ons

3. Clear Communica�on and Posi�v e Language - Clear language and following up with the customeris good customer service e�que �e and ensures ac�v e conflict resolu�on

4. Understanding Human Psychology - It takes pa�ence and self control to be able to read acustomer's requirement and communicate the right informa�on to the customer

5. Flexibility and accountability- Quick thinking and flexibility in approach helps to find out the bestway of approaching a customer and deliver personalized experience.

6. Time Management – it is important to be able to distribute resources and efforts wisely and givingany problem just the amount of a�en�on it calls for

7. Leadership Skills – taking full responsibility of ensuring that a customer's problem is resolvedquickly and efficiently

8. Decision Making- sound decision making empowers the employer to trust the customer servicestaff to address problems efficiently

9. Team Work – Working together towards a solu�on increases produc�vity and cuts down problemresolu�onn

6.1.3 Commitment and Trust Commitment is key to the success of any business. Progress does not happen by sheer luck and requires the earnest efforts of the individual to achieve higher standards of excellence in the long term.

It is important to be commi� ed to the success of your business – and commitment is not just defined by the dura�on of the work hours put in by a person, but also the ability and efforts put into steering the right resources to your business. It is important to determine which aspect of your business requires focus for long term benefits. You must focus all resources like �me, finances, effort on the right areas in order to make progress.If you are going to achieve long term success, it is important that you are 100 percent commi� ed to your business. Once you feel this way, you will be willing to do whatever it takes to make things work.


6.1.4 Communica�on and Adaptability Effec�ve communica�on means to communicate clearly through wri�en, oral, and nonverbal communica�on. Properly communicate about workplace policies. Talk politely with all other team members and colleagues irrespec�v e of organisa�onal hierarchies. Maintain system records like daily report of own performance. Communica�on encompasses not just what a person writes or says, but also how they do it. Ac�v e listening is a key factor to developing to good communica�on.

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Ÿ Objec�v e approach to conversa�onsŸ Openness to learning from each otherŸ Sensi�vity to diversity, and conscious effort to be courteous and considerate of other's culture and

custom.Ÿ Ac�v elistening to build strong rapport

Adaptability

Adjust in different work situa�ons.Give due importance to others' point of view.Avoid conflic�ng situa�ons

Adap�ng constantly to the changing dynamics in society or an industry is a skill required in any enterprise. Workers who can adapt to changing customer needs, technological capabili�es, and job roles accentuate the growth of their organisa�on. If one can easily go from engaging with customers to documenta�on of processes and consolida�ng informa�on there is tremendous advantage for any company.Any workplace requires adap�v e behavioral means or methods of approach in mul�ple situa�ons to achieve a goal. It is important to be able to respond to any arising situa�on in an appropriate manner with apt measures. It is equally important to be able to respond to change with a posi�v e a�tude and show a willingness to learn new ways to accomplish work ac�vi�es and objec�v es in the process of working.An efficient worker will –

• Always look at alterna�v e ways of op�mising produc�vity through the changes that affect workprocessesinstead of only iden�f ying why any certain change might/might not not work and adaptto respond promptly.

• Make sugges�ons for increasing the effec�v eness of changes.• Show consistent willingness to learn• Shi� strategy or approach in response to the demands of a tricky situa�on• Ac�v ely acknowledge and respect for the opinions of others.• Iden�f y solu�ons that benefit all par�es• Assist colleagues in their work to contribute to overall growth.• Ensure communica�on flow. Keep people informed and up-to-date. Share all informa�on

and own exper�se with others to�enable them to accomplish group goals.No ma�er how small a task, it is eminent to be thorough. The workspace at the end is a co-working space and there is always need to plan and organise around the requirements and view-points of colleagues.

6.1.5 Crea�ve Freedom

To apply first hand thought in approach to job responsibili�es in order to improve exis�ng processes, methods, systems, and services. It is necessary that a person running a business of any kind keeps up-to-date on details of current research in their industry. Part of this process is to iden�f y and acknowledge new approaches for comple�ng work assignments more efficiently within the established system to push for a be�er result. Review, selec�on and dissemina�on of new informa�on regarding key technologies, work space prac�ces, machinery and tools to others in the group is equally important. Not just understanding the technical aspects but analysing and trying new approaches when problem solving, seeking ideas or sugges�ons from others as appropriate


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Unit 6.2 Skills

• Wri�ng Skills and Reading SkillRead and comprehend wri� en instruc�ons.Communica�on skills that include wri�ng , are one of the most important transferable skills thatany efficient worker must possess. Most business professionals, such as marke�ng , finance, andresearch and development managers, need excellent wri�ng skills to properly convey ideas andconcepts.

• Mathema�c al SkillA range of abili�es to understand, analyze numerical informa�on and to correlate it to be able tomake the right conclusions and decisions comprises numeracy or basic mathema�c al capability.

• Oral Communica�onListen effec�v ely and orally communicate informa�on accurately Ask for clarifica�on and advicefrom others

Skills can be classified as core skills and professional skills

6.2.1 Core Skills

Ÿ Decision MakingŸ Being able to make decisions is key to moving forward in business. Not only should an efficient

entrepreneur be able to approach difficult situa�ons with the es tablished and exis�ng rulebased decision making process, it is also important that s/he gather the necessary data,explore the ra�onal/in tui�v e aspects with all stakeholders before making a decision. Unbiasedprac�c al thinking, intui�v e reflec�on and s trong reasoning is required along with the ability tomanage mul�ple opinions and op�ons.

• Planning and Organisa�onIt is important to establish a systema�c pa th of ac�on f or self or others to ensure businessgoals are accomplished. An entrepreneur must be able to set priori�es and �me tables tomaximize produc�vity .

An efficient business can be run if the basic structures of its finance and opera�ons ar eplanned well. Developing and se�ng up a running s ystem of structures, keeping track ofinforma�on in t erms of data (e.g., "to-do" lists, appointment calendars, follow-up file systems)is one means of achieving this. It is also important to set priori�es being mindful of wha t ismost relevant for the development of business and make achievable and realis�c plans k eepingall affec�ng f actors in mind.

Consistently tracking all tasks that are to be done and those that are yet to be completed inorder to accomplish the outlined objec�v es and knowing the status of the various aspects ofthe comple�on of an y task as work proceeds are some easy prac�ces tha t make the process ofplanning and organisa�on simpler .

6.2.1 Core Skills


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Ÿ Problem Solving Skills

Ÿ It is essen�al to address all problems efficiently and in a �mely manner. Pay close a�en�on tobehavioural conflicts within team members and devise amicable solu�ons. There needs to be alogical approach to address problems and manage situa�ons at hand by drawing on one'sknowledge along with the ability to call on other references and resources as necessary.

Ÿ Customer Centricity

Any company's most vital asset is its customers and so� skills are essen�al for a successfulcustomer service interac�on.

The following list of so� skills that are essen�al to ensure good customer service.Every employee that engages with customers in any manner in an organisa�on must consciouslybe focusing on the following-

o Ac�v e listening - in order to understand the customer's requirement and problems for efficient communica�on

o A�en�v eness - paying a�en�on to what the customer shares helps provide smart and relevantsolu�ons

o Clear Communica�on and Posi�v e Language - Clear language and following up with thecustomer is good customer service e�que �e and ensures ac�v e conflict resolu�on

o Understanding Human Psychology - It takes pa�ence and self control to be able to read acustomer's requirement and communicate the right informa�on to the customer

o Flexibility and accountability- Quick thinking and flexibility in approach helps to find out the bestway of approaching a customer and deliver personalized experience.

o Time Management – it is important to be able to distribute resources and efforts wisely andgiving any problem just the amount of a�en�on it calls for

o Leadership Skills – taking full responsibility of ensuring that a customer's problem is resolvedquickly and efficiently

o Decision Making- sound decision making empowers the employer to trust the customer servicestaff to address problems efficiently

o Team Work – Working together towards a solu�on increases produc�vity and cuts downproblem resolu�on �me.

• Analy�c al thinkingAnaly�c al thinking is a person’s ability to break down available raw informa�on and undefinedproblems into clear, workable parts that in-turn clearly address the issues at hand. It is importantfor any businessman to be able to make logical conclusions, an�cipa te possible difficul�es andhindrances, and consider varied approaches to the decision-making process. Solicit guidance asneeded to assess importance and urgency of an issue, use a systema�c approach tounderstanding all the factors that affect a situa�on. Only once there is thorough clarity about thesitua�on, it is best to discuss with someone who can give an external perspec�v e to the same.Communica�on and repor�ng are two very cri�c al aspects of this process of analy�c al thoughtthat determine the outcome.


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Ÿ Cri�cal Thinking

Smart enterprises bank on ac�v e cri�c al thinkers in order to develop, create and disseminate theirgoods and services. It is important that any person in the capacity of a manager in an organisa�onexhibit cri�c al thinking in their day to day working. They must also learn and encourage cri�c althinking skills amongst their colleagues and other teammates. Learn to look beyond the surface, itis necessary to collect all the informa�on before coming to a decision and o� en just one kind ofreport may not capture all the details there are. An inquisi�v e ap�tude is what help you gatherenough informa�on to make ra�onally thought through decisions. Picturing possible outcomes ofa process and divergent thinking help you make decisions that could be crucial. Simple tools suchas a pro and con list, Time tables, manuals etc. Are very helpful in this. It is crucial to be able to


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Unit 6.3 Cooperative Society and NGOs

Co-opear�v e socie�es aare formed through a n associa�on of members voluntarily with the objec�v e of servicing the interests of the associa�on members through business modles suited to the organisa�on. Its serves the common interest of the associa�on through services and/or goods provided to external par�es for the profit of the associa�on. The associa�on is usually democra�c in nature where the mebers are workers, managers and owners. Profit is not the sole objec�v e of these associa�ons but to limit the role of middlemen for the welfare of all the members.The success of these associa�ons usually depend on their ability to cooperate mutually for the common good and welfare of the members and community.

Sec�on 4, of the Indian Co-opera�v e Socie�es Act, 1912 defines a coopera�v e “as a society which has its objec�ve the promo�on of economic interest of its members in accordance with co-opera� ve principles”

A co-opera�v e society is formed usually with the following broad goals.• To render service to its members instead of making profits.• To support and strenghten en�ty to be able to cope with compe�omn I from market forces• To redusce dependence and promote self help• Strengthens unity and a moral solidarity among members

6.3.1 Overview of Coopera�ve Society Organiza�on

The primary characteris�cs of the Co-opera�v e society are listed below:-• Its leading aim is to bring mutual benefit to the members who compose it. Money making is not

the primary goal of the Co-opera�v e Society. The Socie�es objec�v es are to produce and supplygoods and with the profit look a�er the benefits, requirements and welfare of the members.

• It collects capital from the members. The members purchase shares in the coopera�v e societywhich builds the capital required. The shares commensurate to the number of shares purchasedand to become a member you must own at least one share�

• A minimum s�pula �on of 15 members is mandatory to be able to form a coopera�v e society.Minors however cannot become members and will have to wait �ll he/she is an adult to become amember

6.3.2 Characteris�cs of Co-Opera�ve Society


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The co-opera�v e society works to eliminates middlemen therefore making the goods cheaper for the end consumer.

• Certain economies can be enjoyed by the members of coopera�v e society in produc�on,distribu�on and marke�ng through the economies of scale.

• The co-opera�v e society by elimina�ng the middlemen becomes more comple�v e in the market.• The society has got regular customers so it has not to keep any surplus stock in hand. Some�mes

the members render free services to manage the affairs of the society. They do not have to bepaid remunera�on

• The members are able to learn the principles of coopera�on. They learn how to render servicesthat are beneficial to them as a community. It also encourages posi�v e aspects of economic andsocial behaviour.

• The poorer people with their small savings purchase shares of the co-opera�v e which mutuallybenefits bot the en�ty which is the co-opera�v e and the members providing a be�er standardliving for each member.

• It develops self-confidence and self -reliance among the general people. They learn the principal.It provides and promotes a sense of belongingness and a form of inclusiveness in society.

• The problem of unemployment dras�c ally reduces as they become micro-entrepreneurs. This ispar�cularly necessary in populous and developing countries such as ours.

• There is an integra�on process between the cycle of produc�on and distribu�on as well as themanufacturers, wholesalers and retailers

• The wealth accumulated in through the profits is distributed evenly and not limited to fewpeople.

• The rela�onship is not one of servitude but instead a focus on working together for the welfareand benefit of the members and in turn the en�r e community

6.3.3 Advantages of Coopera�ve Society

Ÿ Co-opera�v e Socie�es func�on on the tenets of democra�c principles. While all members enjoysrights and benefits comensura�on to his par�cipa �on in terms of number of shares owned. Thepolicies are formulated through ac�v e par�cipa �on of each member.

Ÿ The shares of the coopera�v e society can be transferred to the any/ other members of the societyhowever they cannot be transferred to someone who is not a member.

Ÿ While profit is not the main objec�v e of the socie�es the profits are distributed in propor�ona tera�os of shares owned.

Ÿ The coopera�v e society has a separate ar�ficial en�ty . Thus its en�ty is independent of themembers.


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Non Government Organisa�ons play a crucial role in suppor�ng the people and government systems in all areas of development. The role of NGOs may vary as the government policies change based on the requirement at hand. NGOs are o� en almost dependent on polices run by the government and help support the socio economic development of many sectors through shared responsibility. NGOs may play various roles that are complementary to polices of government. If we closely pursue the voluminous literature on NGOs many roles can be found according to the expecta�ons of people.

The major development roles ascribed to NGOs are to act as an agency that:• plans and executes development programmes• Mobilises local resources and ini�a �v e• Is a catalyst, enabler and innovator• contributes to building a self reliant sustainable society• Mediates between people and government• Disperses informa�on

In a gist, NGO’s fill up the gaps between people and available resources. Their role is to prepare people for change. They also act as agencies that help people overcome exis�ng roadblocks in the way of accessing and exercising basic human rights. Today NGOs playan important role in the be�erment of the people and society.

There are different types of NGOs which have focused areas of work and they func�on according to their stream of engagement. It is es�ma ted that there may be upto 3.3 million NGOs in India, however, the fact is that many NGOs o� en fail to meet their expected outcomes and collapse in the process of trying to figure out the op�mum means of func�onality in their domain.

This causes for this may vary from one field to another. If all the NGOs were to truly realize their responsibili�es and func�on at their best, it is bound to make a huge impact in upli�ing individual as well as the society and steer it towards changing for the be�er.

6.3.4 NGOs Structures and Roles


Unit 7.1 – Safety at workplace Unit 7.2 – Basic Hygiene Unit 7.3 – Health

7. Health, Safety andSecurity at Work Placein Handloom Sector(TSC/ N 9007)


This unit provides performance criteria, knowledge and understanding and skills and abilities require

to comply with health, safety and security requirements at the workplace and covers procedures

prevent, control and minimize risk to self and others

1. Know about the hygiene health & Cleanness2. Understand safety parameters at work space

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At the end of this unit the users will learn the following:

• Health and safety related instructions for the workplace• Protocol for use and maintenance of protective equipment• Carryout own activities in line with approved guidelines and procedures• Maintaining a healthy lifestyle and keeping guard against addiction to intoxicants• Following environment management system related procedures• Store materials and tools in line with manufacturer's and Cooperative• Society/NGO/SHG requirements• Safely handle and move waste and debris• Minimize health and safety risks to self and others due to own actions• Monitor the work place and work processes for potential risks and threats• Carryout periodic walk-through to keep work area free from hazards and obstructions, if assigned• Participate in mock drills/ evacuation procedures organized at the workplace• Undertake first aid, fire-fighting and emergency response training, if asked to do so• Take action based on instructions in the event of fire, emergencies or accidents• Follow Cooperative Society/NGO/SHG procedures for evacuation when required• Identify different kinds of possible hazards (environmental, personal, ergonomic and chemical) of

the industry Recognize other possible security issues existing in the workplace• Plan the safety techniques• Recognize different measures to curb the hazards• Communicate the safety plans to everyone

Unit Objectives

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Unit 7.1 Safety at Workplace

Workplace hazards are any conditions that are unsafe and can cause injury or illness.The following are the main categories of hazards that can cause accidents and loss of material

1. Safety hazards: Safety hazards are working conditions that are unsafe and can cause injury, illnessor death. Safety hazards are the most common kind of hazards at the workplace. Spills that cancause slipping, uneven surfaces, electrical hazards constitute safety hazards.

2. Physical Hazards: Physical hazards are any factors within the work environment that can harm thebody without actually touching it. Prolonged exposure to the sun, to loud noise and/or radiationsconstitute this category of hazards.

7.1.1 Types of Hazards


3. Accidents in the textiles sector: Like any other workplace, the textiles sector has many hazardsthat may cause injury to workers. From transport in the workplace (lift truck), dangerous largework equipment and plant, to the risk of slips from a wet working environment. Workers gettingstruck by moving machinery parts or vehicles are potentially significant causes of injury in thesector. There also exist the risks of fires, from processes like heating plants used for vapourgeneration.

4. Psychosocial issues: Work-related stress is possible in any work place. It implies to the stressbeing experienced when the demands of the work environment exceed the workers' capacity tocope with them. It may be an issue in some areas of the textiles sector as it is associated withmultiple repetitive and fast paced work processes and the worker cannot always control how thejob is executed.

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The textiles sector even in its nonindustrialised realm contains various hazards and risks to workers. The dangers vary from exposure to potentially dangerous substances to manual handling of machinery. From the procuring of materials to manufacturing and other complementary processes like packaging- each process poses risks for workers that particularly dangerous for health. This document highlights some of the key issues, particularly to women workers, and how worker safety and health can be managed better.

1. Exposure to chemical agents: The textile sector consists of many processes that include use ofchemical dyes, solvents, optical brighteners, crease-resistance agents, flame retardants,pesticides, and antimicrobic agents. These chemicals are important components in dyeing,printing, finishing, bleaching, washing, dry cleaning, weaving slashing/sizing, and spinning. Mostsuch agents have toxic effects through inhalation, direct contact with the skin or ingestion.Textiles fibers, reactive dyes, synthetic fibers, and formaldehyde are a few examples of substancesthat are dangerous. The exposure to such chemicals also makes the textile industry a highcarcinogenic risk sector. Several studies have showed an increased risk of nasal, laryngeal andbladder cancer in women.

2. Exposure to dusts and fibers: Exposure to dusts from different textile materials such like silk,cotton, wool, etc. are common in different stages of the weaving process. Traditionally thedifferent stages of work are divided along gender lines in a manner that women tend to beexposed to such organic dusts more than men, leading to the rate of respiratory diseases beinghigher in women than men.

3. Exposure to biological agents: Activities, such as carding and willowing expose workers todangerous biological agents like anthrax, clostridium tetani (the causative agent for tetanus), andmore. Exposure to biological agents can result in allergies, respiratory disorders and other healthhazards.

4. Exposure to physical agents: Workers are often exposed to noise, vibrations and evenelectromagnetic fields in some cases during different activities in the weaving process that pose athreat to workers’ health and safety.

5. Ergonomic Hazards: Ergonomic risks arise due to work place conditions like body posture andworking conditions that put a strain on one’s body. Improperly set up workstations, poor posture,repetitive movements and frequent use of force are a few kinds of ergonomic hazards that can

7.1.2 Hazards and Risks in the Textiles Sector


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1. Inspection

It is important to be prepared to control and eliminate any kind of potential hazards that exist in a workspace. The first step in this process leading to evaluation and control is Inspection and entails the identification of materials and processes that have the potential to cause harm to workers. Inspection of the workplace is the best source of collecting directly relevant data about health hazards. There is no substitute for observation of work practices, use of chemical and physical agents, and the apparent effectiveness of control measures. The worker should be able to recognize major and obvious health hazards and distinguish those that require formal evaluation by the industrial hygienist.

A key step in managing any dangerous situations at work is to identify if there are any unsafe objects or occurrences such as electrical wiring problems, fire smoke, abnormal noise and sound produced by machine, damaged equipment, damaged floor surface, damaged in the work space. These should be immediately addressed and escalated to the respective people in case of need of specialized requirements.

2. Identifying hazards and those at risk

Identifying things at work that have the potential to cause harm to the workers also identifying workers who may be exposed to these hazards is very important. A manager must be capable of utilising workers' knowledge that helps to ensure hazards are spotted and implement functional solutions. One must encourage everyone in the work premises to commit themselves to health and safety procedures and improvements. Frequent risk assessment must be carried out to cover all workers. Risk assessment should also actively take account of differences in workers based on gender, age, or disability. Every group of workers may require varied prevention measures. Work, its organisation and the equipment used should be adapted to the worker and not the other way around. Workers with disabilities must specifically be considered in the risk assessment process to make the workspace more inclusive and convenient. Hazards can also be intangibles like an unhealthy work environment where any one category or worker is subjected to physical or verbal violence/negativity by another group or individual. The management must ensure this doesn’t affect the work place experience of any of their employees adversely.

3. Evaluation

For efficient solutions to potential hazardous situations, you must be in a position to perceive the impact of a possible threat/condition. Keeping in mind what control measures are in place and evaluating whether they are sufficient is essential. Any activities that need to be carried out to ensure safety and minimise risks must be prioritised. Cost-effective and sustainable risk management systems must be developed such that they focus on collective protection and preventative measures.

4. Decision making: Means of prevention

The process of decision making follows the evaluation of the potential outcomes of a situation. One must ensure that appropriate measures in order to eliminate or control are taken up before a difficult situation arises. Collating possible preventive measures in a list and then assessing what is most apt in order of priority is helpful. Take action involving the workers and their representatives in the process. It is always better to target underlying problems instead of short term occurrences and incidents.

7.1.3 Means of Control


5. Execution, Monitoring and Reviewing

Once the best solution to a problem is agreed upon and protective measures have been analysed and prioritised, there must be a set plan to how each step of the process is to be executed.Specific instructions of who does what and when with timelines to each task also the resources allocated to implement the measures must be shared with the group. These solutions must be carefully implemented, monitored and evaluated. In most cases this requires a fair amount of focus on the process of training.The assessment should be updated and collectively reviewed at regular intervals to ensure it remains valid.

7. Checklist – tool for risk assessment

In the process of risk assessment, checklists can be useful tools. From identification of hazards to monitoring the performance of control measures, they can be used for keeping a check on the status of all aspects of any project.

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Unit 7.2 Basic Hygiene

Introduction

Hygiene is the simple practice of personal and professional care related to most aspects of living. Hygiene practices are important as preventative measures to minimize occurrence and spreading of disease. We can categorize hygiene under different subheadings. Some being the following:

1. Personal Hygiene2. Food Hygiene3. Public Sanitation4. Medical Hygiene

7.2.1 Personal Hygiene Washing hands: Wash hands and nails properly with water and soap a�er and before ea�ng food. The use of mud or ash is also appropriate as an alterna�v e to soap. Hands should also be washed a�er sneezing or coughing so that there are lesser chances of the bacteria or infec�on spreading. Wipe your hands dry a�er washing them thoroughly.

Fig. 7.2.1.a Washing hands

Keeping toilets clean: A rou�ne cleaning of bathrooms and toilets should be done along with proper disposal of excreta so that there are lesser chances of diseases spreading. All the waste should be flushed down and no stagnant water should be around as it may a�r act various insects and may lead to various diseases.

Fig. 7.2.1.b Keeping toilets clean


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Wearing clean clothes: Items most likely to be contaminated with germs due to sweat are most o� en thongs that come into direct contact with one’s body, e.g., underwear, towels, facecloths, etc. Washing of clothes produces decontamina�on of fabrics by removing the germs and should be done as o� en as possible.

Fig. 7.2.1.c Wearing clean clothes

7.2.2 Food Hygiene

Food hygiene refers to prac�ces that help prevent food related infec�ons like food poisoning etc. that can occur due to inappropriate measures of quality control. Washing the raw food properly before ea�ng or even cooking, cooking the food for a length of �me and at a temperature enough to kill any pathogens, drinking clean water are some basic food hygiene measures to inculcate amongst workers.

Fig. 7.2.2 Food Hygiene


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7.2.3 Public Sanita�on

The garbage should be collected all together and disposed off properly. If the waste is not disposed properly it tends to a�r act insects, germs and diseases that cause odor and health hazards. Do not spit and urinate in public areas.

Fig. 7.2.3 Public sanita�on

7.2.4 Medical Hygiene

Hygiene prac�ces that aim at preven�on or minimizing diseases are part of medical hygiene. Not only preven�on, but also management in rela�on to administering medical treatments to those who are infected or who are more "at risk" of infec�on. An�sep�cs may be applied to cuts, wounds and abrasions of the skin to prevent the entry of harmful bacteria that can cause sepsis. Steps to follow in case of a cut or a wound are as follows:

Fig. 7.2.4 Medical Hygiene

Wash the cut/wound Press it to stop the bleeding Apply the ointment

Cover the wound with a band aid Have a pain killer in case of pain


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Unit 7.3 HEALTH

By definition, health refers to a state of complete physical, mental and social well- being and not just the absence of disease. It is being free from illness, injury or pain. There are two aspects of health:

Physical health - Physical health implies a good body health. This can be achieved through regular physical exercise, a proper nutritious diet, and adequate rest

Mental health - Mental health refers to people's mental and emotional well-being. It means how satisfied a person is from within

7.3.1 Factors that Impact on our Health and Types of Diseases

There are many factors that affect our health-• Where we live• The state of our environment• Income• Educa�on level• Gene�cs• Rela�onship with friends & family

There are different kinds of diseases, which can affect our health.

7.3.2 Water Borne Diseases

Water-borne diseases spread through contaminated water. Though these diseases are also easily spread directly or through other agencies like flies or filth, water is the primary medium for spread of these diseases.Some very common diseases are:

• Cholera• Diarrhoea (caused by variety of pathogens)• Typhoid

These diseases are caused by bacteria, different kinds of virus and microorganisms which are transmi� ed from one person to other through contaminated water.

Common Symptoms

• Loose mo�ons• Vomi�ng• Abdominal pain/cramps• Jaundice- yellowness of eyes, passing high coloured urine• Dehydra�on• Fever and cold sweats


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Preven�on

Ÿ Consume clean drinking waterŸ Boil drinking water for 10 minutes to get clean and safe drinking waterŸ Always wash hands with soap and water before and a�er a meal

Fig. 7.3.2.a Personal Hygiene

Ÿ Wash hands a�er using toiletŸ Wash and cook the vegetables properly

Fig. 7.3.2.b Food Hygiene


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Remedy for Loose Mo�ons/Vomi�ng

Ÿ Increase dietary intake of fluids like water, coconut water, juices, daal ka paani, nimbu pani etc.

Fig. 7.3.2.c Tender Coconut

Ÿ Oral rehydra�on solu�on commonly available as ORS contains sugar & important electrolytes andis�used to treat dehydra�on. One en�r e sachet of ORS in one litre of boiled &cooled water ishelpful for pa�en ts with stomch disorders. You can even make ORS at home also by mixing onefis�ul of sugar +3 pinches of salt+1 pinch of baking soda in one liter of water.

Ÿ Consult a doctor immediately.

Fig. 7.3.2.e ORS sachet Fig. 7.3.2.d ORS Prepara�on


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7.3.3 Mosquito Borne Diseases

Mosquito-borne diseases are the diseases which are spread by mosquitoes. These are diseases where virus and parasites are transmitted from animal-to-animal, animal-to-person, or person-to-person without afflicting the insect bearers with symptoms of disease.

• Some common diseases are:• Dengue• Chikangunia• Malaria

Prevention

• Areas that may be possible spots for collection of stagnating water must be kept under a strictcheck. Spare tyre, pots buckets, pans etc are common examples of things found lying on therooftops of offices and houses that are likely to become unsuspecting breeding grounds formosquitoes. Water storage tanks should be properly covered; water used in water coolers shouldbe changed every 4-5 days and the tank should be cleaned regularly.

Fig. 7.4.3.a Open drainage

Ÿ Use wire mesh on windows / doors to guard your workspaces from entry of mosquitoesalternatively mosquitoe nets can be used inside the house.


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Fig. 7.4.3.c Mosquito Coil

• Use of full sleeves clothing is helpful as it reduces the area of exposure to the mosquito.

Fig. 7.4.3.b Mosquito net

• Use of mosquito repellent Coils, mats etc are helpful in protection against mosquitoes.


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7.4.4 Consump�on of Tobacco and Alcohol

Both smoking and consump�on of t obacco are dangerous in its own way. They cause harmful diseases and lead to conges�on and r educe the health of a smoker in general. Smoking or chewing tobacco can cause lung and oral cancer respec�v ely

Smoking & Other Health Effects

Smoking has many adverse reproduc�v e and early childhood effects, including increased risk for:• Infer�lity• Preterm delivery• S�llbirth

Damage to Health

Cigare�e smoking causes the blood circula�on t o slow down due to narrowing of the blood vessels (arteries) Which poses the threat of peripheral vascular disease to smokers.

Smoking causes abdominal aor�c aneury sm (i.e., a swelling or weakening of the main artery of the body—the aorta—where it runs through the abdomen).

The products that are most damaging are tar which is a substance that causes cancer, Nico�ne is addic�v e and increases cholesterol levels in your body, Carbon monoxide reduces oxygen in levels in your body

Fig. 7.4.4.b Mouth Cancer caused

due to chewing of tobacco

Fig. 7.4.4.a Lungs of a smoker


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Alcohol Consump�on

Alcohol consump�on leads t o many serious health problems, including cirrhosis of the liver and even injuries sustained in accidents. Alcohol consump�on leads t o:

Fig. 7.4.4.c Alcohol Consump�on

• Anemia: Anemia is a condi�on where the blood doesn't have enough healthy red blood cells tocarry oxygen to the body.Heavy drinking can cause the number of these oxygen-carrying redblood cells to be abnormally low. Anemia can lead to a host of symptoms, including fa�gue,shortness of breath, and lightheadedness.

• Cancer: Habitual drinking increases the risk of cancer. Occurrence of caner linked to alcohol useinclude the mouth, pharynx (throat), larynx (voice box), esophagus, liver and breast but are notlimited to this region. Cancer risk rises higher in heavy drinkers who also use tobacco.

• Cirrhosis: Alcohol is toxic to liver cells, and many heavy drinkers develop cirrhosis, a some�mes-lethal condi�on in which the liver is unable to func�on.

• Depression: Drinking leads to depression and restless

7.4.5 Sexually Transmi�ed Diseases

Sexually Transmi� ed Diseases (STDs) are illness transmi� ed to humans by means of human sexual behavior, including vaginal intercourse, oral sex and anal sex.

The very common diseases are HIV - AIDS

Symptoms• Rapid Weight Loss• Recurring fever• Extreme �r edness• Swelling of lymph glands (armpits, groin or neck)• Pneumonia


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Preven�on

• Safe sex. Use of latex condoms during a sexual intercourse.• Avoid sharing towels or underclothing• Wash before and a�er intercourse• Get tested for HIV

7.4.6 Vaccina�on

Vaccina�on is a process of s�mula �ng an individual's immune system to develop adap�v e immunity.Vaccina�on c an prevent one from all sorts of diseases and illness.

The common vaccina�on one should g et is:

• Hepa��s• Polio• Tuberculosis

Hepa��s

It is a condi�on of in flamma�on of the liv er and characterized by inflammatory cells in the �ssue of the organ.

Polio

Polio is a crippling and poten�ally f atal infec�ous disease. A t present, the policy to fight polio consists of a program to immunizing every child to stop its transmission and ul�ma tely make the world polio free. The vaccine to protect against polio is of two kinds- inac�v ated polio vaccine (IPV) and oral polio vaccine (OPV). Children get doses of IPV.

Fig. 7.4.5.a Condom


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Fig. 7.4.6.b Girl suffering from PolioTuberculosis

Tuberculosis, commonly known as TB is widespread and in many cases turns out to be almost fatal due to the infec�ous c ontamina�on c aused by various strains of mycobacterium. Tuberculosis typically affects the lungs, but can also reach other parts of the body. It is a contagious infec�on and the bacteria is carried by air when people who have an ac�v e TB infec�on c ough, sneeze, or otherwise transmit respiratory fluids through the air.

Fig. 7.4.6.c An infant being given TB vaccina�on

How to Get It?

• Government of India is offering free vaccina�ons t o kids as well as adults.• Check your nearby dispensaries for informa�on r egarding the course of a respec�v e vaccine.• Get your kids vaccinated �mely fr om various vaccina�on booths.

Fig. 7.4.6.a Polio Vaccina�on


Unit 8.1 – Managerial and Organizational Knowledge Unit 8.2 – Marketing and sellingUnit 8.3 – Team Work and Cluster Organization

8. Comply With WorkPlace Requirements(TSC/ N 9008)

Key Learning OutcomesThis unit provides performance criteria, knowledge and understanding and skills and abilities required

to comply with the requirements of the workplace

1. Understand basics of financial management2. Discuss operations, logistics and marketing functions required for a business3. Discuss various roles and responsibilities related to financial management and business

operations4. Understand the processes and means of fund raising5. Plan personal savings and investments

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Unit 8.1 Managerial and Organizational Knowledge

The professional practices module comprises an end-to-end product and resource management process. The artisan will be trained to perform the operations, logistics and marketing functions required for a business to run smoothly. The objective is to enhance the artisan’s skill - technically, through design based interventions and also impart business acumen which will render them to be independent, boosting their income earning capacity and livelihoods. The model also aims to guide the artisans on how to manage the income earned by saving and investing the funds in productive channels. Thus, this model seeks to build the capacity of the weavers by empowering them with the tools required to conduct business efficiently in a sustainable and productive manner.

At the end of this unit, the participants will know the following things

To be competent, the user/individual on the job must be able to:

• Perform own duties effectively• Takeresponsibility for own actions• Beaccountable towards the job role and assigned duties• Takeinitiative and innovate the existing methods• Focuson self-learning and improvement• Co-ordinate with all team members and colleagues• Knowthe organizational standards and implement them in your performance also motivate other

to follow them• Standard Operating Procedures (SOP) and processes in various functions. Importance of

understanding and complying with organizational standards The practices that supplement theproduction work to make it accessible to customers Overall understanding of banking andfinancial planning Website links of some key resources in terms of logistics and banking

• Overview of the possible channels for selling products• Approach to cluster development

Unit Objectives

8.1.1-Professional Practices:

8.1.2-Logistics:

Material transport: Connectivity, means of transport, service providers. At different stages of the production process, there is need of transportation logistics in the sourcing as well as shipment of goods. From raw materials to finished goods, the producer needs to organize for the transfer of goods from one stake holder to another while ensuring that the right products are delivered to the right location on time. Logistically sound implies ensuring frequent and timely delivery of goods to scattered and remote locations at an optimum cost. In order to avoid deviations from this, transport logistics depend on the following key factors.


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Location and Connectivity: The connectivity of the location through means of road, railways, airways and/or waterways is an eminent determinant of the different modes available to a producer for transport. Each of these modes addresses different needs, that suit different kinds of needs of the producer.

Nature of Product and Safety: The mode of transport must be selected based on requirements of value and safety of the products. While rail transport is suitable for carrying cheap, bulk and heavy goods, perishable goods that require faster delivery may be carried through motor transport or air transport depending on the cost and distance.

In railways and waterways, the chances of loss or damage are higher due to multiple handling points and exposure to various probable means of the Motor transport may be preferred to railway transport because losses are generally less in motor transport.

Cost of Service: Since the cost of transport constitutes a part of the product cost it is always advisable to keep in mind for adding up while accounting for product cost. While Rail transport is a relatively cheaper mode of transport for carrying heavy and bulky traffic over long distances. Motor transport is an economical alternative to transport small consignments over short distances. An additional benefit is that motor transport saves packing and handling costs. For very large consignments that need to be sent over long distances, water transport is the cheapest mode of transport. However, it is not the most efficient in terms of time and therefore is suitable only for transactions where time is not an important factor. Air transport, though the most expensive means of transport, is particularly suited for carrying perishable, light and valuable goods which require quick delivery.

Speed of Transport: Air transport is the quickest mode of transport, however, it is also the costliest of all. While motor transport is quicker than railways over short distances the speed of railways over long distances is more than that of other modes of transport and is most suitable for long distances. Water transport is very slow and thus unsuitable where time is an important factor.

Flexibility: Motor transport provides the most flexible services in terms of routes and schedule. It also allows the option of reaching business premises for loading and unloading of goods. Railways, airways and waterways are relatively inflexible since they operate on fixed routes and pre planned time schedules.

Service Providers: India Post provides many services and discounts to incentivise long term business relationships with enterprises and customers. Businesses can open a corporate account with India Post and avail benefits from many schemes like Speed Post, Book Now Pay Later, Cash On Delivery Services along with the basic retail and business parcel services. Logistics Post services will provide you cost-effective and efficient distribution across the country. Logistics Post manages the entire distribution side of the logistics infrastructure from collection to distribution, from storage to carriage, from order preparation to order fulfilment at the lowest possible price.

The details of the various options provided by India Post for business solutions can be viewed at the link below

https://www.indiapost.gov.in/MBE/Pages/Content/Business-Solutions.aspx

Here are also many other logistics support service providers that operate in different parts of the country and are suitable for varied kinds of logistical requirements.


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Following is a list of service providers and their website links-

• DHL- www.dhl.co.in

• BlueDart - www.bluedart.com

• DTDC- www.dtdc.com

• Gati- www.gati.com

• FedEx- www.fedex.com

• Container Corporation of India Ltd. – (Govt. of India undertaking) – http://www.concorindia.com

Transport Subsidies: Time and again, the government announces and revises schemes that aim at minimizing transportation costs for small scale producers across the country. There are various schemes that aid this, the prominent among these are as follows-

Transport Subsidy Scheme - Transport Subsidy Scheme was introduced in order to develop industrialization in the remote, hilly and inaccessible areas by providing for subsidy in the transportation cost incurred by the industrial units so that they could stand competition with other similar industries, which are geographically located in better areas. The details of the various benefits that the producers can avail under this scheme are available on the webpage of the Department of Industrial Policy and Promotion. The following is the link to the same-

http://dipp.nic.in/English/Schemes/transport_subsidy_scheme.aspx

Budgeting - Cost Planning and Price Management: Outlining a comprehensive production budget allows you to calculate the quantities that can be manufactured and arrive at an optimal product cost. If not calculated thoughtfully, the small costs of processes can add up significantly to the product cost.

Costs of transportation activities depend importantly on the analytical treatment of capacity utilization and transport distance. It is necessary to outline the estimates of the requirements- like the number of trips required and their frequency and account for it in the overheads.

Transport costs generally vary with distance, reflecting economies of size and one-time costs of loading. This implies that knowledge of the rate structure of transport costs is vital. A final cost element, losses for commodities while in storage, can vary widely, depending on the commodity characteristics and must be accounted into the final product costs.

8.1.3-FinanceStar�ng and running a business from small scale is a tedious process. Proper planning, though�ul business strategy and thorough maintenance systems can help keep your finances in systema�c order from the start. Basics, from opening the right type of bank account to determining how much of the returns you can invest and how you determine costs per product, all contribute to your business's success, in the beginning and as it grows.


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Open a bank account

There are various kinds of bank account options available at nationalized as well as private banks. Opening a bank account helps one keep track of all monetary transactions that take place. It also allows the account holder systematically save for planned future expenses. Although it is not a legal requisite for sole proprietors, it is definitely recommended.

Starting and running a business from small scale is a tedious process but proper planning, thoughtful business strategy and thorough maintenance systems can have your finances in order from the time of commencement. From opening the right type of bank account to determining how much you would bring in per product, these tasks will all contribute to the successful running and maintenance of the business.

Track Bank Transactions

Book keeping - Bookkeeping is vital to properly managing your business resources. Prior to any kind of calculations and costing processes, it is necessary that all transactions to do with the production process are recorded. It is a good practice to keep record of all transaction in terms of costs (cash or material) and inventory.Efficient book keeping simplifies processes of cost calculation, inventory management, receivable and payable accounts, cash flow and tax related decisions.

Finance knowledge is divided in two segments.

1. Loans and fund raising for businessa. Government schemes:

The government has various schemes and programs to that assist weaversand work to improve the conditions of weavers for the sustainable development of thehandloom sector.

• Identification of various finance operations through various Government Schemes, e.g. theRevival, Reform & Restructuring (RRR) package for the Handloom sector. Implemented byNABARD, this initiative of the Ministry of Textiles, has provisions for recapitalization assistance,waiver of overdue loans, Strengthening of Weaver Coop. Societies by Capacity Building,Interest Subvention and Credit Guarantee. Details of the RRR package can be found on thefollowing link-http://Handlooms.nic.in/writereaddata/1195.pdf

The links to details of other schemes that function in this domain are listed below along withthe links to the websitesI. Credit Guarantee Trust Fund for Micro and Small Enterprises (CGTMSE) –

https://www.cgtmse.in/schemes.aspxII. Comprehensive Handloom Cluster Development Scheme (CHCDS) -

http://Handlooms.nic.in/writereaddata/1202.pdfIII. Scheme of Fund for Regeneration of Traditional Industries (SFURTI)-

http://www.kviconline.gov.in/sfurti/jsp/FrequentlyAskedQuestions.pdf


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b. Bank Schemes:Appropriate bank schemes are also available to artisans like the weaver's credit card schemewhich provides the artisans with margin money support.

I. The Swarozgar Credit Card aims at providing adequate and timely credit i.e, workingcapital/or block capital for both to small artisans, Handloom weavers from the bankingsystem in a flexible, hassle free and cost effective manner. The facility also includes areasonable component for consumption needs and automatically covers the beneficiaryunder the group insurance scheme where the premium is shared by the bank and theborrower equally.

II. The Micro, Small and Medium Enterprises Development (MSMED) Act, 2006 – addressesand streamlines the entire frame work along with key governance & operational issuesbeing faced by the SMEs. It allows small scale businesses to be granted a variety of Creditfacilities for their different needs. https://www.ucobank.com/corporate-banking/mse-policy-bank.aspx#.V_JBvl97IU)

III. Producers Organization Development Fund (PODF) by NABARD is another initiative forsupporting producer organizations, adopting a flexible approach to meet their needsthrough credit support. The details of the same can be found here https://www.nabard.org/english/Financing.aspx

c. Micro Financing, Business Information Counseling and Alternative Sources of Funding Voluntaryorganizations like NGO's play a key role in the development of society and economy at the grassroot level. Microfinance facilities are provided by a variety of institutions like credit unions,commercial banks, NGOs (Non-governmental Organizations), cooperatives, and sectors ofgovernment banks.

These organizations work towards mobilizing resources and creating viable financial systems thatdevelop sustainable communities.

I. Scheme for Financing Micro Finance Institutions/ Non-Government organizations is aSBI scheme that works towards routing micro credit towards Ngo's and MFIs thatfunction as intermediaries with the objective of increasing the outreach throughfinancial means for a large number of small scale operators.https://www.sbi.co.in/portal/web/agriculture-banking/scheme-for-financing-micro-finance

II. Small Industries Development Bank of India - SIDBI is the nation’s primary financialsupport institution for the promotion, financing & Development of the MSME Sector inIndia http://www.sidbi.com/

III. There are also many other such national and international organizations that aim attraining rural enterprises in simple skills and enable them to utilize the availableresources and contribute to employment and income generation in rural areas. A fewsuch organizations that provide Information and resource support to small scaleentrepreneurs are listed below.

Ÿ BRAC- http://www.brac.net/Ÿ Accion International- http://www.accion.org/Ÿ Unitus- http://unitus.com/Ÿ Grameen Koota Financial Services Pvt Ltd - http://www.grameenkoota.org/


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2. Personal Savings and Investment

It is important for all business enterprises to understand the various means of managing finances. Knowing the various channels through which saving and investment can be facilitated for the future creates a sense of financial responsibility. They various available avenues to save are as under:

I. Post Office Savings Schemes - Savings Account, Recurring Deposit Account, Post Officemonthly Income Account Scheme, and NSC.

II. Small Savings Schemes through banks that are implemented by the Government of India.

III. Savings accounts and investments that are easy, like PPF and SIP.

IV. Insurance for health and material.


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Linking the artisans to the market is the most crucial element in this process. Spreading awareness on the various platforms available with relevant market intelligence in today's globalised economy. This can be done through online and offline channels.

I. Online portals: Many online portals allow small scale producers to list their products to sell online.Amazon, Flipkart, Snapdeal, Ebay, Craftsvilla, The India Craft House, Etsy are a few that allow notonly listing, but also assist in the process from product detailing to the sale of products. Most ofthis however, requires a basic understanding of computer usage and internet.

II. Social Marketplaces: Options like Go Coop, Indiamart etc. also allow Handloom and HandicraftCo-operatives and artisans to market their produce by connecting directly to widespreadcustomers and buyers.

III. Trade fairs and Exhibitions: Artisans can connect with various organizations that arrangeexhibitions in India and abroad, for exclusive display of products and handicrafts. By participatingin such exhibitions entrepreneurs and artisans from the clusters get exposure to the trends andrequirements of a wider market. National Crafts & Design Fair, Dastakaar, SARAS mela, IHGF fairs,Delhi Haat, Kala Ghoda are a few of these platforms which provide ample exposure to the artisans.

IV. Marketing and Support Service Schemes: There are government initiatives like the Marketing andSupport Service Scheme that aim to provide direct marketing outlets to the crafts persons forparticipation in various marketing events for augmenting their sales. With emphasis on domesticand international marketing and publicity, the scheme provides greater employment channels tocraftspeople. Product ranges can also be developed for Govt Emporia in different regions.

V. Cooperative Societies: A co-operative society is defined as a collective that has its objective thepromotion of a common economic interest of its members. It is an organisation where individualsbelonging to the same group get together for promotion of their common goals. Not only do suchsocieties encourage a state of mutual help instead of competition, they also develop anenvironment that enables smaller business entities to stand against unfair business policies. Thelack of marketing skill and network accounts for many small producers are not succeeding in theirprojects. In such situations, marketing cooperatives help in making the most of businessopportunities by purchase of goods produced by the small manufacturer to make them availablewhen market conditions are favourable or sell them in different places where there is demand forthe same. Marketing assistance through cooperative societies helps the producers achievestability in business which in turn helps to structure and plan further production better byproviding a buffer against market fluctuations.

VI. Consistent Small Scale Orders for Business Development Awareness about supplying to smallbusinesses as a vendor for consistent order quantities

Unit 8.2 Selling and Marke�ng


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Unit 8.3 Team Work and Cluster Organiza�on

8.3.1-Defination of ClusterThe Handloom cluster can be defined as a geographical place where there is a large concentration of Handloom weavers producing any form of handloom fabrics. These Handlooms could also be located in close proximity in two adjoining revenue subdivisions or villages that fall within an administrative district or across two (mostly adjoining) districts. In most smaller & hilly states, where the village /sub-division are smaller size, number of villages or sub-divisions may be higher. This is done to ensure the minimum critical size of cluster is standardised. In many clusters across the country, the actual number of Handlooms is usually much higher but for purpose of the standardizing it for eligibility to avail various schemes from the government the size of cluster is restricted to 300-500 Handlooms.

8.3.2-Cluster Development Cluster development processes must aim to achieve all round ar�san livelihood development through combining the complimen�ng strengths of the ar�san's skill and the market poten�al for quality handcra�ed products.

Following is a comprehensive, but not exhaus�v e list of processes that require focused interven�on for robust growth of a cluster.

1. Upskilling and strengthening supply chain processes

2. Development of Marketable Products through aligning tradi�onal ar�sans to mainstream marketrequirements, up-skilling. The following exis�ng product related skill gaps in the clusters need tobe iden�fied and addressed with specific interven�ons

d. Design and Technology

e. Tools and Equipment

f. Raw Materials

g. Produc�on Processes

h. Finishing

i. Marke�ng and Logis�cs

3. Act as a bridge between entrepreneurs with business ideas and investors. Create linkages withsuitable financial service providers

4. Linking the ar�sans with correct partners and service providers for logis�cs and transport

5. Quality Control and Warehousing

6. Marke�ng , Accoun�ng and Cos�ng

7. Enabling people to be entrepreneurs

8. Environmental, Social, Economic and cultural Sustainability


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Conclusion:

A comprehensive programme for cluster development must achieve the following through focused interventions

• Achieve sharp design and consistent quality at attractive prices by adding efficiency

• Constantly upgrade skills and scale up the supply chain to deliver consistent product withoutcompromising the craft

• Create globally relevant products fusing traditional craftsmanship and contemporary design

• Emphasis to international quality and timeline standards while training the artisans, leading toawareness about premium quality products

• Improved processes and efficiencies to enhance livelihood of artisans


9. Employability &Entrepreneurship Skills

Unit 9.1 – Personal Strengths & Value Systems

Unit 9.2 – Digital Literacy: A Recap

Unit 9.3 – Money Matters

Unit 9.4 – Preparing for Employment & Self Employment

Unit 9.5 – Understanding Entrepreneurship

Unit 9.6 – Preparing to be an Entrepreneur

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At the end of this unit, you will be able to:


1. Explain the meaning of health

2. List common health issues

3. Discuss tips to prevent common health issues

4. Explain the meaning of hygiene

5. Understand the purpose of Swacch Bharat Abhiyan

6. Explain the meaning of habit

7. Discuss ways to set up a safe work environment

8. Discuss critical safety habits to be followed by employees

9. Explain the importance of self-analysis

10. Understand motivation with the help of Maslow’s Hierarchy of Needs

11. Discuss the meaning of achievement motivation

12. List the characteristics of entrepreneurs with achievement motivation

13. List the different factors that motivate you

14. Discuss how to maintain a positive attitude

15. Discuss the role of attitude in self-analysis

16. List your strengths and weaknesses

17. Discuss the qualities of honest people

18. Describe the importance of honesty in entrepreneurs

19. Discuss the elements of a strong work ethic

20. Discuss how to foster a good work ethic

21. List the characteristics of highly creative people

22. List the characteristics of highly innovative people

23. Discuss the benefits of time management

24. List the traits of effective time managers

25. Describe effective time management technique

26. Discuss the importance of anger management

27. Describe anger management strategies

28. Discuss tips for anger management

29. Discuss the causes of stress

30. Discuss the symptoms of stress

31. Discuss tips for stress management

32. Identify the basic parts of a computer

33. Identify the basic parts of a keyboard

34. Recall basic computer terminology


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36. Recall the functions of basic computer keys

37. Discuss the main applications of MS Office

38. Discuss the benefits of Microsoft Outlook

39. Discuss the different types of e-commerce

40. List the benefits of e-commerce for retailers and customers

41. Discuss how the Digital India campaign will help boost e-commerce in India

42. Explain how you will sell a product or service on an e-commerce platform

43. Discuss the importance of saving money

44. Discuss the benefits of saving money

45. Discuss the main types of bank accounts

46. Describe the process of opening a bank account

47. Differentiate between fixed and variable costs

48. Describe the main types of investment options

49. Describe the different types of insurance products

50. Describe the different types of taxes

51. Discuss the uses of online banking

52. Discuss the main types of electronic funds transfers

53. Discuss the steps to prepare for an interview

54. Discuss the steps to create an effective Resume

55. Discuss the most frequently asked interview questions

56. Discuss how to answer the most frequently asked interview questions

57. Discuss basic workplace terminology

58. Discuss the concept of entrepreneurship

59. Discuss the importance of entrepreneurship

60. Describe the characteristics of an entrepreneur

61. Describe the different types of enterprises

62. List the qualities of an effective leader

63. Discuss the benefits of effective leadership

64. List the traits of an effective team

65. Discuss the importance of listening effectively

66. Discuss how to listen effectively

67. Discuss the importance of speaking effectively

68. Discuss how to speak effectively

69. Discuss how to solve problems

70. List important problem solving traits

Employability & Entrepreneurship Skills

136


71. Discuss ways to assess problem solving skills

72. Discuss the importance of negotiation

73. Discuss how to negotiate

74. Discuss how to identify new business opportunities

75. Discuss how to identify business opportunities within your business

76. Understand the meaning of entrepreneur

77. Describe the different types of entrepreneurs

78. List the characteristics of entrepreneurs

79. Recall entrepreneur success stories

80. Discuss the entrepreneurial process

81. Describe the entrepreneurship ecosystem

82. Discuss the government’s role in the entrepreneurship ecosystem

83. Discuss the current entrepreneurship ecosystem in India

84. Understand the purpose of the Make in India campaign

85. Discuss the relationship between entrepreneurship and risk appetite

86. Discuss the relationship between entrepreneurship and resilience

87. Describe the characteristics of a resilient entrepreneur

88. Discuss how to deal with failure

89. Discuss how market research is carried out

90. Describe the 4 Ps of marketing

91. Discuss the importance of idea generation

92. Recall basic business terminology

93. Discuss the need for CRM

94. Discuss the benefits of CRM

95. Discuss the need for networking

96. Discuss the benefits of networking

97. Understand the importance of setting goals

98. Differentiate between short-term, medium-term and long-term goals

99. Discuss how to write a business plan

100. Explain the financial planning process

101. Discuss ways to manage your risk

102. Describe the procedure and formalities for applying for bank finance

103. Discuss how to manage your own enterprise

104. List important questions that every entrepreneur should ask before starting an enterprise

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1. Explain the meaning of health

2. List common health issues

3. Discuss tips to prevent common health issues

4. Explain the meaning of hygiene

5. Understand the purpose of Swacch Bharat Abhiyan

6. Explain the meaning of habit

7. Discuss ways to set up a safe work environment

8. Discuss critical safety habits to be followed by employees

9. Explain the importance of self-analysis

10. Understand motivation with the help of Maslow’s Hierarchy of Needs

11. Discuss the meaning of achievement motivation

12. List the characteristics of entrepreneurs with achievement motivation

13. List the different factors that motivate you

14. Discuss how to maintain a positive attitude

15. Discuss the role of attitude in self-analysis

16. List your strengths and weaknesses

17. Discuss the qualities of honest people

18. Describe the importance of honesty in entrepreneurs

19. Discuss the elements of a strong work ethic

20. Discuss how to foster a good work ethic

21. List the characteristics of highly creative people

22. List the characteristics of highly innovative people

23. Discuss the benefits of time management

24. List the traits of effective time managers

25. Describe effective time management technique

26. Discuss the importance of anger management

27. Describe anger management strategies

28. Discuss tips for anger management

29. Discuss the causes of stress

30. Discuss the symptoms of stress

31. Discuss tips for stress management

Unit Objectives

UNIT 9.1: Personal Strengths & Value Systems

Two shaft Handloom WeaverEmployability & Entrepreneurship Skills


Taking measures to prevent ill health is always better than curing a disease or sickness. You can stay healthy by:

• Eating healthy foods like fruits, vegetables and nuts

• Cutting back on unhealthy and sugary foods

• Drinking enough water everyday

• Not smoking or drinking alcohol

• Exercising for at least 30 minutes a day, 4-5 times a week

• Taking vaccinations when required

• Practicing yoga exercises and meditation

How many of these health standards do you follow? Tick the ones that apply to you.

1. Get minimum 7-8 hours of sleep every night.

2. Avoid checking email first thing in the morning and right before you go to bed at night.

3. Don’t skip meals – eat regular meals at correct meal times.

4. Read a little bit every single day.

5. Eat more home cooked food than junk food.

Tips to Prevent Health Issues

As per the World Health Organization (WHO), health is a “State of complete physical, mental, and social well-being, and not merely the absence of disease or infirmity.” This means being healthy does not simply mean not being unhealthy – it also means you need to be at peace emotionally, and feel fit physically. For example, you cannot say you are healthy simply because you do not have any physical ailments like a cold or cough. You also need to think about whether you are feeling calm, relaxed and happy.

Some common health issues are:

• Allergies

• Asthma

• Skin Disorders

• Depression and Anxiety

• Diabetes

• Cough, Cold, Sore Throat

• Difficulty Sleeping

• Obesity

9.1.1 Health, Habits, Hygiene: What is Health

Common Health Issues

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6. Stand more than you sit.

7. Drink a glass of water first thing in the morning and have at least 8 glasses of waterthrough the day.

8. Go to the doctor and dentist for regular checkups.

9. Exercise for 30 minutes at least 5 days a week.

10. Avoid consuming lots of aerated beverages.

As per the World Health Organization (WHO), “Hygiene refers to conditions and practices that help to maintain health and prevent the spread of diseases.” In other words, hygiene means ensuring that you do whatever is required to keep your surroundings clean, so that you reduce the chances of spreading germs and diseases.

For instance, think about the kitchen in your home. Good hygiene means ensuring that the kitchen is always spick and span, the food is put away, dishes are washed and dustbins are not overflowing with garbage. Doing all this will reduce the chances of attracting pests like rats or cockroaches, and prevent the growth of fungus and other bacteria, which could spread disease.

How many of these health standards do you follow? Tick the ones that apply to you.

1. Have a bath or shower every day with soap – and wash your hair with shampoo 2-3times a week.

2. Wear a fresh pair of clean undergarments every day.

3. Brush your teeth in the morning and before going to bed.

4. Cut your fingernails and toenails regularly.

5. Wash your hands with soap after going to the toilet.

6. Use an anti-perspirant deodorant on your underarms if you sweat a lot.

7. Wash your hands with soap before cooking or eating.

8. Stay home when you are sick, so other people don’t catch what you have.

9. Wash dirty clothes with laundry soap before wearing them again.

10. Cover your nose with a tissue/your hand when coughing or sneezing.

See how healthy and hygienic you are, by giving yourself 1 point for every ticked statement!

Then take a look at what your score means.

Your Score

0-7/20: You need to work a lot harder to stay fit and fine! Make it a point to practice goodhabits daily and see how much better you feel!

7-14/20: Not bad, but there is scope for improvement! Try and add a few more good habits toyour daily routine.

14-20/20: Great job! Keep up the good work! Your body and mind thank you!

What is Hygiene?

139



• Following healthy and hygienic practices every day will make you feel good mentally andphysically.

• Hygiene is two-thirds of health – so good hygiene will help you stay strong and healthy!

Tips

A habit is a behaviour that is repeated frequently. All of us have good habits and bad habits. Keep in mind the phrase by John Dryden: “We first make our habits, and then our habits make us.” This is why it is so important that you make good habits a way of life, and consciously avoid practicing bad habits.

Some good habits that you should make part of your daily routine are:

• Always having a positive attitude

• Making exercise a part of your daily routine

• Reading motivational and inspirational stories

• Smiling! Make it a habit to smile as often as possible

• Making time for family and friends

• Going to bed early and waking up early

Some bad habits that you should quit immediately are:

• Skipping breakfast

• Snacking frequently even when you are not hungry

• Eating too much fattening and sugary food

• Smoking, drinking alcohol and doing drugs

• Spending more money than you can afford

• Worrying about unimportant issues

• Staying up late and waking up late

What are Habits?

We have already discussed the importance of following good hygiene and health practices for ourselves. But, it is not enough for us to be healthy and hygienic. We must also extend this standard to our homes, our immediate surroundings and to our country as a whole.

The ‘Swachh Bharat Abhiyan’ (Clean India Mission) launched by Prime Minister Shri Narendra ndModi on 2 October 2014, believes in doing exactly this. The aim of this mission is to clean the

streets and roads of India and raise the overall level of cleanliness. Currently this mission covers 4,041 cities and towns across the country. Millions of our people have taken the pledge for a clean India. You should take the pledge too, and do everything possible to keep our country clean!

Swachh Bharat Abhiyan

140

• Be aware of what emergency number to call at the time of a workplace emergency

• Practice evacuation drills regularly to avoid chaotic evacuations

Tips

Every employer is obligated to ensure that his workplace follows the highest possible safety protocol. When setting up a business, owners must make it a point to:

• Use ergonomically designed furniture and equipment to avoid stooping and twisting

• Provide mechanical aids to avoid lifting or carrying heavy objects

• Have protective equipment on hand for hazardous jobs

• Designate emergency exits and ensure they are easily accessible

• Set down health codes and ensure they are implemented

• Follow the practice of regular safety inspections in and around the workplace

• Ensure regular building inspections are conducted

• Get expert advice on workplace safety and follow it

Every employer is obligated to ensure that his workplace follows the highest possible safety protocol. When setting up a business, owners must make it a point to:

• Immediately report unsafe conditions to a supervisor

• Recognize and report safety hazards that could lead to slips, trips and falls

• Report all injuries and accidents to a supervisor

• Wear the correct protective equipment when required

• Learn how to correctly use equipment provided for safety purposes

• Be aware of and avoid actions that could endanger other people

• Take rest breaks during the day and some time off from work during the week

9.1.2: Safety: Tips to Design a Safe Workplace

Non-Negotiable Employee Safety Habits

141



To truly achieve your full potential, you need to take a deep look inside yourself and find out what kind of person you really are. This attempt to understand your personality is known as self-analysis. Assessing yourself in this manner will help you grow, and will also help you to identify areas within yourself that need to be further developed, changed or eliminated. You can better understand yourself by taking a deep look at what motivates you, what your attitude is like, and what your strengths and weaknesses are.

Very simply put, motivation is your reason for acting or behaving in a certain manner. It is important to understand that not everyone is motivated by the same desires – people are motivated by many, many different things. We can understand this better by looking at Maslow’s Hierarchy of Needs.

Famous American psychologist Abraham Maslow wanted to understand what motivates people. He believed that people have five types of needs, ranging from very basic needs (called physiological needs) to more important needs that are required for self-growth (called self-actualization needs). Between the physiological and self-actualization needs are three other needs – safety needs, belongingness and love needs, and esteem needs. These needs are usually shown as a pyramid with five levels and are known as Maslow’s Hierarchy of Needs.

Self - actualization:

achiving one's full potential, including creative activitiesEsteem needs:

prestige and feeling of accomplishment

Belongingness and love needs:intimate relationships, friends

Safety needs:Security, safety

Physiological needs:food, water, warmth, rest

Basic needs

Psychological needs

Self-fulfillment needs

9.1.3 Self Analysis – Attitude, Achievement Motivation: What is Self-Analysis

What is Motivation?

Maslow’s Hierarchy of Needs

142

We now know that people are motivated by basic, psychological and self-fulfillment needs. However, certain people are also motivated by the achievement of highly challenging accomplishments. This is known as Achievement Motivation, or ‘need for achievement’.

The level of motivation achievement in a person differs from individual to individual. It is important that entrepreneurs have a high level of achievement motivation – a deep desire to accomplish something important and unique. It is equally important that they hire people who are also highly motivated by challenges and success.

Understanding Achievement Motivation

As you can see from the pyramid, the lowest level depicts the most basic needs. Maslow believed that our behaviour is motivated by our basic needs, until those needs are met. Once they are fulfilled, we move to the next level and are motived by the next level of needs. Let’s understand this better with an example.

Rupa comes from a very poor family. She never has enough food, water, warmth or rest. According to Maslow, until Rupa is sure that she will get these basic needs, she will not even think about the next level of needs – her safety needs. But, once Rupa is confident that her basic needs will be met, she will move to the next level, and her behaviour will then be motivated by her need for security and safety. Once these new needs are met, Rupa will once again move to the next level, and be motivated by her need for relationships and friends. Once this need is satisfied, Rupa will then focus on the fourth level of needs – her esteem needs, after which she will move up to the fifth and last level of needs – the desire to achieve her full potential.

What are the things that really motivate you? List down five things that really motivate you.

Remember to answer honestly!

I am motivated by:

What Motivates You?

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Now that we understand why motivation is so important for self-analysis, let’s look at the role our attitude plays in better understanding ourselves. Attitude can be described as your tendency (positive or negative), to think and feel about someone or something. Attitude is the foundation for success in every aspect of life. Our attitude can be our best friend or our worst enemy. In other words:

“The only disability in life is a bad attitude.”When you start a business, you are sure to encounter a wide variety of emotions, from difficult times and failures to good times and successes. Your attitude is what will see you through the tough times and guide you towards success. Attitude is also infectious. It affects everyone around you, from your customers to your employees to your investors. A positive attitude helps build confidence in the workplace while a negative attitude is likely to result in the demotivation of your people.

Entrepreneurs with achievement motivation can be described as follows:

• Unafraid to take risks for personalaccomplishment

• Love being challenged

• Future-oriented

• Flexible and adaptive

• Value negative feedback more thanpositive feedback

Think about it:

• How many of these traits do you have?

• Very persistent when it comes to achievinggoals

• Extremely courageous

• Highly creative and innovative

• Restless - constantly looking to achieve more

• Feel personally responsible for solvingproblems

• Can you think of entrepreneurs who displaythese traits?

What is Attitude?

Characteristics of Entrepreneurs with Achievement Motivation

The good news is attitude is a choice. So it is possible to improve, control and change our attitude, if we decide we want to! The following tips help foster a positive mindset:

• Remember that you control your attitude, not the other way around

• Devote at least 15 minutes a day towards reading, watching or listening to somethingpositive

• Avoid negative people who only complain and stop complaining yourself

• Expand your vocabulary with positive words and delete negative phrases from your mind

• Be appreciative and focus on what’s good in yourself, in your life, and in others

• Stop thinking of yourself as a victim and start being proactive

• Imagine yourself succeeding and achieving your goals

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Another way to analyze yourself is by honestly identifying your strengths and weaknesses. This will help you use your strengths to your best advantage and reduce your weaknesses.Note down all your strengths and weaknesses in the two columns below. Remember to be honest with yourself!

Strengths Weaknesses

What Are Your Strengths and Weaknesses?

• Achievement motivation can be learned.• Don’t be afraid to make mistakes.• Train yourself to finish what you start.• Dream big.

Tips

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Honesty is the quality of being fair and truthful. It means speaking and acting in a manner that inspires trust. A person who is described as honest is seen as truthful and sincere, and as someone who isn’t deceitful or devious and doesn’t steal or cheat. There are two dimensions of honesty – one is honesty in communication and the other is honesty in conduct.Honesty is an extremely important trait because it results in peace of mind and builds relationships that are based on trust. Being dishonest, on the other hand, results in anxiety and leads to relationships full of distrust and conflict.

One of the most important characteristics of entrepreneurs is honesty. When entrepreneurs are honest with their customers, employees and investors, it shows that they respect those that they work with. It is also important that entrepreneurs remain honest with themselves. Let’s look at how being honest would lead to great benefits for entrepreneurs.• Honesty and customers: When entrepreneurs are honest with their customers it leads to

stronger relationships, which in turn results in business growth and a stronger customernetwork.

Honest individuals have certain distinct characteristics. Some common qualities among honest people are:

1. They don’t worry about what others think of them. They believe in being themselves –they don’t bother about whether they are liked or disliked for their personalities.

2. They stand up for their beliefs. They won’t think twice about giving their honest opinion,even if they are aware that their point of view lies with the minority.

3. They are think skinned. This means they are not affected by others judging them harshlyfor their honest opinions.

4. They forge trusting, meaningful and healthy friendships. Honest people usually surroundthemselves with honest friends. They have faith that their friends will be truthful andupfront with them at all times.

They are trusted by their peers. They are seen as people who can be counted on for truthful and objective feedback and advice.

• Honesty and employees: When entrepreneurs build honest relationships with theiremployees, it leads to more transparency in the workplace, which results in higher workperformance and better results.

• Honesty and investors: For entrepreneurs, being honest with investors means not onlysharing strengths but also candidly disclosing current and potential weaknesses, problemareas and solution strategies. Keep in mind that investors have a lot of experience withstartups and are aware that all new companies have problems. Claiming that everything isperfectly fine and running smoothly is a red flag for most investors.

• Honesty with oneself: The consequences of being dishonest with oneself can lead to direresults, especially in the case of entrepreneurs. For entrepreneurs to succeed, it is criticalthat they remain realistic about their situation at all times, and accurately judge everyaspect of their enterprise for what it truly is.

9.1.4 Honesty & Work Ethics: What is Honesty?

Importance of Honesty in Entrepreneurs

Qualities of Honest People

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Being ethical in the workplace means displaying values like honesty, integrity and respect in all your decisions and communications. It means not displaying negative qualities like lying, cheating and stealing. Workplace ethics play a big role in the profitability of a company. It is as crucial to an enterprise as high morale and teamwork. This is why most companies lay down specific workplace ethic guidelines that must compulsorily be followed by their employees. These guidelines are typically outlined in a company’s employee handbook.

An entrepreneur must display strong work ethics, as well as hire only those individuals who believe in and display the same level of ethical behavior in the workplace. Some elements of a strong work ethic are:

• Professionalism: This involves everything from how you present yourself in a corporatesetting to the manner in which you treat others in the workplace.

• Respectfulness: This means remaining poised and diplomatic regardless of how stressfulor volatile a situation is.

• Dependability: This means always keeping your word, whether it’s arriving on time for ameeting or delivering work on time.

• Dedication: This means refusing to quit until the designated work is done, and completingthe work at the highest possible level of excellence.

• Determination: This means embracing obstacles as challenges rather than letting themstop you, and pushing ahead with purpose and resilience to get the desired results.

• Accountability: This means taking responsibility for your actions and the consequences ofyour actions, and not making excuses for your mistakes.

• Humility: This means acknowledging everyone’s efforts and had work, and sharing thecredit for accomplishments.

What are Work Ethics?

Elements of a Strong Work Ethic

As an entrepreneur, it is important that you clearly define the kind of behaviour that you expect from each and every team member in the workplace. You should make it clear that you expect employees to display positive work ethics like:• Honesty: All work assigned to a person should be done with complete honesty, without

any deceit or lies.• Good attitude: All team members should be optimistic, energetic, and positive.• Reliability: Employees should show up where they are supposed to be, when they are

supposed to be there.• Good work habits: Employees should always be well groomed, never use inappropriate

language, conduct themselves professionally at all times, etc.• Initiative: Doing the bare minimum is not enough. Every team member needs to be

proactive and show initiative.• Trustworthiness: Trust is non-negotiable. If an employee cannot be trusted, it’s time to let

that employee go.

How to Foster a Good Work Ethic

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• Respect: Employees need to respect the company, the law, their work, their colleaguesand themselves.

• Integrity: Each and every team member should be completely ethical and must displayabove board behaviour at all times.

• Efficiency: Efficient employees help a company grow while inefficient employees result ina waste of time and resources.

• Don’t get angry when someone tells you the truth and you don’t like what you hear.

• Always be willing to accept responsibility for your mistakes.

Tips

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Creativity means thinking outside the box. It means viewing things in new ways or from different perspectives, and then converting these ideas into reality. Creativity involves two parts: thinking and producing. Simply having an idea makes you imaginative, not creative. However, having an idea and acting on it makes you creative.

9.1.5 Creativity & Innovation : What is Creativity

There are many different definitions of innovation. In simple terms, innovation means turning an idea into a solution that adds value. It can also mean adding value by implementing a new product, service or process, or significantly improving on an existing product, service or process.

What is Innovation?

Some characteristics of highly innovative people are:

• They embrace doing things differently

• They don’t believe in taking shortcuts

• They are not afraid to be unconventional

• They are highly proactive and persistent

• They are organized, cautious and risk-averse

Characteristics of Highly Innovative People

Some characteristics of creative people are:

• They are imaginative and playful

• They see issues from different angles

• They notice small details

• They have very little tolerance for boredom

• They detest rules and routine

• They love to daydream

• They are very curious

Characteristics of Highly Creative People

• Take regular breaks from your creative work to recharge yourself and gain fresh perspective.

• Build prototypes frequently, test them out, get feedback, and make the required changes.

Tips

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Time management is the process organizing your time, and deciding how to allocate your time between different activities. Good time management is the difference between working smart (getting more done in less time) and working hard (working for more time to get more done). Effective time management leads to an efficient work output, even when you are faced with tight deadlines and high pressure situations. On the other hand, not managing your time effectively results in inefficient output and increases stress and anxiety.

Some traits of effective time managers are:

• They begin projects early

• They set daily objectives

• They modify plans if required, to achievebetter results

• They are flexible and open-minded

• They inform people in advance if theirhelp will be required

• They know how to say no

• They break tasks into steps withspecific deadlines

• They continually review long termgoals

• They think of alternate solutions if andwhen required

• They ask for help when required

• They create backup plans

Time management can lead to huge benefits like:

• Greater productivity

• Better professional reputation

• Higher chances for career advancement

• Higher efficiency

• Reduced stress

• Greater opportunities to achieve goals

Not managing time effectively can result in undesirable consequences like:

• Missing deadlines

• Substandard work quality

• Stalled career

• Inefficient work output

• Poor professional reputation

• Increase in stress and anxiety

9.1.6 Time Management: What is Time Management?

Traits of Effective Time Managers

Benefits of Time Management

You can manage your time better by putting into practice certain time management techniques. Some helpful tips are:• Plan out your day as well as plan for interruptions. Give yourself at least 30 minutes to

figure out your time plan. In your plan, schedule some time for interruptions.• Put up a “Do Not Disturb” sign when you absolutely have to complete a certain amount

of work.• Close your mind to all distractions. Train yourself to ignore ringing phones, don’t reply to

chat messages and disconnect from social media sites.

Effective Time Management Techniques

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• Delegate your work. This will not only help your work get done faster, but will also showyou the unique skills and abilities of those around you.

• Stop procrastinating. Remind yourself that procrastination typically arises due to the fearof failure or the belief that you cannot do things as perfectly as you wish to do them.

• Prioritize. List each task to be completed in order of its urgency or importance level. Thenfocus on completing each task, one by one.

• Maintain a log of your work activities. Analyze the log to help you understand how efficientyou are, and how much time is wasted every day.Create time management goals to reduce time wastage.

• Always complete the most important tasks first.

• Get at least 7 – 8 hours of sleep every day.

• Start your day early.

• Don’t waste too much time on small, unimportant details.

• Set a time limit for every task that you will undertake.

• Give yourself some time to unwind between tasks.

Tips

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Anger management is the process of:

1. Learning to recognize the signs that you, or someone else, is becoming angry

2. Taking the best course of action to calm down the situation in a positive way

Anger management does not mean suppressing anger.

Anger is a perfectly normal human emotion. In fact, when managed the right way, anger can be considered a healthy emotion. However, if it is not kept in check, anger can make us act inappropriately and can lead to us saying or doing things that we will likely later regret.Extreme anger can:

• Hurt you physically:: It leads to heart disease, diabetes, a weakened immune system,insomnia, and high blood pressure.

• Hurt you mentally: It can cloud your thinking and lead to stress, depression and mentalhealth issues.

• Hurt your career: It can result in alienating your colleagues, bosses, clients and lead to theloss of respect.

• Hurt your relationships: It makes it hard for your family and friends to trust you, be honestwith you and feel comfortable around you.This is why anger management, or managing anger appropriately, is so important.

Here are some strategies that can help you control your anger:

Strategy 1: Relaxation

Something as simple as breathing deeply and looking at relaxing images works wonders in calming down angry feelings. Try this simple breathing exercise:

1. Take a deep breath from your diaphragm (don’t breathe from your chest)

2. Visualize your breath coming up from your stomach

3. Keep repeating a calming word like ‘relax’ or ‘take it easy’ (remember to keep breathingdeeply while repeating the word)

4. Picture a relaxing moment (this can be from your memory or your imagination)

Follow this relaxation technique daily, especially when you realize that you’re starting to feel angry.

Strategy 2: Cognitive Restructuring

Cognitive restructuring means changing the manner in which you think. Anger can make you curse, swear, exaggerate and act very dramatically. When this happens, force yourself to replace your angry thoughts with more logical ones. For instance, instead of thinking ‘Everything is ruined’ change your mindset and tell yourself ‘It’s not the end of the world and getting angry won’t solve this’.

9.1.7 Anger Management: What is Anger Management

Importance of Anger Management

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• The following tips will help you keep your anger in check:

• Take some time to collect your thoughts before you speak out in anger.

• Express the reason for your anger in an assertive, but non-confrontational manner onceyou have calmed down.

• Do some form of physical exercise like running or walking briskly when you feel yourselfgetting angry.

• Make short breaks part of your daily routine, especially during days that are stressful.Focus on how to solve a problem that’s making you angry, rather than focusing on the factthat the problem is making you angry.

Strategy 3: Problem Solving

Getting angry about a problem that you cannot control is a perfectly natural response. Sometimes, try as you may, there may not be a solution to the difficulty you are faced with. In such cases, stop focusing on solving the problem, and instead focus on handling and facing the problem. Remind yourself that you will do your best to deal with the situation, but that you will not blame yourself if you don’t get the solution you desire.

Strategy 4: Better Communication

When you’re angry, it is very easy to jump to inaccurate conclusions. In this case, you need to force yourself to stop reacting, and think carefully about what you want to say, before saying it. Avoid saying the first thing that enters your head. Force yourself to listen carefully to what the other person is saying. Then think about the conversation before responding.

Strategy 5: Changing Your Environment

If you find that your environment is the cause of your anger, try and give yourself a break from your surroundings. Make an active decision to schedule some personal time for yourself, especially on days that are very hectic and stressful. Having even a brief amount of quiet or alone time is sure to help calm you down.

Tips for Anger Management

• Try to forgive those who anger you, rather than hold a grudge against them.

• Avoid using sarcasm and hurling insults. Instead, try and explain the reason for yourfrustration in a polite and mature manner.

Tips

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We say we are ‘stressed’ when we feel overloaded and unsure of our ability to deal with the pressures placed on us. Anything that challenges or threatens our well-being can be defined as a stress. It is important to note that stress can be good and bad. While good stress keeps us going, negative stress undermines our mental and physical health. This is why it is so important to manage negative stress effectively.

Stress can be caused by internal and external factors.

Internal causes of stress

• Constant worry• Rigid thinking• Unrealistic expectations

• Pessimism• Negative self-talk• All in or all out attitude

External causes of stress

• Major life changes• Difficulties with relationships• Having too much to do

• Difficulties at work or in school• Financial difficulties• Worrying about one’s children and/or family

Stress can manifest itself in numerous ways. Take a look at the cognitive, emotional, physical and behavioral symptoms of stress.

Cognitive Symptoms Emotional Symptoms

• Memory problems

• Concentration issues

• Lack of judgement

• Pessimism

• Anxiety

• Constant worrying

• Depression

• Agitation

• Irritability

• Loneliness

• Anxiety

• Anger

Physical Symptoms Behavioral Symptoms

• Aches and pain

• Diarrhea or constipation

• Nausea

• Dizziness

• Chest pain and/or rapid heartbeat

• Frequent cold or flu like feelings

• Increase or decrease in appetite

• Over sleeping or not sleeping enough

• Withdrawing socially

• Ignoring responsibilities

• Consumption of alcohol or cigarettes

• Nervous habits like nail biting, pacing etc.

9.1.8 Stress Management: What is Stress

Causes of Stress

Symptoms of Stress

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The following tips can help you manage your stress better:

• Note down the different ways in which you can handle the various sources of your stress.

• Remember that you cannot control everything, but you can control how you respond.

• Discuss your feelings, opinions and beliefs rather than reacting angrily, defensively orpassively.

• Practice relaxation techniques like meditation, yoga or tai chi when you start feelingstressed.

• Devote a part of your day towards exercise.

• Eat healthy foods like fruits and vegetables. Avoid unhealthy foods especially thosecontaining large amounts of sugar.

• Plan your day so that you can manage your time better, with less stress.

• Say no to people and things when required.

• Schedule time to pursue your hobbies and interests.

• Ensure you get at least 7-8 hours of sleep.

• Reduce your caffeine intake.

• Increase the time spent with family and friends.

Tips to Manage Stress

• Force yourself to smile even if you feel stressed. Smiling makes us feel relaxed and happy.

• Stop yourself from feeling and thinking like a victim. Change your attiude and focus onbeing proactive.

Tips

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Monitor

Mouse

Keyboard

Power Button

Caps

Shift Space Enter Arrow Keys

Backspace


1. Identify the basic parts of a computer

2. Identify the basic parts of a keyboard



5. Recall the functions of basic computer keys

6. Discuss the main applications of MS Office

7. Discuss the benefits of Microsoft Outlook

8. Discuss the different types of e-commerce

9. List the benefits of e-commerce for retailers and customers

10. Discuss how the Digital India campaign will help boost e-commerce in India

11. Describe how you will sell a product or service on an e-commerce platform

Unit Objectives

10.2.1 Computer and Internet basics: Basic Parts of a Computer

Basic Parts of a Keyboard

9.2. Digital Literacy: A Recap

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• Central Processing Unit (CPU): The brain of the computer. It interprets and carries outprogram instructions.

• Hard Drive: A device that stores large amounts of data.

• Monitor: The device that contains the computer screen where the information is visuallydisplayed.

• Desktop: The first screen displayed after the operating system loads.

• Background: The image that fills the background of the desktop.

Basic Parts of a Computer

• Mouse: A hand-held device used to point to items on the monitor.

• Speakers: Devices that enable you to hear sound from the computer.

• Printer: A device that converts output from a computer into printed paper documents.

• Icon: A small picture or image that visually represents something on your computer.

• Cursor: An arrow which indicates where you are positioned on the screen.

• Program Menu: A list of programs on your computer that can be accessed from the Startmenu.

• Taskbar: The horizontal bar at the bottom of the computer screen that lists applicationsthat are currently in use.

• Recycle Bin: A temporary storage for deleted files.

Basic Parts of a Computer

• The Internet : A vast, international collection of computer networks that transfers information.

• The World Wide Web: A system that lets you access information on the Internet.

• Website: A location on the World Wide Web (and Internet) that contains informationabout a specific topic.

• Homepage: Provides information about a website and directs you to other pages on thatwebsite.

• Link/Hyperlink: A highlighted or underlined icon, graphic, or text that takes you to anotherfile or object.

• Web Address/URL: The address for a website.

• Address Box: A box in the browser window where you can type in a web address.

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• Arrow Keys: Press these keys to move your cursor.

• Space bar: Adds a space.

• Enter/Return: Moves your cursor to a new line.

• Shift: Press this key if you want to type a capital letter or the upper symbol of a key.

• Caps Lock: Press this key if you want all the letters you type to be capital letters. Press itagain to revert back to typing lowercase letters.

• Backspace: Deletes everything to the left of your cursor.

Basic Computer Keys

• When visiting a .com address, there no need to type http:// or even www. Just type thename of the website and then press Ctrl + Enter. (Example: Type ‘apple’ and press Ctrl +Enter to go to www.apple.com)

• Press the Ctrl key and press the + or - to increase and decrease the size of text.• Press F5 or Ctrl + R to refresh or reload a web page.

Tips

158

MS Office or Microsoft Office is a suite of computer programs developed by Microsoft. Although meant for all users, it offers different versions that cater specifically to students, home users and business users. All the programs are compatible with both, Windows and Macintosh.

Some of the most popular and universally used MS Office applications are:• Microsoft Word: Allows users to type text and add images to a document.• Microsoft Excel: Allows users to enter data into a spreadsheet and create calculations and

graphs.• Microsoft PowerPoint: Allows users to add text, pictures and media and create slideshows

and presentations.• Microsoft Outlook: Allows users to send and receive email.• Microsoft OneNote: Allows users to make drawings and notes with the feel of a pen on

paper.• Microsoft Access: Allows users to store data over many tables.

A popular email management choice especially in the workplace, Microsoft Outlook also includes an address book, notebook, web browser and calendar. Some major benefits of this program are:

• Integrated search function: You can use keywords to search for data across all Outlookprograms.

• Enhanced security: Your email is safe from hackers, junk mail and phishing website email.

• Email syncing: Sync your mail with your calendar, contact list, notes in One Note and…yourphone!

• Offline access to emai:l No Internet? No problem! Write emails offline and send themwhen you’re connected again.

9.2.2 MS Office and Email: About MS Office

Most Popular Office Products

Why Choose Microsoft Outlook

• Press Ctrl+R as a shortcut method to reply to email.

• Set your desktop notifications only for very important emails.

• Flag messages quickly by selecting messages and hitting the Insert key.

• Save frequently sent emails as a template to reuse again and again.

• Conveniently save important emails as files.

Tips

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E-commerce is the buying or selling of goods and services, or the transmitting of money ordata, electronically on the internet. E-Commerce is the short form for “electronic commerce.”

Some examples of e-commerce are:

• Online shopping

• Online auctions

• Online ticketing

• Electronic payments

• Internet banking

E-commerce can be classified based on the types of participants in the transaction. The maintypes of e-commerce are:

• Business to Business (B2B): Both the transacting parties are businesses.

• Business to Consumer (B2C): Businesses sell electronically to end-consumers.

• Consumer to Consumer (C2C): Consumers come together to buy, sell or trade items toother consumers.

• Consumer-to-Business (C2B): Consumers make products or services available for purchaseto companies looking for exactly those services or products.

• Business-to-Administration (B2A): Online transactions conducted between companiesand public administration.

• Consumer-to-Administration (C2A): Online transactions conducted between individualsand public administration.

9.2.3 E-Commerce: What is E-Commerce

Examples of E-Commerce

Types of E-Commerce

The e-commerce business provides some benefits for retailers and customers.

Benefits for retailers

• Establishes an online presence

• Reduces operational costs by removing overhead costs

• Increases brand awareness through the use of good keywords

• Increases sales by removing geographical and time constraints

Benefits for customers:

• Offers a wider range of choice than any physical store

• Enables goods and services to be purchased from remote locations

• Enables consumers to perform price comparisons

:

Benefits of E-Commerce

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• Before launching your e-commerce platform, test everything.

• Pay close and personal attention to your social media.

Tips

Prime Minister Narendra Modi launched the Digital India campaign in 2015, with the objective of offering every citizen of India access to digital services, knowledge and information. The campaign aims to improve the country’s online infrastructure and increase internet connectivity, thus boosting the e-commerce industry. Currently, the majority of online transactions come from tier 2 and tier 3 cities. Once the Digital India campaign is in place, the government will deliver services through mobile connectivity, which will help deliver internet to remote corners of the country. This will help the e-commerce market to enter India’s tier 4 towns and rural areas.

Choose a product or service that you want to sell online. Write a brief note explaining how you will use existing e-commerce platforms, or create a new e-commerce platform, to sell your product or service.

Digital India Campaign

E-Commerce Activity

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9.3: Money Matters

We all know that the future is unpredictable. You never know what will happen tomorrow, next week or next year. That’s why saving money steadily through the years is so important. Saving money will help improve your financial situation over time. But more importantly, knowing that you have money stashed away for an emergency will give you peace of mind. Saving money also opens the door to many more options and possibilities.

Inculcating the habit of saving leads to a vast number of benefits. Saving helps you:

• Become financially independent: When you have enough money saved up to feel secureyou can start making your choices, from taking a vacation whenever you want, to switchingcareers or starting your own business.

• Invest in yourself through education: Through saving, you can earn enough to pay up forcourses that will add to your professional experience and ultimately result in higher payingjobs.

• Get out of debt: Once you have saved enough as a reserve fund, you can use your savingsto pay off debts like loans or bills that have accumulated over time.

• Be prepared for surprise expenses : Having money saved enables you to pay for unforeseenexpenses like sudden car or house repairs, without feeling financially stressed.

• Pay for emergencies: Saving helps you deal with emergencies like sudden health issues oremergency trips without feeling financially burdened.

10.3.1 Personal Finance – Why to Save: Importance of Saving

Benefits of Saving


1. Discuss the importance of saving money

2. Discuss the benefits of saving money

3. Discuss the main types of bank accounts

4. Describe the process of opening a bank account

5. Differentiate between fixed and variable costs

6. Describe the main types of investment options

7. Describe the different types of insurance products

8. Describe the different types of taxes

9. Discuss the uses of online banking

10. Discuss the main types of electronic funds transfers

Unit Objectives

162

• Afford large purchases and achieve major goals:: Saving diligently makes it possible toplace down payments towards major purchases and goals, like buying a home or a car.

• Retire: The money you have saved over the years will keep you comfortable when you nolonger have the income you would get from your job.

• Break your spending habit. Try not spending on one expensive item per week, and put themoney that you would have spent into your savings.

• Decide that you will not buy anything on certain days or weeks and stick to your word.

Tips

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In India, banks offer four main types of bank accounts. These are:

• Current Accounts

• Savings Accounts

• Recurring Deposit Accounts

• Fixed Deposit Accounts

Current AccountsCurrent accounts offer the most liquid deposits and thus, are best suited for businessmen and companies. As these accounts are not meant for investments and savings, there is no imposed limit on the number or amount of transactions that can be made on any given day. Current account holders are not paid any interest on the amounts held in their accounts. They are charged for certain services offered on such accounts.

Savings AccountsSavings accounts are meant to promote savings, and are therefore the number one choice for salaried individuals, pensioners and students. While there is no restriction on the number and amount of deposits made, there are usually restrictions on the number and amount of withdrawals. Savings account holders are paid interest on their savings.

Recurring Deposit AccountsRecurring Deposit accounts, also called RD accounts, are the accounts of choice for those who want to save an amount every month, but are unable to invest a large sum at one time. Such account holders deposit a small, fixed amount every month for a pre-determined period (minimum 6 months). Defaulting on a monthly payment results in the account holder being charged a penalty amount. The total amount is repaid with interest at the end of the specified period.

Fixed Deposit AccountsFixed Deposit accounts, also called FD accounts, are ideal for those who wish to deposit their savings for a long term in return for a high rate of interest. The rate of interest offered depends on the amount deposited and the time period, and also differs from bank to bank. In the case of an FD, a certain amount of money is deposited by the account holder for a fixed period of time. The money can be withdrawn when the period expires. If necessary, the depositor can break the fixed deposit prematurely. However, this usually attracts a penalty amount which also differs from bank to bank.

9.3.2 Types of Bank Accounts, Opening a Bank Account: Types of Bank Accounts

Opening a bank account is quite a simple process. Take a look at the steps to open an account of your own:Step 1: Fill in the Account Opening Form

This form requires you to provide the following information:• Personal details (name, address, phone number, date of birth, gender, occupation, address)• Method of receiving your account statement (hard copy/email)• Details of your initial deposit (cash/cheque)• Manner of operating your account (online/mobile banking/traditional via cheque, slip books)Ensure that you sign wherever required on the form.

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Step 2: Affix your Photograph

Stick a recent photograph of yourself in the allotted space on the form.

Step 3: Provide your Know Your Customer (KYC) DetailsKYC is a process that helps banks verify the identity and address of their customers. To open an account, every individual needs to submit certain approved documents with respect to photo identity (ID) and address proof. Some Officially Valid Documents (OVDs) are:

• Passport

• Driving License

• Voters’ Identity Card

• PAN Card

• UIDAI (Aadhaar) Card

Step 4: Submit All your Documents

Submit the completed Account Opening Form and KYC documents. Then wait until the forms are processed and your account has been opened!

• Select the right type of account.

• Fill in complete nomination details.

• Ask about fees.

• Understand the rules.

• Check for online banking – it’s convenient!

• Keep an eye on your bank balance.

Tips

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• When trying to determine whether a cost is fixed or variable, simply ask the followingquestion: Will the particular cost change if the company stopped its production activities? Ifthe answer is no, then it is a fixed cost. If the answer is yes, then it is probably a variable cost.

Tips

Fixed costs and variable costs together make up a company’s total cost. These are the two types of costs that companies have to bear when producing goods and services.A fixed cost does not change with the volume of goods or services a company produces. It always remains the same.A variable cost, on the other hand, increases and decreases depending on the volume of goods and services produced. In other words, it varies with the amount produced.

Let’s take a look at some of the main differences between fixed and variable costs:

Criteria Fixed Costs Variable Costs

Meaning A cost that stays the same, regardless of the output produced.

A cost that changes when the

Nature Time related. Volume related.Incurred Incurred irrespective of units being

produced.Incurred only when units are produced.

Unit cost Inversely proportional to the number of units produced.

Remains the same, per unit.

Examples Depreciation, rent, salary, insurance, tax etc.

Material consumed, wages, commission on sales, packing expenses, etc.

9.3.3 Costs: Fixed vs Variable: What are Fixed and Variable Costs

Differences Between Fixed and Variable Costs

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Investment means that money is spent today with the aim of reaping financial gains at a future time. The main types of investment options are as follows:

• Bonds: Bonds are instruments used by public and private companies to raise large sums ofmoney – too large to be borrowed from a bank. These bonds are then issued in the publicmarket and are bought by lenders.

• Stocks: Stocks or equity are shares that are issued by companies and are bought by thegeneral public.

• Small Savings Schemes: Small Savings Schemes are tools meant to save money in smallamounts. Some popular schemes are the Employees Provident Fund, Sukanya SamriddhiScheme and National Pension Scheme.

• Mutual Funds: Mutual Funds are professionally managed financial instruments that investmoney in different securities on behalf of investors.

• Fixed Deposits: A fixed amount of money is kept aside with a financial institution for afixed amount of time in return for interest on the money.

• Real Estate: Loans are taken from banks to purchase real estate, which is then leased orsold with the aim of making a profit on the appreciated property price.

• Hedge Funds: Hedge funds invest in both financial derivatives and/or publicly tradedsecurities.

• Private Equity: Private Equity is trading in the shares of an operating company that is notpublicly listed and whose shares are not available on the stock market.

• Venture Capital : Venture Capital involves investing substantial capital in a buddingcompany in return for stocks in that company.

There are two types of insurance – Life Insurance and Non-Life or General Insurance.

Life Insurance

Life Insurance deals with all insurance covering human life.

Life Insurance Products

The main life insurance products are:

• Term Insurance: This is the simplest and cheapest form of insurance. It offers financialprotection for a specified tenure, say 15 to 20 years. In the case of your death, your familyis paid the sum assured. In the case of your surviving the term, the insurer pays nothing.

• Endowment Policy: This offers the dual benefit of insurance and investment. Part of thepremium is allocated towards the sum assured, while the remaining premium gets investedin equity and debt. It pays a lump sum amount after the specified duration or on the deathof the policyholder, whichever is earlier.

• Unit-Linked Insurance Plan (ULIP): Here part of the premium is spent on the life cover,while the remaining amount is invested in equity and debt. It helps develop a regularsaving habit.

9.3.4 Investment, Insurance and Taxes: Investment

Insurance

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• Money Back Life Insurance :While the policyholder is alive, periodic payments of thepartial survival benefits are made during the policy tenure. On the death of the insured,the insurance company pays the full sum assured along with survival benefits.

• Whole Life Insurance : It offers the dual benefit of insurance and investment. It offersinsurance cover for the whole life of the person or up to 100 years whichever is earlier.

General Insurance

General Insurance deals with all insurance covering assets like animals, agricultural crops, goods, factories, cars and so on.

General Insurance Products

The main general insurance products are:

• Motor Insurance: This can be divided into Four Wheeler Insurance and Two WheelerInsurance.

• Health Insurance: The main types of health insurance are individual health insurance, familyfloater health insurance, comprehensive health insurance and critical illness insurance.

• Travel Insurance: This can be categorised into Individual Travel Policy, Family Travel Policy,Student Travel Insurance and Senior Citizen Health Insurance.

• Home Insurance: This protects the house and its contents from risk.

• Marine Insurance: This insurance covers goods, freight, cargo etc. against loss or damageduring transit by rail, road, sea and/or air.

There are two types of taxes – Direct Taxes and Indirect Taxes.

Direct Tax

Direct taxes are levied directly on an entity or a person and are non-transferrable.

Some examples of Direct Taxes are:

• Income Tax: This tax is levied on your earning in a financial year. It is applicable to both,individuals and companies.

• Capital Gains Tax: This tax is payable whenever you receive a sizable amount of money.It is usually of two types – short term capital gains from investments held for less than 36months and long term capital gains from investments held for longer than 36 months.

• Securities Transaction Tax: This tax is added to the price of a share. It is levied every timeyou buy or sell shares.

• Perquisite Tax: This tax is levied is on perks that have been acquired by a company or usedby an employee.

• Corporate Tax: Corporate tax is paid by companies from the revenue they earn.

Indirect Tax

Indirect taxes are levied on goods or services.

Some examples of Indirect Taxes are:

• Sales Tax: Sales Tax is levied on the sale of a product.

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• Service Tax: Service Tax is added to services provided in India.

• Value Added Tax: Value Added Tax is levied at the discretion of the state government. Thetax is levied on goods sold in the state. The tax amount is decided by the state.

• Customs Duty & Octroi: Customs Duty is a charge that is applied on purchases that areimported from another country. Octroi is levied on goods that cross state borders within India.

• Excise Duty: Excise Duty is levied on all goods manufactured or produced in India.

• Think about how quickly you need your money back and pick an investment optionaccordingly.

• Ensure that you are buying the right type of insurance policy for yourself.

• Remember, not paying taxes can result in penalties ranging from fines to imprisonment.

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Internet or online banking allows account holders to access their account from a laptop at any location. In this way, instructions can be issued. To access an account, account holders simply need to use their unique customer ID number and password.Internet banking can be used to:

• Find out an account balance

• Transfer amounts from one account to another

• Arrange for the issuance of cheques

• Instruct payments to be made

• Request for a cheque book

• Request for a statement of accounts

• Make a fixed deposit

Electronic funds transfer is a convenient way of transferring money from the comfort of one’s own home, using integrated banking tools like internet and mobile banking.

Transferring funds via an electronic gateway is extremely convenient. With the help of online banking, you can choose to:

• Transfer funds into your own accounts of the same bank.

• Transfer funds into different accounts of the same bank.

• Transfer funds into accounts in different banks, using NEFT.

• Transfer funds into other bank accounts using RTGS.

• Transfer funds into various accounts using IMPS.

NEFT stands for National Electronic Funds Transfer. This money transfer system allows you to electronically transfer funds from your respective bank accounts to any other account, either in the same bank or belonging to any other bank. NEFT can be used by individuals, firms and corporate organizations to transfer funds between accounts.

In order to transfer funds via NEFT, two things are required:

• A transferring bank

• A destination bank

Before you can transfer funds through NEFT, you will need to register the beneficiary who will be receiving the funds. In order to complete this registration, you will require the following

• Recipient’s name • Recipient’s bank’s name• Recipient’s account number • Recipient’s bank’s IFSC code

9.3.5 Online Banking, NEFT, RTGS etc.: What is Online Banking

Electronic Funds Transfers

NEFT

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RTGS stands for Real Time Gross Settlement. This is a real time funds transfer system which enables you to transfer funds from one bank to another, in real time or on a gross basis. The transferred amount is immediately deducted from the account of one bank, and instantly credited to the other bank’s account. The RTGS payment gateway is maintained by the Reserve Bank of India. The transactions between banks are made electronically.RTGS can be used by individuals, companies and firms to transfer large sums of money. Before remitting funds through RTGS, you will need to add the beneficiary and his bank account details via your online banking account. In order to complete this registration, you will require the following information:• Name of the beneficiary • Beneficiary’s account number• Beneficiary’s bank address • Beneficiary’s bank’s IFSC code

IMPS stands for Immediate Payment Service. This is a real-time, inter-bank, electronic funds transfer system used to transfer money instantly within banks across India. IMPS enables users to make instant electronic transfer payments using mobile phones through both, Mobile Banking and SMS. It can also be used through ATMs and online banking. IMPS is available 24 hours a day and 7 days a week. The system features a secure transfer gateway and immediately confirms orders that have been fulfilled.To transfer money through IMPS, the you need to:• Register for IMPS with your bank

• Receive a Mobile Money Identifier (MMID) from the bank

• Receive a MPIN from the bank

Once you have both these, you can login or make a request through SMS to transfer a particular amount to a beneficiary.For the beneficiary to receive the transferred money, he must:

1. Link his mobile number with his respective account2. Receive the MMID from the bank

In order to initiate a money transfer through IMPS, you will need to enter the following information:

1. The beneficiary’s mobile number 2. The beneficiary’s MMID3. The transfer amount 4. Your MPIN

As soon as money has been deducted from your account and credited into the beneficiary’s account, you will be sent a confirmation SMS with a transaction reference number, for future reference.

RTGS

IMPS

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Criteria NEFT RTGS IMPS

Settlement Done in batches Real-time Real-time

Full form National Electronic Fund Transfer

Real Time Gross Settlement

Immediate Payment Service

Timings on Monday – Friday

8:00 am – 6:30 pm 9:00 am – 4:30 pm 24x7

Timings on Saturday

8:00 am – 1:00 pm 9:00 am – 1:30 pm 24x7

Minimum amount of money transfer

limit

`1 `2 lacs `1

Maximum amount of money transfer

limit

`10 lacs `10 lacs per day `2 lacs

Maximum charges as per RBI

Upto 10,000 – `2.5 above 10,000 – 1 lac

– `5above 1 – 2 lacs –

`15 above 2 – 5 lacs –

`25

above 5 – 10 lacs – `25

above 2 – 5 lacs – `25

above 5 – 10 lacs – `50

Upto 10,000 – `5 above 10,000 – 1 lac

– `5above 1 – 2 lacs –

`15

Differences Between NEFT, RTGS & IMPS

• Never click on any links in any e-mail message to access your online banking website.

• You will never be asked for your credit or debit card details while using online banking.

• Change your online banking password regularly.

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9.4. Preparing for Employment & Self Employment

The success of your getting the job that you want depends largely on how well your interview for that job goes. Therefore, before you go in for your interview, it is important that you prepare for it with a fair amount of research and planning. Take a look at the steps to follow in order to be well prepared for an interview:1. Research the organization that you are having the interview with.

• Studying the company beforehand will help you be more prepared at the time of theinterview. Your knowledge of the organization will help you answer questions at thetime of the interview, and will leave you looking and feeling more confident. This is sureto make you stand out from other, not as well informed, candidates.

• Look for background information on the company. Ty and find an overview of thecompany and its industry profile.

• Visit the company website to get a good idea of what the company does. A companywebsite offers a wealth of important information. Read and understand the company’smission statement. Pay attention to the company’s products/services and client list. Readthrough any press releases to get an idea of the company’s projected growth and stability.

• Note down any questions that you have after your research has been completed.

2. Think about whether your skills and qualifications match the job requirements.

• Carefully read through and analyze the job description.

• Make a note of the knowledge, skills and abilities required to fulfill the job requirements.

• Take a look at the organization hierarchy. Figure out where the position you are applyingfor fits into this hierarchy.

3. Go through the most typical interview questions asked, and prepare your responses.

• Remember, in most interviews a mix of resume-based, behavioral and case studyquestions are asked.

• Think about the kind of answers you would like to provide to typical questions asked inthese three areas.

• Practice these answers until you can express them confidently and clearly.

9.4.1 Interview Preparation: How to Prepare for an Interview


1. Discuss the steps to prepare for an interview

2. Discuss the steps to create an effective Resume

3. Discuss the most frequently asked interview questions

4. Discuss how to answer the most frequently asked interview questions

5. Discuss basic workplace terminology

Unit Objectives

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4. Plan your attire for the interview.

• It is always safest to opt for formal business attire, unless expressly informed to dress inbusiness casual (in which case you should use your best judgement).

• Ensure that your clothes are clean and well-ironed. Pick neutral colours – nothing toobright or flashy.

• The shoes you wear should match your clothes, and should be clean and suitable foran interview.

• Remember, your aim is to leave everyone you meet with the impression that you are aprofessional and highly efficient person.

5. Ensure that you have packed everything that you may require during the interview.

• Carry a few copies of your resume. Use a good quality paper for your resume print outs.

• Always take along a notepad and a pen.

• Take along any information you may need to refer to, in order to fill out an applicationform.

• Carry a few samples of your work, if relevant.

6. Remember the importance of non-verbal communication.

• Practice projecting confidence. Remind yourself to smile and make eye contact. Practicegiving a firm handshake.

• Keep in mind the importance of posture. Practice sitting up straight. Train yourself to stopnervous gestures like fidgeting and foot-tapping.

• Practice keeping your reactions in check. Remember, your facial expressions provide agood insight into your true feelings. Practice projecting a positive image.

7. Make a list of questions to end the interview with.

• Most interviews will end with the interviewer(s) asking if you have any questions. Thisis your chance to show that you have done your research and are interested in learningmore about the company.

• If the interviewer does not ask you this question, you can inform him/her that you havesome queries that you would like to discuss. This is the time for you to refer to the notesyou made while studying the company.

• Some good questions to ask at this point are:o What do you consider the most important criteria for success in this job?o How will my performance be evaluated?o What are the opportunities for advancement?o What are the next steps in the hiring process?

• Remember, never ask for information that is easily available on the company website.

• Ask insightful and probing questions.

• When communicating, use effective forms of body language like smiling, making eyecontact, and actively listening and nodding. Don’t slouch, play with nearby items, fidget,chew gum, or mumble.

Tips

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A resume is a formal document that lists a candidate’s work experience, education and skills. A good resume gives a potential employer enough information to believe the applicant is worth interviewing. That’s why it is so important to create a résumé that is effective. Take a look at the steps to create an effective resume:

Step 1: Write the Address SectionThe Address section occupies the top of your resume. It includes information like your name, address, phone number and e-mail address. Insert a bold line under the section to separate it from rest of your resume.Example:

Jasmine WattsBreach Candy, Mumbai – IndiaContact No: +91 2223678270Email: [email protected]

Step 2: Add the Profile Summary SectionThis part of your resume should list your overall experiences, achievements, awards, certifications and strengths. You can make your summary as short as 2-3 bullet points or as long as 8-10 bullet points.Example:

Profile Summary

• A Content Writer graduated from University of Strathclyde having 6 years of experiencein writing website copy.

• Core expertise lies in content creation for e-learning courses, specifically for the K-12segment.

Step 3: Include Your Educational Qualifications

When listing your academic records, first list your highest degree. Then add the second highest qualification under the highest one and so on. To provide a clear and accurate picture of your educational background, it is critical that include information on your position, rank, percentage or CPI for every degree or certification that you have listed.If you have done any certifications and trainings, you can add a Trainings & Certifications section under your Educational Qualifications section.Example:

Educational Qualifications

• Masters in International Management (2007) from Columbia University with 8.8 CPI.

• Bachelor of Management Studies (2004) from Mumbai University with 87% marks.

• 10+2 with Math, Stats (2001) from Maharashtra Board with 91% marks.

• High School (1999) from Maharashtra Board with 93% marks.

9.4.2 Preparing an Effective Resume: How to Create an Effective Resume

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Step 4: List Your Technical SkillsWhen listing your technical skills, start with the skills that you are most confident about. Then add the skills that you do not have as good a command over. It is perfectly acceptable to include just one skill, if you feel that particular skill adds tremendous value to your résumé. If you do not have any technical skills, you can omit this step.Example:

Technical Skills

• Flash

• Photoshop

Step 5: Insert Your Academic Project ExperienceList down all the important projects that you have worked on. Include the following information in this section:

• Project title • Organization • Platform used• Contribution • Description

Example:

Academic Projects

Project Title: Different Communication SkillsOrganization: True Blue SolutionsPlatform used: ArticulateContribution: Content writing and graphic visualizationDescription: Development of storyboards for corporate induction & training programs

Step 6: List Your Strengths

This is where you list all your major strengths. This section should be in the form of a bulleted list.Example:

Strengths

• Excellent oral, written and presentation skills• Action-oriented and result-focused• Great time management skills

Step 7: List Your Extracurricular ActivitiesIt is very important to show that you have diverse interests and that your life consists of more than academics. Including your extracurricular activities can give you an added edge over other candidates who have similar academic scores and project experiences. This section should be in the form of a bulleted list.

176

Example:

Extracurricular Activities

• Member of the Debate Club

• Played tennis at a national level

• Won first prize in the All India Camel Contest, 2010

Step 8: Write Your Personal Details

The last section of your résumé must include the following personal information:

• Date of birth • Gender & marital status• Nationality • Languages known

Example:

Personal Details• Date of birth: 25th May, 1981

• Gender & marital status: Female, Single

• Nationality: Indian

• Languages known: English, Hindi, Tamil, French

• Keep your resume file name short, simple and informational.

• Make sure the resume is neat and free from typing errors.

• Always create your resume on plain white paper.

Tips

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Take a look at some of the most frequently asked interview questions, and some helpful tips on how to answer them.Q1. Can you tell me a little about yourself?

Tips to answer:

• Don’t provide your full employment or personal history.

• Offer 2-3 specific experiences that you feel are most valuable and relevant.

• Conclude with how those experiences have made you perfect for this specific role.

Q2. How did you hear about the position?

Tips to answer:

• Tell the interviewer how you heard about the job – whether it was through a friend(name the friend), event or article (name them) or a job portal (say which one).

• Explain what excites you about the position and what in particular caught your eyeabout this role.

Q3. What do you know about the company?

Tips to answer:

• Don’t recite the company’s About Us page.

• Show that you understand and care about the company’s goals.

• Explain why you believe in the company’s mission and values.

Q4. Why do you want this job?

Tips to answer:

• Show that you are passionate about the job.

• Identify why the role is a great fit for you.

• Explain why you love the company.

Q5. Why should we hire you?

Tips to answer:

• Prove through your words that you can not only do the work, but can definitely deliverexcellent results.

• Explain why you would be a great fit with the team and work culture.

• Explain why you should be chosen over any other candidate.

Q6. What are your greatest professional strengths?

Tips to answer:

• Be honest – share some of your real strengths, rather than give answers that you thinksound good.

• Offer examples of specific strengths that are relevant to the position you are applying for.

• Provide examples of how you’ve demonstrated these strengths.

Q7. What do you consider to be your weaknesses?

Tips to answer:

• The purpose of this question is to gauge your self-awareness and honesty.

• Give an example of a trait that you struggle with, but that you’re working on to improve.

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Q8. What are your salary requirements?

Tips to answer:

• Do your research beforehand and find out the typical salary range for the job you areapplying for.

• Figure out where you lie on the pay scale based on your experience, education, and skills.

• Be flexible. Tell the interviewer that you know your skills are valuable, but that you wantthe job and are willing to negotiate.

Q9. What do you like to do outside of work?

Tips to answer:

• The purpose of this question is to see if you will fit in with the company culture.

• Be honest – open up and share activities and hobbies that interest and excite you.

Q10. If you were an animal, which one would you want to be?

Tips to answer:

• The purpose of this question is to see if you are able to think on your feet.

• There’s no wrong answer – but to make a great impression try to bring out your strengthsor personality traits through your answer.

Q11: What do you think we could do better or differently?

Tips to answer:

• The purpose of this question is to see if you have done your research on the company,and to test whether you can think critically and come up with new ideas.

• Suggest new ideas. Show how your interests and expertise would help you executethese ideas.

Q12: Do you have any questions for us?

Tips to answer:

• Do not ask questions to which the answers can be easily found on the company websiteor through a quick online search.

• Ask intelligent questions that show your ability to think critically.

• Be honest and confident while answering.

• Use examples of your past experiences wherever possible to make your answers moreimpactful.

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Every employee should be well versed in the following terms:

• Annual leave: Paid vacation leave given by employers to employees.

• Background Check: A method used by employers to verify the accuracy of the informationprovided by potential candidates.

• Benefits: A part of an employee’s compensation package.

• Breaks: Short periods of rest taken by employees during working hours.

• Compensation Package: The combination of salary and benefits that an employer providesto his/her employees.

• Compensatory Time (Comp Time): Time off in lieu of pay.

• Contract Employee: An employee who works for one organization that sells said employee’sservices to another company, either on a project or time basis.

• Contract of Employment: When an employee is offered work in exchange for wages orsalary, and accepts the offer made by the employer, a contract of employment exists.

• Corporate Culture: The beliefs and values shared by all the members of a company, andimparted from one generation of employees to another.

• Counter Offer/Counter Proposal: A negotiation technique used by potential candidates toincrease the amount of salary offered by a company.

• Cover Letter: A letter that accompanies a candidate’s resume. It emphasizes the importantpoints in the candidate’s resume and provides real examples that prove the candidate’sability to perform the expected job role.

• Curriculum Vitae (CV)/Resume: A summary of a candidate’s achievements, educationalbackground, work experience, skills and strengths.

• Declining Letter: A letter sent by an employee to an employer, turning down the job offermade by the employer to the employee.

• Deductions: Amounts subtracted from an employee’s pay and listed on the employee’spay slip.

• Discrimination: The act of treating one person not as favourably as another person.

• Employee: A person who works for another person in exchange for payment.

• Employee Training: A workshop or in-house training that an employee is asked to attendby his or her superior, for the benefit of the employer.

• Employment Gaps: Periods of unemployed time between jobs.

• Fixed-Term Contract: A contract of employment which gets terminated on an agreed-upondate.

• Follow-Up: The act of contacting a potential employer after a candidate has submitted hisor her resume.

• Freelancer/Consultant/Independent Contractor: A person who works for him or herselfand pitches for temporary jobs and projects with different employers.

• Holiday: Paid time-off from work.

• Hourly Rate: The amount of salary or wages paid for 60 minutes of work.

9.4.4 Work Readiness – Terms & Terminologies: Basic Workplace Terminology

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• Internship: A job opportunity offered by an employer to a potential employee, called anintern, to work at the employer’s company for a fixed, limited time period.

• Interview: A conversation between a potential employee and a representative of anemployer, in order to determine if the potential employee should be hired.

• Job Application: A form which asks for a candidate’s information like the candidate’s name,address, contact details and work experience. The purpose of a candidate submitting a jobapplication, is to show that candidate’s interest in working for a particular company.

• Job Offer: An offer of employment made by an employer to a potential employee.

• Job Search Agent: A program that enables candidates to search for employmentopportunities by selecting criteria listed in the program, for job vacancies.

• Lay Off: A lay off occurs when an employee is temporarily let go from his or her job, due tothe employer not having any work for that employee.

• Leave: Formal permission given to an employee, by his or her employer, to take a leave ofabsence from work.

• Letter of Acceptance: A letter given by an employer to an employee, confirming the offerof employment made by the employer, as well as the conditions of the offer.

• Letter of Agreement: A letter that outlines the terms of employment.

• Letter of Recommendation: A letter written for the purpose of validating the work skillsof a person.

• Maternity Leave: Leave taken from work by women who are pregnant, or who have justgiven birth.

• Mentor: A person who is employed at a higher level than you, who offers you advice andguides you in your career.

• Minimum wage: The minimum wage amount paid on an hourly basis.

• Notice: An announcement made by an employee or an employer, stating that theemployment contract will end on a particular date.

• Offer of Employment: An offer made by an employer to a prospective employee thatcontains important information pertaining to the job being offered, like the starting date,salary, working conditions etc.

• Open-Ended Contract: A contract of employment that continues till the employer oremployee terminates it.

• Overqualified: A person who is not suited for a particular job because he or she has toomany years of work experience, or a level of education that is much higher than requiredfor the job, or is currently or was previously too highly paid.

• Part-Time Worker: An employee who works for fewer hours than the standard number ofhours normally worked.

• Paternity Leave: Leave granted to a man who has recently become a father.

• Recruiters/Headhunters/Executive Search Firms: Professionals who are paid by employersto search for people to fill particular positions.

• Resigning/Resignations: When an employee formally informs his or her employer that heor she is quitting his or her job.

• Self-Employed: A person who has his or her own business and does not work in thecapacity of an employee.

• Time Sheet: A form that is submitted to an employer, by an employee, that contains thenumber of hours worked every day by the employee.

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9.5. Understanding Entrepreneurship

1. At the end of this unit, you will be able to:

2. Discuss the concept of entrepreneurship

3. Discuss the importance of entrepreneurship

4. Describe the characteristics of an entrepreneur

5. Describe the different types of enterprises

6. List the qualities of an effective leader

7. Discuss the benefits of effective leadership

8. List the traits of an effective team

9. Discuss the importance of listening effectively

10. Discuss how to listen effectively

11. Discuss the importance of speaking effectively

12. Discuss how to speak effectively

13. Discuss how to solve problems

14. List important problem solving traits

15. Discuss ways to assess problem solving skills

16. Discuss the importance of negotiation

17. Discuss how to negotiate

18. Discuss how to identify new business opportunities

19. Discuss how to identify business opportunities within your business

20. Understand the meaning of entrepreneur

21. Describe the different types of entrepreneurs

22. List the characteristics of entrepreneurs

23. Recall entrepreneur success stories

24. Discuss the entrepreneurial process

25. Describe the entrepreneurship ecosystem

26. Discuss the government’s role in the entrepreneurship ecosystem

27. Discuss the current entrepreneurship ecosystem in India

28. Understand the purpose of the Make in India campaign

29. Discuss the relationship between entrepreneurship and risk appetite

30. Discuss the relationship between entrepreneurship and resilience

31. Describe the characteristics of a resilient entrepreneur

32. Discuss how to deal with failure

Unit Objectives

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Anyone who is determined to start a business, no matter what the risk, is an entrepreneur. Entrepreneurs run their own start-up, take responsibility for the financial risks and use creativity, innovation and vast reserves of self-motivation to achieve success. They dream big and are determined to do whatever it takes to turn their idea into a viable offering. The aim of an entrepreneur is to create an enterprise. The process of creating this enterprise is known as entrepreneurship.

Entrepreneurship is very important for the following reasons:

1. It results in the creation of new organizations

2. It brings creativity into the marketplace

3. It leads to improved standards of living

4. It helps develop the economy of a country

All successful entrepreneurs have certain characteristics in common.

They are all:

• Extremely passionate about their work

• Confident in themselves

• Disciplined and dedicated

• Motivated and driven

• Highly creative

• Visionaries

• Open-minded

• Decisive

Entrepreneurs also have a tendency to:

• Have a high risk tolerance

• Thoroughly plan everything

• Manage their money wisely

• Make their customers their priority

• Understand their offering and their market in detail

• Ask for advice from experts when required

• Know when to cut their losses

9.5.1 Concept Introduction, (Characteristic of an Entrepreneur, types of firms / types of enterprises): Entrepreneurs and Entrepreneurship

Importance of Entrepreneurship

Characteristics of Entrepreneurs

183



Some famous entrepreneurs are:

• Bill Gates (Founder of Microsoft)

• Steve Jobs (Co-founder of Apple)

• Mark Zuckerberg (Founder of Facebook)

• Pierre Omidyar (Founder of eBay)

As an entrepreneur in India, you can own and run any of the following types of enterprises:

Sole Proprietorship

In a sole proprietorship, a single individual owns, manages and controls the enterprise. This type of business is the easiest to form with respect to legal formalities. The business and the owner have no separate legal existence. All profit belongs to the proprietor, as do all the losses - the liability of the entrepreneur is unlimited.

Partnership

A partnership firm is formed by two or more people. The owners of the enterprise are called partners. A partnership deed must be signed by all the partners. The firm and its partners have no separate legal existence. The profits are shared by the partners. With respect to losses, the liability of the partners is unlimited. A firm has a limited life span and must be dissolved when any one of the partners dies, retires, claims bankruptcy or goes insane.

Limited Liability Partnership (LLP)

In a Limited Liability Partnership or LLP, the partners of the firm enjoy perpetual existence as well as the advantage of limited liability. Each partner’s liability is limited to their agreed contribution to the LLP. The partnership and its partners have a separate legal existence.

Examples of Famous Entrepreneurs

Types of Enterprises

• Learn from others’ failures.

• Be certain that this is what you want.

• Search for a problem to solve, rather than look for a problem to attach to your idea.

Tips

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Leadership means setting an example for others to follow. Setting a good example means not asking someone to do something that you wouldn’t willingly want to do yourself. Leadership is about figuring out what to do in order to win as a team, and as a company.

Leaders believe in doing the right things. They also believe in helping others to do the right things. An effective leader is someone who:

• Creates an inspiring vision of the future.

• Motivates and inspires his team to pursue that vision.

Effective leadership results in numerous benefits. Great leadership leads to the leader successfully:

• Gaining the loyalty and commitment of the team members

• Motivating the team to work towards achieving the company’s goals and objectives

• Building morale and instilling confidence in the team members

• Fostering mutual understanding and team-spirit among team members

• Convincing team members about the need to change when a situation requires adaptability

Building a successful enterprise is only possible if the entrepreneur in charge possesses excellent leadership qualities. Some critical leadership skills that every entrepreneur must have are:

1. Pragmatism: This means having the ability to highlight all obstacles and challenges, inorder to resolve issues and reduce risks.

2. Humility: This means admi翿�ng to mistakes often and early, and being quick to takeresponsibility for your actions. Mistakes should be viewed as challenges to overcome, notopportunities to point blame.

3. Flexibility: It is critical for a good leader to be very flexible and quickly adapt to change. Itis equally critical to know when to adapt and when not to.

4. Authenticity: This means showing both, your strengths and your weaknesses. It meansbeing human and showing others that you are human.

5. Reinvention: This means refreshing or changing your leadership style when necessary. Todo this, it’s important to learn where your leadership gaps lie and find out what resourcesare required to close them.

6. Awareness: This means taking the time to recognize how others view you. It meansunderstanding how your presence affects those around you.

9.5.2 Leadership & Teamwork: Leadership and Leaders

Benefits of Effective Leadership

Leadership Qualities That All Entrepreneurs Need

185



Teamwork occurs when the people in a workplace combine their individual skills to pursue a common goal. Effective teams are made up of individuals who work together to achieve this common goal. A great team is one who holds themselves accountable for the end result.

For an entrepreneurial leader, building an effective team is critical to the success of a venture. An entrepreneur must ensure that the team he builds possesses certain crucial qualities, traits and characteristics. An effective team is one which has:1. Unity of purpose: All the team members should clearly understand and be equally

committed to the purpose, vision and goals of the team.

2. Great communication skills: Team members should have the ability to express theirconcerns, ask questions and use diagrams, and charts to convey complex information.

3. The ability to collaborate: Every member should feel entitled to provide regular feedbackon new ideas.

4. Initiative: The team should consist of proactive individuals. The members should have theenthusiasm to come up with new ideas, improve existing ideas, and conduct their ownresearch.

5. Visionary members: The team should have the ability to anticipate problems and act onthese potential problem before they turn into real problems.

6. Great adaptability skills: The team must believe that change is a positive force. Changeshould be seen as the chance to improve and try new things.

7. Excellent organizational skills: The team should have the ability to develop standard workprocesses, balance responsibilities, properly plan projects, and set in place methods tomeasure progress and ROI.

Teamwork and Teams

Importance of Teamwork in Entrepreneurial Success

• Don’t get too attached to your original idea. Allow it to evolve and change.

• Be aware of your weaknesses and build a team that will complement your shortfalls.

• Hiring the right people is not enough. You need to promote or incentivize your mosttalented people to keep them motivated.

• Earn your team’s respect.

Tips

186

Listening is the ability to correctly receive and understand messages during the process of communication. Listening is critical for effective communication. Without effective listening skills, messages can easily be misunderstood. This results in a communication breakdown and can lead to the sender and the receiver of the message becoming frustrated or irritated.

It’s very important to note that listening is not the same as hearing. Hearing just refers to sounds that you hear. Listening is a whole lot more than that. To listen, one requires focus. It means not only paying attention to the story, but also focusing on how the story is relayed, the way language and voice is used, and even how the speaker uses their body language. The ability to listen depends on how effectively one can perceive and understand both, verbal and non-verbal cues.

To listen effectively you should:

• Stop talking

• Stop interrupting

• Focus completely on what is being said

• Nod and use encouraging words and gestures

• Be open-minded

• Think about the speaker’s perspective

• Be very, very patient

• Pay attention to the tone that is being used

• Pay attention to the speaker’s gestures, facial expressions and eye movements

• Not try and rush the person

• Not let the speaker’s mannerisms or habits irritate or distract you

How successfully a message gets conveyed depends entirely on how effectively you are able to get it through. An effective speaker is one who enunciates properly, pronounces words correctly, chooses the right words and speaks at a pace that is easily understandable. Besides this, the words spoken out loud need to match the gestures, tone and body language used.

What you say, and the tone in which you say it, results in numerous perceptions being formed. A person who speaks hesitantly may be perceived as having low self-esteem or lacking in knowledge of the discussed topic. Those with a quiet voice may very well be labelled as shy. And those who speak in commanding tones with high levels of clarity, are usually considered to be extremely confident. This makes speaking a very critical communication skill.

9.5.3 Communication Skills: Listening & Speaking: The Importance of Listening Effectively

How to Listen Effectively

How to Listen Effectively

187



To speak effectively you should:

• Incorporate body language in your speech like eye contact, smiling, nodding, gesturing etc.

• Build a draft of your speech before actually making your speech.

• Ensure that all your emotions and feelings are under control.

• Pronounce your words distinctly with the correct pitch and intensity. Your speech shouldbe crystal clear at all times.

• Use a pleasant and natural tone when speaking. Your audience should not feel like you areputting on an accent or being unnatural in any way.

• Use precise and specific words to drive your message home. Ambiguity should be avoidedat all costs.

• Ensure that your speech has a logical flow.

• Be brief. Don’t add any unnecessary information.

• Make a conscious effort to avoid irritating mannerisms like fidgeting, twitching etc.

• Choose your words carefully and use simple words that the majority of the audience willhave no difficulty understanding.

• Use visual aids like slides or a whiteboard.

• Speak slowly so that your audience can easily understand what you’re saying. However, becareful not to speak too slowly because this can come across as stiff, unprepared or evencondescending.

• Remember to pause at the right moments.

How to Speak Effectively

• If you’re finding it difficult to focus on what someone is saying, try repeating their wordsin your head.

• Always maintain eye contact with the person that you are communicating with, whenspeaking as well as listening. This conveys and also encourages interest in the conversation.

Tips

188

As per The Concise Oxford Dictionary (1995), a problem is, “A doubtful or difficult matter requiring a solution”All problems contain two elements:

1. Goals 2. ObstaclesThe aim of problem solving is to recognize the obstacles and remove them in order to achieve the goals.

As an entrepreneur, it would be a good idea to assess the level of problem solving skills of potential candidates before hiring them. Some ways to assess this skill are through:1. Application forms: Ask for proof of the candidate’s problem solving skills in the application

form.

2. Psychometric tests: Give potential candidates logical reasoning and critical thinking testsand see how they fare.

3. Interviews: Create hypothetical problematic situations or raise ethical questions and seehow the candidates respond.

4. Technical questions: Give candidates examples of real life problems and evaluate theirthought process.

Solving a problem requires a level of rational thinking. Here are some logical steps to follow when faced with an issue:

Step 1: Identify the problem Step 2: Study the problem in detailStep 3: List all possible solutions Step 4: Select the best solutionStep 5: Implement the chosen solution Step 6: Check that the problem has really been solved

Highly developed problem solving skills are critical for both, business owners and their employees. The following personality traits play a big role in how effectively problems are solved:

• Being open minded • Asking the right questions• Being proactive • Not panicking• Having a positive attitude • Focusing on the right problem

9.5.4 Problem Solving & Negotiation skills: What is a Problem?

How to Assess for Problem Solving Skills

How to Solve Problems

Important Traits for Problem Solving

189



Negotiation is a method used to settle differences. The aim of negotiation is to resolve differences through a compromise or agreement while avoiding disputes. Without negotiation, conflicts are likely to lead to resentment between people. Good negotiation skills help satisfy both parties and go a long way towards developing strong relationships.

Starting a business requires many, many negotiations. Some negotiations are small while others are critical enough to make or break a startup. Negotiation also plays a big role inside the workplace. As an entrepreneur, you need to know not only know how to negotiate yourself, but also how to train employees in the art of negotiation.

Take a look at some steps to help you negotiate:

Step 1: Pre-Negotiation Preparation

Agree on where to meet to discuss the problem, decide who all will be present and set a time limit for the discussion.

Step 2: Discuss the Problem

This involves asking questions, listening to the other side, putting your views forward and clarifying doubts.

Step 3: Clarify the Objective

Ensure that both parties want to solve the same problem and reach the same goal.

Step 4: Aim for a Win-Win Outcome

Try your best to be open minded when negotiating. Compromise and offer alternate solutions to reach an outcome where both parties win.

Step 5: Clearly Define the Agreement

When an agreement has been reached, the details of the agreement should be crystal clear to both sides, with no scope for misunderstandings.

Step 6: Implement the Agreed Upon Solution

Agree on a course of action to set the solution in motion

What is Negotiation?

Why Negotiate

How to Negotiate

• Know exactly what you want before you work towards getting it

• Give more importance to listening and thinking, than speaking

• Focus on building a relationship rather than winning

• Remember that your people skills will affect the outcome

• Know when to walk away – sometimes reaching an agreement may not be possible

Tips

190

“The entrepreneur always searches for change, responds to it and exploits it as an opportunity.”

Peter Drucker

The ability to identify business opportunities is an essential characteristic of an entrepreneur.

The word opportunity suggests a good chance or a favourable situation to do something offered by circumstances.

A business opportunity means a good or favourable change available to run a specific business in a given environment, at a given point of time.

A critical question that all entrepreneurs face is how to go about finding the business opportunity that is right for them.Some common questions that entrepreneurs constantly think about are:• Should the new enterprise introduce a new product or service based on an unmet need?

• Should the new enterprise select an existing product or service from one market and offerit in another where it may not be available?

• Should the enterprise be based on a tried and tested formula that has worked elsewhere?

It is therefore extremely important that entrepreneurs must learn how to identify new and existing business opportunities and evaluate their chances of success.

An idea is an opportunity when:• It creates or adds value to a customer

• It solves a significant problem, removes a pain point or meets a demand

• Has a robust market and profit margin

• Is a good fit with the founder and management team at the right time and place

9.5.5 Business Opportunities Identification: Entrepreneurs and Opportunities

What is an Opportunity?

Common Questions Faced by Entrepreneurs

When is an Idea an Opportunity?

Consider the following when looking for business opportunities:

• Economic trends • Market trends• Changes in funding • Changes in political support• Changing relationships between vendors,

partners and suppliers• Shift in target audience

Factors to Consider When Looking for Opportunities

191



1. SWOT Analysis

An excellent way to identify opportunities inside your business is by creating a SWOTanalysis. The acronym SWOT stands for strengths, weaknesses, opportunities, and threats.SWOT analysis framework:

STRENGTH

What are your strengths?

What unique capabilities do you posses?

What do you do better than others?

What do others percieve as your strengths?

WEAKNESSES

What are your weaknesses?

What do your competitors do better than you?

OPPORTUNITIES

What Trends may positively impact you?

What oppprtunities are available to you?

THREATS

Do you have solid financial support?

What trends may negatively impact you?

S W

O T

Consider the following when looking for business opportunities:By looking at yourself and your competitors using the SWOT framework, you can uncover opportunities that you can exploit, as well as manage and eliminate threats that could derail your success.

2. Establishing Your USP

Establish your USP and position yourself as different from your competitors. Identify why customers should buy from you and promote that reason.

1. Identify Market Inefficiencies

When looking at a market, consider what inefficiencies are present in the market. Thinkabout ways to correct these inefficiencies.

2. Remove Key Hassles

Rather than create a new product or service, you can innovatively improve a product,service or process.

3. Create Something New

Think about how you can create a new experience for customers, based on existing businessmodels.

4. Pick a Growing Sector/Industry

Research and find out which sectors or industries are growing and think about whatopportunities you can tap in the same.

5. Think About Product Differentiation

If you already have a product in mind, think about ways to set it apart from the existing ones.

Ways to Identify Business Opportunities Within Your Business

Ways to Identify New Business Opportunities

192

Once you have identified an opportunity, you need to analyze it.To analyze an opportunity, you must:• Focus on the idea

• Focus on the market of the idea

• Talk to industry leaders in the same space as the idea

• Talk to players in the same space as the idea

Opportunity Analysis

• Remember, opportunities are situational.

• Look for a proven track record.

• Avoid the latest craze.

• Love your idea.

Tips

193



An entrepreneur is a person who:

• Does not work for an employee

• Runs a small enterprise

• Assumes all the risks and rewards of the enterprise, idea, good or service

There are four main types of entrepreneurs:

1. The Traditional Entrepreneur: This type of entrepreneur usually has some kind of skill –they can be a carpenter, mechanic, cook etc. They have businesses that have been aroundfor numerous years like restaurants, shops and carpenters. Typically, they gain plenty ofexperience in a particular industry before they begin their own business in a similar field.

2. The Growth Potential Entrepreneur: The desire of this type of entrepreneur is to start anenterprise that will grow, win many customers and make lots of money. Their ultimate aimis to eventually sell their enterprise for a nice profit. Such entrepreneurs usually have ascience or technical background.

3. The Project-Oriented Entrepreneur: This type of entrepreneur generally has a backgroundin the Arts or psychology. Their enterprises tend to be focus on something that they arevery passionate about.

4. The Lifestyle Entrepreneur: This type of entrepreneur has usually worked as a teacher ora secretary. They are more interested in selling something that people will enjoy, ratherthan making lots of money.

9.5.6 Entrepreneurship Support Eco - System: What is an Entrepreneur?

Types of Entrepreneurs

Successful entrepreneurs have the following characteristics:

• They are highly motivated

• They are creative and persuasive

• They are mentally prepared to handle each and every task

• They have excellent business skills – they know how to evaluate their cash flow, sales andrevenue

• They are willing to take great risks

• They are very proactive – this means they are willing to do the work themselves, ratherthan wait for someone else to do it

• They have a vision – they are able to see the big picture

• They are flexible and open-minded

• They are good at making decisions

Characteristics of an Entrepreneur

194

Dhiru Bhai Ambani

Dhirubhai Ambani began his entrepreneurial career by selling “bhajias” to pilgrims in Mount Girnar on weekends. At 16, he moved to Yemen where he worked as a gas-station attendant, and as a clerk in an oil company. He returned to India with Rs. 50,000 and started a textile trading company. Reliance went on to become the first Indian company to raise money in global markets and the first Indian company to feature in Forbes 500 list.

Dr. Karsanbhai Patel

Karsanbhai Patel made detergent powder in the backyard of his house. He sold his product door-to-door and offered a money back guarantee with every pack that was sold. He charged Rs. 3 per kg when the cheapest detergent at that time was Rs.13 per kg. Dr. Patel eventually started Nirma which became a whole new segment in the Indian domestic detergent market.

Let’s take a look at the stages of the entrepreneurial process.

Stage 1: Idea Generation. The entrepreneurial process begins with an idea that has been thought of by the entrepreneur. The idea is a problem that has the potential to be solved.

Stage 2: Germination or Recognition. In this stage a possible solution to the identified problem is thought of.

Stage 3: Preparation or Rationalization. The problem is studied further and research is done to find out how others have tried to solve the same problem.

Stage 4: Incubation or Fantasizing. This stage involves creative thinking for the purpose of coming up with more ideas. Less thought is given to the problem areas.

Stage 5: Feasibility Study: The next step is the creation of a feasibility study to determine if the idea will make a profit and if it should be seen through.

Stage 6: Illumination or Realization. This is when all uncertain areas suddenly become clear. The entrepreneur feels confident that his idea has merit.

Stage 7: Verification or Validation. In this final stage, the idea is verified to see if it works and if it is useful.

Take a look at the diagram below to get a better idea of this process.

Idea

Generation

Germination (Recognition)

Illumination (Realisation)

Fasibility Study

Preparation (Rationalisation)

Incubation (Fantasising)

Varification (Validation)

Entrepreneur Success Stories

The Entrepreneurial Process

195



The entrepreneurship support ecosystem signifies the collective and complete nature of entrepreneurship. New companies emerge and flourish not only because of the courageous, visionary entrepreneurs who launch them, but they thrive as they are set in an environment or ‘ecosystem’ made of private and public participants. These players nurture and sustain the new ventures, facilitating the entrepreneurs’ efforts.An entrepreneurship ecosystem comprises of the following six domains:1. Favourable Culture: This includes elements such as tolerance of risk and errors, valuable

networking and positive social standing of the entrepreneur.2. Facilitating Policies & Leadership: This includes regulatory framework incentives and

existence of public research institutes.3. Financing Options: Angel financing, venture capitalists and micro loans would be good

examples of this.4. Human Capital: This refers to trained and untrained labour, entrepreneurs and

entrepreneurship training programmes, etc.5. Conducive Markets for Products & Services: This refers to an existence or scope of

existence of a market for the product/service.6. Institutional & Infrastructural Support: This includes legal and financing advisers,

telecommunications, digital and transportation infrastructure, and entrepreneurshipnetworking programmes.

These domains indicate whether there is a strong entrepreneurship support ecosystem and what actions should the government put in place to further encourage this ecosystem. The six domains and their various elements have been graphically depicted.

What is an Entrepreneur?

196

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197



Every entrepreneurship support ecosystem is unique and all the elements of the ecosystem are interdependent. Although every region’s entrepreneurship ecosystem can be broadly described by the above features, each ecosystem is the result of the hundred elements interacting in highly complex and particular ways.

Entrepreneurship ecosystems eventually become (largely) self-sustaining. When the six domains are resilient enough, they are mutually beneficial. At this point, government involvement can and should be significantly minimized. Public leaders do not need to invest a lot to sustain the ecosystem. It is imperative that the entrepreneurship ecosystem incentives are formulated to be self-liquidating, hence focusing on sustainability of the environment.

Encouraging new ventures is a major focus for policymakers. Governments across the world are recognizing that new businesses flourish in distinctive types of supportive environments. Policymakers should study the scenario and take into account the following points whilst they formulate policies and regulations that enable successful entrepreneurship support ecosystems.

1. Policymakers should avoid regulations that discourage new entrants and work towardsbuilding efficient methods for business startups. Policies and regulations that favourexisting, dominant firms over entrepreneurial ventures, restrict competition and obstructentry for new companies.

2. Instead of developing policies conceptually intended to correct market failures,policymakers should interact with entrepreneurs and understand the challenges facedby them. The feedback should be used to develop policies that incite idea exploration,product development and increased rates of deal flow.

3. Entrepreneurial supporters should create a database that enables identifying who theparticipants in the ecosystem are and how they are connected. These ecosystem maps areuseful tools in developing engagement strategies.

4. Disruptions are unavoidable in economic and social life. However, it’s important to notethat economic disruption gives rise to entrepreneurial opportunities. Architects of theentrepreneurship ecosystems (entrepreneurs, mentors, policymakers and consumers,)should anticipate these dips, thus capitalizing on the opportunities they create.

The need for effective strategies to enable local entrepreneurship support ecosystems is a practical one. Better understanding of the actual ecosystems provides a framework within which policy makers can ask relevant questions, envisage more efficient approaches, and assess ensuing outcomes.

Government’s Role in the Entrepreneurship Ecosystem

Entrepreneurship has earned a newfound respect in India. Many Indians, with exposure to the world of business, who traditionally would have opted for a job, are setting up their own ventures. Many elements of the entrepreneurship ecosystem are beginning to come together. For example, increase in venture capitalists, government schemes and incubators, academia industry linkages, and emerging clusters and support to rural economy. All these initiatives are effective but there is a need to scale up and enrich the ecosystem further in the following ways:1. We need to review our attitude towards failures and accept them as learning experiences.2. We must encourage the educated to become entrepreneurs and provide students in

schools and colleges with entrepreneurship skills.

Snapshot of the Entrepreneurship Ecosystem in India

198

3. Universities, research labs and the government need to play the role of enablers in theentrepreneurship support ecosystem.

4. Policymakers need to focus on reducing the obstacles such as corruption, red tape andbureaucracy.

5. We need to improve our legal systems and court international venture capital firms andbring them to India.

6. We must devise policies and methods to reach the secondary and tertiary towns in India,where people do not have access to the same resources available in the cities.

Today, there is a huge opportunity in this country to introduce innovative solutions that are capable of scaling up, and collaborating within the ecosystem as well as enriching it.

• Research the existing market, network with other entrepreneurs, venture capitalists, angelinvestors, and thoroughly review the policies in place to enable your entrepreneurship.

• Failure is a stepping stone and not the end of the road. Review yours and your peers’ errorsand correct them in your future venture.

• Be proactive in your ecosystem. Identify the key features of your ecosystem and enrichthem to ensure self-sustainability of your entrepreneurship support ecosystem.

Tips

Every entrepreneur has certain needs. Some of their important needs are:

• To easily get loans

• To easily find investors

• To get tax exemptions

• To easily access resources and good infrastructure

• To enjoy a procedure that is free of hassles and is quick

• To be able to easily partner with other firms

The Make in India campaign, launched by Prime Minister Modi aims to satisfy all these needs of young, aspiring entrepreneurs. Its objective is to:

• Make investment easy

• Support new ideas

• Enhance skill development

• Safeguard the ideas of entrepreneurs

• Create state-of-the-art facilities for manufacturing goods

Make in India Campaign

199



Entrepreneurs are inherently risk takers. They are path-makers not path-takers. Unlike a normal, cautious person, an entrepreneur would not think twice about quitting his job (his sole income) and taking a risk on himself and his idea. An entrepreneur is aware that while pursuing his dreams, assumptions can be proven wrong and unforeseen events may arise. He knows that after dealing with numerous problems, success is still not guaranteed. Entrepreneurship is synonymous with the ability to take risks. This ability, called risk-appetite, is an entrepreneurial trait that is partly genetic and partly acquired.

Risk appetite is defined as the extent to which a company is equipped to take risk, in order to achieve its objectives. Essentially, it refers to the balance, struck by the company, between possible profits and the hazards caused by changes in the environment (economic ecosystem, policies, etc.). Taking on more risk may lead to higher rewards but have a high probability of losses as well. However, being too conservative may go against the company as it can miss out on good opportunities to grow and reach their objectives.

The levels of risk appetite can be broadly categorized as “low”, “medium” and “high.” The company’s entrepreneur(s) have to evaluate all potential alternatives and select the option most likely to succeed. Companies have varying levels of risk appetites for different objectives. The levels depend on:

• The type of industry

• Market pressures

• Company objectives

For example, a startup with a revolutionary concept will have a very high risk appetite. The startup can afford short term failures before it achieves longer term success. This type of appetite will not remain constant and will be adjusted to account for the present circumstances of the company.

9.5.7 Risk Appetite & Resilience: Entrepreneurship and Risk

What is Risk Appetite?

Companies have to define and articulate their risk appetite in sync with decisions made about their objectives and opportunities. The point of having a risk appetite statement is to have a framework that clearly states the acceptance and management of risk in business. It sets risk taking limits within the company. The risk appetite statement should convey the following:

• The nature of risks the business faces.

• Which risks the company is comfortable taking on and which risks are unacceptable.

• How much risk to accept in all the risk categories.

• The desired tradeoff between risk and reward.

• Measures of risk and methods of examining and regulating risk exposures.

Risk Appetite Statement

200

Entrepreneurs are characterized by a set of qualities known as resilience. These qualities play an especially large role in the early stages of developing an enterprise. Risk resilience is an extremely valuable characteristic as it is believed to protect entrepreneurs against the threat of challenges and changes in the business environment.

Resilience is used to describe individuals who have the ability to overcome setbacks related to their life and career aspirations. A resilient person is someone who is capable of easily and quickly recovering from setbacks. For the entrepreneur, resilience is a critical trait. Entrepreneurial resilience can be enhanced in the following ways:

• By developing a professional network of coaches and mentors

• By accepting that change is a part of life

• By viewing obstacles as something that can be overcome

The characteristics required to make an entrepreneur resilient enough to go the whole way in their business enterprise are:

• A strong internal sense of control • Ability to diversify and expand• Strong social connections • Survivor attitude• Skill to learn from setbacks • Cash-flow conscious habits• Ability to look at the bigger picture • Attention to detail

Entrepreneurship and Resilience

What is Entrepreneurial Resilience?

Characteristics of a Resilient Entrepreneur

• Cultivate a great network of clients, suppliers, peers, friends and family. This will not onlyhelp you promote your business, but will also help you learn, identify new opportunitiesand stay tuned to changes in the market.

• Don’t dwell on setbacks. Focus on what the you need to do next to get moving again.

• While you should try and curtail expenses, ensure that it is not at the cost of your growth.

Tips

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Shyam is a famous entrepreneur, known for his success story. But what most people don’t know, is that Shyam failed numerous times before his enterprise became a success. Read his interview to get an idea of what entrepreneurship is really about, straight from an entrepreneur who has both, failed and succeeded.Interviewer: Shyam, I have heard that entrepreneurs are great risk-takers who are never afraid of failing. Is this true?Shyam: Ha ha, no of course it’s not true! Most people believe that entrepreneurs need to be fearlessly enthusiastic. But the truth is, fear is a very normal and valid human reaction, especially when you are planning to start your own business! In fact, my biggest fear was the fear of failing. The reality is, entrepreneurs fail as much as they succeed. The trick is to not allow the fear of failing to stop you from going ahead with your plans. Remember, failures are lessons for future success! Interviewer: What, according to you, is the reason that entrepreneurs fail?Shyam: Well, there is no one single reason why entrepreneurs fail. An entrepreneur can fail due to numerous reasons. You could fail because you have allowed your fear of failure to defeat you. You could fail because you are unwilling to delegate (distribute) work. As the saying goes, “You can do anything, but not everything!” You could fail because you gave up too easily – maybe you were not persistent enough. You could fail because you were focusing your energy on small, insignificant tasks and ignoring the tasks that were most important. Other reasons for failing are partnering with the wrong people, not being able to sell your product to the right customers at the right time at the right price… and many more reasons!Interviewer: As an entrepreneur, how do you feel failure should be looked at?Shyam: I believe we should all look at failure as an asset, rather than as something negative. The way I see it, if you have an idea, you should try to make it work, even if there is a chance that you will fail. That’s because not trying is failure right there, anyway! And failure is not the worst thing that can happen. I think having regrets because of not trying, and wondering ‘what if’ is far worse than trying and actually failing. Interviewer: How did you feel when you failed for the first time?Shyam: I was completely heartbroken! It was a very painful experience. But the good news is, you do recover from the failure. And with every subsequent failure, the recovery process gets a lot easier. That’s because you start to see each failure more as a lesson that will eventually help you succeed, rather than as an obstacle that you cannot overcome. You will start to realize that failure has many benefits. Interviewer: Can you tell us about some of the benefits of failing?Shyam: One of the benefits that I have experienced personally from failing is that the failure made me see things in a new light. It gave me answers that I didn’t have before. Failure can make you a lot stronger. It also helps keep your ego in control. Interviewer: What advice would you give entrepreneurs who are about to start their own enterprises?Shyam: I would tell them to do their research and ensure that their product is something that is actually wanted by customers. I’d tell them to pick their partners and employees very wisely and cautiously. I’d tell them that it’s very important to be aggressive – push and market your product as aggressively as possible. I would warn them that starting an enterprise is veryexpensive and that they should be prepared for a situation where they run out of money.

9.5.8 Success & Failures: Understanding Successes and Failures in Entrepreneurship

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I would tell them to create long term goals and put a plan in action to achieve that goal. I would tell them to build a product that is truly unique. Be very careful and ensure that you are not copying another startup. Lastly, I’d tell them that it’s very important that they find the right investors. Interviewer: That’s some really helpful advice, Shyam! I’m sure this will help all entrepreneurs to be more prepared before they begin their journey! Thank you for all your insight!

• Remember that nothing is impossible.

• Identify your mission and your purpose before you start.

• Plan your next steps – don’t make decisions hastily.

Tips

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Market research is the process of gathering, analyzing and interpreting market information on a product or service that is being sold in that market. It also includes information on:

• Past, present and prospective customers

• Customer characteristics and spending habits

• The location and needs of the target market

• The overall industry

• Relevant competitors

Market research involves two types of data:

• Primary information. This is research collected by yourself or by someone hired by you.

• Secondary information. This is research that already exists and is out there for you to findand use.

9.6.1 Market Study / The 4 Ps of Marketing / Importance of an IDEA: Understanding Market Research

9.6: Preparing to be an Entrepreneur


1. Discuss how market research is carried out

2. Describe the 4 Ps of marketing

3. Discuss the importance of idea generation

4. Recall basic business terminology

5. Discuss the need for CRM

6. Discuss the benefits of CRM

7. Discuss the need for networking

8. Discuss the benefits of networking

9. Understand the importance of setting goals

10. Differentiate between short-term, medium-term and long-term goals

11. Discuss how to write a business plan

12. Explain the financial planning process

13. Discuss ways to manage your risk

14. Describe the procedure and formalities for applying for bank finance

15. Discuss how to manage your own enterprise

16. List important questions that every entrepreneur should ask before starting an enterprise

Unit Objectives

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The 4 Ps of marketing are Product, Price, Promotion and Place. Let’s look at each of these 4 Ps in detail.

A product can be:

• A tangible good • An intangible service

Whatever your product is, it is critical that you have a clear understanding of what you areoffering, and what its unique characteristics are, before you begin with the marketing process.

Some questions to ask yourself are:

• What does the customer want from the product/service?

• What needs does it satisfy?

• Are there any more features that can be added?

• Does it have any expensive and unnecessary features?

• How will customers use it?

• What should it be called?

• How is it different from similar products?

• How much will it cost to produce?

• Can it be sold at a profit?

The 4 Ps of Marketing

Product

Primary research

Primary research can be of two types:• Exploratory: This is open-ended and usually involves detailed, unstructured interviews.

• Specific: This is precise and involves structured, formal interviews. Conducting specificresearch is the more expensive than conducting exploratory research.

Secondary research

Secondary research uses outside information. Some common secondary sources are:• Public sources: These are usually free and have a lot of good information. Examples are

government departments, business departments of public libraries etc.

• Commercial sources: These offer valuable information but usually require a fee to be paid.Examples are research and trade associations, banks and other financial institutions etc.

• Educational institutions: These offer a wealth of information. Examples are colleges,universities, technical institutes etc.

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Once all the elements of Product have been established, the Price factor needs to be considered. The Price of a Product will depend on several factors such as profit margins, supply, demand and the marketing strategy.Some questions to ask yourself are:• What is the value of the product/service to customers?

• Do local products/services have established price points?

• Is the customer price sensitive?

• Should discounts be offered?

• How is your price compared to that of your competitors?

Once you are certain about your Product and your Price, the next step is to look at ways to promote it. Some key elements of promotion are advertising, public relations, social media marketing, email marketing, search engine marketing, video marketing and more.Some questions to ask yourself are:• Where should you promote your product or service?

• What is the best medium to use to reach your target audience?

• When would be the best time to promote your product?

• How are your competitors promoting their products?

Price

Promotion

According to most marketers, the basis of marketing is about offering the right product, at the right price, at the right place, at the right time. For this reason, selecting the best possible location is critical for converting prospective clients into actual clients.Some questions to ask yourself are:• Will your product or service be looked for in a physical store, online or both?

• What should you do to access the most appropriate distribution channels?

• Will you require a sales force?

• Where are your competitors offering their products or services?

• Should you follow in your competitors’ footsteps?

• Should you do something different from your competitors?

Ideas are the foundation of progress. An idea can be small or ground-breaking, easy to accomplish or extremely complicated to implement. Whatever the case, the fact that it is an idea gives it merit. Without ideas, nothing is possible. Most people are afraid to speak out their ideas, out for fear of being ridiculed. However, if are an entrepreneur and want to remain competitive and innovative, you need to bring your ideas out into the light.

Place

Importance of an IDEA

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Some ways to do this are by:• Establishing a culture of brainstorming where you invite all interested parties to contribute

• Discussing ideas out loud so that people can add their ideas, views, opinions to them

• Being open minded and not limiting your ideas, even if the idea who have seems ridiculous

• Not discarding ideas that you don’t work on immediately, but instead making a note ofthem and shelving them so they can be revisited at a later date

• Keep in mind that good ideas do not always have to be unique.

• Remember that timing plays a huge role in determining the success of your idea.

• Situations and circumstances will always change, so be flexible and adapt your ideaaccordingly.

Tips

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If your aim is to start and run a business, it is crucial that you have a good understanding of basic business terms. Every entrepreneur should be well versed in the following terms:

• Accounting: A systematic method of recording and reporting financial transactions.

• Accounts payable: Money owed by a company to its creditors.

• Accounts Receivable: The amount a company is owed by its clients.

• Assets: The value of everything a company owns and uses to conduct its business.

• Balance Sheet: A snapshot of a company’s assets, liabilities and owner’s equity at a givenmoment.

• Bottom Line: The total amount a business has earned or lost at the end of a month.

• Business: An organization that operates with the aim of making a profit.

• Business to Business (B2B): A business that sells goods or services to another business.

• Business to Consumer (B2C): A business that sells goods or services directly to the end user.

• Capital: The money a business has in its accounts, assets and investments. The two maintypes of capital are debt and equity.

• Cash Flow: The overall movement of funds through a business each month, includingincome and expenses.

• Cash Flow Statement: A statement showing the money that entered and exited a businessduring a specific period of time.

• Contract: A formal agreement to do work for pay.

• Depreciation: The degrading value of an asset over time.

• Expense: The costs that a business incurs through its operations.

• Finance: The management and allocation of money and other assets.

• Financial Report: A comprehensive account of a business’ transactions and expenses.

• Fixed Cost: A one-time expense.

• Income Statement (Profit and Loss Statement): Shows the profitability of a business duringa period of time.

• Liabilities: The value of what a business owes to someone else.

• Marketing: The process of promoting, selling and distributing a product or service.

• Net Income/Profit: Revenues minus expenses.

• Net Worth: The total value of a business.

• Payback Period: The amount of time it takes to recover the initial investment of a business.

• Profit Margin: The ratio of profit, divided by revenue, displayed as a percentage.

• Return on Investment (ROI): The amount of money a business gets as return from aninvestment.

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• Revenue: The total amount of income before expenses are subtracted.

• Sales Prospect: A potential customer.

• Supplier: A provider of supplies to a business.

• Target Market: A specific group of customers at which a company’s products and servicesare aimed.

• Valuation: An estimate of the overall worth of the business.

• Variable Cost: Expenses that change in proportion to the activity of a business.

• Working Capital: Calculated as current assets minus current liabilities.

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CRM stands for Customer Relationship Management. Originally the expression Customer Relationship Management meant managing one’s relationship with customers. However, today it refers to IT systems and software designed to help companies manage their relationships.

The better a company can manage its relationships with its customers, the higher the chances of the company’s success. For any entrepreneur, the ability to successfully retain existing customers and expand the enterprise is paramount. This is why IT systems that focus on addressing the problems of dealing with customers on a daily basis are becoming more and more in demand.

Customer needs change over time, and technology can make it easier to understand what customers really want. This insight helps companies to be more responsive to the needs of their customers. It enables them to modify their business operations when required, so that their customers are always served in the best manner possible. Simply put, CRM helps companies recognize the value of their clients and enables them to capitalize on improved customer relations.

CRM has a number of important benefits:

• It helps improve relations with existing customers which can lead to:

� Increased sales

� Identification of customer needs

� Cross-selling of products

• It results in better marketing of one’s products or services

• It enhances customer satisfaction and retention

• It improves profitability by identifying and focusing on the most profitable customers

9.6.3 CRM & Networking: What is CRM?

The Need for CRM

Benefits of CRM

In business, networking means leveraging your business and personal connections in order to bring in a regular supply of new business. This marketing method is effective as well as low cost. It is a great way to develop sales opportunities and contacts. Networking can be based on referrals and introductions, or can take place via phone, email, and social and business networking websites.

Networking is an essential personal skill for business people, but it is even more important for entrepreneurs. The process of networking has its roots in relationship building. Networking results in greater communication and a stronger presence in the entrepreneurial ecosystem. This helps build strong relationships with other entrepreneurs.

9.6.3.1 What is Networking?

9.6.3.2 The Need for Networking

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Networking offers numerous benefits for entrepreneurs. Some of the major benefits are:

• Getting high quality leads

• Increased business opportunities

• Good source of relevant connections

• Advice from like-minded entrepreneurs

• Gaining visibility and raising your profile

• Meeting positive and enthusiastic people

• Increased self-confidence

• Satisfaction from helping others

• Building strong and lasting friendships

Benefits of Networking

• Use social media interactions to identify needs and gather feedback.

• When networking, ask open-ended questions rather than yes/no type questions.

Tips

Business networking events held across the globe play a huge role in connecting like-minded entrepreneurs who share the same fundamental beliefs in communication, exchanging ideas and converting ideas into realities. Such networking events also play a crucial role in connecting entrepreneurs with potential investors. Entrepreneurs may have vastly different experiences and backgrounds but they all have a common goal in mind – they all seek connection, inspiration, advice, opportunities and mentors. Networking offers them a platform to do just that.

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Setting goals is important because it gives you long-term vision and short-term motivation. Goals can be short term, medium term and long term.

Short-Term Goals

• These are specific goals for the immediate future.

Example: Repairing a machine that has failed.

Medium-Term Goals

• These goals are built on your short term goals.

• They do not need to be as specific as your short term goals.

Example: Arranging for a service contract to ensure that your machines don’t fail again.

Long-Term Goals

These goals require time and planning.

They usually take a year or more to achieve.

Example: Planning your expenses so you can buy new machinery

A business plan is a tool for understanding how your business is put together. It can be used to monitor progress, foster accountable and control the fate of the business. It usually offers a 3-5 year projection and outlines the plan that the company intends to follow to grow its revenues. A business plan is also a very important tool for getting the interest of key employees or future investors.A business plan typically comprises of eight elements.

9.6.4 Business Plan: Why Set Goals

Why Create a Business Plan

Executive Summary

The executive summary follows the title page. The summary should clearly state your desires as the business owner in a short and businesslike way. It is an overview of your business and your plans. Ideally this should not be more than 1-2 pages.

Your Executive Summary should include:

• The Mission Statement: Explain what your business is all about.

Example: Nike’s Mission Statement

Nike’s mission statement is “To bring inspiration and innovation to every athlete in theworld.”

• Company Information: Provide information like when your business was formed, thenames and roles of the founders, the number of employees, your business location(s) etc.

• Growth Highlights: Mention examples of company growth. Use graphs and charts wherepossible.

• Your Products/Services: Describe the products or services provided.

• Financial Information: Provide details on current bank and investors.

• Summarize future plans: Describe where you see your business in the future.

Elements of a Business Plan

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Business Description

The second section of your business plan needs to provide a detailed review of the different elements of your business. This will help potential investors to correctly understand your business goal and the uniqueness of your offering.

Your Business Description should include:

• A description of the nature of your business

• The market needs that you are aiming to satisfy

• The ways in which your products and services meet these needs

• The specific consumers and organizations that you intend to serve

• Your specific competitive advantages

Market Analysis

The market analysis section usually follows the business description. The aim of this section is to showcase your industry and market knowledge. This is also the section where you should lay down your research findings and conclusions.

Your Market Analysis should include:

• Your industry description and outlook

• Information on your target market

• The needs and demographics of your target audience

• The size of your target market

• The amount of market share you want to capture

• Your pricing structure

• Your competitive analysis

• Any regulatory requirementsOrganization & Management

This section should come immediately after the Market Analysis.Your Organization & Management section should include:• Your company’s organizational structure

• Details of your company’s ownership

• Details of your management team

• Qualifications of your board of directors

• Detailed descriptions of each division/department and its function

• The salary and benefits package that you offer your people

• The incentives that you offer

Service or Product Line

The next section is the service or product line section. This is where you describe your service or product, and stress on their benefits to potential and current customers. Explain in detail why your product of choice will fulfill the needs of your target audience.

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Your Service or Product Line section should include:• A description of your product/service

• A description of your product or service’s life cycle

• A list of any copyright or patent filings

• A description of any R&D activities that you are involved in or planning

Marketing & Sales

Once the Service or Product Line section of your plan has been completed, you should start on the description of the marketing and sales management strategy for your business.Your Marketing section should include the following strategies:• Market penetration strategy: This strategy focuses on selling your existing products or

services in existing markets, in order to increase your market share.

• Growth strategy: This strategy focuses on increasing the amount of market share, even ifit reduces earnings in the short-term.

• Channels of distribution strategy: These can be wholesalers, retailers, distributers andeven the internet.

• Communication strategy: These can be written strategies (e-mail, text, chat), oral strategies(phone calls, video chats, face-to-face conversations), non-verbal strategies (body language,facial expressions, tone of voice) and visual strategies (signs, webpages, illustrations).

Your Sales section should include the following information:

• A salesforce strategy: This strategy focuses on increasing the revenue of the enterprise.

• A breakdown of your sales activities: This means detailing out how you intend to sell yourproducts or services – will you sell it offline or online, how many units do you intend to sell,what price do you plan to sell each unit at, etc.

Funding Request

This section is specifically for those who require funding for their venture.

The Funding Request section should include the following information:

• How much funding you currently require.

• How much funding you will require over the next five years. This will depend on your long-term goals.

• The type of funding you want and how you plan to use it. Do you want funding that can beused only for a specific purpose, or funding that can be used for any kind of requirement?

• Strategic plans for the future. This will involve detailing out your long-term plans – whatthese plans are and how much money you will require to put these plans in motions.

• Historical and prospective financial information. This can be done by creating andmaintaining all your financial records, right from the moment your enterprise started, tothe present day. Documents required for this are your balance sheet which contains detailsof your company’s assets and liabilities, your income statement which lists your company’srevenues, expenses and net income for the year, your tax returns (usually for the last threeyears) and your cash flow budget which lists the cash that came in, the cash that went outand states whether you had a cash deficit (negative balance) or surplus (positive balance)at the end of each month.

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Financial Planning

Before you begin building your enterprise, you need to plan your finances. Take a look at the steps for financial planning:

Step 1: Create a financial plan. This should include your goals, strategies and timelines for accomplishing these goals.

Step 2: Organize all your important financial documents. Maintain a file to hold your investment details, bank statements, tax papers, credit card bills, insurance papers and any other financial records.

Step 3: Calculate your net worth. This means figure out what you own (assets like your house, bank accounts, investments etc.), and then subtract what you owe (liabilities like loans, pending credit card amounts etc.) the amount you are left with is your net worth.

Step 4: Make a spending plan. This means write down in detail where your money will come from, and where it will go.

Step 5: Build an emergency fund. A good emergency fund contains enough money to cover at least 6 months’ worth of expenses.

Step 6: Set up your insurance. Insurance provides long term financial security and protects you against risk.

Risk Management

As an entrepreneur, it is critical that you evaluate the risks involved with the type of enterprise that you want to start, before you begin setting up your company. Once you have identified potential risks, you can take steps to reduce them. Some ways to manage risks are:

• Research similar business and find out about their risks and how they were minimized.

• Evaluate current market trends and find out if similar products or services that launched awhile ago are still being well received by the public.

• Think about whether you really have the required expertise to launch your product orservice.

• Examine your finances and see if you have enough income to start your enterprise.

• Be aware of the current state of the economy, consider how the economy may change overtime, and think about how your enterprise will be affected by any of those changes.

• Create a detailed business plan.

• Ensure all the important elements are covered in your plan.

• Scrutinize the numbers thoroughly.

• Be concise and realistic.

• Be conservative in your approach and your projections.

• Use visuals like charts, graphs and images wherever possible.

Tips

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For entrepreneurs, one of the most difficult challenges faced involves securing funds for startups. With numerous funding options available, entrepreneurs need to take a close look at which funding methodology works best for them. In India, banks are one of the largest funders of startups, offering funding to thousands of startups every year.

When approaching a bank, entrepreneurs must have a clear idea of the different criteria that banks use to screen, rate and process loan applications. Entrepreneurs must also be aware of the importance of providing banks with accurate and correct information. It is now easier than ever for financial institutions to track any default behaviour of loan applicants. Entrepreneurs looking for funding from banks must provide banks with information relating to their general credentials, financial situation and guarantees or collaterals that can be offered.General Credentials

This is where you, as an entrepreneur, provide the bank with background information on yourself. Such information includes:• Letter(s) of Introduction: This letter should be written by a respected business person

who knows you well enough to introduce you. The aim of this letter is set across yourachievements and vouch for your character and integrity.

• Your Profile: This is basically your resume. You need to give the bank a good idea of youreducational achievements, professional training, qualifications, employment record andachievements.

• Business Brochure: A business brochure typically provides information on companyproducts, clients, how long the business has been running for etc.

• Bank and Other References: If you have an account with another bank, providing thosebank references is a good idea.

• Proof of Company Ownership or Registration: In some cases, you may need to provide thebank with proof of company ownership and registration. A list of assets and liabilities mayalso be required.

Financial Situation

Banks will expect current financial information on your enterprise. The standard financial reports you should be prepared with are:

• Balance Sheet • Profit-and-Loss Account• Cash-Flow Statement • Projected Sales and Revenues• Business Plan • Feasibility Study

Guarantees or CollateralsUsually banks will refuse to grant you a loan without security. You can offer assets which the bank can seize and sell off if you do not repay the loan. Fixed assets like machinery, equipment, vehicles etc. are also considered to be security for loans.

9.6.5 Procedure and Formalities for Bank Finance: The Need for Bank Finance

What Information Should Entrepreneurs Offer Banks for Funding?

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Your request for funding will have a higher chance of success if you can satisfy the following lending criteria:• Good cash flow

• Adequate shareholders’ funds

• Adequate security

• Experience in business

• Good reputation

To apply for funding the following procedure will need to be followed.1. Submit your application form and all other required documents to the bank.

2. The bank will carefully assess your credit worthiness and assign ratings by analyzing yourbusiness information with respect to parameters like management, financial, operationaland industry information as well as past loan performance.

3. The bank will make a decision as to whether or not you should be given funding.

The Lending Criteria of Banks

The Procedure

• Get advice on funding options from experienced bankers.

• Be cautious and avoid borrowing more than you need, for longer than you need, at aninterest rate that is higher than you are comfortable with.

Tips

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To manage your enterprise effectively you need to look at many different aspects, right from managing the day-to-day activities to figuring out how to handle a large scale event. Let’s take a look at some simple steps to manage your company effectively.Step 1: Use your leadership skills and ask for advice when required.

Let’s take the example of Ramu, an entrepreneur who has recently started his own enterprise. Ramu has good leadership skills – he is honest, communicates well, knows how to delegate work etc. These leadership skills definitely help Ramu in the management of his enterprise. However, sometimes Ramu comes across situations that he is unsure how to handle. What should Ramu do in this case? One solution is for him to find a more experienced manager who is willing to mentor him. Another solution is for Ramu to use his networking skills so that he can connect with managers from other organizations, who can give him advice on how to handle such situations. Step 2: Divide your work amongst others – realize that you cannot handle everything yourself.

Even the most skilled manager in the world will not be able to manage every single task that an enterprise will demand of him. A smart manager needs to realize that the key to managing his enterprise lies in his dividing all his work between those around him. This is known as delegation. However, delegating is not enough. A manager must delegate effectively if he wants to see results. This is important because delegating, when done incorrectly, can result in you creating even more work for yourself. To delegate effectively, you can start by making two lists. One list should contain the things that you know you need to handle yourself. The second list should contain the things that you are confident can be given to others to manage and handle. Besides incorrect delegation, another issue that may arise is over-delegation. This means giving away too many of your tasks to others. The problem with this is, the more tasks you delegate, the more time you will spend tracking and monitoring the work progress of those you have handed the tasks to. This will leave you with very little time to finish your own work. Step 3: Hire the right people for the job.

Hiring the right people goes a long way towards effectively managing your enterprise. To hire the best people suited for the job, you need to be very careful with your interview process. You should ask potential candidates the right questions and evaluate their answers carefully. Carrying out background checks is always a good practice. Running a credit check is also a good idea, especially if the people you are planning to hire will be handling your money. Create a detailed job description for each role that you want filled and ensure that all candidates have a clear and correct understanding of the job description. You should also have an employee manual in place, where youput down every expectation that you have from your employees. All these actions will help ensure that the right people are approached for running your enterprise.

Step 4: Motivate your employees and train them well.

Your enterprise can only be managed effectively if your employees are motivated to work hard for your enterprise. Part of being motivated involves your employees believing in the vision and mission of your enterprise and genuinely wanting to make efforts towards pursuing the same. You can motivate your employees with recognition, bonuses and rewards for achievements. You can also motivate them by telling them about how their efforts have led to the company’s success. This will help them feel pride and give them a sense of responsibility that will increase their motivation.

9.6.6 Enterprise Management - An Overview: How to Manage Your Enterprise

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Besides motivating your people, your employees should be constantly trained in new practices and technologies. Remember, training is not a one-time effort. It is a consistent effort that needs to be carried out regularly. Step 5: Train your people to handle your customers well.

Your employees need to be well-versed in the art of customer management. This means they should be able to understand what their customers want, and also know how to satisfy their needs. For them to truly understand this, they need to see how you deal effectively with customers. This is called leading by example. Show them how you sincerely listen to your clients and the efforts that you put into understand their requirements. Let them listen to the type of questions that you ask your clients so they understand which questions are appropriate. Step 6: Market your enterprise effectively.

Use all your skills and the skills of your employees to market your enterprise in an effective manner. You can also hire a marketing agency if you feel you need help in this area. Now that you know what is required to run your enterprise effectively, put these steps into play, and see how much easier managing your enterprise becomes!

• Get advice on funding options from experienced bankers.

• Be cautious and avoid borrowing more than you need, for longer than you need, at aninterest rate that is higher than you are comfortable with.

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1. Why am I starting a business?

2. What problem am I solving?

3. Have others attempted to solve this problem before? Did they succeed or fail?

4. Do I have a mentor1 or industry expert that I can call on?

5. Who is my ideal customer2?

6. Who are my competitors3?

7. What makes my business idea different from other business ideas?

8. What are the key features of my product or service?

9. Have I done a SWOT4 analysis?

10. What is the size of the market that will buy my product or service?

11. What would it take to build a minimum viable product5 to test the market?

12. How much money do I need to get started?

13. Will I need to get a loan?

14. How soon will my products or services be available?

15. When will I break even6 or make a profit?

16. How will those who invest in my idea make a profit?

17. How should I set up the legal structure7 of my business?

18. What taxes8 will I need to pay?

19. What kind of insurance9 will I need?

20. Have I reached out to potential customers for feedback?

9.6.7. 20 Questions to Ask Yourself Before Considering Entrepreneurship

• It is very important to validate your business ideas before you invest significant time,money and resources into it.

• The more questions you ask yourself, the more prepared you will be to handle to highs andlows of starting an enterprise.

Footnotes:

1. A mentor is a trusted and experienced person who is willing to coach and guide you.

2. A customer is someone who buys goods and/or services.

3. A competitor is a person or company that sells products and/or services similar to yourproducts and/or services.

4. SWOT stands for Strengths, Weaknesses, Opportunities and Threats. To conduct a SWOTanalysis of your company, you need to list down all the strengths and weaknesses of yourcompany, the opportunities that are present for your company and the threats faced byyour company.

Tips

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Notes

5. A minimum viable product is a product that has the fewest possible features, that can besold to customers, for the purpose of getting feedback from customers on the product.

6. A company is said to break even when the profits of the company are equal to the costs.

7. The legal structure could be a sole proprietorship, partnership or limited liabilitypartnership.

8. There are two types of taxes – direct taxes payable by a person or a company, or indirecttaxes charged on goods and/or services.

9. There are two types of insurance – life insurance and general insurance. Life insurancecovers human life while general insurance covers assets like animals, goods, cars etc.

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