V olum e I - GITA Bhubaneswar

EDP & IIPC CE

NTRE, GITA B

HUBANESWAR

Volu

me

I

Quarterly Magazine

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PREFACE

This Magazine offers my recollections of combined exposure of 37 years ofIndustrial Journey and Teaching for 2 years as HOD of Mechanical Engineering,from 1976 in JayShree Chemicals, Ganjam, Odisha and to the position of DGM inRourkela Steel Plant Odisha, where as an individual and manager, I was activelyengaged .

The programs designed, activities conducted, seminars attended remind me ofthe collateral engagement of Industry & Institutes. The young students whoparticipate in these activities keep me reminding of my College days. The differencelies in the pace of the achievements and the evolving circumstances. It makes merealize the thought of a stronger and better future, when I listen to their thoughtsand feel the passion to achieve the heights.

This magazine is the reflection of our endeavor to pave the path for theviable opportunities, waiting out there in the real work field, for young and aspiringstudents.The adoption of Industries, to promote the mutual prosperity in multi dimensions,has been one of our key plans and endeavors to achieve the above set goal.

I am hopeful with the evolving trend of Entrepreneurship Development in theInstitutions and the active response from Industrial end too. It gives a clearerpicture of the fulfillment of the purpose of establishment of such Centres.

I wish to give a call to dear students and respected Industries to joinhands in our endeavor to achieve the holistic goal set by our EDP & IIPC Centre.There are many more ideas but I guess this is a starting point. I hope this is useful.

Prof. S. N. Mishra(Director, EDP & IIPC Centre, GITA Bhubaneswar)

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PREFACE







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PREFACE







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From Principal’s Desk

Industry & Institution have been collaborating for over a century, but the rise of globalknowledge economy has intensified the need for strategic partnerships that go beyond thetraditional funding of discrete research projects.

World-class research universities are at the forefront of pioneering suchpartnerships. They are designed to run longer, invest more, look further ahead and hone thecompetitiveness of companies, universities & regions. In short they transform the role ofresearch University for the 21st century, anchoring it as a vital centre of competence to helptackle social challenges & drive economic growth.

I wish EDP & IIPC Centre of GITA an astounding success.

- Dr. Manmatha Kumar Roul

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INDEX

1. Formation of EDP & IIPC Centre, 5

2. Presentation on EDP & IIPC Centre,7

3. Centre @ 4th Odisha Symposium of Invest Bhubaneswar,7

4. EDP & IIPC Centre Web Folder,8

5. Project New Horizon,8

6. Launch of ‘fb-Page’ of EDP & IIPC Centre,10

7. Adopting Industry,11

8. B-ManiaX,12

9. Udyami-Mitra Association,14

10.NEN E-Leaders Workshop at IIT Bhubaneswar,14

11.Core Team & Advisory Board,16

12.Branch-Wise faculty Representatives,17

13.About Our Peer Co-ordinators,17

14. T-Papers, Additional pages

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GANDHI INSTITUTE FOR TECHNOLOGICAL ADVANCEMENTBHUBANESWAR

ENTREPRENEURSHIP DEVELOPMENT PROGRAMME &INSTITUTE INDUSTRY PARTNERSHIP CELL CENTRE

( EDP & IIPC CENTRE)

NEWS BULLENTIN – January’2014

5th October 2013, Formation of EDP & IIPC Centre , GITA,BBSR

The Industry Institute Partnership Cell (IIPC) has been set up in GITA , BBSR with selffinancing setup on 5th October, 2013.The cell aims to strengthen the linkages with the industry and research organizationsin and around Odisha.It is headed by Prof. S. N. Mishra and assisted by Prof. K. K. Mishra & Prof Satya

Ranjan Nayak for facilitating a very good industry institute interaction

a. OBJECTIVE OF IIP CELL To promote participation of industry personnel in the development of curricula & high

quality student projects.

To provide technical training to lower and middle level industry personnel in the recent

advances in design, manufacturing and management disciplines.

To arrange industry visits and industrial training for the faculty and students of our

institution.

To provide technical consultancy and training to small scale & rural industries.

To take up joint Research & Development projects with the industries

To be assisted by a dedicated team of staff members and project staff, the centre has to

envisage an action plan to achieve these objectives

c) Entrepreneurship Cell

E-Cell or Entrepreneurship Cell is an effort to encourage students to look on entrepreneurship as a viablecareer option.

Mission

To motivate and inspire students. To equip them with necessary skills. To provide necessary assistance.

Objectives

Promote creative thinking and efficient work culture.

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Develop communication, marketing and management skills. Make productive business plans. Secure finance through venture capitalists. Convert innovations into marketable products.

Functions

Organising Guest lectures and Workshops Equipping students with the latest info through an organized database. Encouraging Student-Industry Interaction. Holding Business plan contests, management debates and case studies. Exposure to Venture Capitalists. Incubation of viable projects.

To Promote Industry - Institute Interaction Following SchemesAre to be taken up

Establishment of Industry-Institute Partnership /interaction Cell.

Organizing Workshops, conferences and symposia with joint participation of

the faculty and the industries.

Encouraging engineers from industry to visit Engineering Institution to deliver

lectures.

Participation of experts from industry in curriculum development.

Arranging visits of staff members to various industry

Professional consultancy by the faculty to industries.

Industrial testing by faculty & technicians at site or in laboratory.

Joint research programmes and field studies by faculty and people from

industries.

Visits of faculty to industry for study and discussions or delivering lectures on

subjects of mutual interest.

Visits of industry executives and practising engineers to the Institute for seeing

research work and laboratories, discussions and delivering lectures on

industrial practices, trends and experiences.

Memoranda of Understanding between the Institute and industries to bring the

two sides emotionally and strategically closer.

Human resource development programmes by the faculty for practising

engineers.

Collaborative degree programmes.

B.Tech. and M.Tech. projects/dissertation work in industries under joint

guidance of the faculty and experts from industry.

Practicing engineers taking up part-time M.Tech./Ph.D. programme at GITA,

Bhubaneswar.

Short-term assignment to faculty members in industries.

Visiting faculty/professors from industries.

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Professorial Chairs sponsored by industries at the Institute.

R&D Laboratories sponsored by industries at the Institute.

Scholarships/fellowships instituted by industries at the Institute for students.

Practical training of students in industries.

12th November’2013 , Presentation on EDP & IIPC centre ,GITA

During HOD communication meeting in the presence of

Hon. Secretary GITA Dr. C. D. Panda , Hon. Vice Chairman GITA

, Sri B. N. Panda , Principal , Dean (admn), Dean (academics)

and all the HOD presentation on EDP & IIPC centre ,GITA , its

objectives, mission vision and role of Institution / Industry and

benefits to each other by enhancement of collaboration was

given by Prof. S. N. Mishra, Director, EDP & IIPC Centre of GITA.

In the meeting, management appreciated the effort made

by the core member of the Centre and advised to adopt one

small industry to impart all technical assistance as per their

requirement and betterment.

EDP & IIPC Centre @ 4th Odisha Symposium of Invest Bhubaneswar,Dec 20-22, 2013

One of its kind event of Invest Bhubaneswar touched the grass root level entrepreneurs during its

4th Odisha Symposium from Dec 20th to 22nd 2013. The event attracted entrepreneurs from different strata

of livelihood. Some entrepreneurs braved to come all the way to Bhubaneswar from Merrut, Pune,

Dhanbad and villages of Sambalpur, Berhampur and so.

Invest Bhubaneswar invited the Director of EDP & IIPC Centre for his August presence during the 4 th

Symposium at Hotel Crown.

So was the enthusiasm of student entrepreneurs of different colleges from host city Bhubaneswar.

EDP & IIPC Centre of GITA Bhubaneswar made the students realize the importance of the platform of

Invest Bhubaneswar. The step graved such imprint on the thinking of the students that two of the

students of the college were selected for the organizing team of the 4th Symposium of Invest

Bhubaneswar. Gopal Kumar Roy and Om Prasad Patro are also the founding members of YES-Odisha

(Young Entrepreneurs Society of Odisha).

The step proved to be a great opportunity for the students of the college. Other than above

mentioned students, the Symposium was attended by Sunny Shekhar Sinha, Alok , Chandan Jena,

Saubhagya Ranjan Dalai, Bhabavati, Manoranjan Kisku. They became the part of lively seminars on Agri &

Food Processing and electronics hardware & Embedded System. They also got the chance to hear the

renowned motivational speaker and trainer, Akash Gautam during the symposium. Many other students of

the college got the chance to go for B2B interaction session for their B-Plans with Angel Investors

scheduled during the Symposium. They had a very exciting experience of the interaction as it was the first

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time exposure with Angel Investors for them as student entrepreneurs.

Om Prasad Patro and Gopal K. Roy during Invest Bhubaneswar

22nd December’2013, EDP & IIPC centre Web folder

EDP & IIPC centre Web sub-domain was created and was attached to the GITA college web site

with its objectives , mission & vision , Core members , Advisory committee, Function, Future programs

,Industrial visit and trainings and photo gallery. Prof. Sudhir Mohapatra (MBA branch ) has given his idea &

thoughts to design this web page: www.iipc.gita.edu.in

23rd December’2013, PROJECT NEW HORIZON”

EDP & IIPC Centre of GITA Bhubaneswar started their programme “PROJECT NEW HORIZON” an

Advance Technical Lecture series in the college Auditorium on 23rd December 2013 at 12:30 noon.

Hon. Dr. Chandradwaja Panda Secretary, GITA was the chair person of the function. Dr Ravi

Shankar Sundaram ( Marie Curie Research Fellow, Dept. of Elect Engg) Cambridge University , UK was the

Guest Speaker, Dr. S. C. Mohapatra, Vice Principal, GITA, Dr(Comdr.) P. K. Rautray, Dean (Admn), Prof. S.

N. Mishra ,Director EDP & IIPC Centre, GITA and Prof. K. K. Mishra , HOD Basic Science & Humanities and

Core member of the Centre were the persons on the dais. All the HODs / Professors and faculties along

with students of GITA witnessed the programme.

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Glimpses of the Lecture on Graphene by our Guest Speaker Dr. Ravi S. Sundaram

Prof. K. K. Mishra anchored & commenced the programme and introduced all the dignitaries on

the dais to the audience during the programme. Prof. S. N. Mishra , gave a lime light about the centre , its

objective, Mission & vision and its future plan. He also informed about the newly created EDP & IIPC

centre domain in the GITA college web site . He invited Young grooming engineers to come forward for

the development of society to develop entrepreneurship, Industry and Academia Interfaces with mutual

benefits.

Dr (Comdr) P. K. Rautray , Dean (admn) addressed the students and gave them clear cut picture

about the Pit hole and short fall in our technical education syllabus and actual needs of the industry

employers. This gap can be fulfilled only by the interaction and collaboration with industry professionals.

Dr. S. C. Mahapatra ,Vice Principal GITA, gave his massage to the students regarding the Industry &

Technical Institution interface and active interaction is the needs of the hour.

Dr. C. D. Panda , Secretary,GITA, welcomed the guest speaker on the occasion and gave his

message how the EDP & IIPC Centre should function to achieve its objectives and goal. He has given

emphasis on the needs of the skill and knowledge required for the engineers for the employment in

industry, Business concerns of the industry and the role of the Institution. He also gave his message to the

students to learn and practice the moral ethics to develop their future the way a Bramhachari should

practice.

Dr. Ravi Shankar Sudaram , Guest Speaker addressed the faculties and students and gave his

lecture on the subject “ GRAPHENE : SYNTHESIS , CHARACTERIZATION AND APPLICATIONS” . He gave

an elaborate picture of, how the Graphene was developed stage by stage up to the Commencement of

commercial production in the industry. He also mentioned that with the collaboration and funding of

Industry/ Corporate sector, the research is being carried out in the University and Institutions in a

successful and better way. He also mentioned that Graphene is an alternative to the silicon material which

can be used in computer and electronic hardware and also Mechanical material which is 200 time stronger

than the steel.

Then, there was interaction between the Guest speaker and students / faculties .

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People present in the programme highly appreciated the lecture and EDP & IIPC Centre is of the

view that such type of programmes can be beneficial to the students.

Dr. C.D Panda , Secretary ,GITA, felicitated Dr. Ravi S. Sundaram on behalf of GITA infront of

students and faculties present as audience.

The host of the first lecture series of Project New Horizon, Prof. K. K. Mishra, addressing the audience

At the end of the programme Prof. (Dr.) Satya Ranjan Nayak Core member of the centre gave

away his vote of thanks to the dignitaries , students and faculties present in the programme.

27th December’2013, Launch of Facebook Page - EDP & IIPC Centre, GITA

For active participation of students and sharing information a Facebook Page named EDP & IIPCCentre, GITA was designed and made live on the website and was attached to the college web site. Hereall the activities and programmes conducted by the Centre like news , information and photo gallery andlikes & comments of students are made social and the page is up-dated time to time. Our Students GopalK. Roy, Final year (Mech Engg.) and Dinesh Kumar, Pre-final Year (Mech Engg.) are the real active studentco-coordinators to design and management of this facebook Page.

https://www.facebook.com/iipcnedpcell.gita.bbs

Change CoverUpdate Page InfoFollow

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Edit Profile Picture EDP & IIPC Centre, GITA

286 likes · 92 talking about thisEDP & IIPC Centre, GITA Timeline Recent

Admin Panel

286Likes

A Glimpse from Our Facebook Page

30th December’2013, Adopting Industry

EDP & IIPC Centre of GITA, BBSR like the prevailing system adopted Lingaraj Biscuits Pvt Ltd/Parle

Biscuits Pvt Ltd, Bhubaneswar for imparting Training Work force of that unit on the aspects of

Knowledge Sharing Consultation

Training on different Awareness Program

On 30th Dec, 2013.Training of Audio-Visual program on Industry Safety Awareness & Hazards

identification was imparted to the work force at Industry Training Hall. Around 200 skilled /unskilled

Technicians & 10 executives of different level were present during the session.

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Prof. S.N. Mishra, Director, EDP & IIPC Centre, GITA Bhubaneswar was the Guest Speaker for the

program, where he shared his 37 years of Industrial Experience on needs of safety in present scenario.

Prof. S. N. Mishra, Director, EDP & IIPC during the training program to the workforce

B-ManiaX, Jan 8, 2014

Under the patronage of Dean (admn) Dr. (Comdr) P.K.Rautray and Principal, Dr. M. K. Roul,

guidance of all Professors and the flag-ship of Prof. S.N.MIshra , Director EDP & IIPC Centre, the Centre

came up with its signature event B-ManiaX during the techfest INNOVIZON’14.

Panel of Judges with Director, EDP & IIPC Centre during B-ManiaX

First of its kind event organized in Bhubaneswar at Inter-College level, B-ManiaX, ended on a high

note. It attracted a large participation from different colleges including NIT Rourkela, IIIT Bhubaneswar,

ITER Bhubaneswar, OEC Bhubaneswar, ABIT Cuttack, GEC and many others. More than 40 students of 16

teams from these colleges registered for the event. Seven teams could finally make it to the final round of

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the event, held on Jan 8, 2014 at Smart Room, GITA, Bhubaneswar during its tech-fest INNOVIZON’14.

The event provided a sound ambience to all the aspiring student entrepreneurs to showcase their passion

and energy. The event witnessed neck-to-neck competition among all the finalists. The teams which could

make to the final round were ABIT Cuttack, OEC Bhubaneswar, IIIT Bhubaneswar and four teams from

GITA,BBSR.

Co-ordinating Team of event B-ManiaX on Jan 8,2014

The first position was bagged by Vishal and his team from IIIT Bhubaneswar, second position by

Dharmendra Pradhan from OEC Bhubaneswar and the third position by Asmita Chatterjee and her team

from GITA Bhubaneswar.

The EDP & IIPC Centre, GITA Bhubaneswar captured the whole event in the form of video coverage. The

videos are live by now and are available on the media portal www.diducdat.com.

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GITA,BBSR.







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GITA,BBSR.







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UDYAMI MITRA ASSOCIATION , GITA , BBSR , Jan 8,2014

To develop six qualities for a successful young entrepreneur viz;

i) Dreamer – A big idea of something can be better and different.

ii) Innovator

iii) Passionate – Expressive

iv) Risk taker

v) Committed worker

vi) Continuous learner ,

one platform for students was made and were invited for free membership. Here student members can

share their knowledge and can have interaction with successful entrepreneurs and Industry professionals.

LOGO for the association was made by the student members was officially inaugurated by Director , EDP &IIPC centre Gita

UDYAMI MITRA- We grow together

A Non-Profit Society of Student-Entrepreneurs under EDP & IIPC Centre, GITA Bhubaneswar, Udyami-

Mitra, was launched during the concluding session of the event B-ManiaX, INNOVIZON’14 on Jan 8, 2014.

This society aims at promoting the idea of entrepreneurship among students and its significance in one’s

life and society as a whole. It undertakes some grooming sessions on the B-Plans of students. The

interested students can be the part of Udyami- Mitra by filling a Membership form available in person at

the Centre and also through email request.

EDP & IIPC Centre during NEN E-Leaders’ Workshop @ IIT Bhubaneswar, Jan 10-11, 2014

National Entrepreneurship Network (NEN) organized a workshop at IIT Bhubaneswar on Jan

10 and 11, 2014. The two days- Workshop was attended by the Heads of EDP & IIPC Centre, GITA

Bhubaneswar and members of Udyami-Mitra. Prof. S.N. Mishra, Director EDP & IIPC Centre, Prof. K. K.

Mishra, HOD Humanities & Basic Sciences, Prof. S.R. Nayak and Prof. Sudhir Mohapatra attended the

faculty meet scheduled on Jan 10,2014 at HHI Bhubaneswar.

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The members of Udyami-Mitra, a non-profit society of students- entrepreneurs under EDP &

IIPC Centre, GITA Bhubaneswar attended E-Leaders’ Workshop on Jan 11, 2014 organised at IIT

Bhubaneswar. Gopal Kumar Roy and Dinesh Kumar led the team of 11 students. Abhishek Prasad,

Chandra Veer Vikram, Ankit Agarwal, Shiv Shankar Pandit, Kannupriya, Deeksha, Piyush Prashant, Nitya

Shankar Mahto, P. Nanak Kumar Patro attended the E-Leaders Workshop conducted by National

Entrepreneurship Network (NEN) and Wadhwani Foundation. Apart from

the members Udyami-Mitra, GITA Bhubaneswar, the Workshop was attended by the E-Cell members of

different colleges including IIT Bhubaneswar, ITER Bhubaneswar, TAT Bhubaneswar, GEC Bhubaneswar,

BIITM Bhubaneswar etc. All of them discussed different aspects of creating and having an E-Cell at the

college level. They came to know some common problems in running an E-Cell and tried to find out the

solutions. The interaction among them boosted their enthusiasm for the entrepreneurship. The workshop

highlighted different levels of Leadership.

Udyami-Mitra Members at IIT Bhubaneswar during NEN E-Leaders’ Workshop

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Core Team

Name: PROF. S.N.MISHRA

Designation: Director , EDP & IIPC (ASSO. Professor)

Qualification: Bsc (Engg) M.Sc (Engg), Mech, FIE (India)

Experience: Teaching: 2 yrs – Former HOD ME , GITAIndustry: 37 yrs. – Ex DGM I/c, SAIL ,RSP

Email: [email protected] , [email protected]

Web: www.gita.edu.in.

Name: PROF. K.K. .MISHRA

Designation: ASSO. Professor, , HOD Basic Sc & Human tics

Qualification: M.Sc (Math), Phd (Contd.)

Experience: Teaching: 16 yrsIndustry: NIL

Email: [email protected]


Name: Dr. Satya Ranjan Nayak

Designation: ASSO. Professor

Qualification: M.A(Economics),MBA,Phd

Experience: Teaching: 6 yrsIndustry: NIL

Email: [email protected]


Advisory Board

Chairman GITA Dr. Satya Prakash PandaSecretary GITA Dr. Chandra Dhwaj PandaVice Chairman GITA Sri Biranchi Narayan PandaDean Administration Dr. (Comdr.)P.K.Routray.Principal , GITA Dr. M.K.RaulaVice Principal , DeanStudents welfare

Dr. Sarat Chandra Mohapatra

Dean Academic Dr. Srinivas PrassadDean R & D and HOD ECE Dr. Mrutunjaya PandaHOD CSE & Dean Hostel Dr. Manaranjan PradhanHOD EE Dr. Saroj Ku DasHOD EEE Dr. K.K.MoharanaHOD MECH Dr. Manoj Kumar PradhanHOD CIVIL Prof. Himansu Sekhar Panda

HOD MBA Prof. (Mrs.) Sagyan Sagrika Mohanty

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Branch-Wise Faculty Representatives

Department of Mechanical Engineering1. Prof. Prasanta Ku. Mohanty2. Prof. Sibakanta Sahoo3. Prof. Saipad Sahoo

Department of Computer Science & Engineering1. Prof. Manoj Ku. Sahoo2. Prof. Swagat Ku. Jena

Department of Electrical and Electronics Engineering1. Prof. C. R. Behera2. Prof. Atmabhu Das

About our Core Coordinators

Gopal Kumar Roy has a diverse experience of coordinating formany National and International Tech-fests as CampusAmbassador. He has led a team for a NationalCompetition organized by SAE, INDIA. He has beenactively representing the Institution and the state atdifferent platforms of recognition. He is also the memberof Young Entrepreneurs Society of Odisha (YES-Odisha).

Dinesh Kumar, a Mechanical Engineer Grad, is a veryactive and passionate individual. He has a deep

understanding of work ethics and responsibilities. He hasbeen the Campus Ambassador for Tech-fest, IIT Bombay

and Aarush, tech-fest of SRM University for the season2013-14. He was the Overall Coordinator of the signatureevent of the Centre, B-ManiaX during INNOVIZON’14.

Please find the “T-Papers” section of Our magazine

We are [email protected]/iipcnedpcell.gita.bbsE203, East Block, GITA Bhubaneswar

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“UDYAMI-MITRA” VOLUME IEDP & IIPC CENTREGITA Bhubaneswar Oct’13-Jan’14

T-Papers

Paper 1How Heat Generated in a Hydraulic Systemcan be Turned into “Green Savings”

Lyle Rube

An issue with all mechanical processes is that theprocess generates a certain amount of heat; thisespecially true in the case of hydraulic systems.Heat is generated when the fluid is pressurized,heat generated from the friction of the pressurizedfluid flowing through the lines, routing throughvalves and other devices that create pressuredrops, and finally the transfer of fluid energyback to mechanical energy to do work. Fluidpower designers attempt to reduce as much aspossible the generation of such heat. This includesthe use of components that generate a minimumof pressure drop, correct sizing of hydraulic lines,and work duty cycles. However, no matter howenergy efficient the design, the system stillgenerates heat. The designer must build into thehydraulic system a means for removing excessheat or risk damaging the equipment. A rule ofthumb in fluid power is that for open loophydraulic systems around 30% of the inputhorsepower is lost to heat.

Basic to thermal dynamics is the process of heattransfer from the device to someplace else wherethe heat can be safely dispersed. In simple “openloop” hydraulic systems, the hydraulic reservoir isthe primary means for heat transfer. Fluid powerdesigners carefully select reservoirs, not only forstorage of system fluid but also for thereservoir’s heat transfer properties. Most systemsare cooled by relying on the heat transfer fromtank surfaces to the surrounding air. The rateof heat transfer is dependent on the amount ofreservoir surface area, fluid dwell time, thematerial the reservoir is constructed from, thetemperature of the fluid and type, the ambient airtemperature, and ambient air exchange rates.Positive heat exchange can be detrimentally

effected if the hydraulic power unit is placedsomewhere non conducive to ambient cooling;such as an unventilated equipment rooms orplacement where it is exposed to directsunlight. Heat exchange is based on

the temperature differential (∆T). Thegreater the ∆T the better the heat exchange,moving from the higher heat source to thecooler. This is the principle that all heatexchangers are based on, whether air/fluid orfluid/fluid. The common radiator used on mobileequipment is a classic example of an air/fluid heatexchange system. In industry whereequipment is stationary, fluid/fluid heat

exchangeisquite common. Two types ofheat transfer units are often used; plate coils andtube & shell. For the purposes

of this discussion I will pass over the platecoil systems and discuss tube & shell.

The principle of a tube & shell heat exchanger isthat the hydraulic fluid is passed through the heatexchanger tubes that are surrounded by a jacket ofcooling fluid, normally water. The water isconnected to the pressure side of the watersystem and the heat exchanger discharge wateris connected either to the effluent drain or to awater cooling system such as a cooling tower.

The hot hydraulic fluid exchangesthe heat to the water, which is then carriedoff. Typically the heat exchanger is installeddownstream from the return filters andupstream from the reservoir. This system ishighly efficient in removing the heat from thehydraulic fluid and maintaining a cool system. Bykeeping the fluid temperature cool the hydraulicsystem is more efficient and it will increase theoverall lifetime of the system. The typical way ofcontrolling the flow of hydraulic fluid through theheat exchanger is with a mechanical valve thatis very much like the thermostat valve foundon most cars and trucks. When the fluid heats to acertain preset temperature the valves opensallowing the fluid to flow through the heatexchanger. Otherwise the fluid, if not warm


T-Papers

enough, bypasses the heat exchanger straight tothe reservoir. Now that weunderstand the heat exchange principle wecan now begin the discussion of how this can beutilized to generate “green savings”.

In many applications water is heated to a desiredworking temperature. Raising the water from theambient line temperature to the workingtemperature requires the input of energy, usuallyfrom some form of heating device such as a gas orelectric water heater. Let’s assumethe

ambient water linetemperature is 65° F and we need to raise thetemperature to 120° F working temperature. Thewater heater will have to input enough energy toovercome a ∆T of 55°. Rather than taking thedischarge water from the heat exchanger anddumping it down the drain, the heat exchangercan work as a pre heater. For discussion purposeslet’s say, conservatively, the heat exchanger raisesthe water temperature 25° F; instead of having thewater heater raise the temperature 55° F, it willonly have to raise it 30°. This is a savings of45%. Over time this can lead to a substantialenergy cost reduction; more than paying for thecost of the heat exchanger and installation.

Water is not the only heat exchange mediumthat can be used. In hydroponic heat systems,utilizing heat transfer fluids; again the heatexchanger can use the hydroponic heat transferfluid to cool the hydraulic system and preheat thehydroponic fluid. Thus, cutting overall energycosts in heating. Otherhydroponic heating systems are hot water heatsystems and again the heat exchanger can beused as a feed water preheater.

Taking the “greening” one step farther; ratherthan use standard mineral based hydraulic oil inthe system, the use of a water based fluid willenhance the system operation. Water basedhydraulic fluids contain between 35% to 60%water. Water’s better heat transfer properties over

mineral or vegetable based oils will significantlyincrease the heat transfer capability. For example:If in an oil based system the heat exchanger isable to pull out 75% of the heat and the waterbased system is able to pull out 85%; it’s a “nobrainer”. Also, if a water based hydraulic fluid isused; the cooler it is kept the less water willevaporate out. The best operating temperature forwater based fluids is < 50° C (122° F).

If the hydraulic power unit’s input power is 25 hpand it’s estimated that the system will generate30% in heat; that’s a little over 8 hp or 343.764BTU/min or20626 BTU/hr. If, through a heat exchanger and asystem with water based hydraulic fluid, 85% ofthe heat energy can be captured; that’s 17532BTU/hr. That’s energy that’s already been paidfor; why pay for it again?

When considering the use of a heat exchanger;there can be some negatives also. Beforepurchasing a heat exchanger make certain thatthe exchanger is fabricated from the rightmaterials. Whatever the hydraulic fluid tubesare made of should be of material that thewater will not corrode. Similarly the tubes shouldbe made of material that the hydraulic fluid willnot react to, especially if the hydraulic fluid iswater based. Nothing can ruin a day more thanfinding water in your hydraulic fluid from a leakyheat exchanger. Also, the heat exchanger mustbe sized correctly to effectively pull themaximum amount of heat. Undersizedexchangers will not allow enough fluid dwelltime to pull out the heat. Heat exchangers that areoversized will pull out the heat, but why pay forwhat you don’t need. Some system designersrecommend placing the heat exchangerupstream from the return filters because if thematerial in theheat exchanger should begin to degrade andstart “sluffing off”; the filter will be in place tocapture the contaminants before they can get intothe reservoir. Finding and using the services


T-Papers

of a fluid power professional to help chose thecorrect heat exchanger and install it is probablythe wisest way to go.

Finally, the idea of using a heat exchanger has thepotential to make systems more efficient. Whowould have ever thought that “going green” couldactually put green into your wallet.

Reference:

Lyle Ruble owns Ruble Consulting ServicesinMilwaukee, WI


T-Papers

Paper 2

Safety in the industrial environment ischallenging

Industrialization is the key factor for thegrowth of a country. However, there is a tendencyto neglect the environment and accident in theprocess of rapid industrialization. For protection ofa community and the works in hazardousenvironment, attempts should be always made toprovide the best hygienic conditions duringmanufacturing process. Safety cannot be ensuredmerely by legislation, administrative action,penalties or governmental action. However Everywork place and every work man needs safety.

How much money do you have to spend topurchase safety protective equipment to preventaccidents? Try asking yourself how much it willcost you whenever an accident happens - loss oflife, loss of work and productivity, insuranceclaims, material damage, and not counting thoseextra hours writing reports...

Accidents are not cheap. In fact, they can be very,very expensive!

And ironically, most accidents are caused bypeople! And it is not easy to get people to followwhat you want them to do. Everybody has a freewill and they know it.

How useful are your protective equipmentif your workers are not using them? How do youensure that your workers remember safetyguidelines and avoid dangerous practices? Orobserve good safety practices when nobodysupervises them?

Somehow, people need to get it into theirsubconscious mind to want to follow safety rulesand regulations. If not it will be an uphill task forthe safety practitioner. Do they have to wield the

big stick like a policeman and play a cat-and-mouse game all the time?

Safety awareness is the key tocontrolling accidents. Safety awareness is criticalin any construction site. So many dangerousactivities are happening at the same time. It onlytakes one unsafe act to bring your safety recordplunging down.

What is the best way to deliver your safetymessage?

Interestingly, researchers have foundthat people remember 50% more in what theysee than in what they hear. Visuals get people'sattention. Advertising people know about this. Themany images on billboards, magazines,newspapers or even on the internet are testimoniesthat visuals do attract people and advertising usingvisuals are so effective.

Humor in posters brings good feelings andmakes ideas more memorable and receptive. Thisagain has a lot to do with the working of the mind.Pleasant thoughts generate more receptivelearning. Have you ever tried studying for an examwhen you have ugly thoughts disturbing yourmind?

Humor effectively drives a point that is soeasy to understand when done correctly. Accidentssituations cannot be photographed. Only stuntmenare crazy enough to do things that can result inaccidents. Cartoons can be effectively used toillustrate dangerous situations which might beimpossible to capture on film in real life.

What do you mean by done correctly?Well, in any graphic design, there must be acertain composition that makes a picture stand out.It's what makes people stop and stare. It's thedifference between a prize-winning visual and amediocre one.


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Composition is simply the arrangement ofthe subject matter within the confines of a picturespace. It's not just a matter of putting the mainfocus in the center. The arrangement of othercomponents of a picture will lead the eye of thebeholder to the center of interest. Throughcomposition, a picture is unified into a well-balanced and pleasing design.

There are many techniques for arrangingsubjects to create attractive graphics. Some of thewell known ones are: the S-shape, L-shape, threespot composition, tunnel, silhouette, golden mean,radiating line and many others.

Another way to capture interest is by theuse of colors or lack of it. Strong reds will standout in a green background. Skilful matching ofcolors can enable pictures to stand out, and makepeople take notice.

In safety communication, the safetyslogan must also be eye-catching. After all, thatis the safety message that you want to deliver topeople. To be successful, the words must stand outabove the rest.

The successful safety poster first capturespeople's attention with the graphics and the color.Next, it lets them enjoy the images to relax theirmood. Finally, it presents the safety slogan ormessage for the finale.

If done well, people will remember themessages in safety posters for a long, long time.And when a similar situation occurs during theirwork, the vivid graphic comes back to their minds,perhaps causing them to smile knowingly for whatto avoid. They have seen the consequences andthey will avoid putting themselves in that similaraccident-prone situation.

Does it make sense then to use eye-catching cartoon graphics to influence safetybehavior in people? I think it might work when weexpose people sufficiently over a long period of

time. The messages must sink into theirsubconscious mind so that it becomes secondnature to them.

There had been a lot of propagandagraphics created during the world wars and alsoduring political campaigns. Many of them usedcartoons to influence the thinking of the masses.People in advertisement use a lot of graphics - allfor one purpose - to influence people's impressionor buying behavior.

Truly, cartoon posters with the propermessages can influence people's behavior. Thatshould be good news to safety professionals. It's atool with a lot of potential.

If we are involved with safety, we canobtain suitable safety posters that are both cheapand good, where we can store in your computer,and print at any time we want.

(Prof. S.N.Mishra)

Director, EDP & IIPC Centre


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Paper 3

The role of management practice to improvethe efficiency level of an Entrepreneur

Dr. Satya Ranjan NayakAsst. Professor of Economics and Business

AdministrationGandhi Institute for Technological

Advancement, BhubaneswarOdisha., India, Pin: 752054

*E-mail: [email protected]

Abstract

An entrepreneur or the organizer isviewed as one of the important factors ofproduction who organizes all other factors ofproduction ( i.e. land, labour, capital , rawmaterial etc) to produce the product in aneconomy. But to improve the efficiency level ofan entrepreneur needs a better managerialpractice throughout. In this paper, an honestattempt has been made to focus and analyse themanagerial practice of an entrepreneur.

I. Introduction

Managers are the individuals who practice

the art of management. In other words they

use the limited resources and put them to

proper use and strive to reach the

organization’s goals with productivity. In

this regard French industrialist Henery

Fayol viewed that all managers perform

five management functions like Planning,

Organizing, Commanding, Coordinating

and Controlling. They always keep in touch

with new ideas and new developments in

the wider world. Studies that investigate

the link between management practices and

productivity have assessed the impact of an

individual practice in isolation, the effects

of joint adoption of practices and the

impact of clusters or systems of

complementary practices. In this review,

we investigate OM (operations

management) and HRM management

practices. OM practices focus on systems

management and include Information and

Communication Technology (ICT), Just in

Time (JIT), Total Quality Management

(TQM), and lean production, amongst

others. HRM practices focus on people

management, in particular the recruitment,

development and management of

employees (Wood and Wall, 2002).

Typical HRM practices involve training,

development, empowerment and

teamwork. Wall and Wood (2005) suggest

it is unlikely that there exists a ‘one size

fits all’ set of productivity-enhancing

management principles or practices.

Edwards et al (2004) builds upon this

contingency approach, stating that the

success of management practices are firm-


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specific and these are affected by the

prevailing institutional environment.

II. Functions of the Managers in an

Organisation.

Managerial functions are effective tools

for managers to achieve the

organization’s planned objectives. They

include the general administrative

duties that need to be carried out in

virtually all organizations. Following

figure depicts the management process

and shows the various functions that

mangers are involved.

(A)Planning:

This is the process, by which

mangers decide the mission and

objectives of the firm and take

necessary steps to achieve the desired

objectives. Planning helps a firm to

decide its future course of action. At

the same time, managers need to

determine the future trends in business

and incorporate change and innovation

into the organisation from time to time.

(B) Orginising: It is the process of

assigning tasks and allocating resources

to individuals to enable them to

accomplish organisational goals.

Organising is a continuous process of

determining :

Which task are to be performed

How task can best be combined into

specific jobs.

How jobs can be grouped into

various units

The authority and reporting

relationships within the corporate

hierarchy.

(C) Staffing: Staffing is better known as

‘Human Resource Management’ and

involves manning or filling the various

positions in the organisational

hierarchy. A activities like determining

manpower requirements, assessing the


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number of people presently available in

the organisation, recruiting and

selecting candidates, training and

placing them in the organisation come

under purview of staffing. This

function also deals with compensation,

performance appraisal, promotion and

carrier planning.

(D)Leading : It is defined as “ the

management function of influencing ,

motivating and directing people

towards the achievement of

organisational goals. It is the

management function that involves

influencing against the established

industry standards developed during the

planning process and corrections of

deviation, if any. The basic control

process involves:

Comparing performance with

standards

Determining where negative

deviations occur, and

Developing remedial measures to

correct deviations.

III.Conclusion:

Productivity is one of the most important

factors affecting the overall performance of any

organization, large or small. At the micro-level,

improved productivity decreases unit costs and

serves as an indicator of project performance. At

the macro-level, improved productivity is a vital

tool in countering inflationary effects and

determining wage policies. Improved productivity

is thus always counted among the basic means of

solving economic problems. It is increasingly

recognized that capital alone is an inadequate

means of producing more wealth or for starting a

business in developing countries. Improved

productivity is also required; if all production

inputs are well utilized, capital improvements and

enhanced productivity go hand in hand. In other

words, increased productivity enhances

investments without any burden to governments.

In addition to the advantages at this fundamental

level, the advantages of productivity improvement

can be summarized as follows:

• Decreased total cost and duration of production

• Improved quality

• Growth in market share of product

• Increased employment and wages without

inflationary pressures

• Enhanced purchasing capacities among

employees, employers, and customers.

Reference:

1. Edwards, T., Battisti, G. and Neely,

A. (2004). Value creation and the


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UK economy: a review of strategic

options. International Journal of

Management Reviews, 5/6 (3/4),

191-213.

2. Datta and Datta , Marketing

Mangement, 2nd Edition,Vrinda

publicatios(P) Lt.d.

3. Wood, S. J. and Wall, T. D. (2002).

Human resource management and

business performance. In P. B.

Warr (ed.), Psychology at Work.

Harmonsworth: Penguin.


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Paper 4

Industry – AcademiaCollaborations

There are numerous ways to build a University-

Industry relationship,even if it is still strictly from

an educational perspective. A few ideas are

detailed below:

Ideas on developing Industry support for the

university

• Delivering guest lectures: This is the simplest

and first step to developing a relationship with the

company. In my experience at Cambridge

University, Engineering Department we invite

people from many companies to give guest

lectures by establishing a named lecture series

like “Cambridge Advanced Technology lectures”.

Over time when more and more esteemed

lecturers are invited, the merit of this lecture series

grows. This results in more companies coming in

voluntarily to contribute to the development of the

institute/university in some form.

• Hiring of industry practitioners as part timefaculty (visiting Fellows): This is a more serious

undertaking but can be extremely valuable as

these experienced people can disseminate their

experience in a university. This in turn feeds back

to the industries in this field which could boost

campus recruitment opportunities which leads to

my next point.

• Recruitment opportunities: There can be

several ways to provide this service to the industry

by providing the incentive of bringing forward top

candidates from the university to be

trained/educated by the industry and finally be

recruited.

• Site visits (tours): This is again a simple yet

effective idea to motivate students to take up core

jobs. In depth factory/site tours organized by

experts in the respective industry can go a long

way in providing a perspective to the young

student.

• Student projects: This is by far the best way to

develop an intellectual relationship with the

industry. Students working on projects under joint

supervision of mentors in the university and the

industry can produce valuable results for the

industry (Note that the price to the industry is

almost zero in this case while they get a lot of

focussed work) and at the same time boost the

technical capability of staff. Successful projects

can generate interest in the company who then

can invest in developing a lab in the university. For

example, in my case this has been achieved with

a company called Agilent technologies. They have

invested a huge amount of money to develop a

state of the art electronics laboratory.

• Summer vacation jobs/internships: Most

companies have an existing internship program.

Universities with strong industrial support almost

always have their undergraduate/graduate


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courses linked to these internships. For example:

IIT Kharagpur has a compulsory requirement that

3rd year students must do a 10 credit summer

internship/project in a company of interest or even

just another reputed university. This is also very

good to develop ties between your university and

industries or other universities. A placement cell

could be setup within your university whose

members can be senior faculty with good

contacts. Then a list of opportunities can be

developed by talking to your respective contacts

and then a placement competition can be held

even for these internship placements. This will

develop a healthy competition within the students

and additionally give them valuable interview skills

training.

• Collaboration on course delivery - electronicdiscussion groups (include students andindustry): Particular courses could have modules

which involve an industrial component. For

example: We collaborate with the institute for

manufacturing who bring in experts from the

industry to do cost and feasibility analysis for a

particular engineering project. These could be

simple thought experiments followed by a

business plan as well. This will involve the industry

in the projects that are undertaken by the

university and get ideas and develop their R&D

internally. Some projects are even selected by the

interested company and a seed investment is

made for its development.

• Support contests: For example …a company

can sponsor a final year project prize that satisfies

the needs of that particular company.

• Mentoring of projects: Joint projects can be

started and students can go work under the

mentorship of the industrial expert. This is similar

to the summer internships etc. but can be a longer

term project as well.

As a general benefit of the aforementioned

schemes, students will be motivated towards their

coursework as it provides exposure to real world

issues and problems. In addition, it eliminates the

age old student issue of not being able to put an

application to the large amount of theory that is

taught.

Benefit to the industry:

• Evaluation of prospective employees (the

students)

• Reverse Consultancy: Feedback on projects in

the university. Smaller companies are certainly

more open thanlarger more established

companies (due to more internal policies in bigger

companies). To establish this a clear intellectual

property agreement and an NDA must be put in

place.

• Organize student volunteers to support

companies with testing and focus groups. This is a

direct benefit to the company.


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• Provide leads on collaborative research

proposals

Where to Start?(My views)1. To set up a team in the university who

would leverage their industrial contacts

and build a database of interested

companies. The team should also come up

with an agreement to be signed by

interested industrial partners.

2. Set up an institute website and put the logo

of each partner signed to the collaboration.

A nice name can be given to this

development project which companies can

sign on to initially for a small or no

donation but this clause can be amended

based on the success of this venture. The

website is important as it will attract more

companies and more importantly more

bright students.

3. Setup a lecture series and invite speakers

from interested companies.

4. Competitions/ technical festivals etc are a

good forum for networking and also a very

good starting point for both parties to start

a collaborative relationship. For the

company it is advertisement at a very small

cost.

There are many more ideas but I guess this is a

starting point. I hope this is useful.


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Paper 5

ROLE OF TECHNOLOGICALADVANCEMENT IN SUSTAINABLE

DEVELOPMENT

Sustainable development (SD) has emerged as

a new goal for international development in the

wake of a host of changing environmental,

social, and economic conditions. Some of

these are global environmental problems arising

from industrial development patterns, resource

degradation and depletion, widening economic

gaps between and within industrial and

developing countries, and resource-driven

conflicts. Evolved from past foreign

development paradigms that focus on

economic aspects of development, SD expands

on the social, environmental, and institutional

components. Yet, SD is most notable in taking a

world-view that seeks to promote equity among

and within nations and generations. The role

of science and technology in SD is viewed in a

new way as well, with an emphasis on

technologies for empowerment (e.g., education,

information, communication) and

environmental sustainability (e.g., sustainable

agriculture, renewable energy. improved re-

source efficiency) and a focus on whole systems.

The Planet Earth has the unique feature of

sustaining by the energy of the sun, the marvel of

biological living systems. The regions of the earth

close to the equator in north and south latitudes up to

the transit of the sun, particularly in the

neighbourhood of the oceans have the blessings of

perennial rivers and other water resources. The

peoples of these territories have access to

extraordinary abundance of microbes, plants and

animals. They meet with ease and certainty all their

simple essential needs which provide them in turn

the precious freedom and leisure for exploration,

experimentation, speculation, creative expressions in

new knowledge, languages, literature, performing

arts, craftsmanship, with a variety of natural materials

and tools. The leaders and rulers in these regions

guided by the wisdom of empirical observations

provided patronage and resources for the bold, and

imaginative ventures in arts, culture, architecture and

voyages to enhance sensory perceptions and

appreciation as well as to create wealth and well-

being of their peoples for meeting the needs of water,

food, housing, clothing and ensuring health, nutrition,

security, justice and much joy.

Rivers, deserts, forests, mountains, oceans had

to be crossed for exploration. These necessitated

evolution of engineering and technological

capacities from scientific enquiries and laws of

science. These were exchanged in trade and

commerce and by aspirations for travel and quest.

The richness and wealth of these regions in


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Southern Europe, Northern and Western Africa,

West Asia, Coastal East Africa, Central Asia, South

Asia, Asia Pacific and China have thus been the

greatest originators of engineering and technology

over five millennia.

These exchanges and interactions have

increased substantially through greater facilities in

seafaring and voyages across the Indian and Pacific

oceans and the Atlantic. Thus transfer of new

knowledge and materials between the Indian

subcontinent, Pacific areas, China and Latin

America also increased. The rich biological

mineral resources and contact with the highly

skilled personnel in India in design,

fabrication, construction, navigation as well

in complex manufacturing processes attracted

attention of European powers. Thereafter

interchange of economic plant materials became

possible between Asia and Latin America. These

regions constitute what is termed the Third

World.

The great scientific advances in the past two

centuries have resulted from novel engineering and

technologies in energy generation and use in creation

of industrial goods, services for improving health,

nutrition and conquest of diseases. The Third World

has gained power for self-rule and is aspiring to attain

rapid economic growth and societal development.

Indian developments in the past two hundred years

and especially in the later half of the twentieth century

have derived much inspiration and sustenance from

interactions within the Third World.

India has witnessed many developments in

the past through contacts with South Asia,

China, Japan, Korea, Mongolia, West Asia,

Central Asia, Coastal Red Sea, Southern Europe

and many countries of Africa. The languages,

literature, architecture, cuisine, beverages,

perfumery, textiles and garments, home

implements, jewellery, paintings, crafts, musical

instruments bear witness today of such

engineering and technological exchanges.

As mentioned earlier, major initiatives in India by

scientists and patrons of sciences have been

aimed at creating capabilities and capacities for new

technologies and applications for self-reliance to

meet the needs and aspirations of the people.

As elucidated in Section 2 India witnessed a

renaissance in science and technology primarily

through several dedicated brilliant the vision

and efforts of scientists and their patrons.

Before 1950, India had engineered

production of sugar, textiles, chemicals from coal

tar, pharmaceuticals, vaccines, dyes,

industrial explosives and steel. Soon after

Independence, guided by Jawaharlal


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Nehru, Mahalanobis and PMS primary

engineering and technology generation leading

to success are outlined, while taking note of the

serious new concerns that have grown in the last

three decades on global environment and loss of

biodiversity.

India with a billion inhabitants perforce must

promote and adopt numerous innovations in

Engineering and Technology for achieving

sustainable, development, recognizing the

availability and limitations of its natural resources.

The experience gained in meeting the needs of

water, energy, food, health, housing and habitat,

largely with self-generated and self- reliant

technological advances in industry, services and

human skills and for fulfilling aspirations in

the next two decades are recorded.

These are viz; i) Water Resource ii) Land

Quality Management iii) Energy Management iv)

Technologies in Thermal Power Generation v)

Innovation in Technology vi) Petrolium oil and

gas technologies vii) Nuclear Energy

Technologies viii) Electrical power transmission ,

distribution technologies ix) Technology for

power from Renewable energy sources. X) Metals

& New Minerals xi) Communication Technology

xii) Technologies for International Trades xiii)

Enginering Technological Capability.

THE NURTURING OF THE COUNCIL OF

SCIENTIFIC AND INDUSTRIAL RESEARCH

BY S.S. BHATNAGAR WITH ACTIVE

SUPPORT FROM THE GOVERNMENT

FORMALLY ENCOURAGED TECHNOLOGY

GENERATION FOR SELF-RELIANT

ECONOMIC DEVELOPMENT.

WATER RESOURCE

Education and training in advance Civil &

Hydraulic engineering has dependence on sea-

sonal monsoon rains and melting of

Himalayan snow for the rivers, through design

and construction of big dams, canals and

reservoirs. To a large extent floods have also

been regulated. Through irrigation, arid,

desert and saline lands have been greened.

Remote sensing satellite technologies have

been added to traditional technologies for

locating ground water. New membrane

technologies have enabled major chemical and

petroleum industries in Chennai to flourish

with only municipal waste water. Soil lining

with polymer agro films of canals, storage tanks

and ponds as well as cover of farm lands have

curtailed seepage and evap- oration losses. It is

not uncommon in the fertile Punjab and


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Gangetic Plains to raise three crops a year

from short duration varieties, benefiting from

perennial sunshine coupled with irrigation.

Lined ponds have promoted fish farming on a

large-scale. The desalination engineering of

cooling tower dis- charges in petroleum,

chemical and thermal electrical power

generation by membrane and osmosis

technology has led to fresh water

conservation. Closed cycle fresh water

circulation, cooled by once- through sea water

in coastal region in industry is increasing. Rain

water harvesting through appropriate

indigeneous technologies is being introduced in

many regions.

Brilliant hydraulic design engineers have,

since Independence been responsible for

building great dams and barrages all over the

country. Rivers also are an important means of

transport with bridges to facilitate their

navigation. Dams and waterfalls provide

hydropower. Abundance of such

hydropower supported electrolytic hydrogen

and alkali production. The potential for

harnessing river and rain water resources is very

high through appropriate new technologies.

Development of small and micro hydropower

equipment of high reliability is able to provide

water and electrical energy to small isolated

mountain communities. Such power is also

stored in efficient batteries for night lighting

and for hospital equipment,

telecommunications, education and television

in remote areas. Rural village communities in arid

and semi arid zones in Western India have

adopted new technologies for conservation of

rain water to raise forests with fast-growing

trees and shrubs for fodder, fire-wood and

minor timber. Major advances in Ion

exchange and membrane based technologies

and highly reliable equipment have ensured

safe drinking water supply at low cost in urban

areas as well as in schools and hospitals. In the

islands of Lakshadweep and Andaman and

Nicobar and in coastal areas of Kerala,

introduction of salt-tolerant varieties of crops

such as rice, coconut, have been successfully

employed.

The detection of presence of toxic arsenic

in ground water in eastern India has

prompted development to limit such sources

for use by humans and livestock. A special

concern is related to water reservoir- induced

seismic activity in high dams especially in the

light of growing knowledge of plate tectonics

on the movement of Indian Peninsular Plate

against the Himalayan plate. Owing to

deforestation in the catchment areas, there is a

heavy loss of top soil and silting of the rivers


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causing flash floods and decrease in the

storage capacity of the reserviors. Further,

reduction in the depth of estuaries is leading to

the lowering of the limits of tonnage of ocean

liners in ports and harbours such as Haldia of the

Ganga-Brahmaputra Delta and is receiving

serious attention of engineers.

Global warming even on a miniscule level

will increase the flow from melting snows

of the Himalayan peaks and sea level rise

in coastal regions affecting major urban

centers and fishing communities. This is of

special concern in the Indian subcontinent and

has ushered substantial Indian scientific

contributions for international studies.

A scientist always looks for interesting

problems to be solved. But the people are not

looking for problems, they are looking for

solutions. The approach, therefore, should be

to connect these two. Of late, technology

seems to have undergone a change in mindset

and is loaded in favour of economy of scale;

more and more money is added into the tools of

technology utilization. We have to concentrate

rather on technology of numbers – that which

can be used by the maximum number of

people.

For this, I recommend the 4 D’s. The first is

the design of technology, which provides a

viable solution for problems faced by many. It

should be of a size and investment that can be

afforded by underprivileged social groups to be

socially inclusive.

The next is development, in the context in

which it is to be applied. We have many

designs but they are not of the right size to be

of use to the groups who need them. So

technology must be developed and modified to

suit the social context in which it will be used.

Then there is the question of delivery. The

technology has to reach the right people at the

right time to be effective and useful. There are

many instances when this has not happened

and all the effort and expense has been a waste.

What will catalyse and spread the adoption

of the technology is the dramatic effect it

produces. There was an instance of an age-old

method being used which resulted in poor

yield, low quality and long process. But the

scientists who were sent to rectify the situation

said they could not do anything. They were

told to live with the people and study the

system. Slowly they established a rapport with

the people and made them accept the new

ideas and technologies which reduced the time


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and increased the yield. These dramatic results

made it possible to introduce new technology

where there had originally been indifference

and apathy.

When we discuss a programme or

technology for sustainable livelihood, we have

to think of a chain from end to end. Otherwise

the problem cannot be solved. The 4Ds of

design, development, delivery, and especially

dramatic effect are necessary to fill the gap

that is seen and felt.


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Paper 6

Solving HydraulicSystem OverheatingProblemsBrendan Casey

Tags: hydraulics

Overheating ranks No. 2 in the list of most

common problems with hydraulic equipment.

Unlike leaks, which rank No. 1, the causes of

overheating and its remedies are often not well

understood by maintenance personnel

Why do Hydraulic Systems Overheat?

Heating of hydraulic fluid in operation is caused

by inefficiencies. Inefficiencies result in losses of

input power, which are converted to heat. A

hydraulic system’s heat load is equal to the total

power lost (PL) through inefficiencies and can be

expressed as:

PLtotal = PLpump + PLvalves + PLplumbing +

PLactuators

If the total input power lost to heat is greater than

the heat dissipated, the hydraulic system will

eventually overheat. Installed cooling capacity

typically ranges between 25 and 40 percent of

input power, depending on the type of hydraulic

system.

Hydraulic Fluid Temperature

How hot is too hot? Hydraulic fluid temperatures

above 180°F (82°C) damage most seal compounds

and accelerate degradation of the oil. While the

operation of any hydraulic system at temperatures

above 180°F should be avoided, fluid temperature

is too high when viscosity falls below the optimum

value for the hydraulic system’s components. This

can occur well below 180°F, depending on the

fluid’s viscosity grade.

Maintaining Stable Hydraulic Fluid

Temperature

To achieve stable fluid temperature, a hydraulic

system’s capacity to dissipate heat must exceed its

heat load. For example, a system with continuous

input power of 100 kW and an efficiency of 80

percent needs to be capable of dissipating a heat

load of at least 20 kW. Assuming this system has a

designed cooling capacity of 25 kW, anything that

increases heat load above 25 kW or reduces the

cooling system’s capacity below 25 kW will cause

the system to overheat.

Consider this example. I was recently asked to

investigate and solve an overheating problem in a

mobile application. The hydraulic system was

comprised of a diesel-hydraulic power unit, which

was being used to power a pipe-cutting saw. The

saw was designed for sub-sea use and was


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connected to the hydraulic power unit on the

surface via a 710-foot umbilical. The operating

requirements for the saw were 24 GPM at 3,000

PSI.

The hydraulic power unit had a continuous power

rating of 37 kW and was fitted with an air-blast

heat exchanger. The exchanger was capable of

dissipating 10 kW of heat under ambient

conditions or 27 percent of available input power

(10/37 x 100 = 27). The performance of all cooling

circuit components were checked and found to be

operating within design limits.

At this point it, was clear that the overheating

problem was being caused by excessive heat load.

Concerned about the length of the umbilical, I

calculated its pressure drop. The theoretical

pressure drop across 710 feet of ¾-inch pressure

hose at 24 GPM is 800 PSI. The pressure drop

across the same length of 1-inch return hose is 200

PSI. The theoretical heat load produced by the

pressure drop across the umbilical of 1,000 PSI

(800 + 200 = 1,000) was 10.35 kW. This meant

that the heat load of the umbilical was 0.35 kW

more than the heat dissipation capacity of the

hydraulic system’s heat exchanger. This, when

combined with the system’s normal heat load

(inefficiencies) was causing the hydraulic system

to overheat.

Beat the Heat

There are two ways to solve overheating problems

in hydraulic systems: decrease heat load or

increase heat dissipation.

Hydraulic systems dissipate heat through the

reservoir. Therefore, check the reservoir fluid level

and if low, fill to the correct level. Check that there

are no obstructions to airflow around the reservoir,

such as a buildup of dirt or debris.

Inspect the heat exchanger and ensure that the core

is not blocked. The ability of the heat exchanger to

dissipate heat is dependent on the flow-rate and

temperature of both the hydraulic fluid and the

cooling air or water circulating through the

exchanger. Check the performance of all cooling

circuit components and replace as necessary.

An infrared thermometer can be used to check the

performance of a heat exchanger, provided the

design flow-rate of hydraulic fluid through the

exchanger is known. To do this, measure the

temperature of the oil entering and exiting the

exchanger and substitute the values in the

following formula:

Where: kW = heat dissipation of exchanger in

kilowatts


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L/min = oil flow through the exchanger in liters

per minute

T ºC = inlet oil temperature minus outlet oil

temperature in Celsius

For example, if the measured temperature drop

across the exchanger is 4ºC and the design oil

flow-rate is 90 L/min, the exchanger is dissipating

10 kW of heat. Relating this to a system with a

continuous input power of 100 kW, the exchanger

is dissipating 10 percent of input power. If the

system is overheating, it means that either there is

a problem in the cooling circuit or the capacity of

the exchanger is insufficient for the ambient

operating conditions.

On the other hand, if the measured temperature

drop across the exchanger is 10ºC and the design

oil flow-rate is 90 L/min, the exchanger is

dissipating 26 kW of heat. Relating this to a

system with a continuous input power of 100 kW,

the exchanger is dissipating 26 percent of input

power. If the system is overheating, this means

that the efficiency of the system has fallen below

74 percent.

Pressure Drop Means Heat

Where there is a pressure drop, heat is generated.

This means that any component in the system that

has abnormal, internal leakage will increase the

heat load on the system and can cause the system

to overheat. This could be anything from a

cylinder that is leaking high-pressure fluid past its

piston seal, to an incorrectly adjusted relief valve.

Identify and change-out any heat-generating

components.

A common cause of heat generation in closed

center circuits is the setting of relief valves below,

or too close to, the pressure setting of the variable-

displacement pump’s pressure compensator. This

prevents system pressure from reaching the setting

of the pressure compensator. Instead of pump

displacement reducing to zero, the pump continues

to produce flow, which passes over the relief

valve, generating heat. To prevent this problem in

closed center circuits, the pressure setting of the

relief valve(s) should be 250 PSI above the

pressure setting of the pump’s pressure

compensator (Figure 1).


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Closed center circuit showing relief

valve (RV) setting 250 PSI above

the pressure compensator (PC)

setting of the variable pump (PV).

Figure 1

Continuing to operate a hydraulic system when the

fluid is over-temperature is similar to operating an

internal combustion engine with high coolant

temperature. Damage is guaranteed. Therefore,

whenever a hydraulic system starts to overheat,

shut it down, identify the cause and fix it.

About the Author

Brendan Casey has more than 16 years experience

in the maintenance, repair and overhaul of mobile

and industrial hydraulic equipment. For more

information on reducing the operating cost and

increasing the uptime of your hydraulic equipment,

visit his Web site:

http://www.insidersecretstohydraulics.com/

Related Articles

Cavitation Wear In Hydraulic Systems

Saving Money on Hydraulic Rebuilds

In Search of the Perfect Hydraulic Fluid

Advice For Maintaining Hydraulic

Accumulators


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Paper 7

Symptoms of CommonHydraulic Problemsand Their Root Causes

Brendan Casey

Tags: hydraulics

Proactive

maintenance

emphasizes the

routine detection

and correction of

root cause

conditions that

would otherwise

lead to equipment

failure. In the case

of hydraulic

systems, there are

three easily

detectable

symptoms that

give early

warning of root

cause conditions.

These symptoms

are abnormal

noise, high fluid

temperature and

slow operation.

Abnormal Noise

Abnormal noise in hydraulic systems is often

caused by aeration or cavitation. Aeration occurs

when air contaminates the hydraulic fluid. Air in

the hydraulic fluid makes an alarming banging or

knocking noise when it compresses and

decompresses, as it circulates through the system.

Other symptoms include foaming of the fluid and

erratic actuator movement. Aeration accelerates

degradation of the fluid and causes damage to

system components through loss of lubrication,

overheating and burning of seals.

Air usually enters the hydraulic system through the

pump’s inlet. For this reason, it is important to

make sure pump intake lines are in good condition

and all clamps and fittings are tight. Flexible

intake lines can become porous with age;

therefore, replace old or suspect intake lines. If the

fluid level in the reservoir is low, a vortex can

develop, allowing air to enter the pump intake.

Check the fluid level in the reservoir, and if low,

fill to the correct level. In some systems, air can

enter the pump through its shaft seal. Check the


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condition of the pump shaft seal and if it is

leaking, replace it.

Cavitation occurs when the volume of fluid

demanded by any part of a hydraulic circuit

exceeds the volume of fluid being supplied. This

causes the absolute pressure in that part of the

circuit to fall below the vapor pressure of the

hydraulic fluid. This results in the formation of

vapor cavities within the fluid, which implode

when compressed, causing a characteristic

knocking noise.

The consequences of cavitation in a hydraulic

system can be serious. Cavitation causes metal

erosion, which damages hydraulic components and

contaminates the fluid. In extreme cases, cavitation

can cause mechanical failure of system

components.

While cavitation can occur just about anywhere

within a hydraulic circuit, it commonly occurs at

the pump. A clogged inlet strainer or restricted

intake line will cause the fluid in the intake line to

vaporize. If the pump has an inlet strainer or filter,

it is important for it not to become clogged. If a

gate-type isolation valve is fitted to the intake line,

it must be fully open. This type of isolation device

is prone to vibrating closed. The intake line

between the reservoir and pump should not be

restricted. Flexible intake lines are prone to

collapsing with age; therefore, replace old or

suspect intake lines.

High Fluid Temperature

Fluid temperatures above 180°F (82°C) can

damage seals and accelerate degradation of the

fluid. This means that the operation of any

hydraulic system at temperatures above 180°F is

detrimental and should be avoided. Fluid

temperature is too high when viscosity falls below

the optimum value for the system’s components.

The temperature at which this occurs is dependent

on the viscosity grade of the fluid in the system

and can be well below 180°F.

High fluid temperature can be caused by anything

that either reduces the system’s capacity to

dissipate heat or increases its heat load. Hydraulic

systems dissipate heat through the reservoir.

Therefore, the reservoir fluid level should be

monitored and maintained at the correct level.

Check that there are no obstructions to airflow

around the reservoir, such as a build up of dirt or

debris.

It is important to inspect the heat exchanger and

ensure that the core is not blocked. The ability of

the heat exchanger to dissipate heat is dependent

on the flow rate of both the hydraulic fluid and the

cooling air or water circulating through the

exchanger. Therefore, check the performance of all


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cooling circuit components and replace as

necessary.

When fluid moves from an area of high pressure to

an area of low pressure without performing useful

work (pressure drop), heat is generated. This

means that any component that has abnormal

internal leakage will increase the heat load on the

system. This could be anything from a cylinder

that is leaking high-pressure fluid past its piston

seal, to an incorrectly adjusted relief valve.

Identify and change-out any heat-generating

components.

Air generates heat when compressed. This means

that aeration increases the heat load on the

hydraulic system. As already explained, cavitation

is the formation of vapor cavities within the fluid.

These cavities generate heat when compressed.

Like aeration, cavitation increases heat load.

Therefore, inspect the system for possible causes

of aeration and cavitation.

In addition to damaging seals and reducing the

service life of the hydraulic fluid, high fluid

temperature can cause damage to system

components through inadequate lubrication as a

result of excessive thinning of the oil film (low

viscosity). To prevent damage caused by high fluid

temperature, a fluid temperature alarm should be

installed in the system and all high temperature

indications investigated and rectified immediately.

Slow Operation

A reduction in machine performance is often the

first indication that there is something wrong with

a hydraulic system. This usually manifests itself in

longer cycle times or slow operation. It is

important to remember that in a hydraulic system,

flow determines actuator speed and response.

Therefore, a loss of speed indicates a loss of flow.

Flow can escape from a hydraulic circuit through

external or internal leakage. External leakage such

as a burst hose is usually obvious and therefore

easy to find. Internal leakage can occur in the

pump, valves or actuators, and unless you are

gifted with X-ray vision, is more difficult to

isolate.

As previously noted, where there is internal

leakage there is a pressure drop, and where there is

a pressure drop heat is generated. This makes an

infrared thermometer a useful tool for identifying

components with abnormal internal leakage.

However, temperature measurement is not always

conclusive in isolating internal leakage and in

these cases the use of a hydraulic flow-tester will

be required.


T-Papers

The influence of internal leakage on heat load

means that slow operation and high fluid

temperature often appear together. This can be a

vicious circle. When fluid temperature increases,

viscosity decreases. When viscosity decreases,

internal leakage increases. When internal leakage

increases, heat load increases, resulting in a further

increase in fluid temperature and so the cycle

continues.

Proactively monitoring noise, fluid temperature

and cycle times is an effective way to detect

conditions that can lead to costly component

failures and unscheduled downtime of hydraulic

equipment. In most cases, informed observation is

all that is required.

About the Author

Brendan Casey has more than 15

years experience in the

maintenance, repair and overhaul

of mobile and industrial hydraulic

equipment. For more information

on increasing the uptime and

reducing the operating cost of your hydraulic

equipment, visit his Web site:

http://www.insidersecretstohydraulics.com/.

Get Brendan Casey’s New Book Insider Secrets to

Hydraulics

Related Articles

High-Pressure Oil Sampling: The Next

Step

How to Maximize Hydraulic Cylinder

Service Life

Advice For Maintaining Hydraulic

Accumulators

How to Select the Right Hydraulic Oil

UNTRODDEN PATHSUDYAMI-MITRA Jan’14UNTRODDEN PATHS…

PATRICIA NARAYAN

The story of Patricia Narayan,winner of this year's 'FicciWoman Entrepreneur of theYear' award is amazing.

She started her career 30 yearsago as an entrepreneur, sellingeateries from a mobile cart onthe Marina beach amidst allodds -- battling a failedmarriage, coping with her

husband, a multiple addict, and taking care of two kids.

Today, she has overcome the hurdles and owns a chain of restaurants.

An entrepreneur by accident

I was always interested in cooking and passionate about trying out new dishes.But, the thought of becoming a business woman never came to my mind at all as Ido not come from a business family. Both my parents were government servants.

But my marriage changed everything. Both the families opposed the marriagevehemently as my husband belonged to the Brahmin community; unfortunately mymarriage did not work out as my husband was addicted to alcohol, drugs, etc. Icould not bring him out of the addiction. As a young woman, I did not know howto cope with this and I was getting beaten up everyday.

Though my father, a very conservative Christian never forgave me, he gave merefuge when I had nowhere to go. I was thrown out with two very small children.It was a question of survival for me. I knew I should either succumb to the burdenor fight; I decided to fight my lonely battle.

UNTRODDEN PATHSUDYAMI-MITRA Jan’14I did not want to be a burden on my parents. So, to be economically independent, Icould only do what I knew and what I liked. I started making pickles, squashesand jams at home. I just took a couple of hundred rupees from my mother. I soldeverything I made in one day and that gave me confidence.

I earned a good income. I invested whatever I earned to make more pickles,squashes and jams. It was quite lucrative in the sense, even ten rupees was ablessing for me.

The first step as an entrepreneur

My father's friend, who was running a school for handicapped children, was handing outmobile carts or kiosks to people who would employ at least two handicapped people.They needed somebody who could run it and I was offered one such cart free. I had totrain the handicapped children to make coffee and serve them to customers.

As I lived near the Marina beach, I decided to put the mobile cart at the Anna Square onthe Marina beach. I had seen people thronging the beach in the evenings. But I had tomake umpteen trips to the Public Works Department and wait for one year to get thepermission.

Finally, I started working on June 21, 1982, a day I will never forget. The previous nightitself, with the help of the local rickshaw drivers, I had rolled the mobile cart to thebeach. It was a small move but thrilling as it was my own and I was going to be abusiness woman the next day.

While such carts sold only tea and cigarettes, I decided to sell cutlets, samosas, bajjis,fresh juice and coffee and tea. On the first day, I sold only one cup of coffee and that wasfor fifty paise!

UNTRODDEN PATHSUDYAMI-MITRA Jan’14

Patricia in the kitchen

I was very disappointed and came home crying. I told my mother, that I would not liketo continue. But my mother consoled me saying, at least you sold one cup of coffee.That's a good sign. You will do well tomorrow. And, she was adamant that I go the nextday also.

The next day, I made sold snacks for Rs 600-700 which was big money for me then! As Istarted making money, I added ice creams, sandwiches, French fries and juices too. Iused to keep thinking of adding more items.

I ran it from 1982 to 2003, and the maximum I made from that mobile cart was Rs25,000 a day. That was during the bandh days! We used to be open from 3 p.m. to 11p.m. every day, and later, I started opening from 5 a.m. to 9 a.m. for the walkers.

I used to personally stand there and sell all the stuff I made. I never felt scared to standthere late at night. My only thought was to prove myself and move ahead.

There was a fire in me that made me believe that I could be successful without anyone'shelp. I did not want to be a failure. If you have that fire, nothing in the world can stopyou from succeeding.


Three units at the Ascendas Food Court.

Offer to run a canteen

On seeing my work at the beach, within a year, the Slum Clearance Board gave me anoffer to run the canteen at their office with a proper kitchen. The chairman met meduring her morning walk. That is how I got the offer. The canteen was a huge success.

On Wednesdays, it was the public grievance day, so about 3000 people used to comethere and I had a roaring business.

I used to get up at 5 a.m. in the morning, make idlis and go to the beach. From 9 a.m. Iwould be at the canteen. From 3.30 p.m. I would again be at the beach cart and wouldbe there till 11p.m. By then, I had employed people to cook, and clean, and all thecooking was done at the canteen kitchen. My monthly income in those days was aroundRs 20,000.

Later, I got an offer to run the Bank of Madurai canteen, I stopped running the canteenat the Slum Clearance Board canteen. At the Bank canteen, I served food to around 300people daily.


Patricia receiving the award

The turning point

One day, after a fight with my husband who used to come to trouble me often, Iboarded a bus and travelled till the last stop. I got down and saw the National PortManagement training school run by the Central government.

On the spur of the moment, I told the security guard that I wanted to meet theadministrative officer. I met him and told him that I was a caterer and that I heard theywere looking for a one.

He said, to my surprise that they were indeed looking for one as they had problems withthe current contractor. I still believe it was God who took me there.

I got the offer. I had to serve three meals to about 700 students. They gave us quarters tostay. It was a new life for me. I got into the groove in a day. It was successful from dayone, and I took care of the canteen till 1998.

My first weekly payment was Rs 80,000. I felt so elated having seen only hundreds andthousands till then. During those times, I was earning almost a lakh a week.

In those days, I wanted to do everything personally as I felt only then, things would runsmoothly. Now I know if I train people well, they will do the work the way you want.


Patricia with her son Praveen in front of the Sandeepha restaurant

Starting restaurants

My connection with restaurants started in 1998 when I met people from the SangeethaRestaurant group. They offered me a partnership in one of the units. But my son,Praveen Rajkumar wanted me to start my own restaurant and build a brand of ours.

But destiny played truant with me again. I lost my daughter, Pratibha Sandra and son-in-law road accident, a month after their marriage in 2004. It shattered me, and Iwithdrew from all that I was doing.

Then my son took over and started the first restaurant 'Sandeepha' in my daughter'smemory. It took some time for me to come out of the shock and start helping my son inthe business. Now, I am fully involved in the business. The fire to succeed has come backto me now.

Ambulance to help the accident victims

I still cannot get over my daughter's death as I did all this for my children; to bring themup and give them a good life.

What shocked me was the way the accident victims were treated by the ambulanceoperators. When they found that all the four in the car were dead, they said they wouldnot carry dead bodies. Finally, somebody carried all the dead bodies in the boot of a car.When I saw the bodies being taken out of the boot, I broke down.

No mother can bear such a scene. That is when I decided to keep an ambulance on thatvery spot to help people whether the victims are alive or dead. It is in memory of mydaughter.


Ficci entrepreneur of the year award

I started my business with just two people. Now, there are 200 people working for me in myrestaurants. My lifestyle has changed too. From travelling in a cycle rickshaw, I moved to autorickshaws and now I have my own car. From 50 paise a day, my revenue has gone up to Rs 2lakh a day.

The 'Ficci entrepreneur of the year' award is the culmination of all the hard work I haveput in over the last 30 years. It came as a surprise as this is the first time I have receivedan award.

Till now, I had no time to think of what I was doing. But the award made me look backand relive the days that passed by. Now, my ambition is to build my Sandeepha brand.

Advice to young entrepreneurs

Do not ever compromise on quality. Never lose your self-confidence. Believe in yourselfand the product you are making. Third, always stick to what you know. When youemploy people, you should know what you ask them to do.

By: Sobha WarrierPhotograph Courtesy : Sreeram Selvaraj

EDP & IIPC CE

NTRE, GITA B

HUBANESWAR

Volu

me

II

PREFACE

Entrepreneurial development has globally been recognized as the strong key to rapidand sustainable economic development. Sustainable growth is must for a healthy society.

The overwhelming response from the students of different batches and theManagement makes me more apprehensive about the prospects of entrepreneurship.There is no doubt that the time has been demanding the right approach towards theeconomic development of the society. By right approach I mean-the approach thathas long way to go in building a strong foundation for the coming decades andcenturies.

It gives me immense pleasure in presenting the second Volume of theQuarterly magazine to my dear students, faculties and other esteemed readers. ThisMagazine is not the reflection of the success stories but that of the change.The scene should spread wider and larger; the change should penetrate deeper anddeeper.

All the previous events make me rejoice and affirm the hope for a bettertomorrow of Indian youth. The interest and passion shown by them has beenunparalleled. The very fundamental change in attitude and mindset towardschoosing the path in life can mean a lot and will certainly bear the sweeter fruitsthan ever.

As the DGM at Rourkela Steel Plant, my role as an individual and as theManager was very distinct but complementary. As an individual, I looked upon theaspects of improvement which often couldn’t reach to the managerial levels.Moreover, as a manager, I devised strategies for better results, led and motivated myco-workers to stand for values and the principles.

I am hopeful that my endeavor to inculcate these values in my dear studentsshall surely bear the better results for them and the society.

Sound planning, better coordination, rational decision-making andperseverance are the qualities that an entrepreneur should strive for. The changingeconomic, political and global scenarios are echoing the need for aggressiveentrepreneurial qualities among the youth of today.


UDYAMI MITRA ASSOCIATION , GITA , BBSR , Jan 8,2014

To develop six qualities for a successful young entrepreneur viz;

i) Dreamer – A big idea of something can be better and different.

ii) Innovator

iii) Passionate – Expressive

iv) Risk taker

v) Committed worker

vi) Continuous learner ,

a platform for students has made and they have been invited for free membership. Here student members

can share their knowledge and can have interaction with successful entrepreneurs and Industry

professionals.

LOGO for the Association has been designed by the student member Master Aditya Prakash of Pre-finalyear and was officially launched and incorporated by the Director, EDP & IIPC Centre GITA.

UDYAMI MITRA- We grow together

A Non-Profit Society of Student-Entrepreneurs under EDP & IIPC Centre, GITA Bhubaneswar, Udyami-

Mitra, was launched during the concluding session of the event B-ManiaX, INNOVIZON’14 on Jan 8, 2014.

This society aims at promoting the idea of entrepreneurship among students and its significance in one’s

life and society as a whole. It undertakes some grooming sessions on the B-Plans of students. The

interested students can be the part of Udyami- Mitra by filling a Membership form available in person at

the Centre and also from the college website.

INDIA INNOVATION GROWTH PROGRAMME (IIGP) BY FICCI India, DST & LOCKHEED MARTINE at Pal Height ,BBSR , Jan 28,2014

The India Innovation Growth Programme was organized by FICCI India with the sponsorship ofDST,Govt of India and Lock Heed Martine held at Hotel Pal Heights Bhubaneswar on 28th January 2014.IIGP is a joint initiative of the DST & Lock heed Martine Corporation; Indo-US Science and TechnologyForum, Federation of Indian Chambers of Commerce and Industry, Stanford University Graduate School ofBusiness and the IC’ institute at the University of Texas at Austin.

The aim of this programme is to accelerate innovative Indian Technologies in the global market.The Indian innovation Growth Programme is the only programme of its kind with its focus on teachingusing world class commercialization strategies and business development assistance provided.

The Speakers in the programme were the Resource Persons from FICCI India , Audience andinvitees were faculties of Major Technical Colleges and B-Schools, Businessmen, Entrepreneurs Our collegewas represented by the Principal, Dean R & D , Director EDP & IIPC Centre. The programme alsowitnessed crowd of E-Leaders (Students) from different E-cells.

1st INHOUSE UDYAMI MITRA COMPITITION “QUIZ & POSTER DESIGNING “COMPETITION IN SMART ROOM , EAST BLOCK ON 4TH FEB 2014

EDP & IIPC centre, GITA , Students’ Chapter “UDYAMI MITRA” organized QUIZ AND POSTER DESIGNINGcompetition on the theme of Entrepreneurship Development among the students of GITA on 4th Feb’2014.13 groups with 4 persons in each group joined the 1st Round of the Quiz and out of them 6 groupsqualified for the final round. Finally, 3 groups were selected and rewarded prizes as per their merit andwith the Certificate of Recognition to the all participants qualified for the final round.

GROUP-10 awarded 1st Prize ( Abhishek Prassad , Manish Kumar Singh , Ashutosh Ku Mishra &Deepak Kumar )

GROUP- 7 awarded 2nd prize ( Aakash , Akash Singh , Akash Abinav and Anamika Kumari) GROUP- 1 bagged 3rd prize ( Suvamm Lohiya, Swaraj Verma , Prasant Kumar , Aditya Prakash) CERTIFICATE OF MERIT given to other 3 groups qualified for final round.

o Group-4(Santosh Ku Pattanak,Dinesh Ku Jena, Nitesh Ku Mishra, Anupam Mohanty)o Group-6(Pritam Kumar, Siddharth Sahu, Manish kumar & Rochan Kumar)o Group-9 ( Dibya Prakash Mishra, Debanish Ku Jena, Malay Ku Rout, Saurav Gupta)

For POSTER DESIGNING competition 3 groups (2 members each) participated on the themeEntrepreneurship Development. All 3 groups were selected and rewarded as per their merit.

GROUP-1 awarded 1st Prize ( Arshee Banoo, Bidyut Prava Pany ) GROUP- 3 awarded 2nd prize ( Manika Kumari, Chimayee Sahu, Swayamsidha Choudhury) GROUP- 2 bagged 3rd prize ( Chandraveer VS Yadav, Kumar Ravi)

INNOVIO- B-PLAN COMPETITION BY KIIT –TBI, BHUBANESWAR 0N 8TH FEBRUARY 2014

KIIT-TBI had organized B-Plan competition at all India level. 87 teams participated andsubmitted their B-Plan for the completion. Out of them, best 8 teams were selected for the finalround of the competition and gave presentation in front of panel of Juries. Out of them, threegroups were selected and rewarded. Our Director EDP & IIPC Centre of GITA, Prof. S. N. Mishrawas one of the jury members in the panel.

WORK SHOP “ SPLICED KNOT” ON HOW TO GENERATE IDEAS AND CREATE B-PLAN ATGITA,BBSR , EAST BLOCK, SMART ROOM ON 18TH FEB’2014 . A INHOUSE PROGRAMME

Aiming High/ confused how to ‘Prepare a Business Plan’, EDP & IIPC Centre of GITA organizedone day work shop on the event with in-house resources. Workshop was organized at SmartRoom, East Block. Seventy students participated in the programme. Four faculties of ourinstitution projected light on the B/Plan to the students with lot simple examples and guidelines.

- Prof. Samir Kumar Das (EEE) – Track from Engg Institution to Industry.- Prof. (Ms) S. Sangeeta Mohanty (MBA)- Business Marketing Strategy.- Prof. Prasanta Ku Mohanty (Mech) – Birds eye view on Business Plan.- Prof. S. N. Mishra ( Director EDP & IIPC)- How to write Business plan & its format

In the inaugural session, many guests were present and those who addressed the studentswere Dr. S. C. Mohapatra, Vice Principal of GITA, Dr (Cdr) P. K. Rautray, Dean Admn., Dr. M K.Raul, Principal GITA . They encouraged the students, present during the workshop, forforwarding their steps towards entrepreneurship to establish themselves in the future.

Programme was highly appreciated by the students, faculties and the management.

WORK SHOP ON ENTREPRENEURSHIP AWARENESS DRIVE ORGANISED BY GANDHI INSTITUTEOF TECHNOLOGICAL ADVANCEMENT , BBSR ON 2ND MARCH 2014 IN COLLABORATION WITHRESURGENT INDIA SERVICES

Event: EAD@GITA’14 Date: Mar 02, 2014

Today’s youth has a great interest and enthusiasm in pursuing entrepreneurship as acareer option, rather than joining a company and working under a boss.

EAD@GITA 2014 (Entrepreneurship Awareness Drive @ Gandhi Institute forTechnological Advancement, Bhubaneswar), concluded at a high note on March 2nd 2014,was one of its kind event in India. The function was inaugurated by the Principal, GITA Mr.

M.K. Roul along with the Director EDP & IIPC Centre, Prof. S.N.Mishra, Prof.(Dr.)

S.R.Nayak, Mr. Kishore Kumar Mishra, Mr. A.K. Mohanty of Tatwa Technologies Ltd.,Mr. Devesh Rath, KIIT-TBI, Mr.Siddarth Das of Brogels Ltd., Mr. Sakyasingh Mohapatraof Sak Robotics Lab Ltd., Mr. Bipin Pradhan of Neverthought, Mr. Santosh Dev Thakur ofCampus View, Gopal Roy, Dinesh Kumar and Anshu Kumar. Various HoDs and facultiesalso blessed the occasion with their presence.

It inspired and encouraged the students to take up entrepreneurship as a seriouscareer option, understand the opportunities and challenges associated with it andinteract with real life entrepreneurs to get insights into corporate & business world at anyoung age and network with them.

It consisted of a series of:-1. GUEST LECTURES BY BUSINESSMEN & ENTREPRENEURS.2. WORKSHOP ON ENTREPRENEURSHIP.3. MENTORSHIP, NETWORKING AND INTERACTIVE SESSION.

The eminent entrepreneurs and industry leaders like Mr. A K Mohanty, the Founder andMD of Tatwa Technologies Ltd., Mr. Devesh Rath, Resource person from KIIT-TBI andmany others counseled the students about the pros and cons of entrepreneurship as acareer and how it differs from the usual run-of-the-mill job culture.

India, poised on the threshold on becoming a superpower, is in a need of strongpeople with the ability to hold the helm. Those with the ability and will to lead are theentrepreneurs of tomorrow. We, through EAD@GITA, hope to play its part in realizingthis vision.

Under the guidance of Director EDP & IIPC Centre, GITA Bhubaneswar Prof.S.N.Mishra, EAD also featured a networking session and a startup pitching session,where students and guests freely interacted and discussed minutely the in depths ofEntrepreneurship and Business.

Gopal Roy, Dinesh, Amit, Ankit, Arshee, Kritika, Soumya Ranjan, Amit, Ravi Shekhar,Soumya Suman, Kunal, Avinash, Srijan Sahay, Alok, Ravi Sharma, Anshu and Mehulmade the day-long event a great success.

Around 200 jubilant students from various technical and management colleges from thestate participated in the event.

Inauguration of EAD@GITA by Lightening of Lamp Interacting with experts and businessmen during the first session

Entrepreneurs and Experts present during the EAD@GITA The ambience of Entrepreneurship Awareness Drive during the

EAD@GITA

Principal Dr. M. K. Roul addressing the eventA K Mohanty explaining the pros and cons ofentrepreneurship to the students duringEAD@GITA

NEN E-WEEK ENTREPRENEURSHIP COMPETION FROM 1ST TO 8TH MAR’2014

The NEN Award Ceremony ended on a high note on March 8, 2014. The EDP & IIPC Centre

received great attention during the event. The Centre was nominated for the first time in this

Regional Award Function held at IEM, Kolkata. It bagged ‘The Best Debutant Award” for the year

2014. The Centre was invited to witness the occasion. Two of our E-Leaders and the member of

Udyami-Mitra Association , Dinesh Kumar and Amit Vishwakarma, travelled to Kolkata to

receive the Prestigious Award of the year.

The Centre came into its existence in October, 2014. One of the most versatile and

experienced personalities and faculties of the Institution Prof. S. N. Mishra agreed to serve in the

position of Director of the Centre. It was the breakthrough effort from his side, when he

presented the multi-faceted aspects and necessity of this Centre in today’s scenario before the

V.C. , Deans, HODs etc , which convinced the other members of the Institution about the need

of the day. Thereafter the Centre moved on with its plan of activities to achieve its goals and

objectives. The pace has been so smooth and congenial with the general curriculum of the

Institution that the Centre has been successful in hosting over 15 events in the last 5-6 months

of its establishment. The event ranged from quizzes restricted to college students & seminars at

IITs to the state level Drives and Competitions which attracted participation from almost all

major Engineering and Management colleges of the state.

Apart from the active involvement of students and our E-Leaders, it took the congenial support

from the Institute’s Management and other staff to make these plans a remarkable success for

the students and the Institution as a whole.

The whole effort resulted in bagging the “Best Debutant Award” for the year. Today, we have

reached a milestone, which strengthens our endeavour to strive hard and achieve above the

mark. The approach of taking the plans has been very instrumental in making the things happen

at right place and right manner.

The recently concluded E-Week in the College campus gained a lot of appreciation from every

corners of the Institution.

We are planning to extend our limit and host some events and activities of larger scale which

would mould the thinking of the young minds of our institution who aspire to be a well equipped

technocrat or to be a well established entrepreneur in the life. Students are the base of any

institution, thus its look will change the outlook of the industries towards the technical prospects

of the Institution in the way to suit it better.

We are again thankful to all those students and members of Udyami-Mitra Association who

have devoted themselves to attain this milestone in such a small time frame.

The final list of registered teams with the team-mates for E-Week from March 1st to 8th, 2014:1. ZAIKERS

1.1. Kumari Swati1.2. Harsha Rani1.3. Jashmine Das1.4. Prajna Swaroopa Mishra1.5. Sourav Kumar Singh

2. ECHELON2.1. Suvamm Lohiya2.2. Sahana Banerjee2.3. Sarojini Parida2.4. Piyush Kanti Samal2.5. Bidyut Prava Pany

3. F53.1. Shakti Swaroop Sahoo3.2. Prangya Piyush Das3.3. Munmun Mahapatra3.4. Lipsa Panda3.5. Subrata Roy

4. EEE Traders4.1. Hitesh Kumar Pattnaik4.2. Mahesh Biswal4.3. Abhijeet Mohanty4.4. Nihar Ranjan Mahakul4.5. Anisha Kiran Patra

5. MIDAS TOUCH5.1. Priya Ranjan Jena5.2. Rituja Ray

5.3. Abhijeet Jha5.4. Itishree Swain5.5. Rajiv Patra

6. FIVE STARS6.1. Rahul Kumar Majhi6.2. Subhalaxmi Sahoo6.3. Suchitra Mohanty6.4. Soumya Suman Jena6.5. Pritika Baral

7. NOOKKAD HEADS7.1. Kumar Saumy7.2. Abhijeet Ravi7.3. Priyanka7.4. Neha Kumari Singh7.5. Pranab

8. THE MAJESTIC MERCHANTS8.1. Aakash8.2. Anamika Kumari8.3. Kritika Agrawal8.4. Akash Abhinav8.5. Akash Singh

9. HUM PANCH9.1. Anupriya Gupta9.2. Sikky Biswal9.3. Shubhra Srirshti9.4. Sugandha Suman9.5. Suman Shah

10. SAAMD10.1. Dibya Prakash Mishra10.2. Madhu Prachi Nayak10.3. Sweta Pattnaik10.4. Ashara Niudgata10.5. Anwesha Parida

11. L-3511.1. Rasmita Mishra11.2. Soham Ghosh11.3. Durga Madhab Palai11.4. Shantanu Nandan Panda11.5. Upasana Rath

ECHELON BAGGED 1ST PRIZE IN THE NEN E/WEEK COMPETITION

N.E.N. PRESENTS :- E-WEEKGROUP ‘ECHELON’

MEMBERS:Suvamm Lohiya

Sarojini ParidaSahana Banerjee

Bidyut Prava PanyPiyush Kanti Samal

Days Work done Investment ProfitDay 1 Bike wash, car wash, Ice-

cream stallRs.390/- Rs.1990/-

Day 2 Lassi,Dahiwada,Icecream,Gola,Momos,home delivery

Rs. 855/- Rs. 345/-

Day3 Dahigupchup,chaat,homedelivery, note writing

Rs. 415/- Rs. 1150/-

Day4 Home delivery , note writing Rs. 335/- Rs. 1450/-

Day5 Chicken lollypop, homedelivery,note writing

Rs. 70/- Rs. 980/-

Day6 Pawbhaji,cholebatore,homedelivery,note writing

Rs. 475/- Rs. 1025/-

Day 7 Paw bhaji, chole batore,meheendi,icecream, notewriting ,gajarhalwa,chickenitems

Rs. 975/- Rs.7655/-

MIDAS TOUCH BAGGED 2ND PRIZE IN THE NEN E/WEEKCOMPETITION

TO PROVIDE BETTERSERVICE

HEALTH AND HYGIENEIS OUR PRIMECONCERN

CUSTOMERSATISFACTION

DAILY INCOME CHART

0

1000

2000

3000

4000

5000

6000

INCOME

DAY 1DAY 2DAY 3DAY 4DAY 5DAY 6DAY 7

DAY 1INCOME=1392

DAY 2INCOME=1767

DAY 3INCOME=2640

DAY 4INCOME=0

DAY 5INCOME=3010

DAY 6INCOME=5526

TOTALPROFIT=13388

DAY 7INCOME=3845

DAY 1EXP=510

DAY 2EXP=578

DAY 3EXP=689

DAY 4 EXP=0

DAY 5EXP=880

DAY 6EXP=1008

TOTAL=4792

DAY 7EXP=1127

ZAIKER BAGGED 2ND PRIZE IN THE NEN E/WEEK COMPETITION

EDP & IIPCZAIKERS

Group members-Prajna Swarupa MishraSourav Kumar SinghJashmine DasKumari SwatiHarsha Rani

PROFIT CHARGE SHEET• Day1:- sandwich(390/-),lassi(465/-),litti chokha(760/-),dinner service(990/-)• Total=2605/-• Day2:-lassi(300/-),chat(340/-),litti chokha(520/-)• Total=1160/-• Day3:-chat(230/-),event(397/-),tea(160/-),waxing(110/-),mehendi(75/-)• Total=972/-• Day4:-aloo paratha(540/-),omlette(360/-),waxing(110/-)• Total=1010/-• Day5:-custard(250/-),aloo paratha(315/-),omlette(390/-)• Total=990/-• Day6:-chowmein(250/-),dinner service(900/-),gaming(560/-)• Total=1710/-• Day7:-littichokha(1100/-),sweets(700/-),paneer chili(300/-)• Total=2100/-

VALIDATION CEREMONY BY NEN @ IEM ,KOLKATA,SALT LAKE

Attendees were from all the E-Cells of Eastern zone covering many States, Renowned Business

Icons , Entrepreneurs, NEN Resource persons . From GITA, BBSR E-Leaders Sri Dinesh Kumar

and Sri Amit Viswakarma attended the programme on behalf of the college.

The Best Debutant Award’14: First Little step towards the Giant goal

The NEN Award Ceremony ended on a high note on March 8, 2014. The EDP & IIPC Centre

received great attention during the event. The Centre was nominated for the first time in this

Regional Award Function held at IEM, Kolkata. It bagged ‘The Best Debutant Award” for the

year 2014. The Centre was invited to witness the occasion.

ing the performance and active participation of E-Leaders and students of GITA within the gamut

of Entrepreneurship , Award was given to the successful young entrepreneurs and also to the Best

UYAMIMITRA of the year . Sri Gopal K. Roy bagged the Best E-leader of the year 2014 award.

Students of ECHELON Group, MIDAS TOUCH Group and ZAIKER Groups also got the award

for E-WEEK programme. Sri Dinesh Kumar was nominated as the New Co-ordinator for the

next session.

EDP & IIPC CENTREGITA BHUBANESWAR

CALENDER OF ACTIVITIES for 2013-14

Sl.No.

Activity/Function/Competition andVenue

Speakers andParticipants/Audience

Date

1 Presentation on Mission & Vision of EDP& IIPC Centre @ GITA Auditorium

Speaker:Prof.S.N.MishraAudience:Deans, HODs,Otherfaculties

Nov 12th, 2013

2 4th Odisha Symposium of InvestBhubaneswar @ Hotel Crown, BBSR

Speakers: Business Experts,Angel Investors, VentureCapitalists, IndianEntrepreneurs based in Indiaand abroad and Minister ofTax & Revenue, Govt ofOdishaAudience: Entrepreneurs,Aspiring Entrepreneurscovering many states of India,E-Cell Heads of MajorColleges of Odisha, Sart-Ups,Principals & Professors ofMajor Colleges of Odisha

Dec 20th – 22nd

, 2013

3 Web Folder of the Centre made LIVE To bring the activities inPublic domain, the Centreattached its web folder to theCollege website

Decc 22nd

,2013

4 Advance Tech. Lecture # 1 of ‘ProjectNew Horizon’On Nano Particle “ Graphene: Synthesis,characterization & application”@ GITA Auditorium

Speaker: Dr. Ravi ShankarSundaram, CambridgeUniversityAudience: Final & Pre-Finalyear College Students and Dr.C D Panda, Dean Admin, VicePrincipal , GITA,Dir., EDP &IIPC Centre, Prof. KK Mishra,Prof. S.R.Nayak, HOD &Faculties of GITA.

Dec 23rd ,2013

5 Extension of new dimension in thepenetration of the activities among thestudents and industries by launchingthe Facebook Page of the Centre

‘EDP & IIPC Centre, GITA’ Dec 27th ,2013

6 Adopting IndustryParle-G Biscuits Pvt LtdTraining to the workforce on SafetyAwareness & Hazards @ Parle-Gworkstation

Speaker: Dir. , EDP & IIPCCentreAudience: Skilled andUnskilled Workers (Majoraudience)

Dec 30th, 2013

7 B-ManiaX- INNOVIZON’14State-level B-Plan Competition @ GITASMART ROOM

Judges: HOD MBA,GITAProf. PK Mohanty, Prof.Sameer DasParticipants: 40 students, 16teams covering districts ofBalasore, Bhadrak, Cttc, BBSR,Behrampur,Rourkela7 teams short-listed for finalpresentation1st Position: IIIT BBSR2nd Position: OEC BBSR3rd Position: GITA BBSR

Jan 8th ,2014

7(a) Students Platform UDYAMI-MITRAformed

As a part of ValidationProgram of B-ManiaX 2014

Jan 8th, 2014

8 NEN E-Leader Workshop @ IIT BBSR Speakers: NEN ResourcePerson Mr. Subhabrata andMr. ArijitAudience: E-Leaders from allMajor Institutes of BBSR

Jan 10th -11th

2014

9 IIGP by FICCI, DST, Govt. of India &LockHeed Martin@ Pal Heights,BBSR

Speakers: Resource Personfrom FICCIAudience: Businessmen,Entrepreneurs, Faculties fromMajor Institutes of Odishaincluding Principal GITA BBSR,Dir EDP & IIPC Centre & Prof.Mrityunjay Panda, E-CellMembers of different E-Cells

Jan 28th, 2014

10 Quiz & Poster Designing Competition @GITA SMART ROOM and E206

13 teams for Quiz in 1st

Round,6 teams could make it to 2nd ,Final winners 3 teams, and3 Teams in Poster Designing

Feb 4th , 2014

11 Innovio- B-Plan Competition by KIIT-TBI@ KIIT BBSRDirector, EDP & IIPC Centre invited asJury of the final round

Juries: CMD, GUPTA POWER,Director, EDP & IIPC Centre,GITA BBSRParticipants: 87 teamsRegistered8 teams could make for finalpresentation3 teams won the competition

Feb 8th, 2014

12 Work Shop ‘Spliced Knot’on how to generate ideas and create B-Plans

Speakers: Road Map fromcollege to Industries by Prof.Sameer Das,Marketing Strategy by HODMBA,Birds Eye View on B-Plan by

Feb 18th , 2014

Prof. PK MohantyHow to create B-Plans by Dir,EDP & IIPC CentreAudience: GITA Students

13 New E-Leaders Interaction ProgramAnd Preparatory Discussion of E-Weekby NEN Resource Person@ GITA SMART ROOM and E206

Speakers: Mr. Arijit, Resourceperson from NEN,Prof. S.N.Mishra, Dir. EDP &IIPC CentreProf. SR NayakAttendees: E-Leaders andAspiring E-Leaders

Feb 20th ,2014

14 Entrepreneurship Awareness DriveAlso known by EAD@GITAState level drive connecting wholeOdisha

Speakers: EstablishedBusinessmen, EntrepreneursAttendees:70 studentscovering 20 colleges ofOdisha and 40 E-Leadersattended the program,start-ups

Mar 2nd ,2014

15 NEN E-Week India’14@ GITA Campus

11 teams connecting 2nd yearto 4th year,55 participants,20 E-Leaders

Mar 1st -7th,2014

16 Validation Ceremony of the E-Week @GITA SMART ROOM

Speakers: Mr. Devesh RathResource Person from KIIT-TBI, Director, EDP & IIPCCentre, Prof. Sameer Das,Prof. SR NayakAttendees: E-Week Teams,10audience and 20 E-Leaders

Mar 8th , 2014

17 Award Ceremony by NEN @ IEM,Kolkata Salt Lake

Attendees: All the E-Cells ofEastern Zone covering manystates, Business Icons,Entrepreneurs, NEN ResourcePersonsMr. Dinesh Kumar and Mr.Amit Vishwakarma attendedthe same on behalf of theCollege

Mar 8th, 2014

18 Annual Award Ceremony of EDP & IIPCCentre @ Principal’s Chamber

Jury on the Panel: Principal,Dean Amin, Dir. EDP & IIPCCentre, Prof. KK MIshra, Prof.SR NayakAttendees: E-Leaders and E-Week’14 participantsAwardees: E-Week’14WinnersMr. Gopal K. Roy, The BestUdyami-Mitra of the Year

Mar 19th, 2014

2014New Student Co-ordnominated, Mr Dinesh Kumar

19 EDII’s Faculty Development Programmein Entrepreneurship 2013-14

How to teach students to becomeentrepreneurs

Prof. S.N.Mishra, DirectorEDP & IIPC Centre GITABhubaneswar , AttendedFaculty DevelopmentProgramme (FDP) organisedby EntrepreneurshipDevelopment Institute ofIndia (EDII) sponsored byDept. of Science & Tech,(DST) ,Govt Of IndiaMarch 20th - 31st — at HotelDreamland.PURI

20th Mar to31st Mar’2014

Prepared on: Mar 20th, 2014

Prof. S.N.MISHRADIRECTOREDP & IIPC CENTRE GITA, BBSR

EDP & IIPC CENTREGITA Bhubaneswar

Long term Agenda for the year 2014 - 2016

1. Entrepreneurship Development Programme , Curriculum designed by EDII ,Ahmadabad – NIMAT Project sponsored by DST,INDIA

Proposal for the above project sent to EDI , Ahmadabad for the sanctioning the followingprogrammes.

i. Entrepreneurship Awareness Camp (EAC) ---- 13 nosFor the Students minimum 75 nos. In each prograameDuration – 3 days , Funding & study matl by EDII

ii. Faculty Development Programme (FDP) ---- 1 noFor the Faculty minimum 20 nos. In each prograameDuration – 12 days , Funding & study matl by EDII

iii. Technology Based Entrepreneurship develop Programme (TEDP) -- 1 noFor the Students / Young Entrepreneur minimum 25 nos. In each prograameDuration – 36 days , Funding & study matl by EDII

2. Diploma in Entrepreneurship & Business Management , Curriculum designed by EDII ,Ahmadabad – Sponsored by Friedrich-Noumann-Stitung , Germany ( Correspondence& Personal Counselling course & Affiliated by UGC) Supported by NSTEDB, DST Govt ofIndiaFor students of Final year and Engg Diploma pass out . Duration – 1 year , Self Finance course(Rs. 10250/- each) Minimum students reqd. In each batch 40 nos./ 80 n0s. Students to apply forthe course from the coming session.

3. Innovation & Entrepreneurship Development Centre (IEDC) Under the Guide Line andfunding of NSTEDB , DST Govt of India

MISSION :- To Develop Institutional mechanism to create Entrepreneurial culture in academicinstitutions to foster growth of innovation & Entrepreneurship amongst the faculty andstudents.

ACTION PLAN :- Plan for the programme being framed to go for the venture of New Innovativeschemes ( Non Academic) by nos groups comprising of 3 students and 1 mentor in each groupand to prepare their proposal reports and presentation to DST for the next phase for sectionedbudget for the scheme from DST.

4. Work shop and Subsequent Competition on Business plan

Work shop on how to create an Innovative Business plan under MSME scheme and itspresentation by the students

Business Plan completion and poster display with presentation among the students

5. Co- Creative Centre at GITA

To promote the students dream , design and start working on their non academic projects.

6. Alumni Fellowship programme at GITA

To build a strong and lively ambience of technocrats and entrepreneurs and there by generatingAlumni Funds for the fellowship programme.

7. Industries Database

To promote congenial support and mutual advancement of institution and industries.

8. Patent Filling

To promote the culture of filling patents and encouraging students for various project work.

9. INCUBATION CENTRE

To promote the sense of support of the Centre and the institution for the Students entrepreneurB-Plan and venture with funding of DST and other similar organisation.

FACULTY DEVELOPMENT PROGRAMME IN ENTREPRENEURSHIPORGANISED BY EDII,BHUBANESWAR AT PURI FROM 20TH MARCH’2014TO 31ST MARCH’2014.

Entrepreneurship Development Institute of India , Bhubaneswar Branch organized Faculty developmentprogramme at Puri from 20th march’14 to 31st march’2014 sponsored by NSTEDB by Dept. of Sci & Tech,Govt Of India.Faculties and Entrepreneurs and Officials of NGO attended this programme. Prof. S.N.Mishra, Director EDP &IIPC Centre GITA Bhubaneswar was also one of the participant in the above FDP programme.

Objectives

The programme is designed to train and develop professionals in the area of EntrepreneurshipDevelopment so that they can act as 'Resource Persons' in guiding and motivating young students,particularly from S & T stream, to take up Entrepreneurship as their career. The specific objectivesare to:

expose the participating faculty members to the comprehensive EntrepreneurshipDevelopment process and equip them to coordinate/ organize entrepreneurship relatedactivities in their colleges/ polytechnics/ schools

equip them with requisite skills, knowledge and competencies for effective initiation ofEntrepreneurship Awareness Camps and Entrepreneurship Development Courses in theirinstitutions.

Content

The content of the programme is broadly classified as follows. Entrepreneurship Development Process & Model : Concept, process, models and strategies,

Exposure to EDI-EDP model, identification and selection of the potential entrepreneurs,monitoring and follow-up

Skills and behavioural training: Entrepreneurial motivation and competencies, problem-solving, counselling and communication

Resource building: Procedures and formalities in setting up new enterprises, incentives andbenefits for entrepreneurs

Self-directed attitudinal and behavioural changes resulting in confidence building for takingup and implementing entrepreneurship development related activities

Knowledge-based information inputs: Curriculum development, procedures involved ininitiating, planning, implementing and evaluating EDPs curriculum

Business Opportunity Identification Business profile preparation, business plan formulation, assessing the viability of a business

plan Small Business Management Business crisis Conceptualising, designing and implementing programmes for potential entrepreneurs with

special reference to curriculum design, programme planning and management.

Methodology

To impart the inputs detailed in the programme structure, the following training methods will beadopted:

Lecture-cum-discussion, case studies, role-plays and simulation exercises. Interaction with experts in Entrepreneurship Development, curriculum development and

opportunity guidance, and with successful entrepreneurs for practical insights. Study visits to institutions and small enterprises. Group work and practice sessions.

Target Group

The programme is open for teachers and faculty members from universities, science and engineeringcolleges, polytechnics and entrepreneurship development institutions involved or likely to be involvedin Entrepreneurship related activities. Professionals from NGOs involved in similar activities wouldalso benefit from the programme.

Group photograph of participants Award of Certificates on Validation day

During the Training Programme at Puri

During site visits of few MSME units near PURI

During site visits of few MSME units near PURI

Faculties of the above progamme were Sri C.R.Pattanaik ,Regional Directoor Edii,BBSR, SriB.Panda , Progamme Coordinator, Dr. Amit Ku Dixit ,Faculty EDII Ahmadabad, GM of DIC ,Puri SriDibya Singh Mishra, GM of UCO Bank, Sri Arnab Chakraborty , National Director of UNCTAD-Empretec NGO, Prof. Dr. B.B. Mishra Dept of MBA ,UU, Sri S.K.Rath Dy Director MSME , Govtof India , Cuttack.

Sri S.K.Rath Dy Director MSME,Cuttack Sri B.Panda Programme Coordinator

Sri C R Pattanaik Regional Director EDII,BBSR as Faculty in FDP class

Dr. Amit Kumar Dixit Faculty from EDII,Ahmadabad taking class at FDP programme

admin

Text Box

For further information and details about starting a new enterprise and Detailed Project Report(DPR), you may contact NSIC Training Cum Incubation Cell at NSIC-TSC, Okhla Industrial Estate, New Delhi 110020. Contact Person: Mr. Subodh Jaiswal, Chief Manager, Ph.: 011-26826846, Mobile: +91-9911100465 Or Mr. Binod Kumar, Manager, Ph.: 011-26826801

Planning a Small-Scale Unit:Whom to Approach for What

The speed with which you implement your project is critical during thesedays of competition. If you have planned in advance and evaluated

resources required, your project will be implemented in the shortest possibletime. The first step to initiate planning is to identify a suitable project.

PROJECT IDENTIFICATION

There are no set rules to identify a suitable project, though this is one decisionon which the success of your entire venture hinges. So, don’t take hasty deci-sions. Most prospective entrepreneurs tend to display the herd tendency andgo for a project, which people have already ventured into. This is not a healthyattitude as success of one in a particular field does not guarantee success ofthe other. While identifying a suitable project, you should make a SWOTanalysis of your own strengths and weaknesses. There are more details in aseparate chapter.

The next step, after you have selected your project, is to collect all infor-mation about it. The most important information is about the potential marketof the items you selected. There are several ways for this. You may go for abasic desk survey, a snap survey or a detailed market survey. A separate chap-ter provides guidelines to assess the market potential.

PROJECT REPORT: A FORECAST PLAN

Now, you will need to prepare a feasibility report about your project. A feasi-bility report will broadly contain:

CHAPTER 5

chp-5.qxd 10/18/05 9:06 AM Page 41

REQUIREMENTS TO START A BUSINESS

Selection of Location: A Vital DecisionThis is extremely important. Usually, small-scale entrepreneurs are found tohave a predetermined location. The location should be decided according tothe proximity to sources of raw materials, consumption centers, availabilityof infrastructure, necessary skills in surrounding areas and availability ofincentives. Sometimes the requirements conflict with one another and a par-ticular location may not match all. Such situations want you to balance outthe requirements, while also ensuring that they do not affect the viability ofthe project. Experience shows most entrepreneurs attaching more impor-tance to available financial incentives and ignoring other important aspectsguiding the selection of the location. Such misplaced emphasis may runthe project into unviability in the long run. Your decision on the location,

Chapter Five42

a. Background of the entrepreneur and constitution of the business

b. Market potential and marketing strategy

c. Selection of location

d. Requirements of land and building

e. Manufacturing process

f. Requirements of plant and machinery

g. Requirement of utilities

h. Requirement of raw material

i. Estimated cost of the project

j. Proposed means of finance

k. Cost of production and profitability

l. Break-even point

m. Cash flow statement

n. Internal rate of return

chp-5.qxd 10/18/05 9:06 AM Page 42

therefore, should not just be based on incentives, but more on availability ofinfrastructure and skills.

Land and Building: Make Correct AssessmentBefore assessing land requirements, you must draw up a plant layout based onthe type of facilities proposed to be installed. Normally, the land should notexceed five to six times the built-up area; but it all finally depends upon theproject. Land in excess of the requirement will block up funds, which couldotherwise be utilised for productive purposes. The land should be free fromany encumbrances and should be non-agricultural.

Select the Right Manufacturing ProcessSuitable manufacturing processes have to be identified for production. Someproducts may need a particular process depending upon raw material avail-ability, the prices and the quality requirement of the end product. A detailedflow chart may also be drawn with all operating parameters.

Government Formalities and ProceduresThe process of planning also includes planning for execution of various gov-ernment formalities. Though the government in the post-liberalisation eraintends to reduce permissions/clearances to free the industry from bureau-cratic controls, you need to clear specific formalities to avail certain benefits.The following formalities need to be considered for small-scale units:

i) SSI Registration: Required for the Records Though SSI registration is not mandatory according to recent changes in therules, it is advisable that you register your small-scale unit with the DistrictIndustries Centre (DIC) of the district where your project will be located. Thegovernment requires this registration to plan for future needs of the industryand it is in your interest to register your unit.

ii) Acquisition of Infrastructure FacilitiesIf you plan to locate your project in an industrial estate promoted by a gov-ernment agency, you may apply for a built-up shed or a plot of land. You canstart your activities once the shed/plot is offered. If you have been allotted a

Planning a Small-scale Unit: Whom to Approach for What 43

chp-5.qxd 10/18/05 9:06 AM Page 43

plot, you can start construction after your building plans are approved. Ineither case, you have to apply for power connection to the State ElectricityBoard and for water to the authorities concerned.

iii) Pollution Control Clearance: Obtain NOC orConsent

You should also apply for obtaining an NOC from the State Pollution ControlBoard (PCB). If your unit is likely to be a pollution hazard or may dischargeeffluents, the PCB first issues an NOC with certain conditions to install facil-ities to check air or water pollution to specific levels. After you have installedthe necessary facilities and they are satisfied, the PCB gives its consent tostart operations.

iv) Constitution of the BusinessYou should decide on the organisational form of your business, viz. if it shouldbe a proprietorship, partnership or a private limited company, according to thesize of its operations and the degree of risk involved. In proprietorship, thegains and losses of the business rest with the proprietor, while in partnership,all the partners share the gains and the losses except the minor partners, whoare exempt from bearing the losses. In a private limited company, the memberstake the gain or losses as per their holding in the company, for it is consideredto be a separate legal entity. Once the business constitution is decided, you mayundertake necessary formalities for registering the firm accordingly.

v) Arrangement of Finance for Fixed Assets andCurrent Assets

After taking these clearances, you may apply for a term loan either to a state-level financial institution or a commercial bank, with a techno-economic fea-sibility report, including market survey, and all documentary evidence justify-ing your claim for the project being feasible. Once the loan is sanctioned, youmay have to execute necessary legal documents mortgaging your assets. Thedisbursement of the term loan usually starts after you have fulfilled all the con-ditions and also after 50 per cent of your own capital is raised and invested inthe project. The institutions generally disburse 75 per cent of the loan sanc-tioned on a matching basis. Thereafter, you should raise and invest the rest ofyour contribution to stake your claim for disbursal of the balance term loan.Simultaneously, you can also negotiate with your bankers to sanction theworking capital requirements. The bankers would, however, consider the working

Chapter Five44

chp-5.qxd 10/18/05 9:06 AM Page 44

capital loan only after the term loan is sanctioned. If you propose to locate yourproject in developing areas eligible for state incentives, you will need to applyfor registration and sanction with the state authority to avail the incentives. Onlyafter you get the sanctions can you start implementing your project.

vi) Government Formalities Need to be Viewedin Proper Perspective

Experience shows that many people do not give adequate weightage to com-plying with various government formalities. Utmost care should be taken inthis connection during the planning stage itself, as in the case of ignorance theproject implementation gets delayed and incurs cost overruns, and sometimesderails the entire project.

You must also be aware of the sequence of steps to be followed while plan-ning a small-scale unit. There are no rigid rules, but experience reveals thatnothing important will be missed if you follow the sequence. Some activitiescan be handled simultaneously. The sequence may vary according to theneeds and size of your project. You may decide basing on ground realities.The steps above will help you develop an insight into project planning. Fine-tuning project implementation activities at the planning stage will help youcoordinate resources appropriately in keeping with the project needs andavoid slippage in implementation and cost overruns.

Whom to Approach for What?

New entrepreneurs must know where to go for a particular piece of informa-tion as this knowledge will help them avoid a lot of running around. For this,they must know clearly what they are looking for.

Some may be completely ignorant, a few may know about marketing orproduction or finance, etc. The completely ignorant will require initial deskwork and discussions with knowledgeable persons like the EDP trainer, exten-sion officers, businessmen, small-scale industrialists, etc. This will help youaccelerate the process of enterprise establishment.

Those with some knowledge will require specific information. It will beuseful for them to list the various things to be completed to set up their enter-prise. This desk work will give them a clear idea about the assistance theyneed to fulfill their activities.

Various development agencies assist entrepreneurs:

a. Some agencies provide only general information and you yourselfhave to collect specific information.


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b. Some provide technical/marketing expertise in specialised areas.

c. Some provide guidance in technical and financial matters, besidestaking up turnkey responsibility (implementation assistance).

But government formalities will have to be completed by the entrepre-neurs themselves. They can contact the concerned departments/offices forinformation.

You should only retain the relevant information/data while collecting infor-mation. You must keep important information at a proper place to find themwhen needed. The compilation and segregation of information will need tablework and it should be compared with the checklist prepared earlier to ensureall data has been collected before actual commencement of work.

Expert guidance will help in decision-making process. It will be useful toacquire first-hand information from institutions to get a clear picture of theentire exercise.

A table below shows various sources of information for a new entrepreneur.They need not contact all agencies except the relevant ones. However, theymust contact at least the following agencies to have knowledge about small-scale industries and the procedures:

Chapter Five46

District Industries Centre

Directorate/Commissioner of Industries Office

State Financial Corporation

Technical Consultancy Organisation and

Agencies Conducting Entrepreneurship Development Programmes

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Whom to contact and for what information

DIC = District Industries CentreSISI = Small Industries Service InstituteTCOs = Technical Consultancy OrganisationsSFCs = State Financial CorporationsNSIC = National Small Industries CorporationDFRI = Defence Food Research LaboratoryED Inst. = Entrepreneurship Development OrganisationsCFTRI = Central Food Technology Research InstituteIDCs = Infrastructure Development CorporationsLA = Local Authorities like Municipalities

EPC (APEDA, MPEDA) = Export Promotion Council (Agriculture andProcessed Food Export Development Authority, Marine ProductsExport Development Authority)


1 For Selection SISI, DIC, TCOs, SFCsof a Project

2 Registration DIC

3 Finance Banks, SFCs, NSIC

4 Technical DIC, TCOs, CFTRI, Guidance SISI, NSIC, DFRI

5 Training ED Inst., SISI, TCOs, DICs, CFTRI, NGOs

6 Infrastructure DIC, IDCs, LA

7 Raw Materials DIC

8 Plant & Machinery DIC, NSIC, SISI

9 Marketing DIC, TCOs, EPC Information (APEDA, MPEDA)

Sr. No. Area of Assistance Sources

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Diploma in Entrepreneurship and Business Management(Recognised by Distance Education Bureau, UGC)

(Through Correspondence & Personal Counselling)

(Registration is Open)

Sponsored by:

Friedrich-Naumann-Stiftung

Germany

RATIONALE

The post liberalization industrial & economic scenario in India makes it imperative that a more dynamic

and pragmatic approach is needed to create entrepreneurs on a large scale. This would help not only

in tackling the problem of unemployment but also in the growth of new entrepreneurs. Using

technology and quality as their strategic tools, those who can take on the increased competition in the

domestic as well as global markets are innovators and entrepreneurs in true sense of the term. This

can be achieved only if more and more people are motivated and convinced to choose

entrepreneurship as a career and put their energies and resources to a productive use.

Various state level entrepreneurship development institutes, as well as EDI, the pioneer in

entrepreneurship development, have, for decades, been conducting localised Entrepreneurship

Development Programmes (EDPs) for a limited number of people. These EDPs have limitations in

terms of number and reach and cannot fulfill the need of a large number of potential entrepreneurs

scattered in the vast geographical areas of the country. This calls for a novel approach.

To address this need of developing new, committed entrepreneurs on a large scale, the EDI,

Ahmedabad has conceptualized and launched an innovative Entrepreneurship Development

Programme through distance learning and personal counseling titled "Diploma in Entrepreneurship and

Business Management".

This course is sponsored by Friedrich-Naumann-Stiftung (FNSt), a foundation of International repute

from Germany and supported by the National Science and Technology Entrepreneurship Development

Board (NSTEDB), Department of Science and Technology, Government of India.

OBJECTIVE

The main objective of the programme is 'New Enterprise Creation and Management'. To achieve this objective,

the study material is focussed on various aspects of starting and managing an enterprise.

The course :

Develops motivation, reinforces entrepreneurial traits and the spirit of enterprise;

Facilitates decision making process for setting-up of a new enterprise;

Facilitates successful and profitable operation of the enterprise.

SALIENT FEATURES

The programme has the following salient features:

Flexibility in terms of enrolment

Skill & Knowledge Building Programmes through two Contact Sessions

One-to-one counseling throughout the course by "expert counselors" and EDI faculty members

Web-based software (MIS) for monitoring the progress, sharing resources, conducting quizzes and

assessment

Access to library resources

The contact sessions focus on developing entrepreneurial motivation, business opportunity guidance, market

research & survey, preparation of detailed project report, project appraisal system of banks & financial

institutions and interactions with successful entrepreneurs.

SYLLABUS

The syllabus in the form of printed self-instructional study material covers all the aspects of launching,

establishing and managing a small-scale enterprise, including taxation as applicable to small-scale industry.

To put it briefly, it prepares the learner with the knowledge, skills and motivation to set up an enterprise and

manage it successfully.

Study Material

The study material designed to facilitate the learners, is divided into 11 units covering critical areas such as:

Introduction to Entrepreneurship, Sources of Assistance, Business Opportunity Identification, Market

Assessment, Entrepreneurial Motivation, various soft skills like Communication Skills, Negotiation Skills,

Entrepreneurial Competencies, Small Business Management including Systematic Planning, Quality Control,

Marketing Management, Financial Management, Production Management. Besides, various topics like Total

Quality Management, Strategic Planning, Business Ethics, Franchising, Venture Capital Financing, Exports,

etc. The material provides comprehensive understanding on what it takes to become an entrepreneur.

METHODOLOGY

The methodology of the course includes; self-instructional study material, assignments, personal counseling

through experts, professional counselors and two contact sessions during the course.

Duration and Medium of Instruction

The duration of the course is one year. The medium of instruction is English/Gujarati.

ADMISSION

The Course begins in the months of January, April, July & October, every year. Learners have an opportunity to

enroll in any one of the batches.

Learners can apply either online or can download application form from the web site and send along with the

necessary documents and Demand Draft for ` 10,250/-, drawn in the name of EDI, Ahmedabad, towards fee.

Application form Apply Online

ELIGIBILITY

Degree/Diploma holders in any discipline and those who are in the final year of their degree, are eligible to join

the course. As the basic objective of the course is to provide an indepth insight into the subject of

entrepreneurship to those who have a strong desire to set-up his/her own enterprise.

FEE

Fee for this one year diploma course is ` 10,250/- for all categories to be paid at the time of registration.

AWARD OF DIPLOMA

The Award of the Diploma is based on assessment of the assignments, project report submitted by the learner and

performance in the final examination. Those who fail to qualify may reappear for the examination within 2 years

by paying an additional fee of ` 1500/- for each appearance (maximum three appearances).

BENEFITS

Diploma in Entrepreneurship and Business Management equips the learners with the ability to function

dynamically and acquire the requisite knowledge and skills to plan and successfully launch their own dream

ventures.

FEEDBACK OF THE STUDENTS

"I wanted to be a Government Officer but OLPE changed my mind towards entrepreneurship and I have already

started my business."

Rajeev Kapoor

Videsha, Madhya Pradesh

"OLPE helped me assess my entrepreneurial competencies and understand my weaknesses and strengths and

developed my motivation to start a business."

Ramesh Advani

Ahmedabad, Gujarat

"With knowledge derived from the study material of the programme and the help extended by counselors, I have

been able to set-up my own business."

Ashish Sharma

Thane, Maharashtra

"The programme has boosted my confidence level, helped me acquire knowledge and skills with regard to

setting-up of business."

K K Aiyappa

Medikeri, Karnataka

"The programme has motivated and helped me in understanding managerial mt and marketing skills. Besides, "

the knowledge gained on all aspects of setting up and managing a business is remarkable."

Sangeeta Gupta

Mumbai, Maharashtra

INVITING COLLABORATION FROM EDUCATIONAL INSTITUTIONS FOR

ESTABLISHMENT OF CENTRE FOR AN DIPLOMA IN ENTREPRENEURSHIP AND

BUSINESS MANAGEMENT

Management institutions, vocational training institutions, technical educational institutions,

engineering colleges, polytechnics are invited to jointly offer an Open Learning Diploma in

Business Entrepre-neurship for providing an alternative of self-employment & entrepreneurship

to the students of various educational institutions.

Developmental Organizations/ Agencies/ NGOs/VOs are also invited to collaborate for the

Centre.

The course is successfully being offered through various nodal agencies. The medium of

instruction is English/Gujarati. Till date, more than 10500 learners have been trained under the

programme and more than 2300 enterprises have already been established through this

programme.

The course aims at imparting necessary knowledge and skills for new enterprise creation and

management.

EDI provides free of cost –

Orientation to one of the resource persons of collaborating institution/agency

Free publicity & promotional material

One set of printed study material

Guidance and support to establish the centre

Directory containing success stories of OLPE learners

A monetary incentive upto Rs. 2500/- per student to the nodal agencies for registration of

students and providing various services to the students is also provided.

For further details, please contact :

OLPE Cell,

Entrepreneurship Development Institute of India,

P.O. Bhat 382 428 (Via A’bad Airport & Indira Bridge),

Dist. : Gandhinagar, Gujarat

Phone : (079) 23969163

Fax : (079) 23969164

Email : [email protected]

Memorandum of Understanding

Collaborating Institutes/Nodal Agencies

Success Stories of OLPE Learners

-1-

MEMORANDUM OF UNDERSTANDING

INSTITUTIONAL COLLABORATION FOR ESTABLISHMENT OF CENTRE FOR DIPLOMA IN

ENTREPRENEURSHIP & BUSINESS MANAGEMENT (DEBM)

This Memorandum of Understanding (MoU) is entered into as on ___________________ between

Entrepreneurship Development Institute of India, having its head office at Village & PO Bhat-382428, District Gandhinagar (Gujarat)

AND …………………………………………………………………………………………………………………………………………………………………………

…………………………………………………………………..…………………………………………………………………….

The parties hereto agree as follows:

1. ……………………………………………………………….. (Collaborating Agency, herein after referred as Nodal Centre)

shall nominate a resource person who will link between learners, EDI & Nodal Centre. Nodal Centre will promote the course; register learners; provide counseling; organise two contact sessions of three days’

duration each; evaluate assignments; assist and evaluate the business plan; conduct and evaluate term end

examination; & provide other support as required by the learners. Dr./Mr./Ms._______________ will act as the programme coordinator on behalf of the Nodal Centre.

2. The Nodal centre will enroll the learners as per the eligibility criteria after collecting a fee of `. 10,250/- from each learner in the form of D.D favouring EDII payable at Ahmedabad on any

commercial bank.

3. The Nodal centre will deposit a non interest bearing, refundable deposit of `. 25,000/- with EDI.

4. The Nodal centre will share the feedback obtained from learners on the support services provided by them with EDI on quarterly basis, in the prescribed format.

5. The Nodal centre will provide necessary follow-up support to learners to facilitate speedy implementation of their projects.

6. The Nodal centre will keep all the information confidential.

7. The Nodal centre will update EDI with the status of learners on a quarterly basis, in a prescribed format.

8. EDI will supply necessary publicity material in line with the number of learners registered for the programme and one set of printed study material free of cost to the Nodal centre.

9. EDI will provide term end examination question paper one week ahead of date of term end examination.

10. EDI will award the Diploma in Entrepreneurship & Business Management to learner’s on successful completion of course, submission of evaluated business plan, scoring a minimum 50% of marks; or; successful launch of

enterprise within one year of joining the course.

-2-

11. The nodal centre can download prospectus and application form from our website www.ediindia.org

12. EDI will pay an incentive @ `.2,000/- per learner (`.1000/- as promotional incentive, `.500/- for first contact

session & counseling, `.500/- for second contact session, exam and project report guidance) in two

installments. First installment of incentive of `.1500/- (`.1000/- as promotional incentive + `.500/- for first

contact session and counseling) immediately after receipt of learner’s registration form along with course fee,

2 passport size photographs and authenticated educational background certificate. Second installment of

`.500/- after second contact session, exam and project report guidance. Additional incentive of `.500/-

will be released only on learners’ successful completion of course and certification or, start up of enterprise within one year from the date of enrolment.

13. EDI will refund the caution deposit of `.25,000/- within two weeks after the minimum enrollment of 80

learners within two years from the date of signing this MOU by the nodal centre, is achieved. However, if the

above mentioned condition is not complied with, the caution deposit of `.25,000/- will be forfeited by EDI.

14. EDI reserves the right to amend the above mentioned terms and conditions.

The above terms and conditions are agreed upon by………………………………………………………. (Collaborating Agency) and EDI. This arrangement is valid for two years with effect from the date of signing the MoU;

continuation of which will depend upon subsequent reviews and mutual consent.

EDI Collaborating Agency

Entrepreneurship Development Name: ______________________

Institute of India, Ahmedabad Address : ___________________ ______________________

P.O.Bhat-382 428, Gujarat _____________________

Tel: (079) 23969161/23969163 ______________________

Fax: (079) 23969164 ______________________

Email : [email protected] Tel No : ______________________

Website: http://www.ediindia.org Fax : ______________________

Email : ______________________

Website: ______________________

Signature : __________________ Signature : ______________________

Name : __________________ Name : ______________________

Designation : __________________ Designation: _____________________

Date : __________________ Date : ______________________

http://www.ediindia.org/

http://www.ediindia.org/

UNTRODDEN PATHSUDYAMI-MITRA May’14

UNTRODDEN PATHS…

MARY HUNTER

y

Mary Hunter has always been happy to cook for her congregation at the Yes LordChurch in Gary, Ind. Her recipes, she told me, come directly from God. “I don’thave a cookbook,” she said. “God gives me my own.” Prayer is “where I get 99percent of my recipes.”

Mrs. Hunter, who is 73, likes to cook big roasts for her church, “and if I had adifficult piece of meat I might marinate it in some beer and celery” with a blend ofher secret seasonings. When she learned that she had diabetes and high blood


pressure, though, she had to cut out her salty marinades and cook the meat moreblandly.

Then, one day, God had an idea. “I was writing down some recipes and God said tome that I should take that ink pen and stick holes all through it and put a clip onone side so that you can open it” — lengthwise — “and then put your onions andyour garlic and your aromatics down the middle and put it inside your meat —then, you won’t have to eat bland foods.” And so was born her invention, a longstainless steel device that, according to tests in restaurants and elsewhere, faroutperforms those herbal injectors and other disappointing methods for introducingflavors into the interior of a big piece of meat.

Later this month, Mary’s Marinating Sticks are scheduled to go on sale in Targetstores. Mrs. Hunter’s invention follows the classic arc seen in movies: she had agood idea, got it patented and found a market.

But that’s the movies. In real life, it’s never that easy. For starters, Mrs. Hunter’sdivine idea came to her in 1994. She’s been following through ever since.

It’s safe to say that many very good ideas never get out of the pew — or off thebarstool — where they were conceived. Inventors are often quick to explain that abrilliant idea is the easy part and that the real work comes in navigating throughthe mundane problems and scut work of getting to market. Mrs. Hunter’s sticksare proof of that claim.

Not long after her vision, Mrs. Hunter took the advice of a Gary alderman toattend a class on patenting, offered at a Chicago library. Thus she learned theropes. Three years later, she had a patent and an industrial designer, David Smith,an adjunct professor at the University of Illinois. He has designed products fromcellphones to ergonomic chairs to cheese boards for stores like Crate & Barrel, Searsand Sharper Image. Mrs. Hunter got the idea committed to paper, a schematic ofhow the device should be engineered. Mr. Smith created several proof-of-conceptversions, but they all proved frustrating.


“I had spent an entire summer making a prototype and made 20 renditions andnone of them worked,” Mr. Smith recalled. He also attends Mrs. Hunter’s churchand one day went to her house with bad news.

“I told Mary I couldn’t do it, but she said: ‘God told me you are the one to do this.’And I’m sitting there in Mary’s dining room, when God showed me an oldcommercial for the Maxwell House percolator.” That memory of the commercialmade him realize that the device would not only have to hold the spices andaromatics but also allow enough flow to permit juices to move in and out. He wentback to the shop and hammered out a new stainless steel model.

To test it, Mrs. Hunter and Mr. Smith gave versions of the stick to twoestablishments in Chicago — Jilly’s, a piano bar on Rush Street, and Mas, arestaurant in Wicker Park. The positive reactions from the chefs eventually led to adeal with All-Clad, a maker of kitchen products. It was 2004, and Mrs. Hunterwas on the brink of commercial success.

“The vice president of All-Clad said, ‘We are ready to roll,’ ” Mr. Smith recalled.

Nothing could go wrong — except, of course, it did. “That following week,” Mr.Smith added, “All-Clad was bought out by a French conglomerate” — GroupeSEB, noted for its Krups coffee makers — “and they had to halt all R.& D.

“So at that point in time we just decided we would try to make it ourselves,” hesaid.

Mrs. Hunter took out a second mortgage and contracted with InnovationStamping, a California company that specializes in producing exhibition boothcomponents. There was some success afterward. She got the product sold in anumber of Jewel food stores.

She also created a sales force out of her church. In doing so, she was reaching backto one of the great traditional strategies in in African-American capitalism. Afamous practitioner was Sarah Breedlove, a child of slaves, who created acosmetics empire beginning in 1905 under the name Madame C. J. Walker. She wasa pioneer of the strategy now known as direct marketing by creating a sales force


drawn mostly from African-American churches and schools, eventually employing3,000 people.

Around the time that Mrs. Hunter was putting together her own sales force, herson, the Rev. Dwayne Hunter (now the pastor at Yes Lord), managed to get her aspot in the International Home and Housewares Show at McCormick Place inChicago, one of the biggest exhibitions of its kind. (In 2014, the organizers expect60,000 people like Mrs. Hunter to attend.) A representative from the Hagen Grotecatalog in Germany saw the marinating stick there and bought a hundred. As theproduct hummed along — popular in Gary, Ind., and Germany — Mrs. Hunterattracted the attention of Lucky Dog Productions, a television company trying toput together a show called “Invention Hunters.”

So, last season, Mrs. Hunter found herself on a television show among a dozenother inventors. The exciting conclusion came down to her battling it out with twoother contestants: a real estate broker who had invented a sponge that soaks uppan grease, and a man with a cooler that launches beers at you, perfect for thetailgating demographic. In the show, the hosts took the marinating sticks toRosebud Steakhouse in Chicago where the chef Michael Ponzio tested them andgave them a rave — declaring that the sticks earned an 8 out of 10 points. Mrs.Hunter was the undisputed winner.

The producers told her that their patent search revealed that kitchen inventors hadbeen trying to devise gadgets for introducing flavor into meat for almost 200 years.Mainly what they had come up with was the injector. A flaw with shooting liquidspices into meat is that they tend to pool at the point of insertion, later revealingan odd circle of green in your sliced roast. Mrs. Hunter’s sticks manage to flavorevery bite of the meat with the added, unexpected benefit of keeping it moist.

This month, the company Lifetime Brands, which awarded Mrs. Hunter thewinning title on “Invention Hunters,” has listed her product in Chefs catalog(where it is called a “seasoning stick”) and plans to have it on the shelves of Targetstores — 19 years after God gave her the blueprint to an idea for a long tubepunched full of holes with hinges and a latch.


A version of this article appears in print on October 20, 2013, on page BU6 ofthe New York edition with the headline: An Invention That Marinated for 19Years.

Mary’s Marinating Stick: A Truly Helpful IdeaHow do you marinate meat? Unless you buy the 30 minute marinades from Lawry’s, you have tomake the marinade, and then let your meat soak in it–overnight if you really want the full benefitof marinating your meat. And honestly, even Lawry’s takes longer than 30 minutes if you reallywant full flavor.

It was this long process that inspired Mary Hunter of Gary, Indiana to come up with an easiersolution: the marinating stick. It looks sort of like a wide chop stick with holes. You insert yourspices, and herbs into this ’wide chopstick’ and then insert the stick into the meat. While themeat is cooking, the natural juices of the meat help infuse the herbs and spices throughout givingyour meat a full, and robust flavor. It eliminates the need to marinate meat and manychefs whohave used it claim that the meat comes out with a better flavor.It took Mary Hunter 13 years to develop a prototype and get a patent but now you can buyMary’s Marinating stick online. This is great news for cooks, but if her idea really starts to takeoff, the people who will really benefit are the people of Gary, Indiana.

V olum e I - GITA Bhubaneswar

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