APPENDIX - 1 “Questionnaire for Stakeholders (Weaver) of ...shodhganga.inflibnet.ac.in/bitstream/10603/3487/13/13_appendices.pdf2.6.2 Saree Stoles Dress Materials Curtain Silk Wvg

181

APPENDIX - 1 “Questionnaire for Stakeholders (Weaver) of Cluster”

Sr No. Item Details

1.0 Name of the Interviewee

2.1 Address of the Interviewee

Yes No 2.2 Whether you are in group

Consortium Society SHG or SGSY 2.2.1 If Yes, Type of Group

2.3 Age ( Years) 2.4 Category

(SC/ST/OBC) Yes No

2.5 Profile of Respondents

2.5.1 How he / She comes into the HL activity

2.5.2 How may family members?

2.5.3 How many Children & earning members?

2.5.4 Whether the other members dependant on respondent

2.5.5 Whether any other source of income

2.5.6 What is their present income?

2.5.7 What are their assets (like Landholding, Vehicles, etc.)

2.5.8 Types of Houses

2.5.9 Whether they are having their own HL facility

2.5.10 Whose raw materials they are using for weaving?

2.5.11 General Awareness through trg, wkshps etc.

2.6 Skill of Respondent

2.6.1 What types of products producing?

Saree Stoles Dress Materials Curtain Silk Wvg Others 2.6.2 What he/she able to weave

2.7 Technology Level

2.7.1 What types of looms they are using?

2.7.2 Whether is Jacquard, Dobby or any other attachment

there?

2.7.3 How many hooks in the HL

2.7.4 What types of reeds in the HL

2.7.5 Whether there is any take up arrangement?

2.8 Raw Materials

2.8.1 What type of raw materials (Yarn) you use for

production?

2.8.2 From where raw materials are purchased?

2.8.3 Any problem in getting availability of raw materials?

2.8.4 Any difficulty in pricing

2.8.5 What about the quality of Raw Materials & quantity to obtain raw materials

182

2.9 Marketing

2.9.1 Where you market usually your product?

2.9.2 What are your usual major products?

2.9.3 Have you established any bulk market linkages?

2.9.4 Whether you have participated any trade fairs?

2.9.5 How you are addressing the bulk order requirement of

big orders?

2.10 Credit Linkages

2.10.1 Whether you need credit from Banks?

2.10.2 Are you getting regular credit from banks?

2.10..3 If yes, what kind of problems you are facing from banks?

2.10.4 From where you usually getting credit? & for which? &

What is the amount

2.11 Level of Value addition

2.11.1 What types of value addition are commonly used in HL

fabrics

2.11.2 From where you outsource this service

2.11.3 What are the techniques you can learn though training

inputs?

2.12 Occupational Hazards

2.12.1 Are you facing any health problems from HL weaving

activity?

2.12.2 If so, what types of you would like to carry out alternatively?

2.13 Social Issues ( Education, Health)

2.13.1 Are you literate?

2.13.2 Where your children get basic education facility? How

far away from your home?

2.13.3 Have you having any health problems?

2.13.4 What are the common health problems in the region?

2.13.5 How far away the primary health Center?

2.13.6 Have you access of drinking water? & sanitation?

2.14 Basic Infrastructure pertaining to the area

2.14.1 What kind of common infrastructure you need for your business development?

2.14.2 Are you able to contribute participatory amount?

2.14.3 What kind of infrastructural bottlenecks you are

facing?

2.14.4 How you are planning to overcome it?

Please put [] in the appropriate boxes

183

Appendix-1 “Questionnaire for Master Weavers of the Cluster”

Sr No. Item Details





2.2 Age (Years)

2.3 Category (SC/ST/OBC)

Yes No



2.4.2 How may family members?


2.4.4 Whether the other members dependant on respondent


2.4.6 What is their present income?



2.4.9 Whether they are having their own HL facility

2.4.10 General Awareness through trg, wkshps etc.

2.5 Skill Level of Respondent


Saree Stoles Dress Materials Curtain Silk Wvg Others 2.5.2 What he/she able to weave

2.6 Technology Level

2.6.1 What types of looms they are using?

2.6.2 Whether is Jacquard, Dobby or any other attachment there?

2.6.3 How many hooks in the HL

2.6.4 What types of reeds in the HL

2.6.5 Whether there is any take up arrangement?

2.7 Design & Product development

2.7.1 From where you get the design inputs?

2.7.2 From where you used to get the punching Cards . is It any delay of supply of Designs ?What is the reason ?

2.8 Raw Materials

2.8.1 What type of raw materials (Yarn) you use for production?

2.8.2 From where raw materials are purchased?

2.8.3 Any problem in getting availability of raw materials?

2.8.4 Any difficulty in pricing

184

2.8.5 What about the quality of Raw Materials & quantity to obtain raw materials

2.9 Marketing

2.9.1 Where you market usually your product?

2.9.2 What are your usual major products?

2.9.3 Have you established any bulk market linkages?

2.9.4 Whether you have participated any trade fairs?

2.9.5 How you are addressing the bulk order requirement of big orders?

2.10 Credit Linkages

2.10.1 Whether you need credit from Banks?

2.10.2 Are you getting regular credit from banks?

2.10.3 If yes, what kind of problems you are facing from banks?

2.10.4 From where you usually getting credit? & for which? & What is the amount?

2.11 Processing (Dyeing) of Product

2.11.1 From where you get your product dyed?

2.11.2 Any Problems are you facing in your dyed product?

2.12 Finishing of End Product

2.12.1 What type of finishing facility are available

2.12.2 Is there any difficulty you finding for finishing

2.13 Level of Value addition

2.13.1 What types of value addition are commonly used in HL fabrics

2.13.2 From where you outsource this service


2.14.1 Are you facing any health problems from HL weaving activity?

2.15 Social Issues ( Education, Health)








2.16 Basic Infrastructure pertaining to the area

2.16.1 What kind of common infrastructure you need for your business development?


2.16.3 What kind of infrastructural bottlenecks you are facing?



185

Appendix – 1 “Questionnaire for Local Designers of Cluster”

Sr No. Item Details





2.3 Age (Years)

2.4 Category (SC/ST/OBC)

Yes No



2.5.2 How many family members?


2.5.4 Whether the other members dependant on

respondent




2.6 Skill Level of Respondent


2.6.2 Saree Stoles Dress Materials Curtain Silk Wvg Others

What he/she able to weave

2.7 Design & Product development

2.7.1 From where you get the design inputs?

2.7.2 How previously you develop design?

2.7.3 Presently how you are preparing the designs?

2.7.4 Before start of Cluster project, where you get the

source of Motivation of designs?

2.7.5 After cluster project, where you get the Motivation?

2.7.6 Before start of the project, what is the level of income

you had?

2.7.7 Before start of Cluster Project, Whether you had

expose to out side cluster

2.7.8 After implementation of cluster project, how you are

benefited?

2.7.9 Whether you have got any practical training on

designs before cluster project?

2.7.10

Whether you have got any practical training on

designs after start of cluster project?

186


2.8.1 Are you facing any health problems from HL Designing

activity?

2.8.2 If so, what types of you would like to carry out

alternatively?

2.9 Social Issues (Education, Health)








2.10 Basic Infrastructure Required for Designing

2.10.1 What kind of common infrastructure you need for your

business development?


2.10.3 What kind of infrastructural bottlenecks you are

facing?



A Study on the Handloom Textiles Clusters In India with Special Reference to Select Clusters in West Bengal Saumen Mapdar

193

APPENDIX – 2

CASE STUDIES OF CLUSTER DEVELOPMENT INITIATIVES IN INDIA

B.1 Case study Of Alleppey coir cluster in Kerala State

In the case of coir cluster Alleppey, a network of small of exporters had been evolved by the

coir Board and EDI in 2001. The rationale of perusing exports in a consortium mode was

that most members were hitherto indirect exporters, though some were into direct exports.

The network sought to spread the cost of meeting expenditure in communication and

promotion costs (common website, catalogues, sample preparation and trade fair

participation). The network in this case facilitated sharing of relevant expenditure in this

venture whose success was uncertain. They also had to compete with larger established

exporters.

B.2 Case Study Of Kannur Handloom Cluster in Kerala State

In the handloom cluster of Kannur, co-operatives networked and evolved Consortia. The

heads of the co-operatives (Chairmen, President, and Secretaries) assumed membership in

networks (consortia) registered under charitable societies Act. About 7000 weavers and 50

co-operatives societies networked as 4 consortia, under the ageis of the Directorate of

Handlooms, Government of Kerala. Four consortia have established common marketing

outlets. The cost of renting outlets was high, as were the expenses in furnishing them. The

uncertainty in terms of benefits prompted the establishment of these consortia. One of the

two outlets established by a consortium and located in a prime ( and costly) location has

been doing well; the other outlet, established by another consortium whose members were

not prepared to assume such risk, did not do as well as it opted for a relatively cheaper

location.

B.3 Case Study of Seafood cluster in Kochi & Food processing cluster at Madurai

SMEs and enterprise members of industrial associations in India setup special Purpose

Vehicles (SPVs or in effect, consortia of enterprises) to establish common infrastructure and

CFC facilities. These SPVs are expected to represent enterprises in the cluster and often


194

include a large number of enterprises – between 10 medium –sized enterprises ( supported

under the Ministry of Food Processing Industries ( MoFPI) schemes for establishing food

Parks) in Seafood Cluster near Kochi.

Another example is the cereals, pulses and Staples milling cluster at Madurai that has over

150 SMEs and which has been sanctioned support under the IIUS.

B.4 Case study of rice Millers cluster in Kalady near Kochi, Kerala

Similarly, to optimally utilize by products and waste in rice milling cluster in Kalady, cluster

enterprises have jointly implemented projects like a rice bran oil extraction unit, and have

also planned a refinery to ensure full utilization of installed capacities. Given the high fixed

cost in such projects, even cost of small reductions in utilized capacity could in high

increases in unit cost of production. Cluster enterprises are also implementing common

projects to generate bio- gas and hence reduce their power costs. Optimizing costs of power

and appropriate value addition is enhancing the relative competitiveness of SMEs

The consortium of the rice milling cluster units at Kalady, also established a common

storage facility for purchase of consumables such as gears, shafts, pulleys and belt drives.

Tyres for trucks and light commercial vehicles are also jointly and directly sourced from

manufacturers. The focus of the network was to leverage bulk buying from suppliers.

B.5 Case Study Of Aroor Seafood Park

The Seafood park has “peeling sheds” and CFCs of international ( EU approved)

standard for benefits of exporters in the cluster. The Marine product Export Development

Authority (MPEDA) and Kerala Infrastructure Development Authority (KINFRA) took the

lead. KINFRA has strived to promote shed off-take in the park by means of publicizing the

park through the internet. Meetings with industry associations were organized by MPEDA

and KINFRA to encourage participation of industry. A separate entity, Marine Product

Infrastructure Development Corporation (MIDCON) had been established to provide the

“bridge finance” in such infrastructure projects for the seafood cluster in the region.

The park took several years to come up with the public authorities using a carrot and


195

stick approach to raise the contribution and involvement levels of all industry

stakeholders.

B.6 Case Study of Kottayam rubber Consortium in Kerala

In the rubber cluster at kottayam, one of the earliest Indian consortiums, the NRFPMC

which registered as a private limited entity has about 38 members. As members progress into

larger ventures, increase membership base and look for more equity contributions, the

network may evolve into a public company. Private limited entity contributions, the network

may evolve into a public company. A private limited entity facilitates constant growth and

free entry and exit of members and therefore towards higher sustainability.

This consortium initially registered with an authorized capital of Rs. 10 lakh had 19

members. In order to create a corpus to establish a raw material bank with a cash credit limit

of Rs. 60 lakhs from the State Bank of Travancore, it raised its authorized capital of Rs. 25

lakhs. As also number of members increased, they were able to implement a CFC involving

a capital expenditure of about Rs. 2.5 crores. To pursue other common initiatives such as an

even larger “tufting” facility or a larger common cost optimizing bio-gas or wind energy

generating option, the network may progressively evolve into a public entity.

B.7 Case Study of common facility center at Bellary

In order to provide testing facilities to several cotton growers, the local growers association

joined hands with Textiles Committee to set up a common facility at Bellary under public-

private partnership. While the land & building were provided by the association, equipment

was contributed by the Textiles Committee on long-term lease basis to create the common

facility.

B.8 Case Study of Pochampally Handloom Cluster

Pochampally, a small town in Nalgonda district of Andhra Pradesh, is a handloom cluster

known for its unique Ikat design. While working on consortium development, the Textiles

Committee has began to explore ways in which the traditional product could be protected

using contemporary legal provisions. Geographical Indications (GI) was the obvious


196

choice. As a result of these efforts, Pochampally become the 1st textile craft to obtain

protection for its design under geographical indications Act. The application for registration

of Pochampally Ikat was filed on December 15, 2003 with the register of GI in Chennai, and

the certificate issued on 31st December 2004. The GI registration, which is a statutory

protection, involves making a case for the uniqueness of the product that is Pochampally

Ikat.this involves both technical details of the process ( tying and dyeing of threads in a

visualized design prior to the weaving of the fabric) and the product ( which are sarees,

fabric, rumals, carpets, rugs and mats). The protection means that nobody else can claim that

they are producing pochampally Ikats; nor can they pass off similar looking product.

A center for Handlooms and Artisans information, (CHAI), which is described as marketing-

cum- intelligence center at Pochampally, is run by Sanghamitra, a local NGO and was

formed with the intervention of Textiles Committee. The center documents tie- dye process

and acts as an information hub, whether its market information or designs or information

regarding government schemes and programmes. They also facilitate technical developments

and product diversifications.

B.9 Case Study of Jaipur Hand Block Printed Textile Cluster

Jaipur hand block printed textile cluster is a classic case of traditional handicraft cluster

coming to terms with the changing social and economic environment. The art of hand block

printing is 500 years Al and used to serve mass demand for traditionally printed dress

material, furnishings, etc. Moreover, royal choices of the Jaipur estate used to sustain the

demand for exquisite handicraft products. With the onset of mechanization and changing

social values, machine-made clothes reduced the demand for hand block printed textiles

while ‘royal’ demand faded away. Falling demand pushed the cash-starved printers to

undercut each other’s wages at the cost of quality. Moreover, as running water started to dry

up, the falling trust within the cluster reduced the propensity to collaborate for the revival of

crumbling infrastructure. Search for survival led to finding easier ways for making money

and closed all avenues related to building of new knowledge base and progressive working on

improving productivity~ In 1960 the advent of screen printing which is 10 to 20 times faster


197

and much cheaper offered a severe threat to the traditional block printed crafts and swept the

mass market with near similar products being prepared both by block and screen printing.

It was in January 1997 that UNIDO adopted the hand block printed textile cluster of Jaipur

under its Cluster Development Programme to establish the utility of the new approach in a

typical handicraft cluster – with declining performance but abundant export and employment

potential. The intervention by UNIDO started with a diagnostic study that identified clear

prospects for specialization on high-value added products on account of the high ethnic

content of product design and of eco-friendly dyes. The study, however, highlighted the

barriers that prevented the Jaipur hand-block printers from tapping such market niches. These

barriers were” related to poor control over product quality” (in turn related to difficulties in

procurement of raw materials and poorly skilled workforce), inability to respond to

medium-scale orders in a timely and effective manner, credit constraints and weak market

position, wherein hand-block printers were at the mercy of traders. Initiatives undertaken

after UNIDO interventions are Linking with up-markets in India and abroad, Provision of

technical training Credit through Mutual Credit, Guarantee Fund mechanism , Refurbishing

traditional designs Pollution control and thereby creating better working and living

conditions, Sustaining adequate infrastructure development

The outcome of UNIDO’s intervention in Jaipur has been significant, as testified by a wealth

of quantitative as well as qualitative evidence. Most importantly, the multifaceted

interventions at Jaipur have over time equipped the cluster actors to effectively initiate action

autonomously without UNIDO assistance. Several consortia, self help groups, local and state

level support institutions have now grown accustomed to collaborate and are fully capable to

identify their dynamic needs and find means to overcome the barriers. The number of

support institutions directly involved and collaborating in the cluster has increased from one

in 1997 to ten apart from the thirteen technical support institutions currently involved in the

development of the cluster.


198

B.10 Case Study of Tirupur Hosiery Cluster

Tirupur, a small township 60 Kms away from Coimbatore in Tamil Nadu is said to breed

millionaires. This small town is no doubt substantial. Nearly 80% of the nation’s knitwear

exports originate from this town that is renowned in the cotton knitwear sector and thus is

replete with specialized sectoral know-how. Now a days, Tirupur knitwear production finds

its way into the world market and provides employment to 300,000 people. There is no doubt

that Tirupur provides a striking example of the remarkable achievements. Yet, the cluster of

Tirupur faces new challenges as it clearly emerged when UNIDO conducted a diagnostic

study in 1996. In spite of the improved production process and consequently the higher

quality of the products over the previous decade, Tirupur products still suffered due to a poor

international image of a cheap low quality production cluster. The cluster was still lagging

behind its international competitors in yarn diversification with changing trends (from 100%

cotton to blended knitwear). Yarn diversification has become a necessary component to

higher quality products. These inter-related problems were putting a question mark on the

long term sustainability of Tirupur’s success, especially in light of the rapid erosion of

barriers to trade in the international markets.

Initiatives undertaken after UNIDO Interventions are Promotion of Common Brand for

Tirupur Knitwear, Quality Assurance, Waste Minimization, Cleaner Production, Product

Diversification, Human Resource Development, International Benchmarking through

exposure visits to Italy and China. With the commencement of UNIDO intervention at

Tirupur in 1997, efforts were made to place this dynamic cluster that had already made its

mark in the international arena, on a higher growth trajectory through international

benchmarking. Common brand building has been taken up as a flagship initiative to correct

Tirupur’s image in the international arena. Quality, market management, technology up

gradation for better working conditions, yarn diversification, energy conservation etc. were

the areas that required action to complement the brand building exercise.


199

As a result of UNIDO intervention, a significant increase in the capacities of several

institutions has been ensured. The NIFT-TEA Centre has introduced several new industry

specific training courses, undertook industry linkages, made changes in its curricula and

forged linkages with other national institutes of repute. Other industry associations such as

South India Hosiery Manufacturers Association and Tirupur Dyers Association have been

very active in undertaking several new development initiatives for their members. The local

support institutions such as the Textiles Committee, South India Textile Research

Association, Indian Statistical Institute and Centre for Environment Education have been

activated to undertake complementary roles towards budding a more dynamic cluster. Within

Tirupur Exporters Association, an effective information cell has been setup to update its

members about the ongoing challenges arising from WTO.

B.11 Case Study of Handloom Cluster in Chanderi

Chanderi is a small town of 30,000 inhabitants. In the year 2002, gthe cluster had about 3659

working looms providing direct & indirect employment of about 18,000 persons and an

estimated annual turn over of Rs 150 million. Around 1100 looms are in the cooperative

sector. There are about 45 master weavers and 12 traders. At the beginning of the

intervention, apart from a local Resource Centre and an office of MP Hast Shilpa Vikas

Nigam, all other institutions were located outside Chanderi. The cluster development Project

at Chanderi has led to the formation of a weaver’s organization (BVS). BVS is doing

business with a number of up market clientele. The Weavers of BVS are not only getting

higher wages, they are also enjoying profit. Credit has also been arranged for the weavers

through formal Channels. Regular Savings by the SHGs and the efficient business systems of

BVs were created to improve the mutual confidence between the banks and Weaver

community. It was identified that the cheap credit can be mobilized through credit lines of

National Minorities Development Corporation (NMDC). Besides an NGO given an interest

free loan & ONGC provides working capital to BVS.


200

Simultaneously various technical & related infrastructure issues including improved dyeing,

wider width looms, a yarn depot and a dye house had been introduced. Chanderi Saris got

registered under geographical indication Act through a newly created organization of

weavers, master weavers and Traders- Chanderi Development Foundation. Activities for the

empowerment of women weavers were also introduced through specialized agencies. These

social empowerment initiatives are being mainstreamed through the best suited local

institutions. The programme was implemented by UNIDO CDP, also with the support

Department of Rural Industries, Government of Madhya Pradesh.

B.12 Case Study of Classic terry towel consortium of Solapur Textiles Cluster

In order to face global competition, the consortium approach has been gaining popularity in

the Solapur Power loom Industry. In the near future this approach also promises bright

chances of increase in the export of Terry Towels of Solapur. It is however, difficult for the

manufacturers to complete big order in a limited time schedule. In fact a single power loom

owner / exporter was not in a position to take on big order. In order to overcome these

difficulties, the consortium approach is being practiced in Solapur. Under this model, two or

more manufacturers have come together to form a consortium. One consortium comprising 0

firms registered under the name and style Classic Terry Towel Consortium (India) Pvt.

Limited (CTTC). Another one of a private limited Company under the name & style Euro

Consortium Pvt. Limited. Every month, EURO consortium collectively purchases raw

material, dyes, auxiliaries, etc. from own sources. This consortium has achieved success in the

manufacturing stage and would venture into combined marketing of products. Formation of

consortia is being implemented under the guidance of Textiles Committee & Textiles

Development Foundation. This cluster model has attracted exporters as well as the power

loom manufacturers from the local market.

After the cluster approach , 10 units has adopted ISO QMS 9001-2000. The Textiles

Committee offered BDS providers. As a result of the training programmes on yarn dyeing

there have been substantial improvements in bleaching & dyeing practices and water

absorbency in several units.


201

The Euro-Terry Towel consortium involving 42 members has realized a reduction on

purchase costs of yarn by about Rs 25 lakhs by means of common purchase. The Classic terry

towel consortium involving 9 members is progressively and common sourcing dyes and

chemicals ( including hydrogen peroxide, packing materials, lubricants oils etcetera targeting

a savings of Rs. 18 lakhs).

Demonstration of technology options and exposure visits has facilitated greater

competitiveness of Cluster SMEs. The classic terry towel consortium members have realized

a total direct export turnover of about Rs 70 Lakhs. Most of orders were secured through

participation in fairs in India. Some were also secured over b2b meets in Europe.

B.13 Case Study of Okhla Garment & Textiles Cluster

With the above backdrop a few forward looking and likeminded friends who had vision and

anticipated challenges of post quota regime conceived and set up first cluster of its type

(which is not of physical proximity but in reality is a cluster of minds) for garment exporters

in the country i.e. Okhla Garment & Textiles Cluster (OGTC). The guiding principle of

OGTC is the cooperation, combining talents and abilities. The approach is to combine own

efforts with the efforts of others to achieve the greatest success. The Ministry of Small Scale

Industries – Small Industries Service Institute and Textile committee Ministry of Textile

Govt. of India, has facilitated the formation. OGTC has initiated trust building with all the

stakeholders in the supply chain and is having detailed diagnostic studies to identify the

common self needs. The basic objectives of OGTC are

To have a collective approach of being more competitive in the world market and seek

government’s attention in more authoritative manner.

To develop linkages between the local industrial units, technological and research

institutes.

To assist members for developing common sourcing of all inputs, training and capacity

building exercises to achieve economies of scale for the SME’s.

The OGTC members continuously exchange information on technology, export orders,


202

marketing facilities, sourcing of fabrics & accessories, Sharing excess or idle capacities with the

result each member is able to optimally utilize his facilities and move towards being more

competitive.

OGTC linkages with several institutions for increasing competitiveness such as SISI, AEPC,

NIFT, Textiles Committee, Pearl Academy of Fashion, IIT Delhi, Lady Irwin college, NITRA,

ATDC, National institute of packaging, Delhi Fire Service, UNIDO etc.

It conducts three tires training cum capacity building programme TIER-I programme covers

CEO’S of different factories who undertake combined workshops. TIER-II – In house training

programme for all the production staff having durations from 6 weeks to 24 weeks. TIER-III-

Combined training of middle level managers of member units. The net benefit obtained by the

OGTC are

Across the units productivity increase of 15% to 60% was noticed in specific areas.

Apart from the techniques, the participants have achieved a new vision, which makes them

think in the direction of possible rather than impossible.

A cultural change has started to take place in the respective units.

Improvement is a continuous process.

There is more in sharing than keeping it a secret.

B.14 Case Study of Palsana Enviro Consortium of Surat textiles cluster

Textiles Committee from Ministry of Textiles, Government of India started Counseling to the

office bearers of Palsana Industrial Association (PIA) members for the benefits of common

business operation (CBO). PIA wanted to have a orientation on CBO for their members

Effluent treatment & high power cost pictured as potential area. An awareness programme

was conducted for its member units.

105 (Hundred & five) synthetic dyeing & printing process houses in Palsana region of Surat

comes under cluster approach to form the Palsana Enviro Protection Limited (PEPL)

which was facilitated & promoted by Textiles Committee’s key element of cluster

development strategy as a part of preparation of Small & medium scale enterprises to face the


203

challenges of ever changing complex scenario of post 2004 era. This happens to be country’s

so far biggest consortia.

This is an exemplary common business operation(CBO) in the country promoted to address

the following common felt needs of the stakeholder members

1. To create common infrastructure for the member units to enable them to protect &

nurture the environment.

2. To avoid the individual discharge of raw effluent directly to environment

3. To protect the ground water level in the surrounding area

This 100 MLD (Million Litre per day) common effluent treatment plant project costs near

about 45.49 crore which is the major commitment to control the pollution of water in the

cluster.

Some of the processing units accumulate the effluents of different sub Processes such as

scouring, dyeing, printing, rinsing etc at common place for primary treatment in their own

plant and discharge directly to the environment. Other units directly discharge the

accumulated effluent to the environment. These both types of effluents would be the inputs

for proposed CETP which in turn would be the admixture of very high loaded effluent stream

of Scouring, dyeing & printing & Comparatively lesser loaded effluent stream of rinsing etc.

The members of the consortia so far raised about 15.22 crores as a contribution towards the

project on a monthly basis deposit through post dated cheques.

M/s Palsana Environment Protection Limited (PEPL) under the chairmanship of Mr. Ravindra

Arya of M/s Bindal Silk Mills Pvt. Ltd has opened a separate office. The Palsana Enviro

Limited (PEPL) has created a separate website namely www.palsanaenviro.com.

They have employed a reputed consultant for main project MWH India Private Limited.

Palsana Enviro Pvt. Limited has a deputed a reputed environmental consultant & Director as a

General Manager of ISO 9000:2000 certified company of Polycon Laboraties Pvt. Limited ,

Surat.


204

Textiles Committee facilitated the consortia by hiring the expert from PUM, (formerly

Netherland Management Co-operation Programme), MR. Gerad D. Boer in assistance

required for addressing the common problem for reducing the effluent treated water to

permissible water quality which could be used to recharge the groundwater level , decision

making for type of biological treatment (aerobic/nonaerobic) treatment , suitable methods for

reducing the treated effluent water in order to recharge the groundwater and useful tips for the

sustainability of CETP in long run. The foreign consultant proposed for Up-flow Anaerobic

Sludge process. In this process tanks equipped for the anaerobic process will replace chemical

dosing and clari floculators. This first stage of the process will achieve a treatment rate of

about 50%. The second stage of aerobic will be maintained but with 3 instead of 2 secondary

clarifier.

B.15 Case study of Bangalore Machine Tools Machineries Cluster

The machine tool cluster of Bangalore encompasses about 125 firms, including 45 machine tool

manufacturers (MTMs) and 7/0 to 80 small-scale producers of machine components. The cluster

has a turnover of Rs 2,500 million (US$50 million), approximately 40% of India’s total produc-

tion of machine tools. However, most of this arises from domestic sales of the large MTMs.

In 1999, when UNIDO began its assistance to the Bangalore cluster, the Indian Machine Tools

Manufacturers Association (IMTMA) was the main organization for MTMs. Its membership

consisted predominantly of large scale manufacturers arid the association mostly dealt with

rnacro issues. Small-scale units were mostly disorganized and lacked the capacity of Collectively

addressing their problems, the greatest of which was their inability to market their products.

A recession in the domestic market and the mounting competition from foreign producers inten-

sified the need for improved sales techniques. Traditionally, the small-scale manufacturers had

been selling their Machines through personal connections. However, this strategy was not

applicable in export markets. The small firms needed to take tip aggressive marketing and to

obtain national and international market linkages as well as support services to upgrade their

products’ quality in order to remain competitive in a global market. All this was, however,

beyond their individual reach.


205

To address these needs, the UNIDO cluster development programme had to take at) active lead to

promote the creation of several consortia. The programme concentrated on the more dynamic.

Firms, relying on their leadership to rope in more members. To limit the scope for internal con-

flict, it was decided that Firms should not be competitors in the markets, but should produce

complementary goods.

Furthermore, it was agreed that members of a consortium should be of similar size in terms of

production capacity and ability to invest.

Overall, 56 firms were organized into nine marketing consortia. The programme further helped

these groups to form an umbrella association, called the Association for Bangalore Machine

Tool Consortia (ABIMTC, to provide a platform to exchange information. The newly created

cluster were assisted in hiring, a coordinator (called Network Development Agent or NDA in

short) to run the day-to-day activities of the consortium. However, it soon became clear that the

NDAs that could be recruited locally were not very competent. Moreover, the leadership of some

consortia proved unable to effectively guide the NDAs. Most notably, essential skills pertaining

to conflict resolution were abundantly missing among the NDAs available locally. To overcome

these problems, UNIDO provided capacity training to the NDAs, including on-the-job training

and two formal sessions for NDAs.

Each individual consortium has pooled its members’ resources to undertake various common

marketing initiatives which individual small firm could not undertake due to the high costs

involved. Although activities were initially aimed at the domestic market, they were quickly

adapted to foreign markets. Achievements of the consortia, within the six months following their

creation, include the elaboration of common brochures, establishment of joint marketing offices

across the country, appointment of common marketing dealers and Consultants, creation of

common websites, joint advertising campaigns, a common warehouse and collective participa-

tion in several international exhibitions, both in India and abroad. Overall, these new marketing

channels have generated business worth Rs 23 million (US$460.000) and enquiries worth Rs 161

million (US$3.22 million).


206

One of the main achievements in terms of export-related activities so far has been the entry of

one consortium into the Chinese market. Throughout the cluster China was traditionally

perceived as a competitor for Indian goods and none of the consortia members was willing to

venture into the Chinese market. However, Chinese machine tools are typically standardized and

a shortage of customized machine tools exists. The UNIDO programme therefore called in a

Business Development Service (BDS) provider to point Out this market niche to the firms, who

began to see China as an opportunity instead of a threat. The members of the Bangalore Machine

Tool Manufacturer’s Network (BMTMN) became interested in organizing a study tour to China

and charged their NDA with preparing the mission. Two months later, a delegation of BMTMN

embarked on their study tour to gain more information on the Chinese market and on the poten-

tial prospects for Indian A firms. The study tour, which included visits to MTMs in China,

buyers, fairs and support institutions, was perceived as a success arid shortly afterwards, the

consortium sent two members back to China to assess the need for establishing a sales office. It

Was found that the creation of a common office was premature and alternative distribution

channels were identified. In addition to these missions, three members of the consortium

participated in an international fair in China where they distributed BMTMN’s common brochure

on behalf of the other members.

As a result of BMTMN’s positive experience, other consortia, with the support of ABMTC,

have prepared study tours to countries besides China arid have organized their participation to

important international fairs abroad.

Cooperation between member firms has improved due to their membership in the consortia.

Consortia can share enquiries: often, ail order is received by a firm that is not in a position to take

tip the work. In such cases, the members can share the enquiry within the consortium and if

nobody is in a position to take up the work, the enquiry is passed to other consortia, Firms are

thus becoming more confident that they can take tip large-volume orders and share them among

each other. Additionally, members have referred their customers to Other consortium members

and have developed a database of buyers, thereby increasing the customer base for all firms.


207

B.16 Case Study of Shantipur Handloom Textiles Cluster in Bengal

Shantipur is India’s one of the largest Handloom Hub of 70,000 looms in the district of Nadia

of West Bengal. The major products of this cluster are Shantipur Sarees, Stoles, Scarves,

Dress Materials etc. The core cluster actors are Weavers, Master Weavers, Dyers &

Designers. Other cluster actors are raw material suppliers, equipment suppliers &

Mahajan/Traders. The main strength of the cluster is the rich resources of traditional skills in

jacquard weaving. The major problems of Shantipur is poor quality dyeing, fluctuation of

yarn prices, lack of design inputs & product diversification, absence of business institutions

& single marketing channel. The major threats of the cluster are power loom product, harping

on single product i.e Saree & cost based competition deteriorating the quality.

Under Integrated Handloom Cluster Development Project of DC (Handloom), Textiles

Committee of Ministry of Textiles, Government of India is implementing the Project in

Shantipur. An integrated Action plan has been adopted to address the problems in the areas of

Market linkages, Design & Prototype Product Development, Financial Linkages, Training &

Workshop, Infrastructure Building, Institutional Strengthening, Corpus of Yarn etc.

Several initiatives have been taken in various fronts. As a part of institutional strengthening

11 new consortium of Master Weavers & Weavers are formed taking care of 2500 weavers &

registered under non profitable society act 1961 ; 5 leading consortium formed the federation

for better co-ordination & welfare of weavers. As a part of financial linkages, collateral free

cash credit of Rs. R Lakhs were provided through Mutual Credit Guarantee Fund Schemes

(MCGF) , benefit accrued by 300 weavers. 80 new SHGs are formed and are trained in the

design, marketing & management skills. One designer was engaged from NID, Ahmedabad.

40 new designs were developed through 5 consortiums. International Designer from SES

Germany & PUM Netherlands was engaged for capacity building of local designers &

prototype product development. 7 international experts from different fields of design, dyeing

& market linkages were in involved in this project. Two exclusive product catalogues were

developed for market linkages. Total 46 lakhs sales were generated through participation in


208

12 fairs at Mumbai, Delhi, Kolkata, Chennai, Bhubaneshwar etc. The Master Weavers

Consortium is taking care of welfare of Weavers through coverage of MGBBY Schemes

B.17 Case Study of Handloom Cluster in Dhatrigram- Samudragarh (Burdwan) in Bengal

There are about 94000 people at Burdwan cluster engaged as part or full time basis in

handloom activities. Besides this, there are remarkable number of designers, dyers, card

makers, traders and auxiliary support providers.Before partition of Bengal i.e. in the year

1942, 12- 14 families of weaving community from ‘Nowakhali’ and Tangail (presently

Bangladesh) district came along-with their looms and concentrated at Hatsimla, Dhatigtram,

and Nasratpur area. They were specialized in weaving of Tangail designed sarees with finer

counts of yarn mainly imported varieties. Each of the weaving manifested areas i.e., Kalna &

Katwa sub division has its own history. The main product in the two different subdivision

vary in their quality, variety and individuality.

It is worthwhile to mention that at present in both the sub division under this cluster, weavers

are engaged not only in producing their traditional item such as Napkin, Lungi, Jamdani

saree, Tangail Saree, Cotton Baluchari etc. but they have broaden their field of activities in

producing various other diversified products like Dress material, Home furnishing fabrics

Stole, Scarves, Shirting material and Nylon Than, Dopatta.

The traditional strength of the industry is its brand equity. The unique design and

craftsmanship produced in Tangail, Jamdani cotton Baluchari sarees by the weavers in this

cluster are the real strength. The major weaknesses of this cluster is absence of marketing

platform of State Apex body, it is fully dependent on trader group, inferior quality of dyeing

also leads to deterioration of the quality of final product which ultimately impeding the

progress of the cluster, infrastructural facility e.g., improve road condition, rural

electrification, adequate railway communication as well as road transport are far below the

expectation. The major threats of the cluster is emergence of power loom for product items

like Lungi, Napkin (Gamcha) etc., Decline in demand of sarees, Increase in demand of low

cost power loom product, Competition from nearby cluster inside as well as outside State &


209

absence of occupational alternatives and legal framework leads to deterioration of the

standard quality of the cluster product.

A holistic action plan was developed for implementation. Several areas were identified for

capacity building of local stakeholders like financial linkages, market linkages, Design &

Product Development, Training, Strengthening of Associations, infrastructure & Corpus of

Yarn etc. 52 SHGs formed involving 672 weavers & all weavers are covered under insurance

schemes (MGBBY). One consortium formed & registered to run the CFC/ Dye House. 20

Local Designers were trained at NIFT Kolkata for new techniques of value addition &

diversified product. Local dyers were also trained at Government College of Textile

Technology to adopt systematic Dyeing which affects cost reduction & improved dyed shades

28 no. of designs developed by Cluster Designer which has been published through product

catalogue for link up with big market. 72 lakhs retail sales generated through participation 10

numbers of Expo/ Exhibitions throughout India by SHG based association/ PWCs under

Cluster; 7.8 lakhs orders generated & sold through participation in 6 no of Buyer Sellers

Meet. Through Cluster Based Depot individual weavers are getting small quantity of hank

yarn under Mill Gate Price Scheme; An amount of Rs. 8.27 lakhs (3032 Kgs) of Hank Yarn

utilized in 2 cycles has been distributed to 374 individual weavers. 3100 weavers covered

under Health Schemes & an amount of Rs. 7,00,340 cheques issued to weavers . 261 students

got scholarship amounting Rs 2,38,200 through MGBBY by virtue of coverage of 1700

weavers.

SOURCE:- Office of The Cluster Development Executive

Textiles Committee; Government Of India

APPENDIX 3:- Detailed Interventions & Outcome of Exhibition & Trade Fair Participation by

Santipur Cluster

Shantipur Handloom Textiles Cluster

Sr. No Venue Duration Events Organized By Participants

Sale

(Lakhs) Bulk Order achieved Impact

1. Delhi 22-04-08 to 05-05-08 Delhi Haat Exhibition DC(H)

M/s Shantipur Handloom Weavers Consortium

M/s Shantipur SKP Handloom consortium

M/s Fulia Tangail Handloom Weavers Consortium

M/s Fulia Kritiwas Handloom Weavers consortium

1.00

N/a The impact was not impressive

Light colour silk sarees & dress materials

2. Mumbai 30-07-08 to 12-08-08 Silk Fab Exhibition NHDC

M/s Accru Exports Handloom Consortium

2.00

One Mumbai based Buyer was roped

The impact was very good Demand for higher range

sarees More demand for dress

materials & soles, scarves

3. Ahm’ bad 14-08-08 to 27-08-08 Silk Fab Exhibition NHDC


2.00

One Ahmedabad based buyer was roped

The impact was good Need Sarees with blouse

pieces was identified Need for 6.5 meter Sarees

sample Dress Material was on

demand

4. Kolkata 30-08-08 to 12-09-08 Silk Fab Exhibition NHDC

M/s Shantipur Handloom Designers Consortium

0.10

One Kolkata based Buyer was roped

The buyer called SPARSH visited Shantipur cluster

Started working with three cluster consortium

5. Purulia (WB) 29-08-08 to 07-09-08 State Handloom Expo

Directorate of Handlooms (WB Govt)

M/s Shantipur Diamond Handloom Weavers consortium 1.50

N/A The impact was impressive




Santipur Cluster



Sale


6. Kolkata 31-08-08 to 22-09-08 State Handloom Expo


M/s Shantipur Diamond Handloom Weavers consortium

M/s Asha Handloom Weavers Consortium

M/s Shantipur Golden SGSY Handloom Weavers consortium

M/s Fulia 52 Bigha Handloom Weavers Consortium

M/s Fulia M.D Handloom Weavers Consortium



M/s SKP Handloom weavers consortium

M/s Nadia Handloom weavers consortium

M/s Shantipur Handloom Designers Associations

22.00

5 Buyers were interested

One buyer visited Shantipur Impact was good Need of stitched garments

were identified

7. Chinsurah ( WB) 23-09-08 to 07-10-08 State Handloom

Expo



M/s Asha Handloom Weavers Consortium

M/s Shantipur Golden SGSY Handloom Weavers consortium


1.0

N/A The sales in the fair was moderate

8. Bhusawal ( M.S) 23-09-08 to 07-10-08 Special

Handloom Expo

Maharashtra State Handloom

Corporations Limited

M/s Fulia M.D Handloom Weavers Consortium

0.10

N/A The impact was not impressive

Proper marketing by organizer was not done




Santipur Cluster



Sale


9. Luck now (U.P) 27-09-08 to 10-10-08 Silk Fab

Exhibition NHDC


1.00

N/A Demand for lower range sarees upto Rs.700

Less demand for dress materials & stoles scarves

10. New Delhi 14-10-08 to 27-10-08 Silk Fab Exhibition NHDC


1.50

N/A Light colour Printed saree & Light colour Tasar Cotton Saree

Dress materials of silk cotton with embroidery

Stoles & scarves are also in demand

11. Ahmedabad 18-10-08 to 26-10-08 Handloom Cluster Expo DC(H) & EDII

M/s Accru Export Handloom Consortium

1.50

N/A Impact was impressive Dress materials were on

demands rather than Sarees Sarees with blouse pieces (

6.5 mtr) on demand

12. Aurangabad, Maharashtra 19-10-08 to 02-11-08 Special

Handloom Expo

Maharashtra State Handloom

Corporations Limited

M/s Shantipur HL Weavers Consortium

1.0

N/A New Destination of Handloom Fabrics was transpired

Future participation may be planned

13. New Delhi 01-11-08 to 14-11-08 Pitampura Haat DC(H)

M/s Fulia Belgoria Art Handloom weavers consortium

0.05

N/A Not impressive venue Subtle colour of sarees was

on demand

14. Chandigarh 01-11-08 to 14-11-08 Silk Fab NHDC


1.2

N/A Silk Print ed Sarees Silk cotton Shantipur &

Tangail Sarees Medium Weight Silk Dress

materials




Santipur Cluster



Sale


15. Indore, M.P 20-11-08 to 05-12-08 Silk Fab NHDC


0.50

N/A Lower range sarees of Silk from 1000-1500 rupees

Kantha Stitch on silk base Dress materials are of less

demand Murshidabad silk printed

sarees are of more demand

16. Ahmedabad 28-11-08 to 14-12-08 National Art &

Craft Expo (NRI) Expo

A’ Abad

M/s Life line SHG Handloom Weavers Consortium

0.60

N/A Impact was good SKD was on demand Sarees with blouse pieces

were on demand Need for smaller boarder

sarees

17.

Panihati, North 24 Parganas (WB)

24-12-08 to 02-01-09 Panihati Fair Panihati Municipality




0.10

N/A The impact was not impressive

18. Bangalore 25-12-08 to 05-01-09 Handloom Cluster Expo DC(H) & EDII


Goberchar Golden SHG Handloom Weavers welfare consortium

1.20

Nalli Sarees put enquiry of Shantipuri Sarees

Would visit cluster in Jan 09

More demand for dress materials

Shantipuri Dhoti was on demand

Need for Smaller boarder Handwork like Kantha Stitch

etc

19. Hyderabad 02-01-09 to 15-01-09 Silk Fab NHDC


0.80

20. Hubli 15-01-09 to 30-01-09 Special Handloom Expo

Directorate of Handloom &

Textiles, Karnataka

M/s Lifeline Handloom Weavers Network

0.30




Santipur Cluster



Sale


21. Bhubanesh war

11-01-09 to 04-02-09

National HL Expo

Boyanika, Govt. Of Orissa

Fulia 52 Bigha SHWC Fulia Tangail Diamond Fulia Art

2.5

22. Bangalore 24-01-09 to 06-02-09 Silk Fab NHDC

M/s Shantipur Diamond HL Weavers Consortium

0.50

23. Bangalore 12-02-09 to 05-03-09 Special HL Expo

Directorate of Handloom &

Textiles, Karnataka

Lifeline HL Weavers Consortium

0.80

24. Patna 14-02-09 to 27-02-09 Silk Fab NHDC

M/s Shantipur HL Weavers consortium

1.0

25. Delhi Spring Fair

15-03-09 to 29-03-09 Spring Fair Govt. Of west

Bengal

M/s Fulia 52 Bigha HL Weavers Consortium

M/s Shantipur Life line HL Weavers Network ( SHG Fed) 1.0

26. Bankura (W.B) 18-03-09 to 27-03-09

Tant Vastra Mela ( Chaitra

Sale)

Directorate Of Textiles,

Govt. Of West Bengal

M/s Shantipur Diamond HL weavers Consortium

M/s Fulia Tangail HL Weavers Consortium 0.60




Santipur Cluster



Sale


27. West Midnapur (W.B)

20-03-09 to 29-03-09 Tant Vastra

Mela ( Chaitra Sale)



M/s Shantipur Hl weavers Consortium

M/s Lifeline HL Weavers Consortium 1.0

28. Barasat ( W.B) 20-03-09 to 29-03-09


Sale)



M/s Gober Char Golden HL Weavers Sangho

M/s Fulia M.D. Hl Weavers Society 0.50

29. Krishna Nagar ( W.B)

25-03-09 to 03-03-09


Sale)



Shantipur Kutirpara Co-operative Weavers Society Ltd

M/s Lifeline HL Weavers Consortium

M/s Gober Char Golden HL Weavers Sangho

0.30

30. Baroda, ( Gujarat)

01-05-09 to 10-05-09 Brands India

Shantipur Diamond

2.00

31. Delhi 21-07-09 to 23-07-09 Monsoon Verve CIF, Delhi

Shantipur Handloom Weavers Consortium

0.50

32. Kolkata 28-07-09 to 30-07-09 TCS Kolkata I land Informatics Ltd

7 SHG Consortium

0.80

50.95 lakhs




Santipur Cluster



Sale


33. Mumbai 05-08-09 to 18-08-09 Mumbai Silk Fab NHDC

Shantipur Diamond HL Weavers Consortium

1.00

34. New Delhi 11-08-09 to 25-08-09 Spl. HL expo Directorate of

Textiles, Govt. Of W. Bengal

M/s Shantipur Lifeline SHG Handloom Weavers Net Work

1.00

35. Purulia 07-08-09 to 16-08-09 Prak Puja Mela at Purulia

Directorate of Textiles, Govt. Of

W. Bengal

M/s Goberchar Golden Consortium

Shantipur Diamond HL Weavers Consortium 1.50

36. Mumbai 20-08-09 to 27-08-09 Kala Expo FICCI

Shantipur Diamond HL Weavers Consortium

0.10

37. Kolkata 05-09-09 to 14-09-09 HL Cluster Expo EDII

Shantipur HL Weavers Consortium

Shantipur HL Designers Association

Belgoria Yugantar Sangho Fulia Kritiwas HL Weavers

Society Touch Hl weavers Consortium

2.25

38. Ranaghat ( Nadia) 11-09-09 to 20-09-09 Nadia District

Sabala Fair DM Office

Goberchar Golden HL weavers Sangho

Goberchar Bhagirathi HL weavers Sangho

0.20




Santipur Cluster



Sale


39. Kolkata 12-09-09 to 24-09-09 Banglar Tanter Haat


W. Bengal

Shantipur HL Weavers Consortium

Shantipur HL Designers Association

Belgoria Yugantar Sangho Fulia Kritiwas HL Weavers

Society Touch HL weavers Consortium Lifeline HL weavers consortium Shantipur Diamond Hl weavers

consortium Goberchar Golden HL weavers

Sangho Goberchar Bhagirathi HL

weavers Sangho Monument HL Weavers

Consortium Evergreen HL Weavers

Consortium

15.00

Enquiry from Kolkata based buyer

40. Beherum pore 05-09-09 to 15-09-09 Prak Puja Mela


W. Bengal

M/s Shantipur HL Designers Association


M/s Gober char Golden SHG Handloom Weavers Sangho

2.50

41. Barasat 02-09-09 to 12-09-09 Prak Puja Mela Directorate of

Textiles, Govt. Of W. Bengal

M/s Shantipur Lifeline SHG HL weavers Network

M/s Fulia Tangail Handloom Weavers Society

M/s Gober char Golden SHG Handloom Weavers Sangho

2.50

42. Midnapur 04-09-09 to 15-09-09 Prak Puja Mela


W. Bengal


M/s Shantipur Evergreen Handloom Weaver’s consortium 2.00




Santipur Cluster



Sale


43. Ahmedabad 02-10-09 to 12-10-09 HL Cluster Expo EDII

Shantipur Lifeline HL Weavers Network

Touch HL Weavers Consortium Goberchar Bhagarathi HL

Weavers Sangho

4.00

44. Delhi 14-11-09 to 27-11-09 Interna Tional Trade Fair

National Handicraft and Hand loom

Museum , Pragati Maidan

Belgoria I Yugantar Sangho

0.50

45. Kolkata 03-12-09 to 13-12-09 Karigar Haat at Kolkata

AIM, Kolkata & Directorate of Textiiles, WB

Belgoria I Yugantar Sangho Shantipur Evergreen HL

weavers consortium 1.2

46. Kolkata 20-12-09 to 29-12-09 Special HL Expo ACASH & WSC, Kolkata

Belgoria I Yugantar Sangho

1.0

47. MayaPur ( Nadia)

20-12-09 to 29-12-09 HL week

Directorate of Textiles, Govt. of

W.Bengal

Gober char Golden HL Wevaers welfare Sa

0.1

48. New Delhi 20-12-09 to 29-12-09

Handloom Cluster Expo & Fashion Show at Pragati Maidan

EDII

Shantipur Lifeline HL weavers Consortium

M/s Fulia Belgoria Art Handloom Weavers consortium

M/s Shantipur Touch HL weavers consortium

M/s Fulia Tangail2 No Society

3.75




Santipur Cluster



Sale


49. Nander 19-12-09 to 02-01-10 Maharastra State Handloom Expo at Nander

Maharastra State Hl Corporation

Shantipur HL weavers Consortium

1.5

50. Hyderabad 09-12-09 to 15-12-09 Silk of india Private Promoter


1.0

51. Latur 05-01-10

To 19-01-10

Maharastra State Handloom Expo at Nander

Maharastra State Hl Corporation


Shantipur Evergreen HL weavers consortium 3.0

52. Coimbatore 22-12-09 to 02-01-10 Silk Fab NHDC

Shantipur Diamond HL Weavers welfare Society

1.5

SOURCE: Office of Cluster Development Executive, Textile Committee,GOI

APPENDIX- 3A: Details of training programs/workshops organized under IHCDP


SL. NO.

Type of Training DURATION TIME PERIOD CATEGORY OF BENEFICIARIES

NO. OF BENEFICIARIES

RESOURCE PERSON /

INSTITUTE

REMARKS

01 How to upgrade Designs of Shantipur ( Basics) for two batches

03 Days 30-04-07 to 02-05-07 Designers 20 Mrs Margriet Paannakker International Designer

02 How To Do Direct Market Linkages Through Cluster Approach?

02 Days 25-09-07 to 27-09-07

Master Weavers/ Weavers 99 M/S Global Network 1st Consortium Of Shantipur Evolved

03 Reactive & Vat Dyeing Training Programme

02 Days 09-07-07 to 10-07-07 Dye House Owners/ Master Dyers

25 Clariant & Atul Ltd. 1st Dyers Training Programme

04 Vegetable Dyeing Training Programme

02 Days 10-09-07 to 11-09-07 Dye House Owners/ Master Dyers

24 Viswa Bharati University (Prof. S. Roy Moulick)

2nd Dyers Training Programme

05 Dyeing Training Programme 02 Days 17-09-07 to 18-09-07 Dye House Owners/ Master Dyers

22 W.S.C Kolkata

3rd Dyers Training Programme

06 How to upgrade Designs of Shantipur ( Basics)

02 Days 17-11-07 to 19-11-07 Designers 10 Mrs.Margriet Pannekkar International Resource Person from Holland

07 How to upgrade Designs of Shantipur ( Basics)


08 How to upgrade Designs of Shantipur ( Advanced)


09 Cad Design Training 02 Months 05-11-07 to 31-12-07 Designers 10 Cad Centre Santipur H.D.O.

International Resource Person, Holland

10 Export Marketing Procedure

10 Days 28-09-07 to 16-10-07 Master Weavers, Weavers 34 MSME Institute, Kolkata Training programme in Kolkata

11 How To Set Up Market Linkage In

Europe

03 Days 15-11-07 to 17-11-07 Master Weavers, Weavers 14 Mr. J. Banner International Marketing Expert, Holland

12 Awareness On Geographical Indication

01 Day 12-09-07 Master Weavers, Dyers, Weavers

81 Textiles Committee, UNCTAD

Training Organized at Kolkata

13 Computer Training & Spoken English Learning Course for 5 batches

06 Months 17-12-07 to 17-05-08 Master Weavers, Weavers, Designers,

Dyers

50 Santipur Youth Computer Centre

Training organized at Shantipur

14 Management Development Prog. 07 Days 13-12-07 to 20-12-07 Master Weavers, Weavers, Designers,

Dyers

62 MSME, Kolkata At Kolkata

15 Bar Coding 01 Days 19-12-07 Master Weavers, Weavers, Designers & Dyers

57 MSME Inst Kolkata At Kolkata

16 Reactive & Vat Dyeing Training 02 Days 28-01-08 to 29-01-08 Dyers 11 W.S.C. Kolkata At Shantipur




SL. NO.



RESOURCE PERSON /

INSTITUTE

REMARKS

17 Process Of Optimization In Dyeing 03 Days 17-01-08 to 18-01-08 Dyers, Master Weavers 10 International Expert (Mr. Tony)

At Shantipur

18 Entrepreneurship Development Programme

07 Days 29-01-08 to 15-02-08 Master Weavers, Weavers, Designers

29 MSME Inst. Kolkata At Kolkata

19 Dyers Training Programme 02 Days 31-01-08 to 01-02-08 Dyers 19 V.B.U. (Prof. S. Roy Moulick)

At Handloom Office , shantipur

20 Visual Inspection & Quality Assurance

02 Days 24-03-08 to 25-03-08 Designers & Weavers 19 Textile Committee, Kolkata

At Textiles Committee, Kolkata

21 Color Forecasting 04 Days 01-02-08 to 06-02-08 -- Do -- 23 International Expert Mr. Hetty Ooms.

At Shantipur

22 CAD Training 02 Months 11-02-08 to 11-04-08 Designers 11 Cad Centre Shantipur H.D.O.

At CAD Centre Shantipur

23 Packaging 01 Days 28-02-08 Master Weavers, Weavers 34 MSME Inst. Kolkata At Kolkata

24 Visual Merchandising 01 Days 07-02-08 Designers & Weavers 17 Mrs. Hetty Oams (International Expert)

At Handloom Office , Shantipur

25 G.I. & Handloom Mark Awareness 01 Day 29-03-08 Weavers, Master Weavers, Designers

20 Experts From Textile Committee, Mumbai &

Kolkata

At Kutirpara Society, Shantipur

26 Basics on Design Training By Cluster Designer

02 Days 09-04-08 to 10-04-08 Designers 14 Cluster Designer (Mr. Sadhu)

At Kutirpara Society, Shantipur

27 Marketing Linkages & Product Development in 4 different batches

03 Days 06-05-08 to 07-05-08 Master Weavers, Weavers, Designers

48 International Expert (Mr. Bergmann & Mrs. Inge

Klause)

At Fulia Society No -2

28 SHG Capacity & Skill Building Workshop in 10 batches

02 Days 25-02-08 to 15-03-08 Weavers 347 I-land informatics Limited Com

At Shantipur

29 Capacity Building of SHG members on Designing, Dyeing, Management Development Programme In 6 batches

02 Days 25-03-08 to 12-04-08 Weavers, Designers, Dyers 60 I-land informatics Limited Com

30 Training of Weavers on product diversification

40 mandays 25-08-08 to 27-10-08 Consortium Weavers 14 Shri Saroj Pramanik,Master Trainer

,Kutirpara Society

At Shantipur

31 Training programme on Product Diversification with wool

1 Day 31-10-08 Consortium Master Weavers & Weavers

28 Australian wool Innovation Limited

At Shantipur & detailed planning with 2 groups done




SL. NO.



RESOURCE PERSON /

INSTITUTE

REMARKS

32 Training on Colour Forecast, Design & Product Development ( For Local Designers)

3 days 04-11-08 to 06-11-08 Local Designers 23 Mrs Hetty Oom , PUM Netherlands

From theme to product development was on the module

33 Visual Merchandising 1 day 07-11-08 Marketing members of consortium

18 PUM, Netherlands Display & presentation of products were explained

34 Training on Colour Forecast, Design & Product Development ( For weavers)

3 days 10-11-08 to 14-11-08 Local Weavers 22 PUM, Netherlands Forecast, theme to design conversion was explained

35 Training on Proto type product development

1 day 04-12-08 Consortium Representatives

25 SES Fashion Designer & ML Expert, Germany

Value addition through garment was explained

36 CAD Training 2 months 03-11-08 to 31-12-08 Local Designers 08 CAD Center, Shantipur Computer aided design techniques explained

37 Training on Dyeing of Bamboo & Organic Cotton Yarn

1 day 26-12-08 Local Dyers 10 Dr. S.R. Moulik, Visva Bharati University

Dyeing with different reactive dyes were demonstrated

38 Training on Silk weaving 40 mandays 27-01-09 to 08-04-09 Local weavers 13 Shri Saroj Pramanik,Master Trainer

,Kutirpara Society

39 Training on Financial Management & Accounting

1 & ½ months 30-01-09 to 15-03-09 Weavers 06 Tally academy, Shantipur

40 Training on Block & Screen printing 4 days 12-02-09 to 15-02-09 Designers 07 Viswa Bharati University 41 Training on Silk Weaving 40 mandays 20-02-09 to 28-04-09 Weavers 11 Shri Saroj

Pramanik,Master Trainer ,Kutirpara Society

42 Export Procedure Training 2 Weeks 24-02-09 to 09-03-09 Weavers 19 MSME –DI, Kolkata 43 Operation of Web Portal 1 Day 26-02-09 Weavers, Designers 42 Global Network,

Ahmedabad

44 Training programme on Packaging 1 Day 16-03-09 Weavers 50 MSME-DI, Kolkata 45 CAD Training 2 months 16-03-09 Local Designers 06 CAD Center Shantipur 46 Training programme on Wool

Dyeing 1 Day 20-03-09 Cluster groups & dyers 35 Australian wool

Innovation Limited

47 Value addition through Kantha Stitch

3 months 19-03-09 to SHG group members 22 Mrs. S. Mondal Reference from Directorate of handicraft ( WB)

48 Hindi Language Training 3 months 27-03-09 Weavers 40 West Bengal Bhasha Siskha Parisad

49 Training on Silk weaving & Product Diversification

2 months 30-04-09 SHG Weavers 11 Master trainer




SL. NO.



RESOURCE PERSON /

INSTITUTE

REMARKS

50 Basic Orientation Programme 2 days 6th April to 2nd June SHG Weavers 417 I land informatics Limited

12 workshops conducted

51 Market Trends & Design 2 days 14-05-09 & 15-05-09 SHG Weavers 18 I land informatics Limited

52 Market Trends & Design 2 days 25-05-09 & 26-05-09 SHG Weavers 17 I land informatics Limited

53 Marketing & Management Development Skill

2 days 10-06-09 & 11-06-09 SHG Weavers 22 I land informatics Limited

54 Marketing & Management Development Skill

2 days 15-06-09 & 16-06-09 SHG Weavers 20 I land informatics Limited

55 Training on Silk Weaving & Product Diversification

2 months 26-06-09 to 09-09-09

SHG Weavers 10 Master Trainer Barodanga Group , Saroj Pramanik

56 Training on Basic Computer Operation

2 months 10-06-09 Weavers 11 Tally Academy

57 Wool Dyeing 1 day 04-08-09 Dyers 20 Australian wool Innovation Limited

58 Acrylic Dyeing & Wool/ Acrylic Dyeing

1 day 05-08-09 to 06-08-09 Dyers 20 Australian wool Innovation Limited

59 Training on Silk weaving & Product Diversification

2 months 11-09-09 to 12-11-09 Weavers 14 Master Trainer Saroj Pramanik, Barodanga Group

60 Training on Kantha Stitch 40 mandays 27-11-09 SHG Weavers 12 Chandramallika 61 Training on CATD Design 7 mandays 14-12-09 to 20-12-09 Local Designers 08 Nanosoft, New Delhi 62 Training on Pneumatic Jacquard 2 days 05-01-10 to 06-01-10 Weavers 44 Aruna Industries,AP 63 Training on CAM Operation 21-02-10 to 03-03-10 Local Designers 08 Teckmac, Pune 64 Training on CATD Design 2 dys 20-02-10 to 21-02-10 Local Designers 08 Nanosoft, New Delhi 65 Training on Kantha Stitch 20 mandays 20-02-10 Weavers` 12 Chandramallika 66 Establishment Market Linkages with

European Market 1 day 17-04-10 Weavers 22 PUM, Holland Tonny Neijmeier

67 Operation of Light Weight Jacquard, Bobbin Winding Machine etc

3 days May 10 Weavers 04 Madurai , Tamilnadu Technician

68 Training Programme on CAD & CAM

25 man days 05-06-10 Local Designer 04 Shantipur HL Designer’s Association

69 Training programme on New Design Development

07 10-09-10 Local Designers & Weavers

07 Ayan Bhattacharya, Shantipur Designer

TOTAL 2286

ECi¡−pÑl C¾V¡l¢iE glj¡V

Developed by: - Saumen Mapdar Revision No:- 01 W.E.F. 01.11.2009 C:\Users\SURE4CYBER\Desktop\SM\01+ Format + Weaver+ Interview.doc Page 1 of 2

Sr No.

Item Details

1.0 C¾V¡l¢iE¢ul e¡j

2.1 ¢WL¡e¡

2.2 Bf¢e −L¡e c−ml A¿¹Ñi¥š² qÉ¡y e¡

2.2.1 k¢c qÉ¡y qu a¡q−m cm −L¡e dl−el

Lep¢VÑu¡j p¢j¢a ü¢eiÑl cm

2.3 hup 2.4 −L¡e −nËZ£l (SC/ST/OBC)

qÉ¡y e¡

2.5 Ešlc¡a¡l −fË¡g¡Cm

2.5.1 Bf¢e ¢L L−l a¡y−al L¡−S H−me ?

2.5.2 Bfe¡l f¢lh¡−ll pcpÉ pwMÉ¡ La ?

2.5.3 Bfe¡l f¢lh¡−l LaSe ¢nö J −l¡S−N−l pcpÉ B−Re ?

2.5.4 AeÉ¡eÉ pcpÉl¡ ¢L Bfe¡l Efl ¢eiÑln£m ?

2.5.5 Bfe¡l ¢L a¡ya R¡s¡ AeÉ −L¡e B−ul pwÙÛ¡e B−R ?

2.5.6 Bfe¡l haÑj¡e −l¡SN¡l La ?

2.5.7 −kje S¢jSj¡/N¡s£ CaÉ¡¢c ?

2.5.8 Bfe¡l h¡s£ ¢L fËL¡−ll ?

2.5.9 Bfe¡l ¢L ¢eSü ay¡a B−R ?

2.5.10 Bf¢e −L¡b¡ −b−L ay¡−al SeÉ Ly¡Q¡j¡m f¡e ?

2.5.11 Bf¢e ¢L ay¡−al −VÊ¢ew / Ju¡L L¡−f AwnNËqe L−l−Re ?

2.6 Ešl c¡a¡l ¢úm −m−im

2.6.1 Bf¢e ¢L dl−el −fË¡X¡ƒ °al£ L−le ?

2.6.2 Bf¢e −L¡e dl−el a¡ya h¤e−a f¡−le ?

n¡s£ −ØV¡m −XÊp

−jV¢lu¡m fcÑ¡l L¡fs

¢p−ól L¡fs

AeÉ¡eÉ

2.7 Ešl c¡a¡N−el −VL−e¡m¢S −m−im

2.7.1 Bf¢e ¢L dl−el ay¡a hÉhq¡l L−le ?

2.7.2 Bfe¡l ay¡−a SÉ¡L¡XÑ,X¢h h¡ AeÉ¡eÉ dl−el Awn B−R ?

2.7.3 Bfe¡l ay¡a La ý−Ll ?

2.7.4 Bfe¡l ay¡−al ¢lX ¢L dl−el ?

2.7.5 Bfe¡l ¢L −VÚL Bf AÉ¡−l‘ −jÒV B−R ?

2.8 Ly¡Q¡j¡m pjå£u

2.8.1 Bf¢e ¢L dl−el Ly¡Q¡j¡m hÉhq¡l L−le ?

2.8.2 Bf¢e Ly¡Q¡j¡m −L¡b¡ −b−L œ²u L−le ?

2.8.3 Bfe¡l Ly¡Q¡j¡m f¡Ju¡l hÉ¡f¡−l Ap¤¤¢hd¡ B−R ¢Le¡ ?

2.8.4 L¡Qy¡j¡−ml j§mÉ pj−å −L¡e pjpÉ¡ B−R ?

2.8.5 Ly¡Q¡j¡−ml …eNa j¡e pj−å Bf¢e Ah¢qa ?

2.9 h¡S¡l pjå£u

2.9.1 Bfe¡l Evf¡¢ca âhÉ −L¡b¡u ¢hœ²£ L−le ?

2.9.2 Bfe¡l fËd¡e Evf¡¢ca âhÉ ¢L ?

2.9.3 Bf¢e ¢L h¡ó j¡−LÑ¢Vw Hl hÉ¡hÙÛ¡ L−l−Re ?

ECi¡−pÑl C¾V¡l¢iE glj¡V

Developed by: - Saumen Mapdar Revision No:- 01 W.E.F. 01.11.2009 C:\Users\SURE4CYBER\Desktop\SM\01+ Format + Weaver+ Interview.doc Page 2 of 2

2.9.4 Bf¢e ¢L −jm¡u AwnNËqe L−l−Re ?

2.9.5 Bf¢e ¢Li¡−h h¡ó j¡−LÑ¢Vw Hl SeÉ °al£ q−µRe ?

2.10 −œ²¢XV pjå£u

2.10.1 Bfe¡l ¢L hÉ¡ˆ −b−L −œ²¢X−Vl fË−u¡Se ?

2.10.2 Bf¢e ¢L hÉ¡ˆ −b−L ¢eu¢ja −œ²¢XV f¡−µRe ?

2.10..3 Bf¢e −œ²¢X−Vl SeÉ −L¡e dl−el pjpÉ¡l ? pÇj¥M£e qe hÉ¡−ˆl L¡R −b−L ?

2.10.4 Bf¢e p¡d¡lea −L¡b¡ −b−L −œ²¢XV f¡e ? ¢L−pl SeÉ ? Hhw La ?

2.11 iÉ¡m¤ AÉ¡¢Xne pjå£u

2.11.1 ay¡−al L¡f−s −L¡e dl−el iÉ¡m¤ AÉ¡¢Xne p¡d¡lea hÉ¡hq©a qu ?

2.11.2 Bf¢e −L¡b¡ −b−L HC L¡S Ll¡e ?

2.11.3 Bf¢e VÊ¢ew Hl j¡dÉ−j −L¡e dl−el iÉ¡m¤ AÉ¡¢Xne −VL¢eL ¢n−M−Re ?

2.12 LjÑNa pjpÉ¡

2.12.1 Bf¢e ay¡a −h¡e¡l SeÉ −L¡eÚ dl−el n¡l¡¢lL pjpÉ¡l fs−Re ?

2.12.2 k¢c qu a¡q−m Bf¢e f¢lh−aÑ ¢L i¡h−Re ?

2.13 p¡j¡¢SL ¢hou (fs¡öe¡, nl£lNa)

2.13.1 Bf¢e ¢L ü¡rl ?

2.13.2 Bfe¡l h¡µR¡l¡ −L¡b¡u fË¡b¢jL ¢nr¡ f¡u ? Bfe¡l h¡s£ −b−L La c§−l ?

2.13.3 Bfe¡l Hm¡L¡u p¡d¡le ü¡ÙÛÉ pjpÉ¡ ¢L ¢L ?

2.13.4 Bfe¡l j−a Bfe¡l Hm¡L¡u p¡d¡le n¡l£¢lL pjpÉ¡ ¢L ?

2.13.5 Bfe¡l h¡s£ −b−L fË¡b¢jL ü¡ÙÛÉ −L¾cÊ La c§−l ?

2.13.6

Bfe¡l ¢L f¡e£u S−ml pjpÉ¡ B−R ?Hhw pÉ¡¢e−Vn−el pjpÉ¡ ?

2.14 fË¡b¢jL f¢lL¡W−j¡

2.14.1 Bfe¡l hÉ¡hp¡l Eæ¢a Ll−e ¢L dl−el p¡d¡le f¢lL¡W¡−j¡ fË−u¡Se ?

2.14.2 Bf¢e ¢L f¡¢VÑ¢n−fVl¡ AbÑ ¢c−a l¡S£ B−Re ?

2.14.3 Bf¢e ¢L dl−el f¢lL¡W¡−j¡Na pjpÉ¡l f−s−Re ?

2.14.4 f¢lL¡W¡−j¡Na pjpÉ¡ ¢el©f−e Bfe¡l ¢L ja ?

Please put [√√√√] in the appropriate boxes


193

APPENDIX – 2

CASE STUDIES OF CLUSTER DEVELOPMENT INITIATIVES IN INDIA

B.1 Case study Of Alleppey coir cluster in Kerala State

In the case of coir cluster Alleppey, a network of small of exporters had been evolved by the

coir Board and EDI in 2001. The rationale of perusing exports in a consortium mode was

that most members were hitherto indirect exporters, though some were into direct exports.

The network sought to spread the cost of meeting expenditure in communication and

promotion costs (common website, catalogues, sample preparation and trade fair

participation). The network in this case facilitated sharing of relevant expenditure in this

venture whose success was uncertain. They also had to compete with larger established

exporters.

B.2 Case Study Of Kannur Handloom Cluster in Kerala State

In the handloom cluster of Kannur, co-operatives networked and evolved Consortia. The

heads of the co-operatives (Chairmen, President, and Secretaries) assumed membership in

networks (consortia) registered under charitable societies Act. About 7000 weavers and 50

co-operatives societies networked as 4 consortia, under the ageis of the Directorate of

Handlooms, Government of Kerala. Four consortia have established common marketing

outlets. The cost of renting outlets was high, as were the expenses in furnishing them. The

uncertainty in terms of benefits prompted the establishment of these consortia. One of the

two outlets established by a consortium and located in a prime ( and costly) location has

been doing well; the other outlet, established by another consortium whose members were

not prepared to assume such risk, did not do as well as it opted for a relatively cheaper

location.

B.3 Case Study of Seafood cluster in Kochi & Food processing cluster at Madurai

SMEs and enterprise members of industrial associations in India setup special Purpose

Vehicles (SPVs or in effect, consortia of enterprises) to establish common infrastructure and

CFC facilities. These SPVs are expected to represent enterprises in the cluster and often


194

include a large number of enterprises – between 10 medium –sized enterprises ( supported

under the Ministry of Food Processing Industries ( MoFPI) schemes for establishing food

Parks) in Seafood Cluster near Kochi.

Another example is the cereals, pulses and Staples milling cluster at Madurai that has over

150 SMEs and which has been sanctioned support under the IIUS.

B.4 Case study of rice Millers cluster in Kalady near Kochi, Kerala

Similarly, to optimally utilize by products and waste in rice milling cluster in Kalady, cluster

enterprises have jointly implemented projects like a rice bran oil extraction unit, and have

also planned a refinery to ensure full utilization of installed capacities. Given the high fixed

cost in such projects, even cost of small reductions in utilized capacity could in high

increases in unit cost of production. Cluster enterprises are also implementing common

projects to generate bio- gas and hence reduce their power costs. Optimizing costs of power

and appropriate value addition is enhancing the relative competitiveness of SMEs

The consortium of the rice milling cluster units at Kalady, also established a common

storage facility for purchase of consumables such as gears, shafts, pulleys and belt drives.

Tyres for trucks and light commercial vehicles are also jointly and directly sourced from

manufacturers. The focus of the network was to leverage bulk buying from suppliers.

B.5 Case Study Of Aroor Seafood Park

The Seafood park has “peeling sheds” and CFCs of international ( EU approved)

standard for benefits of exporters in the cluster. The Marine product Export Development

Authority (MPEDA) and Kerala Infrastructure Development Authority (KINFRA) took the

lead. KINFRA has strived to promote shed off-take in the park by means of publicizing the

park through the internet. Meetings with industry associations were organized by MPEDA

and KINFRA to encourage participation of industry. A separate entity, Marine Product

Infrastructure Development Corporation (MIDCON) had been established to provide the

“bridge finance” in such infrastructure projects for the seafood cluster in the region.

The park took several years to come up with the public authorities using a carrot and


195

stick approach to raise the contribution and involvement levels of all industry

stakeholders.

B.6 Case Study of Kottayam rubber Consortium in Kerala

In the rubber cluster at kottayam, one of the earliest Indian consortiums, the NRFPMC

which registered as a private limited entity has about 38 members. As members progress into

larger ventures, increase membership base and look for more equity contributions, the

network may evolve into a public company. Private limited entity contributions, the network

may evolve into a public company. A private limited entity facilitates constant growth and

free entry and exit of members and therefore towards higher sustainability.

This consortium initially registered with an authorized capital of Rs. 10 lakh had 19

members. In order to create a corpus to establish a raw material bank with a cash credit limit

of Rs. 60 lakhs from the State Bank of Travancore, it raised its authorized capital of Rs. 25

lakhs. As also number of members increased, they were able to implement a CFC involving

a capital expenditure of about Rs. 2.5 crores. To pursue other common initiatives such as an

even larger “tufting” facility or a larger common cost optimizing bio-gas or wind energy

generating option, the network may progressively evolve into a public entity.

B.7 Case Study of common facility center at Bellary

In order to provide testing facilities to several cotton growers, the local growers association

joined hands with Textiles Committee to set up a common facility at Bellary under public-

private partnership. While the land & building were provided by the association, equipment

was contributed by the Textiles Committee on long-term lease basis to create the common

facility.

B.8 Case Study of Pochampally Handloom Cluster

Pochampally, a small town in Nalgonda district of Andhra Pradesh, is a handloom cluster

known for its unique Ikat design. While working on consortium development, the Textiles

Committee has began to explore ways in which the traditional product could be protected

using contemporary legal provisions. Geographical Indications (GI) was the obvious


196

choice. As a result of these efforts, Pochampally become the 1st textile craft to obtain

protection for its design under geographical indications Act. The application for registration

of Pochampally Ikat was filed on December 15, 2003 with the register of GI in Chennai, and

the certificate issued on 31st December 2004. The GI registration, which is a statutory

protection, involves making a case for the uniqueness of the product that is Pochampally

Ikat.this involves both technical details of the process ( tying and dyeing of threads in a

visualized design prior to the weaving of the fabric) and the product ( which are sarees,

fabric, rumals, carpets, rugs and mats). The protection means that nobody else can claim that

they are producing pochampally Ikats; nor can they pass off similar looking product.

A center for Handlooms and Artisans information, (CHAI), which is described as marketing-

cum- intelligence center at Pochampally, is run by Sanghamitra, a local NGO and was

formed with the intervention of Textiles Committee. The center documents tie- dye process

and acts as an information hub, whether its market information or designs or information

regarding government schemes and programmes. They also facilitate technical developments

and product diversifications.

B.9 Case Study of Jaipur Hand Block Printed Textile Cluster

Jaipur hand block printed textile cluster is a classic case of traditional handicraft cluster

coming to terms with the changing social and economic environment. The art of hand block

printing is 500 years Al and used to serve mass demand for traditionally printed dress

material, furnishings, etc. Moreover, royal choices of the Jaipur estate used to sustain the

demand for exquisite handicraft products. With the onset of mechanization and changing

social values, machine-made clothes reduced the demand for hand block printed textiles

while ‘royal’ demand faded away. Falling demand pushed the cash-starved printers to

undercut each other’s wages at the cost of quality. Moreover, as running water started to dry

up, the falling trust within the cluster reduced the propensity to collaborate for the revival of

crumbling infrastructure. Search for survival led to finding easier ways for making money

and closed all avenues related to building of new knowledge base and progressive working on

improving productivity~ In 1960 the advent of screen printing which is 10 to 20 times faster


197

and much cheaper offered a severe threat to the traditional block printed crafts and swept the

mass market with near similar products being prepared both by block and screen printing.

It was in January 1997 that UNIDO adopted the hand block printed textile cluster of Jaipur

under its Cluster Development Programme to establish the utility of the new approach in a

typical handicraft cluster – with declining performance but abundant export and employment

potential. The intervention by UNIDO started with a diagnostic study that identified clear

prospects for specialization on high-value added products on account of the high ethnic

content of product design and of eco-friendly dyes. The study, however, highlighted the

barriers that prevented the Jaipur hand-block printers from tapping such market niches. These

barriers were” related to poor control over product quality” (in turn related to difficulties in

procurement of raw materials and poorly skilled workforce), inability to respond to

medium-scale orders in a timely and effective manner, credit constraints and weak market

position, wherein hand-block printers were at the mercy of traders. Initiatives undertaken

after UNIDO interventions are Linking with up-markets in India and abroad, Provision of

technical training Credit through Mutual Credit, Guarantee Fund mechanism , Refurbishing

traditional designs Pollution control and thereby creating better working and living

conditions, Sustaining adequate infrastructure development

The outcome of UNIDO’s intervention in Jaipur has been significant, as testified by a wealth

of quantitative as well as qualitative evidence. Most importantly, the multifaceted

interventions at Jaipur have over time equipped the cluster actors to effectively initiate action

autonomously without UNIDO assistance. Several consortia, self help groups, local and state

level support institutions have now grown accustomed to collaborate and are fully capable to

identify their dynamic needs and find means to overcome the barriers. The number of

support institutions directly involved and collaborating in the cluster has increased from one

in 1997 to ten apart from the thirteen technical support institutions currently involved in the

development of the cluster.


198

B.10 Case Study of Tirupur Hosiery Cluster

Tirupur, a small township 60 Kms away from Coimbatore in Tamil Nadu is said to breed

millionaires. This small town is no doubt substantial. Nearly 80% of the nation’s knitwear

exports originate from this town that is renowned in the cotton knitwear sector and thus is

replete with specialized sectoral know-how. Now a days, Tirupur knitwear production finds

its way into the world market and provides employment to 300,000 people. There is no doubt

that Tirupur provides a striking example of the remarkable achievements. Yet, the cluster of

Tirupur faces new challenges as it clearly emerged when UNIDO conducted a diagnostic

study in 1996. In spite of the improved production process and consequently the higher

quality of the products over the previous decade, Tirupur products still suffered due to a poor

international image of a cheap low quality production cluster. The cluster was still lagging

behind its international competitors in yarn diversification with changing trends (from 100%

cotton to blended knitwear). Yarn diversification has become a necessary component to

higher quality products. These inter-related problems were putting a question mark on the

long term sustainability of Tirupur’s success, especially in light of the rapid erosion of

barriers to trade in the international markets.

Initiatives undertaken after UNIDO Interventions are Promotion of Common Brand for

Tirupur Knitwear, Quality Assurance, Waste Minimization, Cleaner Production, Product

Diversification, Human Resource Development, International Benchmarking through

exposure visits to Italy and China. With the commencement of UNIDO intervention at

Tirupur in 1997, efforts were made to place this dynamic cluster that had already made its

mark in the international arena, on a higher growth trajectory through international

benchmarking. Common brand building has been taken up as a flagship initiative to correct

Tirupur’s image in the international arena. Quality, market management, technology up

gradation for better working conditions, yarn diversification, energy conservation etc. were

the areas that required action to complement the brand building exercise.


199

As a result of UNIDO intervention, a significant increase in the capacities of several

institutions has been ensured. The NIFT-TEA Centre has introduced several new industry

specific training courses, undertook industry linkages, made changes in its curricula and

forged linkages with other national institutes of repute. Other industry associations such as

South India Hosiery Manufacturers Association and Tirupur Dyers Association have been

very active in undertaking several new development initiatives for their members. The local

support institutions such as the Textiles Committee, South India Textile Research

Association, Indian Statistical Institute and Centre for Environment Education have been

activated to undertake complementary roles towards budding a more dynamic cluster. Within

Tirupur Exporters Association, an effective information cell has been setup to update its

members about the ongoing challenges arising from WTO.

B.11 Case Study of Handloom Cluster in Chanderi

Chanderi is a small town of 30,000 inhabitants. In the year 2002, gthe cluster had about 3659

working looms providing direct & indirect employment of about 18,000 persons and an

estimated annual turn over of Rs 150 million. Around 1100 looms are in the cooperative

sector. There are about 45 master weavers and 12 traders. At the beginning of the

intervention, apart from a local Resource Centre and an office of MP Hast Shilpa Vikas

Nigam, all other institutions were located outside Chanderi. The cluster development Project

at Chanderi has led to the formation of a weaver’s organization (BVS). BVS is doing

business with a number of up market clientele. The Weavers of BVS are not only getting

higher wages, they are also enjoying profit. Credit has also been arranged for the weavers

through formal Channels. Regular Savings by the SHGs and the efficient business systems of

BVs were created to improve the mutual confidence between the banks and Weaver

community. It was identified that the cheap credit can be mobilized through credit lines of

National Minorities Development Corporation (NMDC). Besides an NGO given an interest

free loan & ONGC provides working capital to BVS.


200

Simultaneously various technical & related infrastructure issues including improved dyeing,

wider width looms, a yarn depot and a dye house had been introduced. Chanderi Saris got

registered under geographical indication Act through a newly created organization of

weavers, master weavers and Traders- Chanderi Development Foundation. Activities for the

empowerment of women weavers were also introduced through specialized agencies. These

social empowerment initiatives are being mainstreamed through the best suited local

institutions. The programme was implemented by UNIDO CDP, also with the support

Department of Rural Industries, Government of Madhya Pradesh.

B.12 Case Study of Classic terry towel consortium of Solapur Textiles Cluster

In order to face global competition, the consortium approach has been gaining popularity in

the Solapur Power loom Industry. In the near future this approach also promises bright

chances of increase in the export of Terry Towels of Solapur. It is however, difficult for the

manufacturers to complete big order in a limited time schedule. In fact a single power loom

owner / exporter was not in a position to take on big order. In order to overcome these

difficulties, the consortium approach is being practiced in Solapur. Under this model, two or

more manufacturers have come together to form a consortium. One consortium comprising 0

firms registered under the name and style Classic Terry Towel Consortium (India) Pvt.

Limited (CTTC). Another one of a private limited Company under the name & style Euro

Consortium Pvt. Limited. Every month, EURO consortium collectively purchases raw

material, dyes, auxiliaries, etc. from own sources. This consortium has achieved success in the

manufacturing stage and would venture into combined marketing of products. Formation of

consortia is being implemented under the guidance of Textiles Committee & Textiles

Development Foundation. This cluster model has attracted exporters as well as the power

loom manufacturers from the local market.

After the cluster approach , 10 units has adopted ISO QMS 9001-2000. The Textiles

Committee offered BDS providers. As a result of the training programmes on yarn dyeing

there have been substantial improvements in bleaching & dyeing practices and water

absorbency in several units.


201

The Euro-Terry Towel consortium involving 42 members has realized a reduction on

purchase costs of yarn by about Rs 25 lakhs by means of common purchase. The Classic terry

towel consortium involving 9 members is progressively and common sourcing dyes and

chemicals ( including hydrogen peroxide, packing materials, lubricants oils etcetera targeting

a savings of Rs. 18 lakhs).

Demonstration of technology options and exposure visits has facilitated greater

competitiveness of Cluster SMEs. The classic terry towel consortium members have realized

a total direct export turnover of about Rs 70 Lakhs. Most of orders were secured through

participation in fairs in India. Some were also secured over b2b meets in Europe.

B.13 Case Study of Okhla Garment & Textiles Cluster

With the above backdrop a few forward looking and likeminded friends who had vision and

anticipated challenges of post quota regime conceived and set up first cluster of its type

(which is not of physical proximity but in reality is a cluster of minds) for garment exporters

in the country i.e. Okhla Garment & Textiles Cluster (OGTC). The guiding principle of

OGTC is the cooperation, combining talents and abilities. The approach is to combine own

efforts with the efforts of others to achieve the greatest success. The Ministry of Small Scale

Industries – Small Industries Service Institute and Textile committee Ministry of Textile

Govt. of India, has facilitated the formation. OGTC has initiated trust building with all the

stakeholders in the supply chain and is having detailed diagnostic studies to identify the

common self needs. The basic objectives of OGTC are

To have a collective approach of being more competitive in the world market and seek

government’s attention in more authoritative manner.

To develop linkages between the local industrial units, technological and research

institutes.

To assist members for developing common sourcing of all inputs, training and capacity

building exercises to achieve economies of scale for the SME’s.

The OGTC members continuously exchange information on technology, export orders,


202

marketing facilities, sourcing of fabrics & accessories, Sharing excess or idle capacities with the

result each member is able to optimally utilize his facilities and move towards being more

competitive.

OGTC linkages with several institutions for increasing competitiveness such as SISI, AEPC,

NIFT, Textiles Committee, Pearl Academy of Fashion, IIT Delhi, Lady Irwin college, NITRA,

ATDC, National institute of packaging, Delhi Fire Service, UNIDO etc.

It conducts three tires training cum capacity building programme TIER-I programme covers

CEO’S of different factories who undertake combined workshops. TIER-II – In house training

programme for all the production staff having durations from 6 weeks to 24 weeks. TIER-III-

Combined training of middle level managers of member units. The net benefit obtained by the

OGTC are

Across the units productivity increase of 15% to 60% was noticed in specific areas.

Apart from the techniques, the participants have achieved a new vision, which makes them

think in the direction of possible rather than impossible.

A cultural change has started to take place in the respective units.

Improvement is a continuous process.

There is more in sharing than keeping it a secret.

B.14 Case Study of Palsana Enviro Consortium of Surat textiles cluster

Textiles Committee from Ministry of Textiles, Government of India started Counseling to the

office bearers of Palsana Industrial Association (PIA) members for the benefits of common

business operation (CBO). PIA wanted to have a orientation on CBO for their members

Effluent treatment & high power cost pictured as potential area. An awareness programme

was conducted for its member units.

105 (Hundred & five) synthetic dyeing & printing process houses in Palsana region of Surat

comes under cluster approach to form the Palsana Enviro Protection Limited (PEPL)

which was facilitated & promoted by Textiles Committee’s key element of cluster

development strategy as a part of preparation of Small & medium scale enterprises to face the


203

challenges of ever changing complex scenario of post 2004 era. This happens to be country’s

so far biggest consortia.

This is an exemplary common business operation(CBO) in the country promoted to address

the following common felt needs of the stakeholder members

1. To create common infrastructure for the member units to enable them to protect &

nurture the environment.

2. To avoid the individual discharge of raw effluent directly to environment

3. To protect the ground water level in the surrounding area

This 100 MLD (Million Litre per day) common effluent treatment plant project costs near

about 45.49 crore which is the major commitment to control the pollution of water in the

cluster.

Some of the processing units accumulate the effluents of different sub Processes such as

scouring, dyeing, printing, rinsing etc at common place for primary treatment in their own

plant and discharge directly to the environment. Other units directly discharge the

accumulated effluent to the environment. These both types of effluents would be the inputs

for proposed CETP which in turn would be the admixture of very high loaded effluent stream

of Scouring, dyeing & printing & Comparatively lesser loaded effluent stream of rinsing etc.

The members of the consortia so far raised about 15.22 crores as a contribution towards the

project on a monthly basis deposit through post dated cheques.

M/s Palsana Environment Protection Limited (PEPL) under the chairmanship of Mr. Ravindra

Arya of M/s Bindal Silk Mills Pvt. Ltd has opened a separate office. The Palsana Enviro

Limited (PEPL) has created a separate website namely www.palsanaenviro.com.

They have employed a reputed consultant for main project MWH India Private Limited.

Palsana Enviro Pvt. Limited has a deputed a reputed environmental consultant & Director as a

General Manager of ISO 9000:2000 certified company of Polycon Laboraties Pvt. Limited ,

Surat.


204

Textiles Committee facilitated the consortia by hiring the expert from PUM, (formerly

Netherland Management Co-operation Programme), MR. Gerad D. Boer in assistance

required for addressing the common problem for reducing the effluent treated water to

permissible water quality which could be used to recharge the groundwater level , decision

making for type of biological treatment (aerobic/nonaerobic) treatment , suitable methods for

reducing the treated effluent water in order to recharge the groundwater and useful tips for the

sustainability of CETP in long run. The foreign consultant proposed for Up-flow Anaerobic

Sludge process. In this process tanks equipped for the anaerobic process will replace chemical

dosing and clari floculators. This first stage of the process will achieve a treatment rate of

about 50%. The second stage of aerobic will be maintained but with 3 instead of 2 secondary

clarifier.

B.15 Case study of Bangalore Machine Tools Machineries Cluster

The machine tool cluster of Bangalore encompasses about 125 firms, including 45 machine tool

manufacturers (MTMs) and 7/0 to 80 small-scale producers of machine components. The cluster

has a turnover of Rs 2,500 million (US$50 million), approximately 40% of India’s total produc-

tion of machine tools. However, most of this arises from domestic sales of the large MTMs.

In 1999, when UNIDO began its assistance to the Bangalore cluster, the Indian Machine Tools

Manufacturers Association (IMTMA) was the main organization for MTMs. Its membership

consisted predominantly of large scale manufacturers arid the association mostly dealt with

rnacro issues. Small-scale units were mostly disorganized and lacked the capacity of Collectively

addressing their problems, the greatest of which was their inability to market their products.

A recession in the domestic market and the mounting competition from foreign producers inten-

sified the need for improved sales techniques. Traditionally, the small-scale manufacturers had

been selling their Machines through personal connections. However, this strategy was not

applicable in export markets. The small firms needed to take tip aggressive marketing and to

obtain national and international market linkages as well as support services to upgrade their

products’ quality in order to remain competitive in a global market. All this was, however,

beyond their individual reach.


205

To address these needs, the UNIDO cluster development programme had to take at) active lead to

promote the creation of several consortia. The programme concentrated on the more dynamic.

Firms, relying on their leadership to rope in more members. To limit the scope for internal con-

flict, it was decided that Firms should not be competitors in the markets, but should produce

complementary goods.

Furthermore, it was agreed that members of a consortium should be of similar size in terms of

production capacity and ability to invest.

Overall, 56 firms were organized into nine marketing consortia. The programme further helped

these groups to form an umbrella association, called the Association for Bangalore Machine

Tool Consortia (ABIMTC, to provide a platform to exchange information. The newly created

cluster were assisted in hiring, a coordinator (called Network Development Agent or NDA in

short) to run the day-to-day activities of the consortium. However, it soon became clear that the

NDAs that could be recruited locally were not very competent. Moreover, the leadership of some

consortia proved unable to effectively guide the NDAs. Most notably, essential skills pertaining

to conflict resolution were abundantly missing among the NDAs available locally. To overcome

these problems, UNIDO provided capacity training to the NDAs, including on-the-job training

and two formal sessions for NDAs.

Each individual consortium has pooled its members’ resources to undertake various common

marketing initiatives which individual small firm could not undertake due to the high costs

involved. Although activities were initially aimed at the domestic market, they were quickly

adapted to foreign markets. Achievements of the consortia, within the six months following their

creation, include the elaboration of common brochures, establishment of joint marketing offices

across the country, appointment of common marketing dealers and Consultants, creation of

common websites, joint advertising campaigns, a common warehouse and collective participa-

tion in several international exhibitions, both in India and abroad. Overall, these new marketing

channels have generated business worth Rs 23 million (US$460.000) and enquiries worth Rs 161

million (US$3.22 million).


206

One of the main achievements in terms of export-related activities so far has been the entry of

one consortium into the Chinese market. Throughout the cluster China was traditionally

perceived as a competitor for Indian goods and none of the consortia members was willing to

venture into the Chinese market. However, Chinese machine tools are typically standardized and

a shortage of customized machine tools exists. The UNIDO programme therefore called in a

Business Development Service (BDS) provider to point Out this market niche to the firms, who

began to see China as an opportunity instead of a threat. The members of the Bangalore Machine

Tool Manufacturer’s Network (BMTMN) became interested in organizing a study tour to China

and charged their NDA with preparing the mission. Two months later, a delegation of BMTMN

embarked on their study tour to gain more information on the Chinese market and on the poten-

tial prospects for Indian A firms. The study tour, which included visits to MTMs in China,

buyers, fairs and support institutions, was perceived as a success arid shortly afterwards, the

consortium sent two members back to China to assess the need for establishing a sales office. It

Was found that the creation of a common office was premature and alternative distribution

channels were identified. In addition to these missions, three members of the consortium

participated in an international fair in China where they distributed BMTMN’s common brochure

on behalf of the other members.

As a result of BMTMN’s positive experience, other consortia, with the support of ABMTC,

have prepared study tours to countries besides China arid have organized their participation to

important international fairs abroad.

Cooperation between member firms has improved due to their membership in the consortia.

Consortia can share enquiries: often, ail order is received by a firm that is not in a position to take

tip the work. In such cases, the members can share the enquiry within the consortium and if

nobody is in a position to take up the work, the enquiry is passed to other consortia, Firms are

thus becoming more confident that they can take tip large-volume orders and share them among

each other. Additionally, members have referred their customers to Other consortium members

and have developed a database of buyers, thereby increasing the customer base for all firms.


207

B.16 Case Study of Shantipur Handloom Textiles Cluster in Bengal

Shantipur is India’s one of the largest Handloom Hub of 70,000 looms in the district of Nadia

of West Bengal. The major products of this cluster are Shantipur Sarees, Stoles, Scarves,

Dress Materials etc. The core cluster actors are Weavers, Master Weavers, Dyers &

Designers. Other cluster actors are raw material suppliers, equipment suppliers &

Mahajan/Traders. The main strength of the cluster is the rich resources of traditional skills in

jacquard weaving. The major problems of Shantipur is poor quality dyeing, fluctuation of

yarn prices, lack of design inputs & product diversification, absence of business institutions

& single marketing channel. The major threats of the cluster are power loom product, harping

on single product i.e Saree & cost based competition deteriorating the quality.

Under Integrated Handloom Cluster Development Project of DC (Handloom), Textiles

Committee of Ministry of Textiles, Government of India is implementing the Project in

Shantipur. An integrated Action plan has been adopted to address the problems in the areas of

Market linkages, Design & Prototype Product Development, Financial Linkages, Training &

Workshop, Infrastructure Building, Institutional Strengthening, Corpus of Yarn etc.

Several initiatives have been taken in various fronts. As a part of institutional strengthening

11 new consortium of Master Weavers & Weavers are formed taking care of 2500 weavers &

registered under non profitable society act 1961 ; 5 leading consortium formed the federation

for better co-ordination & welfare of weavers. As a part of financial linkages, collateral free

cash credit of Rs. R Lakhs were provided through Mutual Credit Guarantee Fund Schemes

(MCGF) , benefit accrued by 300 weavers. 80 new SHGs are formed and are trained in the

design, marketing & management skills. One designer was engaged from NID, Ahmedabad.

40 new designs were developed through 5 consortiums. International Designer from SES

Germany & PUM Netherlands was engaged for capacity building of local designers &

prototype product development. 7 international experts from different fields of design, dyeing

& market linkages were in involved in this project. Two exclusive product catalogues were

developed for market linkages. Total 46 lakhs sales were generated through participation in


208

12 fairs at Mumbai, Delhi, Kolkata, Chennai, Bhubaneshwar etc. The Master Weavers

Consortium is taking care of welfare of Weavers through coverage of MGBBY Schemes

B.17 Case Study of Handloom Cluster in Dhatrigram- Samudragarh (Burdwan) in Bengal

There are about 94000 people at Burdwan cluster engaged as part or full time basis in

handloom activities. Besides this, there are remarkable number of designers, dyers, card

makers, traders and auxiliary support providers.Before partition of Bengal i.e. in the year

1942, 12- 14 families of weaving community from ‘Nowakhali’ and Tangail (presently

Bangladesh) district came along-with their looms and concentrated at Hatsimla, Dhatigtram,

and Nasratpur area. They were specialized in weaving of Tangail designed sarees with finer

counts of yarn mainly imported varieties. Each of the weaving manifested areas i.e., Kalna &

Katwa sub division has its own history. The main product in the two different subdivision

vary in their quality, variety and individuality.

It is worthwhile to mention that at present in both the sub division under this cluster, weavers

are engaged not only in producing their traditional item such as Napkin, Lungi, Jamdani

saree, Tangail Saree, Cotton Baluchari etc. but they have broaden their field of activities in

producing various other diversified products like Dress material, Home furnishing fabrics

Stole, Scarves, Shirting material and Nylon Than, Dopatta.

The traditional strength of the industry is its brand equity. The unique design and

craftsmanship produced in Tangail, Jamdani cotton Baluchari sarees by the weavers in this

cluster are the real strength. The major weaknesses of this cluster is absence of marketing

platform of State Apex body, it is fully dependent on trader group, inferior quality of dyeing

also leads to deterioration of the quality of final product which ultimately impeding the

progress of the cluster, infrastructural facility e.g., improve road condition, rural

electrification, adequate railway communication as well as road transport are far below the

expectation. The major threats of the cluster is emergence of power loom for product items

like Lungi, Napkin (Gamcha) etc., Decline in demand of sarees, Increase in demand of low

cost power loom product, Competition from nearby cluster inside as well as outside State &


209

absence of occupational alternatives and legal framework leads to deterioration of the

standard quality of the cluster product.

A holistic action plan was developed for implementation. Several areas were identified for

capacity building of local stakeholders like financial linkages, market linkages, Design &

Product Development, Training, Strengthening of Associations, infrastructure & Corpus of

Yarn etc. 52 SHGs formed involving 672 weavers & all weavers are covered under insurance

schemes (MGBBY). One consortium formed & registered to run the CFC/ Dye House. 20

Local Designers were trained at NIFT Kolkata for new techniques of value addition &

diversified product. Local dyers were also trained at Government College of Textile

Technology to adopt systematic Dyeing which affects cost reduction & improved dyed shades

28 no. of designs developed by Cluster Designer which has been published through product

catalogue for link up with big market. 72 lakhs retail sales generated through participation 10

numbers of Expo/ Exhibitions throughout India by SHG based association/ PWCs under

Cluster; 7.8 lakhs orders generated & sold through participation in 6 no of Buyer Sellers

Meet. Through Cluster Based Depot individual weavers are getting small quantity of hank

yarn under Mill Gate Price Scheme; An amount of Rs. 8.27 lakhs (3032 Kgs) of Hank Yarn

utilized in 2 cycles has been distributed to 374 individual weavers. 3100 weavers covered

under Health Schemes & an amount of Rs. 7,00,340 cheques issued to weavers . 261 students

got scholarship amounting Rs 2,38,200 through MGBBY by virtue of coverage of 1700

weavers.

Ù Û ¡ e£ u L Ó¡ Ø V¡ l ¢XS ¡ Ce ¡ l − cl C¾ V¡ l ¢iE− u l gl j¡ V

Developed by: - Saumen Mapdar Revision No:- 01 W.E.F. 01.11.2009 C:\Users\SURE4CYBER\Desktop\02+ Format + Interview+ Designers.doc Page 1 of 2

Sr No.

Item Details

1.0 C ¾V ¡l ¢ iE¢ ul e ¡j

2.0 ¢W L¡e ¡

2.2 B f ¢e − L¡e c − m l A ¿¹ Ñi¥ š² q É¡y e¡

2.2.1 k¢ c q É¡y q u a ¡q − m c m − L¡e

dl − e l Lep ¢V Ñu ¡j p ¢ j¢a ü¢ ei Ñl c m

2.3 h up 2.4 − L¡e − nËZ £l (SC/ST/OBC)

q É¡y e¡

2.5 Ešl c ¡a ¡l − f Ë¡ g¡C m

2.5.1 B f ¢e ¢L L− l a ¡y− a l L ¡− S H − m e?

2.5.2 B f e¡l f ¢l h ¡− l l p c p É p w M É ¡ La ?

2.5.3 B f e¡l f ¢l h ¡− l L a Se ¢n ö J − l ¡S − N− l p c p É B − Re ?

2.5.4 AeÉ ¡e É p c p Él ¡ ¢ L B f e ¡l Efl ¢ei Ñ l n£m

2.5.5 B f e¡l ¢ L a ¡ya R¡ s ¡ A e É − L¡e B − ul p w ÙÛ ¡e B − R ?

2.5.7 − kje S¢ j Sj ¡/ N¡ s£ C a É¡¢ c ?

2.5.8 B f e¡l h ¡s £ ¢ L f Ë L¡− l l ?

2.6 Ešl c ¡a ¡l ¢ú m − m − im

2.6.1 B f ¢e ¢L dl − el â − h Él ¢ X S¡C e °a l £ L− l e ?

2.6.2 B f ¢e ¢L a ¡ya h ¤e− a S ¡− ee ? n¡ s£ − ØV ¡m

− XÊp − jV ¢l u¡m

f c Ñ¡l L¡f s

¢p − ó l L¡f s

A eÉ¡e É

2.7 Ešl c ¡a ¡l ¢ X S¡C e J − f Ë¡X ¡ƒ °a l £ Ll e

2.7.1 B f ¢e − L¡b¡ − b− L ¢ XS ¡C e C ef ¤V f ¡e ?

2.7.2 LÓ¡ØV l − f Ë ¡− Sƒ öl ¦ qJ u ¡l B − N B f¢ e ¢ L i¡− h ¢X S¡C e °a l £ Ll − a e ?

2.7.3 h a Ñj ¡− e B f ¢e ¢ L i¡− h ¢ XS ¡C e °a l £ L− l e ?

2.7.4 LÓ¡ØV ¡l − f Ë¡− Sƒ ö l ¦ qJ u¡l B − N B f ¢ e − L¡ b¡ − b− L ¢ XS¡C e °a s £l B NËq − f − ae ?

2.7.5 − f Ë¡− Sƒ ö l ¦ qJ u¡l f l B f ¢ e − L¡ b¡ − b− L B NËq f ¡e ?

2.7.6 LÓ¡ØV ¡l − f Ë¡− Sƒ ö l ¦ qJ u¡l B − N B f e¡l − l ¡ SN ¡l La ¢ R m ?

2.7.7 LÓ¡ØV ¡l − f Ë¡− Sƒ ö l ¦ qJ u¡l B − N B f ¢ e − L¡ b¡J H „ − f ¡ S¡l ¢i¢ S− V B − Re ¢ Le¡ ?

2.7.8 LÓ¡ØV ¡l − f Ë¡− S− ƒ l j ¡d É− j B f ¢e ¢ Li¡− h Ef L«a q − u− Re ?

2.7.9 LÓ¡ØV ¡l − f Ë¡− S− ƒ l B − N B f¢ e − L¡e − V Ê¢ew − f − u− Re ¢ Le¡ ?

2.7.10 LÓ¡ØV ¡l − f Ë¡− Sƒ ö l ¦ qJ u¡l f l B f¢ e ¢ L − L ¡e − V Ê¢ ew − f − u− Re ?

2.8 LjÑ Na p jp É¡

2.8.1 B f ¢e ¢L a ¡y− a l ¢X S ¡C e ° a l £ Ll ¡l g− m − L¡ e n ¡l £¢ l L p jp É¡u f − s− Re ?

2.8.2 k¢ c q u a ¡q − m B f¢ e f ¢ l h − a Ñ ¢ L i¡ h − Re ?

2.9 p ¡j ¡¢ SL ¢ h o u (f s ¡ö e¡, nl £l Na )

Ù Û ¡ e£ u L Ó¡ Ø V¡ l ¢XS ¡ Ce ¡ l − cl C¾ V¡ l ¢iE− u l gl j¡ V

Developed by: - Saumen Mapdar Revision No:- 01 W.E.F. 01.11.2009 C:\Users\SURE4CYBER\Desktop\02+ Format + Interview+ Designers.doc Page 2 of 2

2.9.1 B f ¢e ¢L ü¡ rl ?

2.9.2 B f e¡l h ¡µ Q ¡l ¡ − L ¡b ¡u f Ë¡b¢ jL ¢ nr ¡ f ¡u ? B f e ¡l h ¡s £ − b− L La c §− l ?

2.9.3 B f e¡l ¢ L − L¡ e n ¡l £¢ l L p jp É¡ B − R ?

2.9.4 B f e¡l j− a B f e¡l H m¡ L¡u p ¡d ¡l e n¡l £¢ l L p jp É¡ ¢ L ?

2.9.5 f Ë¡b ¢ j L ü ¡Ù ÛÉ − L¾ c Ê B f e ¡l h ¡ s£ − b− L La c §− l ?

2.9.6 B f e¡l ¢ L f ¡Z £u S− ml p jp É¡ B − R ? H hw p É¡¢ e− V n− el ?

2.10 ¢XS ¡C ¢ew − ul Se É f Ë ¡ b¢ j L f ¢ l L¡W ¡− j¡

2.10.1

B f e¡l h É¡h p ¡l Eæ ¢a Ll − e ¢ L dl − e l p ¡d ¡l e f ¢ l L¡W ¡− j ¡u f Ë− u¡ Se ?

2.10.2 B f ¢e ¢L f ¡¢V Ñ¢ n− f V l £ A bÑ ¢c − a l ¡S£ B − Re ?

2.10.3 B f ¢e ¢L dl − el f ¢l L ¡W ¡− j¡ Na p jp É ¡u f − s− Re ?

2.10.4 f ¢l L¡W ¡− j ¡Na p jp É¡l p j ¡d ¡e B f e ¡l ja ¡j a ¢ L ?


j¡Ø V ¡l ECi¡ −pÑ l C¾V ¡l¢i E glj¡ V

Developed by: - Saumen Mapdar Revision No:- 01 W.E.F. 01.11.2009 C:\Users\SURE4CYBER\Desktop\SM\03+ Format + Master Weavers+ Interview.doc Page 1 of 2

Sr No.

Item Details

1.0 C ¾V ¡l ¢ iE¢ ul e ¡j

2.0 ¢W L¡e ¡

2.1 B f ¢e − L¡e c − m l A ¿¹ Ñi¥ š² q É ¡y e¡

2.1.1 k¢ c q É¡y q u a ¡q − m c m − L¡e dl − e l

Lep ¢ V Ñu ¡j p ¢ j¢a ü¢ei Ñl c m

2.2 h up 2.3 − L¡e − nËZ £l (SC/ST/OBC)

q É¡y e¡

2.4 Ešl c ¡a ¡l −f Ë ¡g¡C m

2.4.1 B f ¢e ¢L i ¡− h a y ¡− al L¡− S H − me ?

2.4.2 B f e¡l f ¢l h ¡− l l p c p É p w M É ¡ La ?

2.4.3 B f e¡l f ¢l h ¡− l L a Se ¢n ö J − l ¡S −N− l p c p É B − Re ?

2.4.4 AeÉ ¡e É p c p Él ¡ ¢ L B f e ¡l Efl ¢ei Ñ l n£m ?

2.4.5 B f e¡l ¢ L a y ¡a R¡ s ¡ A e É − L¡e B − ul p w ÙÛ ¡e B − R ?

2.4.6 − kje S¢ j Sj ¡/ N¡ s£ C a É¡¢ c ?

2.4.7 B f e¡l h a Ñj ¡e − l ¡SN ¡l La ?

2.4.8 B f e¡l h ¡s £ ¢ L f Ë L¡− l l ?

2.4.9 B f e¡l ¢ L ¢ e Sü a y¡ a B − R ?

2.4.10 B f ¢e ¢L a y ¡− a l ¢h o − u − L¡e − V Êmw / Lj Ñn ¡m ¡l A w n NËq e L− l − Re ?

2.5 Ešl c ¡a ¡l ¢ú m − m− Xm

2.5.1 B f ¢e ¢L dl − el â h É °a l £ L− l e ?

2.5.2 B f ¢e ¢L ¢ e− S a y¡a h ¤e− a S¡− ee ? n¡s£ − ØV ¡m

− XÊp − jV ¢l u¡m

f c Ñ¡l L¡f s

¢p − ó l L¡f s

A eÉ¡e É

2.6 Ešl c ¡a ¡l − V L− e ¡m ¢ S − m − im

2.6.1 B f ¢e ¢L dl − el a y ¡a h É ¡h q ¡l L− l e ?

2.6.2 B f e¡l a y¡ a SÉ ¡LÑX , X ¢h h ¡ A e É¡e É dl − el A w n B − R ?

2.6.3 B f e¡l a y¡ a La ý − Ll ?

2.6.4 B f e¡l a y¡− a l ¢ l s ¢ L d l − el ?

2.6.5 B f e¡l ¢ L − V LÚB f B − l”− j¾ V B − R ?

2.7 ¢XS ¡C e J −f Ë¡ X¡ƒ − X im f − j¾ V p j å £u

2.7.1 B f ¢e − L¡b¡ − b− L ¢ XS ¡C − el C ef ¤V p f ¡e ?

2.7.2 B f ¢e − L¡b¡ − b− L ¢ XS ¡C e L¡XÑ f ¡ e ¢XS ¡C e L¡X Ñ f ¡J u ¡l h É¡ f ¡− l − L¡e − c l £ q u ? L¡lZ ¢ L ?

2.8 L¡yQ ¡j ¡m p jå £u

2.8.1 B f ¢e − L¡e fËL ¡− l l p ¤¤− a ¡ h É ¡h q ¡l L − l e ?

2.8.2 B f ¢e − L¡b¡ − b− L L y¡Q ¡j ¡m p w NËq L− l e ?

2.8.3 Ly¡Q ¡j ¡m f ¡J u¡l Se É − L ¡e Ap ¤¤¢ hd ¡ B − R ¢Le¡ ?

2.8.4 Ly¡Q ¡j ¡ml c ¡− jl − L¡e p jp É¡ B − R ¢L e¡ ?

2.8.5 Ly¡Q ¡j ¡− m l … eN a j¡e p j− å B f ¢e A h ¢ q a ?

j¡Ø V ¡l ECi¡ −pÑ l C¾V ¡l¢i E glj¡ V

Developed by: - Saumen Mapdar Revision No:- 01 W.E.F. 01.11.2009 C:\Users\SURE4CYBER\Desktop\SM\03+ Format + Master Weavers+ Interview.doc Page 2 of 2

2.9 h ¡S¡l p j å £u

2.9.1 B f e¡l Ev f ¡ ¢ c a â h É − L ¡b ¡u ¢h œ ² £ L− l e ?

2.9.2 B f e¡l f Ëd ¡e Ev f ¡¢c a â h É ¢L ?

2.9.3 B f ¢e ¢L h ¡m Ä j¡− L Ñ¢Q w Hl h É¡h ÙÛ ¡ L− l − Re ?

2.9.4 B f ¢e ¢L − jm ¡ u A w nNËq e L− l − Re ?

2.9.5 B f ¢e ¢L i ¡− h h ¡m Ä j ¡− LÑ¢ Q w Hl Se É °a l £ q − µ Re ?

2.10 − œ ²¢XV p j å£ u

2.10.1 B f e¡l ¢ L h É¡ˆ − b− L − œ ²¢ X− V l f Ë− u¡Se ?

2.10.2 B f ¢e ¢L h É ¡ˆ − b− L ¢ eu¢ j a − œ²¢ XV f ¡− µRe ?

2.10.3 B f ¢e − œ ²¢X− V l SeÉ − L¡e − L¡e dl − e l p jp É¡l p Ç j¥M £e q − µ Re h É ¡− ˆl L ¡R − b− L ?

2.10.4 B f ¢e p ¡d ¡l e a − L¡ b ¡ − b− L − œ ²¢ XV f ¡e ? ¢L− p l SeÉ H hw La ?

2.11 â − h Él f Ë− p ¢ p w ( XÊ ¡Cw ) p j å£ u

2.11.1 B f ¢e − L¡b¡ − b− L B f e ¡l â − h Él l P Ll ¡e ?

2.11.2 X¡Cw Hl Se É − L ¡e p jp É¡l p Ç j¥M £e q − a q u ¢ Le ¡ ?

2.12 â − h Él ¢ g¢ e¢ p w p jeÄ £u

2.12.1 ¢g¢ e¢p w H l Se É ¢ L dl − el h É¡h Ù Û¡ B − R ?

2.12.2 ¢g¢ e¢p w H l Se É ¢ L dl − el p jp É¡ u f s− a q u ?

2.13 i É¡m ¤ A É¡¢ X ne p jeÄ£u

2.13.1 a ¡y− al L¡ f − sl Se É − L¡e d l − el i É¡m ¤ A É¡¢ X ne h Éh q © a q u ?

2.13.2 B f ¢e − L¡b¡ − b− L H C L¡S Ll ¡e ?

2.14 LjÑ Na p jp É¡

2.14.1 B f ¢e a ¡y− a l L ¡ S Ll ¡l Se É − L¡e dl − el n ¡l £¢ l L p jp É¡u f − s− Re ?

2.15 p ¡j ¡¢ SL ¢ h o u (f s ¡ö e¡/ ü¡ ÙÛ É)

2.15.1 B f ¢e ¢L ü¡ rl ?

2.15.2 B f e¡l h ¡µ Q ¡l ¡ − L ¡b ¡u f Ë¡b¢ jL ¢ nr ¡ f ¡u ? B f e ¡l h ¡s £ −b− L La c §− l ?

2.15.3 B f e¡l ¢ L − L¡ e n ¡l £¢ l L p jp É¡ B − R ?

2.15.4 B f e¡l j− a B f e¡l H m¡ L¡u p ¡d ¡l e n¡l £¢ l L p jp É¡ ¢ L ?

2.15.5 f Ë¡b ¢ j L ü ¡Ù ÛÉ − L¾ c Ê B f e ¡l h ¡s£ −b− L La c §− l ?

2.15.6 B f e¡l ¢ L f ¡Z £u S− ml p jp É¡ B − R ? H hw p É¡¢ e− V n− el ?

2.16 ¢XS ¡C ¢ew − ul Se É f Ë ¡ b¢ j L f ¢ l L¡W ¡− j¡

2.16.1 B f e¡l h É¡h p ¡l Eæ ¢a Ll − e ¢ L dl − e l p ¡d ¡l e f ¢ l L¡W¡− j ¡u f Ë− u¡ Se ?

2.16.2 B f ¢e ¢L f ¡¢V Ñ¢ n−f V l £ A bÑ ¢c − a l ¡S£ B − Re ?

2.16.3 B f ¢e ¢L dl − el f ¢l L ¡W ¡− j¡ Na p jp É ¡u f − s− Re ?

2.16.4 f ¢l L¡W ¡− j ¡Na p jp É¡l p j ¡d ¡e B f e ¡l ja ¡j a ¢ L ?


Documents

APPENDIX - 1 “Questionnaire for Stakeholders (Weaver) of ...shodhganga.inflibnet.ac.in/bitstream/10603/3487/13/13_appendices.pdf2.6.2 Saree Stoles Dress Materials Curtain Silk Wvg