Vol 9, No 1, June 2004

QUARTERLY NEWSLETTER
OF CONSULTANCY
DEVELOPMENT CENTRE
CONTENTS
Vol. 9 No. 1
New Delhi June, 2004
-- Articles
-- Event Conducted
-- Forthcoming Events
-- CDC News
-- Members’ News
-- Advertisements
Editorial Advisor & Publisher :
Somenath Ghosh
Editor :
J. Suriyanarayanan
OUR MISSION
“To be the National nodal point
for the development and
promotion of Consultancy”
OUR OBJECTIVE
“To strengthen consultancy
capabilities and promote
services, enhance consultantclient interaction and act as a
policy facilitator”
CONSULTANCY VISION
is a Quarterly Newsletter of
Consultancy Development Centre (CDC),
Zone-IV(B), East Court, 2nd Floor
India Habitat Centre, Lodhi Road
New Delhi – 110 003
E-mail : [email protected]
Website : www.cdc.org.in
Statements and opinions advanced by the
contributors in this Newsletter do not
necessarily reflect those of CDC.
Printed by :
Alpha Lithographics Inc.
From DG’s Desk
I am happy to note that we have started receiving technical articles of interest to
consultants and entrepreneurs from our members. This issue covers articles on Health
and Management Sectors.
April and May, 2004 were full of events and Regional Chapters have started functioning
now with the help of CDC members and TCOs. The regional chapters would act as
extended arms of CDC and at present the chapters have started functioning in Chennai,
Hyderabad and Mumbai.
A Seminar on “Urban Waste Management” organized during April, 2004 in New Delhi
was a grand success. Another success was the seminar on “Prospects & Opportunities
in Consultancy” jointly organized by CDC and ITCOT Ltd in Chennai during May, 2004.
Besides, we had a couple of Workshops including Talk Series by eminent speakers in
addition to Technology Day Celebration on May 11, 2004.
Bangladesh Consultancy Limited (BCL) have recently appointed CDC for providing
facilitation services to obtain ISO 9001:2000 QMS Certification. This is the first
overseas assignment for CDC. In addition, some of the CSIR laboratories have also
awarded similar assignment to CDC during this period.
ADB Seminars on “Development of Domestic Consulting Services” are ahead scheduled
in Delhi and Mumbai during July, 2004. I would like to invite members and other
consultants to participate in the seminars and get benefited.
I would also like to invite sponsorship and participation from corporate houses,
consultancy organisations and entrepreneurs for the ensuing TCDPAP International
Conference on “Development of Knowledge Infrastructure – Role of Consultants planned
in October 11-13, 2004 in New Delhi.
Somenath Ghosh
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PERFORMANCE MANAGEMENT
CONSULTANCY MODEL
Maj Gen BK Bhatia (Retd)
Director Products, Saigun Technologies Pvt. Ltd.
Requirement
Competing organizations, whether in industry or in any other sector
of national economy, do require systems to monitor organizational
effectiveness. Performance Management Systems are known
antidote to that atrophy which could set in an organization due to
lack of accountability of its executives. Models exist in plenty which
provide a theoretic view of the techniques of performance
management. Some of these models have been automated in the
form of ERPs which are too complex to understand, difficult to
implement & maintain, and generally beyond the financial reach of
most of the organizations. The need for simple & easy to deploy
Performance Management Systems does exist in organizations which
have growth orientation.
Objective
This paper highlights the need for consultancy in the domain of
Performance Management to improve ‘Organizational Effectiveness’.
Consultancy Model
Performance Management is viewed here as an automated tool to
evaluate the results of deploying strategic initiatives in an
organization. This tool must, therefore, have the following
characteristics:
2
l
Adaptability to the specific needs of the organization.
l
Scalability in terms of the scope of deployment. For
example, initially deployed at senior management level &
later extended to embrace all executives.
l
Auto – tracking facility to continuously monitor
performance with a view to ensure timely counseling and
completion of assigned tasks.
l
Decision Support capability in terms of providing
organizational performance pictures, which can be resolved
interactively to enable management decisions.
l
Connectivity across a multi - location set up.
l
Operability implying the ease with which the tool can be
used without much training.
l
Integration with any ERP/ HRIS irrespective of the
platforms used.
Let us understand the basic components of performance to achieve
‘Organizational Effectiveness’. These have been configured in the
diagram below, which requires consultancy to create a
comprehensive model applicable to a specific organization that desires
to customize this tool to their own requirements.
ORGANIZATIONAL EFFECTIVENESS: PERFORMANCE
MANAGEMENT APPROACH
Two distinct areas in the above diagram are ‘Employee Performance’
and ‘Profit Centre/ Functional Group Performance’. Tracking
performance in both these domains & establishing an interface
between the two systems is the crux of an approach to deploy an
effective Performance Management System.
Tracking Employee Performance: Each employee could typically
have three types of Tasks/Goals assigned to him/her as under:
1. KRAs as per the ‘Deliverables’ for the ‘Job Position’.
2. Goals derived from the ‘Action Plans’ to implement
‘Strategic Initiatives’.
3. Tasks assigned based on emergent operational needs of
the Department/ Profit Centre.
Some highly motivated employees may supplement the above with
the fourth dimension called ‘Self - assigned Goals’. Each of the above
deliverables ought to have measures in ‘Time domain’, or ‘Other
Quantifiable Measures’, or both. Since delivery of performance is a
concern of the organization, each Goal/ Task assigned to an employee
has to be tracked for timely execution. If there are 100 employees in
an organization with an average of 10 goals assigned to each, some
of which require monthly/ quarterly tracking, no manual system can
effectively monitor such a performance management scenario. A
normal ‘Performance Appraisal System’ (which is paper based) merely
carries out post – mortem of performance. There is no scope for
applying timely corrections in terms of reviewing targets, counseling
employees, re-distributing tasks within a team and so on.
Organizations need today systems which can automatically generate
ARTICLES
‘Chasers’ to enable timely reporting by an employee of his/ her
achievement against each goal/ task, auto escalation mechanisms if
the performance is not reported, and systems to create a climate
which promotes periodic counseling of all employees by their
Reporting Officers along with a facility to maintain ‘Counseling Notes’
which can be referred during the annual performance appraisal. This
concept of tracking performance can further be linked with the design
of performance linked remuneration schemes in an organization.
Tracking Profit Centre/ Functional Performance: Selection of
‘Performance Variables’ for each Functional Group/ Profit Centre,
design of algorithms to compute each variable from the basic data,
identifying the source of each basic data element, and finally
evaluating Performance as per the weights allocated to each variable
and displaying relative performance pictures on the ‘CEO’s Dash
Board’ is a broad concept of on – line ‘Tacking of Organizational
Performance’. Drill down features to reach the depths of information
displayed on the Dash Board constitute the design of an efficient
‘Decision Support System’.
HR Interventions: The systems discussed above should be able to
identify ‘Key Performers’ who may need the HR intervention of
transfer from a high performance Profit Centre to a relatively low
performance Profit Centre. If a Key Performer can re-vitalize a low
performing Profit Centre, he/ she could be rated as a ‘Fast Tracker’
and groomed for entry into the succession-planning pipeline. This is
one example of a strategic HR intervention enabled by a good
Performance Management System which can co-relate organizational
and individual performance. Similarly, multiple performance frames
of employees for a specified period of time (say, 5 years) can be
generated to study performance trends in individual cases. Also
‘Competency Development Plans’ can be generated through gap
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ARTICLES
analysis. Strict & lenient Appraisers can be identified through
performance normalization process Thus employee training & growth
can be managed efficiently if various determinants of growth can be
analyzed with the help of a consultant & translated into measurable
parameters. The Consultant can assist in integrating 360-degree
appraisal mechanism with the Performance Management System.
The Consultant can also study employee Satisfaction & its co-relation
with Performance.
CCMB, CLRI, CDRI, etc. are in the forefront of research and
consultancy activities. However, in the present competitive scenario
this needs further impetus. After a short introduction, the paper
examines the need and role of consultants followed by the
consultancy status and its potential in India. Finally, a case study of
CSIR has been presented.
Summary: Managing performance is a growing concern in business
environment as well as in Govt. organizations. The age old systems
of rating qualities/ attributes through Annual Confidential Reports
are being substituted by Goal – based performance. Introduction of
IT based PMS which facilitates tracking & monitoring of Goals,
besides providing a Decision Support Tool to the management to
groom and utilize human resource, are replacing the conventional
paper based systems. This has resulted in a growing need today for
‘Performance Management Consultants’ who have strong IT
orientation and who can define and enable the development of
performance culture in an organization.
The globalization of R&D activities has become an established trend.
R&D per se is being accorded a novel shape wherein new spin-off
companies are being established to provide knowledge-based R&D
services and products. These developments have wide implications
on international technology markets and pose a challenge to R&D
institutions of developing countries. How these R&D institutions
can become major players in the process of R&D generation,
innovation capabilities, and development of consultancy? The efforts
to achieve this goal need to be catalyzed at all levels. The R&D
projects and programmes have to be operated in a competitive manner
at domestic as well as international level, on the basis of available
expertise and resources.
Knowledge and Innovation – Consultancy
Potential of CSIR
V.P. Kharbanda* and V.K. Gupta*
Abstract
Liberalization and globalization is compelling R&D institutions
particularly in the developing countries to focus more and more on
knowledge and innovation to be competitive in the global markets. In
this process of commercialization of knowledge, consultancy has
come to play a major role as a bridge between knowledge generating
institutions and the industry. In this, CSIR has been playing a major
role, since inception, through its innovative activities to tackle
problems of industry as well as transfer of newer technologies. The
present scenario has put larger demands on the CSIR system. It is
concluded that the marketing of knowledge-base of CSIR laboratories
is becoming competitive day by day. Over the years the CSIR
laboratories have developed a vast knowledge base and huge
potential in its different areas of research and innovative activities.
For example, a number of laboratories like NCL, NAL, CFTRI, IGIB,
Introduction
These developments have also affected R&D policies and practices
of publicly funded R&D institutions in India. During last few years,
there has been a significant thrust on establishing close linkages
between research institutions and industry.
The Council of Scientific and Industrial Research (CSIR) is one such
example. Established in 1942 it is the biggest R&D organization in
India with a network of laboratories, which are equipped with modern
infrastructure. It has a large pool of scientists and technologists
with a variety of skills who are capable of undertaking R&D activities
in multidisciplinary areas such as chemicals, drugs, pesticides,
materials, electronics, food technology, leather processing, petroleum
processing, natural products, environment protection and aerospace.
Over the years, laboratories of CSIR have generated new knowledge,
novel products, processes and technologies. Its present thrust is to
facilitate marketability of this knowledge-base. In the present
scenario, besides marketing of technologies and intellectual property
developed within the ambit of its research laboratories, consultancy
services have come to play a major role in scientific, technical,
engineering and other professional areas to work as a bridge between
knowledge and innovation.
*Scientists at the National Institute of Science Technology and Development Studies (NISTADS), Pusa Gate, K.S. Krishnan Marg, New Delhi-110012, India. The
paper is based on a larger study on ‘Leveraging Knowledge – Consultancy capabilities and needs of CSIR’ sponsored by Department of Scientific and Industrial
Research, New Delhi to Nistads.
4
Need and role of a consultant
The knowledge-based economy requires diversity of technical skills
in multi-disciplinary areas to meet the challenge of new and emerging
technologies to be ahead of its competitors. R&D organizations act
as consultants in providing the state-of-the-art knowledge and
services in performing many of these tasks, including design,
development and transfer of technologies. Under the scenario of
rapid technological development, short product cycles, knowledgeintensive quality requirements, and increasing multidisciplinary nature
of development activities, it is difficult for an organisation to have
all expertise and capabilities of desired nature and magnitude. This
is particularly true in case of small and medium enterprises (SMEs)
where internal technical, managerial and financial resources are
often limited. The SMEs, often lack much needed commercial and
technical knowledge to be competitive in the market. In such cases,
external sourcing of expertise and advice becomes all the more
necessary and consultants are an important carriers of knowledge
from R&D institutions to industry.
One has to appreciate that global competition and the level of
expertise now required to develop a specific technology make it
imperative to have R&D collaboration at all levels, including with
consultants. For example, involvement of an engineering design
company as consultant for process development has been found
successful in a number of cases. Engineers India Limited has been
involved in development of several processes in association with
national research institutions, and its own in-house R&D is
supplemented by necessary inputs from various disciplines in the
company. The development of process design capabilities and
successful commercialization of processes for the manufacture of
In 1971, there were only three laboratories (namely, Central Mechanical
Engineering Research Institute, Durgapur, Central Fuel Research Institute,
Dhanbad, and National Metallurgical Laboratory, Jamshedpur) on the panel of
the consultancy evaluation committee of the Ministry of Finance.
1
aromatics, food grade hexane, and acrylates are examples of such
collaborations(Agarwal :1999) .
The role of technical consultants in evolution of creativity and
management of R&D has also been well recognized in commercial
R&D companies (Venkataraman :1997). These technology
consultants have more arduous task to perform than the classical
consultants (who help in identifying only the ‘proven’ technologies),
in that they have not only to identify emerging technologies but also
assist R&D institutions to hasten commercialization of these
technologies for specific industrial needs. For example, Esvin
Advanced Technologies Limited (ESVIN Tech.), as a consultant,
catalyzed the development of a process for making mechanical grade
pulp out of bagasse, which led the Tamil Nadu News Prints Ltd
(TNPL) to manufacture ‘newsprint’ paper from bagasse for the first
time in the world. The success story of TNPL is an ample testimony
of the role of technical consultant in targeted R&D (Agarwal, 1999).
The technical consultants can provide services in various other areas
such as market surveys, intellectual property rights, demand, testing
of product quality, technology evaluation, design of pilot/
demonstration plants, technology plans for industry, and
commercialisation and transfer of R&D outputs/technologies.
The consultancy development provides an important bridge not only
between the technology producers (R&D community) and the
technology users (enterprises) but also helps in technology selection,
transfer and its implementation.
Consultancy status and potential in India
The ‘consultancy’ as a profession started in India between 1950
and 1960 with offering of expertise in the field of engineering and
since then, it has developed as a multi- sectoral capability. The
number of consultancy organizations in India was well over 5000
and the number of consultancy professionals was more than 70,000
during 1999-2000. The export of Indian consultancy has grown
phenomenally from Rs. 2000 million in 1989-90 to Rs. 31,500 million
in 1995-96 and further to Rs. 37,000 million (including software
services) in 1999-2000. This high growth percentage is dismal when
one sees that country’s share in global consultancy exports is less
than 1 per cent. The spectrum of disciplines and services for providing
consultancy in India covers a wide range. These include services
right from project identification to supervision of construction and
commissioning of project, supplemented with a wide range of
services concerning personnel, materials, financial management,
market surveys, rehabilitation of sick units, as well as operation and
maintenance.
5
ARTICLES
At present, almost all CSIR laboratories are imparting consultancy
services in diverse areas of research1 (Ministry of Finance:1971).
Over the years with the enhancement in R&D capabilities and
infrastructure facilities in CSIR laboratories, their consultancy
capabilities have also increased considerably. These capabilities
need to be examined with a view to effectively utilize and catalyze
commercialization of CSIR knowledge-base. The present study
examines this innovative potential of CSIR. The study followed a
feedback approach, which consisted of sending a questionnaire to
all CSIR laboratories. In addition, visits were also made to selected
laboratories to conduct personal interviews with senior scientists.
ARTICLES
The consultancy organizations in India are directly or indirectly
supported by more than 2,900 R&D institutions and research
laboratories, including the chain of national laboratories under the CSIR
as well as other major scientific organizations such as Departments of
Atomic Energy, Space, Agriculture, etc. Some consultancy organizations
have been working closely with Indian Institutes of Technology (IITs),
universities and faculties of Indian Institute of Management (IIMs).
The financial institutions like Industrial Development Bank of India
(IDBI), Industrial Finance Corporation of India (IFCI) and Industrial Credit
and Investment Corporation of India (ICICI) have also promoted culture
of consultants by establishing state-level consultancy organizations
to provide necessary services to entrepreneurs in their respective
areas. Over the years a number of consultancy organizations have
emerged both in the public and private sector like Engineers India Limited
(EIL), Metallurgical and Engineering Consultancy Organization (MECON),
and Rail India Technical and Economic Services (RITES). Tata Consultancy
Services (TCS), the Tata Energy Research Institute (TERI), the Kirloskar
Consultants, Foundation for Innovation and Technology Transfer (FITT),
National Productivity Council (NPC), National Industrial Development
Corporation (NIDC), National Research Development Corporation
(NRDC), etc. A large number of professionals, including those retired,
who have acquired knowledge through experience, are working as
freelance consultants, possibly their number is around 50,000.
To promote consultancy services in India, a Consultancy Development
Centre (CDC) was established in 1986 as a registered non-profit society
with support of the Department of Scientific and Industrial Research
(DSIR), Ministry of Science and Technology, with active cooperation
from the Association of Consulting Engineers (ACE), the National
Association of Consulting Engineers (NACE) and the Federation of Indian
Export Organizations (FIEO). One of the objectives of the Centre is to
promote the utilization and application of R&D efforts in the country,
identify new disciplines and areas of consultancy and facilitate their
development
The CSIR- The role as a consultant
The laboratories of the Council of Scientific and Industrial Research
(CSIR) cover practically entire spectrum of industrial R&D, ranging
from mining to metallurgy, medicinal and aromatic plants to industrial
toxicology, microbiology to microelectronics, geophysics to genomics,
and oceanography to space sciences. The laboratories are broadly
grouped under the S&T fields of physical sciences, chemical sciences,
biological sciences, engineering sciences, science in society and
information sciences. These laboratories provide S&T of value to diverse
6
socio-economic sectors. With the liberalization of the Indian
economy in 1991, CSIR started facing a challenge to become
more market-responsive and customer-oriented. It has been
endeavoring, since then, to reorient its management structure and
practices to achieve these objectives.
In 1995, CSIR enunciated its vision as ‘to provide scientific and
industrial R&D that maximizes the economic (industrial),
environmental and societal benefits for the people of India’.
Industrial R&D was defined as any R&D that imparted/added value
to the human activity. Consequently, each laboratory chalked out
its strategy to become market-oriented in commensurate with its
core competencies, external environment and available
opportunities.
The existing guidelines (CSIR: 2002), for the promotion of R&D
services in CSIR laboratories categorize R&D services to include
contract research, consultancy, intellectual property, and technical
services. The contract research covers sponsored projects,
collaborative projects and grant-in-aid projects. The sponsored
projects are those projects, which are fully funded by the clients
and have specified R&D objectives and well-defined expected
project output/results, generally culminating in generation of
intellectual property. The collaborative projects are partially funded
by the clients and supplemented by provision of inputs such as
expert manpower, production/fabrication of product in bulk for
testing/trials, infrastructural facilities, etc. Collaborative projects
could be for up scaling/proving of laboratory level know-how,
technology development or generation of intellectual property, etc.
Grant-in-aid projects involve grants by way of financial inputs, in
either full or part or assistance in kind such as equipment, training,
etc. to supplement the laboratory’s efforts in ongoing or new R&D
projects or for creating new capabilities/ facilities.
The consultancy services comprise scientific, technical,
engineering or other professional advice/assistance based on
available knowledge/expertise in the laboratory. A consultancy
normally does not envisage generation of intellectual property
and/or substantial experimental work. Consultancy services are
provided (a) in an area of expertise of the laboratory, preferably in
its thrust areas, and (b) only on institutional basis (CSIR: 2002),.
Results and Salient Features of the Survey
The main focus of the study was to survey laboratories of CSIR
and assess their role as ‘providers of consultancies’ in R&D and
The study indicates that CSIR laboratories have kept pace with
changes taking place in technological scene and have developed
core competencies in a wide range of multi-disciplinary state-of-theart technologies and scientific disciplines. These core competencies
of CSIR are well suited to needs of the clients within and outside the
country for imparting consultancies. Many of its laboratories are
well equipped with sophisticated R&D facilities, eminent scientists
and technologists in their respective core competency areas,
comparable with international standards. It is found that the strength
of CSIR laboratories lies mainly in multi-disciplinary nature of
expertise of their S&T manpower. The laboratories in the field of
physical sciences have 919 R&D scientists with 2847 technical
and other supporting staff. In chemical sciences, there are 1287
R&D scientists with 3753 supporting staff, biological sciences,
1285 R&D scientists with 3189 supporting staff and engineering
sciences 1645 R&D scientists with 4158 supporting staff.
The competency of CSIR scientists is also indicated by the awards
and honours they have received, papers published, and technologies
transferred by them. CSIR scientists received 216 national and 40
international awards during 1997-99. The biological sciences and
technologies had the major share of these awards, followed by
engineering sciences, chemical sciences and physical sciences.
Receiving of awards is an indicator of the high level of competence
in respective fields. In terms of output, CSIR laboratories published
5218 research papers (3168 in India, 2050 abroad) and obtained /
filed 614 patents (458 in India, 156 abroad) during 1997-99. The
laboratories under chemical sciences have maximum R&D output
followed by those in biological sciences, engineering sciences and
physical sciences. The publication output in the field of science in
society is 38 papers in India and 44 abroad. The laboratories in the
field of information sciences publish 52 papers. During the period
under survey (1997-99), the laboratories transferred around 750
technologies to industry. There is a large database of technologies
(around 1350 technologies) that are available for transfer from CSIR
laboratories. The consultants have a major role to play both for
transfer of technology and consultancy development.
Consultancies offered
An examination of the consultancy projects in CSIR laboratories
showed that a total of 1142 consultancy projects were undertaken
during 1997-99. Discipline wise, the maximum numbers of
consultancies 722 (63.1%) were offered by the laboratories in the
field of engineering sciences and technologies. In the fields of
biological sciences and technologies and the chemical sciences and
technologies, CSIR laboratories offered 155 (13.6%) and 138 (12.2%)
consultancies, respectively, while in the physical sciences and
technologies there were 92 (8.1%) consultancy assignments during
this period. In the field of science in society, 7 consultancies were
offered, while the laboratories in the group of information sciences,
contributed a total of 28 consultancies (Figure 1).
Nature of Clients
According to the nature of clients, the clients from industrial sector
sponsored a total of 785 (68.7%) consultancies. Of these, the share
of private industry was 469 (41%) consultancies while that of the
public industry was 316 (27.7%) consultancies. The users from the
central and state governments sponsored 251 (22%) consultancies.
28 consultancies (2.5%) were from foreign clients (Figure 2). The
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technological innovation, particularly, to highlight consultancy
capabilities of these laboratories as well as project their consultancy
needs. It examined various facets of consultancies provided, e.g.
specific technical areas, nature of services offered, intellectual
property generated, nature of the clientele — government, industry,
service organizations, export of consultancies, and collaborations
with industry and user organizations within and outside the country.
The bottlenecks and future prospects in consultancy development
were also identified.
ARTICLES
linkages of the CSIR laboratories with the private sector industry
were dominant in all the main scientific and technological fields,
while in the fields of science in society and information sciences the
linkages needed to be strengthened. Among the foreign clients, the
USA, the U.K., Germany, the Netherlands, Japan, Mauritius and Bhutan
as well as international organizations like United Nations Industrial
Development Organization (UNIDO), United Nations International
Children Educational Fund (UNICEF), World Health Organization (WHO)
and World Bank, etc. tapped the consultancy potential of CSIR. One
of the essential requirements of handling foreign consultancy
assignments is the maintenance of quality standards, quick approval
and implementation mechanisms. The analysis indicates a good
potential for further expansion of linkages with clients in India as
well as abroad. In order to enhance the export of consultancy by
CSIR, it will be essential to strengthen and introduce better
management practices at the laboratory level as well as disseminate
information about its capabilities to the potential clients.
facilitate increased flow of funds. Similarly, the share of funds from
the foreign sources need be augmented
Discipline wise, engineering sciences again led in terms of generation
of funds. Out of the total amount of Rs.5671.47 lakh generated
through consultancies during 1997-99, Rs.3266.72 lakh (57.6%)
were in engineering sciences, Rs.809.63 lakh (14.3%) in chemical
sciences, Rs.435.07 lakh (7.7%) in biological sciences and
Rs.276.38 lakh (4.8%) in physical sciences. Consultancies of the
laboratories from science in society and information sciences
generated the remaining Rs.883.67 lakh (Figure 4).
Generation of funds through consultancies
The funding of the consultancies offered by CSIR laboratories by the
type of clients is shown in Figure 3. A total sum of Rs. 5671.47 lakh
Fund wise, a total of 855 (80.13%) consultancies were for small
amounts of less than Rs.5 lakh. There were 146 (13.7%)
consultancies for more than Rs.5 lakh and up to Rs.20 lakh and 66
consultancies (6.2%) above Rs.20 lakh each (Figure 5). This clearly
indicates that consultancies of higher range need greater impetus.
was received by CSIR from different clients during 1997-99. Of this,
the highest amount, Rs. 2442.77 lakh, which is 43.07% of the total,
came from the government sources. It is observed that the private
sector dominated in terms of the number of consultancies sponsored,
though in terms of funds, its share was Rs. 1346.87 lakh (23.75%)
only. There could be a number of reasons for it. For example, the
nature of consultancy generally sought by private industry is far at
the lower end of the innovation chain or there could be lack of
availability of funds or incentives to the private sector. The lack of
information might also be a factor for this low sponsorship. A
comprehensive view should be taken to attract the private sector by
enhancing the science-based consultancies, which may as well
8
Sector wise distribution of consultancies
Sector wise, it was found that largest number of consultancies 318
(28%) were in the area of housing and construction, followed by
areas of earth resources, 246 (21.3%); ecology and environment,
189 (16.6%); chemicals 95 (8.4%); and food and food processing 81
(7.1%). Remaining 18.6% of the consultancies covered several other
areas like, aerospace, drugs and pharmaceuticals, biology and
Duration of Consultancies
A major feature of CSIR consultancies has been that a large number
of consultancies, 783 (76.1%), were of short-duration ranging from
a few days to 12 months only. Duration of 203 (19.7%) consultancies
ranged for more than 1 year to 3 years. 43 (4%) consultancies was
of more than 3 years duration. This could be due to the prevailing
definitions under the existing guidelines of CSIR, which encourage
short-range consultancies that do not normally envisage generation
of intellectual property and/or substantial experimental work
(Gupta:2002) (Figure 6).
Emerging competition
The above analysis clearly shows that CSIR laboratories have major
capabilities in engineering, chemical sciences and biological sciences.
However, most of the projects are of short range – fund wise as well
as duration wise. Further, most of the CSIR laboratories have been
engaged in R&D areas wherein practically no external competition
existed so far. In the present scenario, CSIR laboratories are facing
more and more external competition from other R&D organizations
in public and private sectors. For example, Central Leather Research
Institute (CLRI), which is one of the finest institutes engaged in
leather research, is facing competition from smaller organizations
like Footwear Design Development Institute and National Institute
of Fashion Technology for consultancy services in shoe and shoe
designing, preparation of project reports, etc. Considering the
specialties of Central Road Research Institute (CRRI), there are also
a number of private organizations in the field of highway and
transportation engineering, which provide consultancies at much
competitive rates. In the areas of wastewater technology, mineral
processing and materials processing, Regional Research Laboratory
(RRL), Thiruvananthapuram, is facing competition essentially from
both private parties and government agencies. Similarly, National
Institute of Science, Communication and Information Resources (
NISCAIR) faces competition from private publishing houses and
electronic media. Institute of Himalayan Bioresource Technology
(IHBT) focuses its effort on the development of novel products and
processing protocols for aromatics and, herbals, and raising
transgenics, etc. so as to get an upper edge over its competitors.
National Aerospace Laboratories (NAL) faces competition from all
international aerospace organizations in view of the specialized nature
of its activities. Similar is the case with National Physical Laboratory
(NPL); Institute of Genomics and Integrative Biology (IGIB), New
Delhi; and Institute of Microbial Technology (IMTech), Chandigarh.
One of the main reasons for the above inefficiency is the bureaucracy
prevalent in almost all government departments. In general, the CSIR
laboratories have to follow government rules and procedures in
procurement of materials/equipment, engagement of consultants/
labour and subcontracting part of the work where necessary. This
frequently results in delays in completing the consultancy work and
may also enhance the cost. In order to respond to the competitive
environment, it is necessary that enough flexibility is provided at the
level of laboratory/project management. If CSIR intends to effectively
compete with private consultants in the years to come, the working
of the system would have to be made more efficient and overheads
would have to be reduced drastically. There is also a strong need to
widen the knowledge-base and skills of the scientific and technical
manpower in the new technological concepts and methodologies.
This has called for sharpening of focus and strengthening of areas of
core competencies of respective CSIR laboratories along with an
effective knowledge management and innovation.
Conclusions
Over the years the CSIR laboratories have developed a vast
knowledge base and huge potential in its different areas of research
9
ARTICLES
biotechnology, machinery and equipment, electronics and
instrumentation, leather, and minerals, metals and materials, etc.
(Figure 7). This points out that there is much scope for CSIR to fully
exploit its consultancy capabilities in high tech areas.
ARTICLES
activities. For example, a number of laboratories like NCL, NAL,
CFTRI, IGIB, CCMB, CLRI, CDRI, etc. are in the forefront of research
and consultancy activities. However, in the present competitive
scenario this needs further impetus. The marketing of knowledgebase of CSIR laboratories is becoming competitive day by day, but in
this direction, it is essential for each laboratory to continuously
monitor its niche areas and core competencies vis-a-vis their market
potential for both short and long-term competitive strategy. The
laboratories need to develop a regular mechanism for identifying
new market needs and opportunities and modify their R&D priorities
for consultancy development. Human resource development being
the crux, the expertise and skills have to be nurtured accordingly.
The laboratories also need to supplement their R&D efforts in areas
of their core competencies through outsourcing consultancies from
external clients.
References
Agarwal S.P. (1999), Role of Consultants in R&D. In Management of
R&D and Innovation-MS-58, pp. 61-70, Indira Gandhi National Open
University, New Delhi.
Council of Scientific and Industrial Research (CSIR) (2002), Guidelines
for technology transfer and utilization of knowledgebase, CSIR, New
Delhi.
Gupta V.K, Kharbanda V.P, Agarwal S.P, and Ram Khilari, 2002,
Leveraging Knowledge Consultancy capabilities and needs of CSIR,
Nistads and DSIR, New Delhi.
Ministry of Finance (1971), Report of the Consultancy Evaluation
Committee. Bureau of Public Enterprise, New Delhi.
Venkataraman TS (1997), Role of Technical consultants in R&D.
Processing’s of the Tenth National Conference on in house R&D in
Industry, Pp 61-64, DSIR, New Delhi.
HEALTHCARE ACCREDITATION –
TOWARDS A BETTER TOMORROW
Indian Confederation for Healthcare Accreditation (ICHA)
Contribution of healthcare to the economy, development and
growth of any country is well evidenced and documented. This is
further substantiated by the inverse being true as well. To be able to
stand up to the world as well as achieve lasting benefits to our
people it is necessary to continuously improve the Quality of the
delivery, as is true in all spheres. The transformational ability of
technology and quality is undisputed.
10
India’s vast potential is well recognised today due to the largest
pool of capable and expert human resources. The National Health
Policy 2002 has therefore proclaimed the agenda of making India
the Health destination of the world. The economic contribution that
this ‘industry’ can provide to make India a developed nation (Vision
2020) is more than real. However, despite our strengths there is
widely felt acute need for substantial and continuous improvement
in this area, for our position of leadership to be actualised. Moreover,
this excellence needs to be validated and recognised through highly
credible mechanisms.
Dilemmas in Healthcare today: Healthcare delivery has been
always complex needing interplay and interdependence of a multitude
of factors and providers. However, in the last few decades especially,
this complexity has multiplied exponentially. On the one hand are the
technological advances requiring greater teamwork, entailing
increasing costs, generating specialization and competition. While
on the other hand, there are heightened expectations of all – providers
as well as users, demographic changes, finance and other resources.
Healthcare ‘industry’ has come to stay and is the largest industry in
the world, growing rapidly. These challenges appear daunting but
are also harbingers of vast opportunities. India’s vast potential is
well recognised today due to the largest pool of capable and expert
human resources. The National Health Policy 2002 has therefore
proclaimed the agenda of making India the Health destination of the
world. The economic contribution that this ‘industry’ can provide to
make India a developed nation (Vision 2020) is more than real.
Simultaneously, the ‘industry’ is also experiencing greater regulatory
pressures and accountability demands that are only natural in such
a vast and rapidly changing scenario.
Mechanisms to resolve these dilemmas: Historically selfregulation has been the best way. But all over the World it was
increasingly recognised and accepted that legislative acts and
regulations are a must for orderly functioning and legitimacy. However,
they are by their very nature minimalist and are perceived as ‘thrust
upon’; some thing that needs to be ‘managed’ to ‘get-by’. This is
evidenced by the fact that acts, regulations and licensing
mechanisms have not achieved their objectives fully. On the contrary
accreditation has been highly successful in all the countries where
it has been implemented and has grown rapidly. World has recognised,
and we experience it in our daily lives, that continuously improving
Quality is the cornerstone of success and growth.
What is Accreditation: Accreditation is the process of evaluating
and recognising excellence of healthcare delivery for whole
hospitals, integrated service delivery networks and other such
Why each country needs a separate system: Even though the
technical quality parameters may be similar, the world over, there
are differences in local laws, social structure, access mechanisms
and resource constraints. This makes it necessary for each country
to have a National system. However, regional / piecemeal systems
have not been successful. These National systems today integrate
and share knowledge through a world body called ISQUA.
The current initiative: In the light of the above, it was decided
through a series of progressive interactive meetings since August
2002, that an autonomous organisation of all stakeholders (primarily
providers, users, payers, educators and regulators) be formed with
Healthcare providers forming the core of this organisation for obvious
reasons. Major Healthcare provider professional associations were
convinced and have come together to form this body. In view of the
purpose of the body and varied nature of stakeholders it was thought
best to adopt the legal structure of a Section 25 Company. Section
25 Company is a special purpose not-for-profit organisation that
enjoys the advantages and benefits of a “Charitable” organisation.
In view of the logistic advantages, it was appreciated that the
‘Registered Office’ of the company be located in Delhi. While the
body shall aim to be economically self-sustaining in the long run,
initial development requires funding from various sources.
What has been achieved so far: Activities on all fronts are in full
swing and substantial progress has been made. The following
associations viz. ASI, ISA, API, AIOS, IPA, IHPA, AHA who have
signed the applications for registration and the name “Indian
Confederation for Healthcare Accreditation (ICHA)” has been
allotted by Registrar of Companies. Subscriptions have also
been received from AMASI and AHHA. Other associations e.g. IAMI,
TNAI, IOA, AOI, IRIA, FOGSI, IPS, IAPMR, POSI etc. are also in the
process of extending their consent. The Healthcare Accreditation
Secretariat (H.A.S.) and a Working Committee are fully operational
with a bank account and other necessary requirements. The body is
under registration. In the meantime 72 senior professionals (as on
23.04.04) have enrolled as individual affiliates and 2 as
organisational affiliates, and more are in the process. (See
methodology below).
What is required: Methodology – To ensure credibility and
ownership; it is essential that people who actually do the work, as
a team develop processes. These are then shared widely through
the website for suggestions and consensus. From these guidelines
are then evolved the benchmarks which are graded as threshold –
desirable – ideal. These shall get continually updated. Through
training, participating organisations develop specific protocols that
are implemented and self-assessed. Finally this excellence is
validated through peer review and recognised through Accreditation
award.
The professional associations through their nominees will provide
the necessary leadership, sanctity and continued credibility; the
huge amount of work involved has to be done by individual experts.
For this a database, of interested individuals, is being formed and
they are being enrolled as AFFILIATES of the body, for a nominal and
symbolic one-time fee of Rs. 500/- only. It is also recognised that
Quality work can be done only by volunteering but must be honourably
compensated and recognised. The Affiliates shall be kept updated
periodically of the developments and requested to volunteer to work
in the above areas.
To achieve the above it is necessary to create awareness and involve
as many people as possible. For this awareness campaign has begun
by addressing various fora viz. Association meetings, journal
publications, press and media coverage etc. However, a lot more
needs to be done and everybody’s contribution and support are
solicited to make it truly ‘our movement’, which is what it is!
You are requested to send your feedback, suggestions, clarifications
on any issues and request for details and enrolment application
forms to Dr. Akhil K. Sangal, CEO – Indian Confederation for
Healthcare Accreditation through e- mail ID [email protected], or
write at B – 7, South Moti Bagh, New Delhi – 110 021 or call Tel: 011
- 26884335, Mobile: 9811061853.
Conclusion: This is a clarion call to join and contribute to this
momentous but necessary movement that is our own and is of
National importance that shall have Global implications.
11
ARTICLES
systems as well as professional activities. It is a voluntary process
of development and education through consultation, participation
and professionalization and independent peer review. Accreditation
derives its strength from its credibility. In fact it is a participative
process of continuous improvement and recognition of excellence is
the outcome. Comprehensive accreditation addresses all dimensions
of healthcare delivery viz. APPROPRIATENESS, AVAILABILITY,
CONTINUITY, EFFECTIVENESS, RESPONSIVE & CARING, SAFETY
AND RISK MINIMISATION and TIMELINESS. Thus it is a mechanism
to meet the challenges while bestowing all round benefits. All
accreditation systems aim for the optimal, which is continually
updated and improved by constantly benchmarking with the possible
and attainable. And this is what makes it so successful.
EVENTS CONDUCTED
n
Presentation on CDC National Award winning
Project – “INDMAX” by Mr. N.K. Sharma, Head
(QA), L&T Chiyoda Ltd : March 29, 2004
Rehabilitation Project, (IDA funded) by
Intercontinental Consultants & Technocrats Pvt.
Ltd., Delhi : April 27, 2004
INDMAX was the first commercial proto type Fluid Catalytic Cracking
Unit (FCCU) put up by IOCL for confirmation of Laboratory results of
their R&D Division’s newly developed process aimed at maximization
of LPG yield. The plant utilizes heavy residues from CDU and DCU as
feed as produces 40-65 wt % of LPG and 17-25 wt % of propylene.
As such FCC Unit is considered to be one of the most flexible unit in
the refinery for producing middle distillates while processing a
number of different feeds. However operation wise, the unit is very
difficult both in terms of safety (handles hot hydrocarbons on one
side and pressurized air on the other side) and management of thermomechanical stresses developed due to continuous circulation of
catalyst bed. Thus generally designed by foreign consultants.
INDMAX project in this context, represents the first plant in the
country to be designed and engineered indigenously, which was
completed and commissioned successfully in a record time. L&TChiyoda Limited successfully completed the project on first time
right basis within allotted time and budgeted cost.
The Award Winning Project is for excellence in planning, design and
supervision of the “Awash Arba-Gewane Section (Contract 2) of
Modjo-Awash-Mille Road Rehabilitation” in Ethiopia. The project had
peculiar problems of over topping of bridge and roads, erosion of
bank, social and environmental problems and negotiating a swamp
area for construction of road. Solution to technical problems were
formulated by innovation, adopting cost effective methodology. The
Project was executed for the Federal Democratic Republic of Ethiopia
(FDRE). The Govt. of Ethiopia obtained a credit from International
Development Association (IDA) for financing part of the Project. The
Project encompassed mitigation of adverse affect of environment
by suitable treatment of borrow areas, quarries, flora and fauna. The
project also incorporated training and skill upgradation of the local
staff. Despite changes in scope of work, the overall cost of the
Project was more or less contained through innovative solution, and
efficient project management.
Shri N.K. Sharma is a Mechanical Engineer working with L&T-Chiyoda
Baroda since 1994, as Management Representative and Head of
Quality Assurance department. He worked as Project Manager for
INDMAX project which bagged this national award.
n
Seminar on Urban Waste Management :
April 16-17, 2004
CDC along with the North India Centre, Institution of Public Health
Engineers, India organized the subject Seminar in New Delhi. MCD
Commissioner Mr. Rakesh Mehta inaugurated the seminar and
addressed the participants. Prof. J.M. Dave Former Dean and
Professor of Environment Management (JNU) delivered the Keynote
Address. The seminar had technical sessions on Waste Water
Management, Solid Waste Management, Hazardous Waste
Management, Healthcare Waste Management, Financial, Institutional
and Management issues.
Mr. M. Rajamani, Joint Secretary, Ministry of Urban Development &
Poverty Alleviation, Government of India delivered the Valedictory
Address. About 80 delegates attended the seminar.
n
12
Presentation on CDC Award Winning Project Construction Supervision of Awash Arba-Gewane
Section (Contract 2) of Modjo-Awash-Mile
Shri R.C. Kehar is a graduate Civil Engineer and M.Tech in Structural
Engineering from IIT, Kharagpur. He has 28 years experience in leading
public sector undertakings including as CMD, Engineering Projects
India, Chairman cum Managing Director, NBCC, Founder Director,
NICMAR, Director General, CDC. Currently, he is working with
Intercontinental Consultants and Technocrats Pvt. Ltd. (ICT). He has
been involved with the planning, design and construction of major
industrial and infrastructural projects within India as well as abroad.
He is Chairman of the Dispute Resolution Board of National Highway
Authority of India (NHAI). He has authored 3 books and written a
large number of papers. He was a member of a high-powered group
set up by Govt. of India, for identifying the training needs and its
implementation for construction manpower.
n
Technology Day Celebration Seminar on “Energy
Efficient Motors” : May 11, 2004
Energy efficiency has been in practice ever since the first oil crisis
in 1973. However, today it has assumed a strategic importance in
the planning process for industrial, commercial as well as social
sectors.
The Govt. of India has taken some important steps to introduce
regulatory measures in the form of Energy Conservation Act 2001.
To encourage the use of Energy Efficient products, the Act has notified
the following industries in the schedule of Energy Intensive Industries.
Considering the above scenario, Energy Efficient Motors (EE Motors)
make immense practical sense. They are designed to minimize losses
both in the core and windings. With an EE motor there is less wastage
of heat, in turn requiring less energy to cool the motor so a smaller
fan can be used. This gives dual benefits of savings as well as the
incidental benefit of considerably quiet operation.
India celebrates May 11 as Technology Day to commemorate the
Pokhran and the Hansa Test Flight. To celebrate Technology Day,
Consultancy Development Centre with International Copper
Promotion Council – India (ICPCI) and Institution of Electrical
Engineers, Delhi International Branch is organising the above Seminar
on “Energy Efficient Motors” on May 11, 2004.
n
Awareness-cum-Implementation Programme on
ISO 9001:2000 QMS and ISO 14000 EMS for
Military Engineer Services and others :
May 11-13, 2004
CDC conducted the subject training programme on ISO 9001:2000
QMS and ISO 14000 EMS in New Delhi for the benefit of Chief
Engineers and other officials from Military Engineer Services (MES)
and others. Maj. Gen. M.C. Rawat AVSM (Retd) and Mr. Jagmohan
were the faculty for the above programme. The event was attended
by 11 professionals from various Zones of MES and CDC members.
n
Seminar on “Prospects & Opportunities in
Consultancy” : May 12, 2004
CDC along with Industrial & Technical Consultancy Organisation of
Tamil Nadu Limited (ITCOT) organized the subject seminar in Chennai.
The seminar focused upon Consulting Opportunities in Energy,
Environment and the Construction sectors.
Mr. G.V. Ramakrishna, Chairman Emeritus, Construction Industry
Development Council (CIDC) and former Chairman, Disinvestment
Board was the Chief Guest for the seminar. The seminar generated
lot of interest and enthusiasm among the consultants and other
professionals. About 170 professionals from various organisations
and the industry attend the seminar.
n
Talk on “Trenchless Consultancy requirements for
Urban Sanitation in India” : June 4, 2004
CDC organized the subject talk by Mr. Vernon L Downes, Executive
Director, Kaveri Infrastructure Pvt. Ltd. in collaboration with Indian
Society for Trenchless Technology (ISTT).
Development and Management of subsurface utility networks &
other structures is assuming an important role in the present day
construction industry. An estimated amount of Rs. 172,905 crores
is expected to be invested to develop and augment safe water supply
and sanitation services by the year 2021. Presently some of the
major projects like Kolkata Environment Improvement Project (KEIP),
Rajasthan Urban Infrastructure Development Project (RUIDP) and
Urban Water Supply & Environment Improvement Project in Madhya
Pradesh (UWSEIP) are under various stages of execution. With such
substantial investment, the need today is to develop our own
capabilities to design, construct and manage such projects to add
value and reduce the overall costs.
Needless to mention, such mammoth task can only be accomplished,
using various Trenchless Technology techniques, should the Project
Authorities and execution organizations plan to not to disrupt the
existing transportation system and add to social and physical costs.
Looking at the present State of awareness, regarding the application
of this State of Art technology, among various stakeholders, it is
imperative that a lot should be done.
n
4-Day workshop on “Tender Management System
Including Quantity Estimation and Costing”
organised for officials of Military Engineering
Services (MES) June 8 – 11, 2004
The Centre was organised 4-day workshop on “Tender Management
System including Quantity Estimation and Costing” during 8 – 11
June, 2004 for officials of Military Engineering Services (MES) in
CDC. The workshop was attended by 13 participants.
n
Talk on Changing Business Scenario &
Organisational Effectiveness June 29, 2004
CDC in collaboration with National Institute of Personnel Management
(NIPM) organized the above talk on 29th June, 2004 in New Delhi.
The talk was delivered by Mr. Rahul Bhimjiyani, Senior Management
Consultant and Mr. Ashok Arya, Chairman, OD Consultants Pvt. Ltd.
13
EVENTS CONDUCTED
They include Aluminum, Fertilizers, Iron, Steel, Cement, Pulp and
Paper, Chlor Alkali, Sugar, Petrochemicals, Gas Crackers and Naphtha
crackers. Additionally, thermal power stations, electricity
transmission and distribution companies, railway parts, etc. and
commercial buildings or establishments have also been specified as
designated consumers where the need for energy efficiency is
essential.
FORTHCOMING EVENTS
ADB Seminar on “Development of Domestic Consulting Services” July 12-13, 2004 (Delhi) and July 15-16, 2004 (Mumbai)
In the present competitive environment, selection of consultants for
major financial institutions, Government departments, industry
any specific assignment shall undoubtedly be based on capability
associations, public/ private companies as well.
and credibility. International institutions who engage consultants
seating capacity, the participation will be on first come first served
for prestigious projects have their own norms for project proposals.
basis.
Due to limited
The Asian Development Bank (ADB) conducts regular programmes
to acquaint consultants with the procedures adopted by them for
DELEGATE FEE
selection of consultants with the prime objective of rendering
participation in bidding for various project assignments funded by
A nominal fee of Rs.4,000 would be charged as delegate fee from
the Bank more transparent and effective.
the participants. However, a discount of Rs.500 would be permissible
for CDC / Exim Bank members and multiple nominations from same
With the above objective, Consultancy Development Centre (CDC)
organisation. Participants from Delhi can make payment by local
and Asian Development Bank (ADB) in association with Export-Import
cheque in favour of “Consultancy Development Centre” payable at
Bank of India are organising two day Seminar on “Development of
New Delhi and those from outside Delhi can make payment by
Domestic Consulting Services” on July 12-13, 2004 in Delhi. The
crossed demand draft in favour of “Consultancy Development Centre”
Bank shall distribute valuable documents during the Seminar. It is
payable at New Delhi.
worthwhile to mention that a separate session is devoted for one to
one interactions with the ADB team.
CONTACT
FOR WHOM
For updated information on the event and online registration, please
visit events section of CDC Website www.cdc.org.in. Online
The programme is mainly meant for consultants who are the
registrations must be followed by payment of fee at the earliest.
beneficiaries. However, it is expected to have participation from
Dy Director (TSU)
Consultancy Development Centre
Core-IV (B), 2nd Floor,
India Habitat Centre, Lodhi Road
New Delhi – 110 003
Tel:91-11-24603424(D), 24602601,
24601533, 24602915
Telefax : 91-11-2460-2602
Email : [email protected] or
[email protected]
Visit us at : www.cdc.org.in
14
Mr. S. Prahalathan / Ms. Geeta Pruthi,
Export-Import Bank of India,
Floor 21, Centre I Building,
World Trade Centre Complex, Cuffe Parade,
Mumbai - 400 005.
Tel: 022 2216 0364 (D)
022 22185272 Ext. 2301 or 2331.
Fax: 022 22180743
E-mail: [email protected] or
[email protected]
Visit us at: www.eximbankindia.com
CDC is forwarding major tenders on consultancy assignments through
daily email alerts to its members. CDC has been providing this service
to its members and other consultants since April 2003. However,
from April 1, 2004, we have restricted this service to only our
members in order to make it focused and value-added service. In
addition, CDC members may also view the details of these tenders
through our website by using individual user-Id and password, being
issued by us for that purpose. All members of CDC are therefore
requested to kindly forward their latest email address (only one) to
[email protected], in order to enable us send the business
opportunities regularly.
NEW ARRIVALS IN THE LIBRARY
Following books have been added in the library recently
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
Urban Road Traffic and Air Pollution in major Cities: Expert
Committee Report.
Central Road Research Institute, New Delhi.
Bio-safety Issues related to Genetically Modified Organisms
(GMOs).
Biotech Consortium India Ltd., New Delhi.
Knowledge Management.
By E.M.Awad and H.M.Ghaziri
Strategic Management : Concepts and Cases.
By Thompson and Strickland.
Law Relating to Intellectual Property.
By Dr. Ranbir Singh
Report of Jatropha (Fuel of the future).
Industrial and Technical Consultancy Organisation of
Tamilnadu Ltd.
Construction Products in India: the issues,the potential and
the way ahead.
Confederation of Construction Products and Services.
Business @ of speed of though.
By Bill Gates
Total Quality Management: Principles, Practice and Cases.
By D.D.Sharma
Knowledge Management: Enabling Business Growth.
By Ganesh Natrajan and Sandhya Shekhar
World Resources : World Resource Institute.
Exim policy, Ministry of Commerce, Govt. of India.
Income Tax Guidelines and Mini Ready Reckoner.
Directory of Central Government Ministers and Secretaries.
Directory of Diplomatic Missions in India and Abroad.
Following consultants/ organisations
have been admitted as CDC members
from April, 2004 :
M Ammiraju
President
Divya Consultants
Divya Associates,6-3-649/5/4/a, Behind Medinova
Diagnostics, Somajiguda
Hyderabad, Andhra Pradesh
A. Subbarao
10-355/3, Satya Raghabendra Colony, Malkajgiri
Hyderabad Andhra Pradesh
Anil Mandot
General Manager (Accounts & Taxation)
Mangalam Cement Limited
Morak, Dist. Kota
Adityanagar Rajasthan
D. Balakrishnan
Centre for Industrial Consultancy & Sponsored Research
Indian Institute of Technology, Madras
Chennai Tamil Nadu
Dilip Kumar Shah
311, Panorama, Nr. Navjivan Press, Ashram Road
Ahmedabad Gujarat
J. P. Srivastava
JPS Associates Private Limited
R-16, Hauz Khas Enclave, New Delhi
K. H. Dharudu
Projects & Development India Limited
PDIL Bhawan, A-14, Sector-1, Distt. Gautam Budh Nagar
Noida Uttar Pradesh
Manish Chand
Assistant Consultant
Tata Consultancy Services
5th floor (5B04), Akruti Business Port Road No. 13,
MIDC Andheri (E) Mumbai MS
Nagabhushana Rao Bhandaru
19-168/44, Road No. 17, Dinakar Nagar,
West Venkatapuram, Secunderabad
Andhra Pradesh
Prabhakar Shejwalkar
Sinhgad Technical Education Society
S.No. 44/1, Vadgaon (BK), OFF. Sinhgad Road
Pune Maharashtra
15
CDC NEWS
CBO – Daily Email Alerts
MEMBERS’ NEWS
Pradeep Chaturvedi
C-4, Gulmohar Park
New Delhi
Prakash Gaur
Group Senior Engineer
Wilbur Smith Associates Praivate Limited
C-21, Lovely Appartment, Near Samachar Appartment,
Mayur Vihar, Phase-I, New Delhi
Prathap Katta Reddy
Director
Institute of Rural Management Anand
P.B. No. 60, Anand Gujarat
B. B. Dixit
Director
Radha Govind Engineering College
Director, Radha Govind Engineering College,
Anuyogipuram, Garh Road
Meerut Uttar Pradesh
C. K. Mendiratta
Senior Vice President
Orient Fans
D-892, Ground Floor, New Friends Colony, New Delhi
Rajni Kant Sharma
D1A-75, Janak Puri, New Delhi
Gurcharan Singh Khurana
Senior Executive President
Hindalco Industries Limited
A-1, Renupower Colony, P.O. Renusagar,
Dist. Sonbhadra, Renusagar Uttar Pradesh
Satyabadi Misra
Faculty, Management and Coordinator,
Collaborative Management Programmes
Birla Institute of Technology & Science
122, Meera Marg, Vidya Vihar, BITS, Pilani Rajasthan
L. M. Srivastava
Principal
United College of Engineering & Research
A-31, UPSIDC Industrial Area, Naini
Allahabad Uttar Pradesh
Sreepathi Rao Mutte
Managing Director
PMC Power Pvt. Ltd.
Saincher Palace, 10-3-152/B 203, East Marredpally
Secunderabad Andhra Pradesh
M. B. Gururaj
Don Bosco Institute of Technology
Kumbalagodu, Mysore Road, Bangalore Karnataka
Sumit Chaudhuri
A-30, Prayag Apartments, B-1,
Vasundhara Enclave, Delhi
Sushil Chauhan
Dean IRD
National Insitute of Technology, Hamirpur
NIT, Hamirpur Himachal Pradesh
T. K. Mukherjee
Director
Graphic Era Inst. of Technology
Director (Academic), Bhattacharya House,
Kedarnath Road, Wellesly Ganj
Mirzapur Uttar Pradesh
Ashok Verghese
Hindustan College of Engineering
40, G.S.T. Road, St. Thomas Mount,
Chennai Tamil Nadu
Atul Bindra
31/36, Basement, Old Rajinder Nagar,
New Delhi
16
M. Narayana Rao
J.J. College of Engineering & Technology
J.J.C.E.T, Ammapattai, Trichirapalli Tamil Nadu
M. Sankaran
Director
Bharathidasan Institute of Management
Post Box No. 12, BHEL Campus MHD Complex
Tiruchirappalli Tamil Nadu
Manoj Chaturvedi
AIM Consultants Pvt. Ltd.
1521, 1st Floor, Bhisham Pitamah Marg Kotla Mubarakpur,
Opp. Defence Colony, New Delhi
N. Ramachandran
Consultant - Quality
Sundaram Infotech Solutions (Division of Sundaram Finance Limited)
C1, Rangalakshmi Apartments, 78, Fourth Trust Cross Street,
Mandavelipakkam, Chennai Tamil Nadu
Nisar Ahmad
Sr. Manager Human Resources
Bharat Petroleum Corporation Limited
C/o Nharat Petroleum A-5&6, Sector-1
Noida Uttar Pradesh
Pramod Chandra Pattanayak
Interlink Business Consortium, Vill Jharbeda,
Via Rajgangpur
Rajgangpur Orissa
Pramod Ramteke
Director Research
Allahabad Agricultural Institute - Deemed University
Allahabad Uttar Pradesh
Prince P. Varughese
Poovakattu House, House No. Viii/ 349 C,
Near P&T Quarters, Erumathala, P.O. colonypedy, Aluva,
Ernakulam, Cochin Kerala
R. K. Celly
The National Small Industries Corporation Limited
NSIC Bhavan, Okhla Indl. Estate,
New Delhi
R. Ramakrishnan
Project Adviser
M/s. Atlanta Infrastructure Ltd.
Sundar Swaroop, Sector-1, Nerul,
New Bombay Maharashtra
Rajinder Kumar Mehta
6th Floor, Siva Residency, Plot No. 8,
Near Sai Baba Temple, Punjagutta,
Hyderabad Andhra Pradesh
Rajiv Arora
Executive Director
Mecpro Heavy Engineering Limited
610, Somdutt Chamber-II, Bhikaiji Cama Place,
New Delhi
Ravindra Nath Suryavanshee
Director
FOMS, CMM
Director, FOMS, CMM, ridge Road,
Post Bag No. 3
Jabalpur Madhya Pradesh
S. Shrihari
National Institute of Technology Karnataka
Mangalore Karnataka
Sanjay Sharma
Priyabrick Technology Consultancy Services
J1/160, Rajouri Garden, New Delhi
MEMBERS’ NEWS
Picheswar Gadde
Secretary
Lingaya’s Institute of Management and Technology, Faridabad
C-181, Sarvodaya Enclave,
New Delhi
Shalini Talwar
Assistant Principal
India International Institute of Management
Sector 12, Mahaveer Marg, mansarover
Jaipur Rajasthan
Sridar Natarajan
Director
Sri Krishna College of Engineering and Technology
Director, School of Management, Sri Krishna College
of Engg. & Technology
Coimbatore Tamil Nadu
Sundararajan Srinivasier Pattamadai
Consultant
Sundaram Infotech Sollutions (A division of Sundaram Finance
Limited, Chennai)
3C, Sudarsana Manor, 10, Hanumantha Road, Balaji Nagar,
Royapettah
Chennai Tamil Nadu
T. G. Nandakumar
Materials Manager
TERI
71A, Dhawlagiri Apartments, Pocket U3, Sector 11
Noida Uttar Pradesh
Tapas Chakravarty
Afro-Asian Development Consortium
S-170, Greater Kailash-2
New Delhi
V. P. Huggi
Asst. Professor
B.L.D.E.A’s V.P.Dr.P.G. Halakatti College of Engg. & Tech.
Civil Engineering Dept.
Bijapur Karnataka
Vijay Saluja
Superintending Engineer
(Training & Community Relations & Coordinator)
New Delhi Municipal Council
3, Palika Sadan, Harish Chandra Mathur Lane
New Delhi
Vinati Moghe
Praj Industries Limited
Praj House, Bavdhan
Pune Maharashtra
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MEMBERS’ NEWS
Commissioning/ Synchronisation of all six
units (250 MW each) of the 1500 MW,
Naphta Jhakri Hydro-Electric Power
Project (HP) – “India’s largest
underground Power Project”.
the project also commenced w.e.f. 31st March, 2004 after the 72
hour successful trial run while the third unit was put on commercial
run w.e.f. 30th March, 2004 taking the total commercial generation
load to 1000 MW from the first four units. The last 250 MW unit of
the project was synchronized with the grid on 31st March, 2004 at
15.55 hrs.
Satluj Jal Vidyut Nigam Limited has commissioner/ synchronized all
the six 250 MW units of the prestigious and country’s largest Nathpa
Jhakri Hydro-electric Power Project on 31st March, 2004, four months
ahead of the targeted schedule. With this, 1500 MW capacity addition
has been made in the Northern grid within a period of six months
from the first unit commissioner in October, last year. As per the
Ministry of Power and the Central Electricity Authority, the
commissioning of six such large units in a short span of six months
is a national record and will be treated as a benchmark for the future
hydel projects of the country.
During the period about 1250 million units of electricity has been
generated from the project netting a revenue earning of about Rs.
250 crore. With all the six units coming into operation and with the
increase of flow in river Satlij, the generation will increase in the
days to come. The Corporation aims at generating about 6000 million
units of energy during the year 2004-05 making it the largest hydel
project in the country.
The significant achievement of the project’s commissioning has been
achieved in the face of a number of geological surprises and flash
floods encountered in its execution.
Meanwhile, commercial generation from the fourth 250 MW unit of
Readers are requested to contribute generously for the
forthcoming issues of this Newsletter by forwarding valuable
articles of interest to consultancy profession. Please also give
your valuable comments and suggestions to make this
newsletter a Success.
- Editor
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