Krishna industry

Background: Krishna industry is a lead extractor plant which recycles

lead from damaged batteries. It was started in April, 2017. It works in 3
R’s model i.e. Reduce, reuse, and recycle. The owner name is
Puroshottam Bidada. He started with the seed capital of 1.5 crores which was
his own investment. It is registered under Companies Act. The industry was
started by an owner who already had dal mills and wanted to expand. Earlier
they used to collect damaged batteries and sell it to other similar lead recycler
plant. Gradually they started collecting enough to start their own industry.
This is how the industry was setup. Currently, 12 Employees are working in
this industry. Each employee on average earn 15,000 and operators around
20,000.

Backward and forward linkages: The raw materials i.e.

damaged batteries are collected from Indore, Solapur, nearby local market.
Every month on average they collect 50 ton. The per kg cost of the scrap
battery is 85-90 rupees. The battery undergoes processing to get the cubes of
recycled lead.

Processing
The processing of battery consists of various stages which are shown below in
the diagram. The process begins with battery cutter. In battery cutter, the
battery is cut and lead plates and plastic part are separated. The plastic part is
send to plastic grinder which is crushed and sold. After that the lead plates are
put in rotatory furnace along with coal, soda, charcoal, iron. Rotary furnace
melts the lead plates and they are taken in plates where they again take the
shape of cube. Gas chamber is connected to rotary furnace which pulls all the
gas generated. In the refinery pot, the lead is refined. Cyclone chamber and
bag house help to turn the gas into white material which is again put in the
rotary furnace to get lead.

Cost benefit analysis

  Overall total cost-96,354 rupees
 They sell lead at 130rs/kg
 earnings- 140*800=1,12,000rs
 Out of 1 ton, they 100 kg plastic
 earnings: 100*40rs=4000rs
 Total income=1,16,000rs
 profit: 1,16,000-96,354=19646rs
 On average, they manufacture 50 ton per month.
 Per month earnings-50*19646=9,82,300

Marketing
The recycled lead is very much in demand. They can sell how much they make.
They sell directly to battery manufacturing industries. They constantly contact
new battery repairing shops for increasing procurement. Marketing is not a big
challenge.

Challenges
The industry was not able to use full manufacturing capacity. They were no
different labourers for different processing. So, it was time consuming which
decreased production. There was lot of harmful gas inside the plant.

So my idea was to invest more capital and make automatic line to increase
production and to decrease health problems.

My learning
First of all, I had never had thought and heard that battery could be recycled in so
productive way. Although I had read about extraction plant, I saw in reality and
learned how plant functions. Before starting any enterprise, you need to research
almost everything related to that. The owner visited various industries recycling
batteries. They keep on looking new ways for procuring raw materials.

Samrat firework
Background
Samrat firework was started 60 years ago. It is a family business and passed on
by their ancestor. Initially they used to sell their own handmade crackers. But
nowadays they also buy from big industries and sale. Sale is more in festive
season, wedding season. He also gets huge orders to make crackers for big
festival like Dussehra. Recently, they lost one of their family members after fire
broke in their crackers factory. After that, they decreased their production.
They also make flower pots (anar) from mud but they are heavy.
 Backward and Forward linkage
He brings raw materials from Solapur. Raw materials include box which is used
for putting the explosives, stickers put on bomb, rope (suthi), explosives (sora,
gandhak, powder). Batti(thread), colour. The price of the various are given
below

Items particulars
1.box 40 rupees per 1000 box(medium size)
2.sticker 50 rupees per 1000 piece
3.suthi 100 rupees per kilo
4.explosive material(sora) 140 rupees per kilo
5.explosive material(gandhak) 100 rupees per kilo
6.explosive material(powder) 600 rupees per kilo
7.batti 300 rupees per bundle
8.colour 50 rupees per kg

Processing
First of all, they put the explosive material (which consist of which they call sora,
gandhak, powder) into small box made of little hard paper. The mixture of 3 is
known as barod in the local language. After they wind the suthi(rope) around
the box. Then they colour the product by dipping them in semi-liquid colour .
then they insert the thread and put stickers.

Observation
 The cost of various raw materials is high because they brought very less
quantity from retail market. If they scale up, then the costing will be
down. The cost price of making a packet of bombs which has 10 pieces is
24 rupees. They get for 20 rupees from big companies so they have
almost stop making small bombs except when they get special order like
festive ones, wedding. But when I calculated the cost, I found out that it
was more because it was in less quantity.
  Labor wages was high but was not still available.
 You need to get a lot of permission to start your own production house.

Marketing
He did not have any marketing problems. He sold in his own retail shop. People
used to order for products from Latur. But he had to get the raw materials from
Solapur which was challenging work for him. Since, He couldn’t use public
transport to transport little raw materials from Solapur. So, he had to use private
carrier which increased the cost price.

My learning
I learnt exactly how small bombs (crackers) are made. If the Mindset is not
changed, they cannot succeed. Here, owner said he was earning something that
was enough to feed his family when I said thay should use SHGs for scaling up the
business.

Marathwada khadi grameen udyog samitee, Ausa

Introduction
It is trust which is run by president, vice president, general secretary and
members. It falls under the ministry of khadi village industries commission
(KVIC). In marathwada region, there were three production center and 25 sale
counter. There are 8 full time employees who performed the jobs of repairing,
supervising, marketing, order of raw materials. They empower the women by
providing them employment. Women use machine in this production centre to
make and help in making cotton clothes.

Forward and backward linkage

The raw materials use in khadi centre is what the local people call rowing.
Rowing is raw cotton. They make thread of different size which they call gundi
and kumb. They buy rowing at the rate of 186 rupees per kilo. They require 25
kilo to make 120 metre clothes. It is not as simple as just writing here. It
involves three phase.

First the women prepare thread from rowing (white colour bi-cone) by turning
the wheel by their hand. Then again thread is arranged on after another in 2
metres length. Women prepare the final cloth by hand. Before they used
handlooms made of wood but now it had replaced by iron made looms.
Observation
 Women were not well paid. Women who spoke to me complained about
not being paid well. On average they were paid 80 rupees per day for 8
hours of work. Actually they were on the amount of thread or cloth they
made.
 Many machines were not working for simple machinery parts have worn
out. No measures have been taken to repair any such parts. So, less
employment was able than actual.
 There was not much demand for the product as per the price of the product.

My learning
Khadi grameen udyog ausa was running on the sympathy of the govt. subsidy
was provided on the raw materials.
 Exposure visit to Bangalore
For proper knowledge and understanding of the enterprise working for the society,
our course consists of organization visit. This, our batch 2017-19 along with
faculty visit Bangalore to get exposure on various organizations working for the
betterment of the people. Our urban visit began with university of agricultural
sciences. The other enterprises and NGO are Villgro innovation foundation, U&I
, samarthanam trust for the disabled, Reap benefit, NSR CEL and Mentor
together. The various enterprise are discussed below

University of agricultural sciences, extension directorate

The Directorate of Extension of the University of
Agricultural Sciences, Bangalore has a statutory role to play with regard to
extension. Extension service is a vehicle, which carries scientific agricultural
technology interventions developed at the Research Stations to the farm, for the
overall benefit of the farming community. This noble activity facilitates in
bridging the identified technological gaps existing with the farmers. The ultimate
goal of this important function of the University is to enhance the sustainable net
income of the farmer, by taking all the enterprises on the farm into consideration,
integrating them and treating the whole farm as one unit.

This major function of extension is accomplished through dissemination of farm

information, training of farmers and extension functionaries, educating the farmers
through field activities such as demonstrations, field visits, field days, farm
advisory service etc. To carry out these activities, eleven Krishi Vignan Kendras,
four Extension Education Units and three Extension Units working under the
jurisdiction of the University of Agricultural Sciences, Bangalore.

The farming community can avail the services of the units of the Directorate of
Extension to get the solutions to their farming problems and to increase their
economic status.
 We visited staff training unit & bakery training institute which are functional
units of extension service.

My learning
 First of all, I learnt that how they are disseminating what is developed in the
university for the farmers.
 In bakery training, I learnt how bakery can use as an entrepreneurship.
 I realized the legal framework of entrepreneurship is very important.

Villgro innovation foundation

Villgro was founded in 2001 by PAUL BASIL with the mission of incubating
early‐stage, innovative businesses and has since worked in discovering thousands
of innovations and innovators, and incubated over 100 businesses. We envisioned
an organization that moves away from the traditional form of charity to a more
sustainable approach where the poor and marginalized are stakeholders in their
own growth. Villgro does this by tirelessly growing an ecosystem that supports
social entrepreneurs and helping those building impactful, scalable businesses with
the potential to change the way communities live and function.

OUR MISSION
WE DREAM of an equitable world where the poor and marginalised can lead lives
that are empowered and just.

WE BELIEVE that this scale of change can be achieved through social enterprises,
that is, businesses that place impact at the centre of their mission.

WE INSPIRE, mentor, fund and support early stage, innovation‐based for‐profit

enterprises that have an impact on the lives of the poor in India.

My learning
  Idea has literally has no value if it not is executed and while before
execution there is lot of groundwork to be done.
 Villgro again made me realize that charity can be done only. But, a social
enterprise can bring more changes.

U&I
U&I is a volunteer-driven charitable organization based in Bangalore, India. The
vision for U&I was inspired by a few friends, including our Co-founders, visiting
the State Home for Mentally Challenged Boys on a regular basis. They realized
the huge difference that ordinary people coming together can make. Over time, a
handful of friends grew into a 50+ strong volunteer group.At the same time , our
Co-Founder Satish ran a successful HR business from his own office. He
decided to use the office space to conduct computer classes in the evening for
children from a nearby slum. It was here that U&I was birthed. With the
heartwarming response from volunteers and the impact on students, Satish and Ajit
decided that the idea was worth pursuing. Today, U&I reaches 850 children in 20
Learning Centers across 10 cities in India. We continue the work that was started
in the Home for special needs boys. We continue to tutor children through the
week. We continue to believe in every child that we reach and that, together, we
can make a difference.

U & I also has care unit where they take care of abandoned aged and
children in foster home.

My learning
 If you work for welfare of the society, people will always help you
financially and physically after you start having.
 It’s important that we start with whatever idea we have to change the world
and not wait for the world to help you in the very begin.

Samarthanam trust for the disabled

Samarthanam Trust for the Disabled is a not for profit engaged in empowering
persons with disabilities and distress in socio-economic-cultural fronts through its
various initiatives on Education, Livelihood, Environment, Health & Nutrition,
Sports, Culture and Rehabilitation. Whatever I write may be not be enough to
describe their works. So, more knowledge and details can be obtained from the
website.

My learning
 Disabled are stronger than normal people. Their mindset is not that very
difficult to change.
 They are able to great things if given support.
 They do their work sincerely

Reap benefit
Reap Benefit works with the motto of “Making Green a habit”. Engaging
individuals across Schools, Colleges and Organisations , we strive to bring tangible
changes in the areas of Energy, Waste, Water and Bio Diversity .We strongly
focus on low cost innovation and systemic changes as a driver for personal
transformation. We believe that if right “green” habits, are inculcated in it will
have a ripple effect in all forms of life. This not only would provide practical
support/framework but also drive quantifiable environmental, social and financial
benefits.As a social enterprise working to co-innovate and co-implement
solutions for issues/optimization-opportunities on campuses in the areas of waste
management, water and energy usage, and dwindling biodiversity with the
participants.

My learning
 Small innovations can be used effectively for solving problems.

 Learn to say no. When I say that I mean for the sake of capital you not
compromise with ethics
  It’s okay to have less management team when you are starting the venture.
Manager is non-revenue generating post

 Funding depends on what sector you are working on

 You should clear about what you are going to do and what not when you
should do when you start your venture. It’s not good to focus
everywhere. You cannot solve everything

NSRCEL, IIM-B
We nurture early stage ventures through their journey from start to scale.
Entrepreneurs, mentors, researchers and academicians come together at NSRCEL
to create an inspiring environment for new ideas and action. Deep interaction
between the theory and practise of entrepreneurship brings the best out of both,
creating unique synergies. NSRCEL has been an active catalyst in the growth of
Indian startup eco-system since 2002. We are an open incubator that welcomes
every entrepreneur with an idea.

My learning
 I learnt about 3 I’s of startup which are important for starting your venture.
They are idea, innovate and implementation.
 Startups should be based on minimum viable product.
 Market size of idea and the weakness should be calculated before starting
venture.

Mentor together
Mentor Together facilitates mentoring relationships, using a combination of online
and in-person mentoring, that help youth at the fringes of development make
positive life choices, build skills and expand their access to resources and
opportunities. Our youth mentees (age group 14-21 years) are destitute and
orphaned girls in Homes and shelters, or come from low-income families (income
$105-$175 per month) . These youth lack responsible, caring adults in their
lives. Our volunteer mentors come from varied professional backgrounds. They
undergo extensive screening and training. They are matched to mentees based on
shared interests and goals. As a pair, mentors and mentees meet 2-3 times a
month and also correspond using our online mentoring platform, for atleast 1 year.
They build their relationship using online and in-person meeting curriculum on
language skills, life skills and career planning. We monitor the relationships
using tools developed on our technology platform.

My learning
 Before starting your venture, research on the issue on the will lead more
concrete results. It is very necessary.
 You can use different models to build your venture but you should innovate
as per need of circumstances.
 I also learnt some philosophical thing like theory of possible self that they
used in designing programs.
 We should always try not to be judgmental and prescriptive while advising
others instead let him by telling all the pros and cons.