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    Case Studies AHRM

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    Prasad AVGV

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    © All Rights Reserved
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    of 22
    BEEZ indian institute of Management Anmedabad Human Engineering at Microsign' Mr Nisheeth Mebta, the founder and CEO of Microsign Products, was gearing up to inaugurate the new, and larger, factory building located on the outskirts of Bhavnagar, Gujarat. And even then, there were a few questions that kept him awake. Microsign was operating from Mehta’s ancestral home, which was retrofitted to serve as a factory, research laboratory and office. “Af one point, ten families belonging to ovr large joint family lied here.” Mehta describes himself as an individual who accepts all human beings with their differences, and moulds them to explore their inherent potential. The compaay he founded, Microsign Products, has been in the news for long, for the different work culture it has introduced? Recollecting the experience of transforming an ordinary manufacturing company into a human resource experiment house, he said, “T started with a social service experiment in mind, but today all differently abled emplyees working in ney company have attained a status equal to that of other able-bodied employees. The credit goes to their dedication and persenerance. The support and trust shown by the able-bodied empleyees in Microsign has ‘given me the strength to Lake this experiment forward”, ‘The inspiration for employing ‘Persons with Disability’ (PWDs) came to him out of the long process of soul searching after attending a Gyan Yagr@held by Swatni Brahmatmanandji of Bhavnagar, in (1985_Aftes attending the Gyan Yagna, he continuously attended similar meetings over the next two ‘to three years. The meetings and discourses, according to him, “Wet a wheel rolling” in bis conscience, which he describes, “I wanted to repay the society what I had received from it. I don't want to live like a backpacker in this world”. f b Mehta had closely witnessed the plight of PWDs, as he had @ niece who was heating impaired, Regardless of her attaining the best possible education and training, (he)could not easly find suitable employment. But, when she was eventually employed at M. M. Dalal and Company as Administration Assistant, she worked more accurately and diligently as compared to her able-bodied colleagues. This gave him an idea of employing PWDs in his manufacturing unit as well. 1 Written by Professor Biju Varkkey, Indian Institute of Management Ahmedabad. Research assistance was provided by Research Associates Ms. Dhwani Tripathi and Ms. Archana Asok Nar Support from Microsign Products is acknowledged. Teaching material of the indian Institute of Management Ahmedabad is prepared as a basis for classroom discussion. Cases are not designed to present illustrations of either corrector incorrect handling of administrative problems. This case is written based onthe information avaiable in public domain, Copyright © 2014 by the Inian Insitute of Management Ahmedabad. * Avinash Nais (2008, October 11) Tata vendor has 60% disabled workforce. The Economic Times. In Sanskrit, Gyan Yagna means “knowledge sacrifice”, or the symbolic burning of one’s ignorance in the fire of spiritual knowledge. http://www.chinmaya.or.sg/program_syena.htm, Such Gyan Yagno is held tolead a person on the path of self realization. Page 1075 & fears ZEEE indian institute of Management Ahmedabad Mt. Nisheeth Mehta: A Brie Profile Mr. Nisheeth Mehta hails from a Jain Baniya'Guiarati family, widely known for their business- oriented mind-frame. In 1970, he obtained the "Diploma in Civil Engineering’ from BPTI’, a government of Gujarat recognized technical training institute in Bhavnagar’. Subsequently, he joined his family business, Excelsior Trading, in 1971 and started his career as a partner.’ ‘The main focus of Excelsior was in trading and marketing of cleetricalpanel board accessories while manufacturing was only a small par {admits that he joined the family business to sharpen his marketing and trading skills, ——-~. Asa student, he had developed an affinity towards plastics, which eventually became his first passion. He said, “During my diploma course itelf I decided that I manted to build my career in something related ‘0 manufacturing of plastic components’. He also aspixed to be able to contribute to nation building in whichever way possible. Besides, it was also his desire to have an independent setup rather than working for someone else. He established Microsign Products to manufacture plastic mouldings, wires and cable accessories. “T was cear in my mind as to what kind of product I wanted fo manufacture. Some light weight products, which were of ingport subsitsion variety.” During the same time, the goverment of India shifted focus from foreign import-led economic growth to import substitution industrialization’. The policy shift gave an added push to Microsign in establishing itself among industties seeking local manufacturers, The Microsign Journey Microsign Products started functioning from February 19, 1978. Recalling the day, Mehta said, “It seas a leap towards fuliling my dream of having a nationally recognized plastic moulding amd manufacturing unit.” Initially, it only manufactured plastic fasteners, clips -and clamps used in the electronic industry alone. Subsequently, the scope was expanded, and the company started manufacturing components used in telecommunication and automobile industries, among others, as well. “AU products were of ‘import substitution variey, thus saving precious foreign exchange for the country," he said. “the Baniya (otherwise known as Baniya, Vani and Vania) isa merchant community in western/northern India, Reference: http://dictionary.reference.com/browse/baniya 5 BPTI: Bhavsinghji Polytechnic institute, Bhavnagar. * Bhavnagar is the fifth largest city of Gujrat State. It is situated along the coastine of Gulf of Knambhet. It was founded by Maharaja Bhavsinghji near Vadava village in 1743. During the pre-independence era, it was the main ang the largest state in the region, erstwhile known as Gohilwad. Reference: http://bhavnagar gujarat gov.n/about-bhavnagar "itis a common practice to induct family members as partners, * Import substitution industrialization isa trade and economic policy that advocates replacing foreign imports with domestic production. Its based on the premise that a country should attempt to reduce its foreign dependency through the local production of industrial products. Page 2 of 21, HEB indian institute of Management Anmedabad ‘Today, the company also manufactures specialized products for the Indian defence industry. The defence components have received approvals under the Joint Service Specifications’ (JSS). Mictosign, also manufactures or the Indian Space Research Organization (ISRO), and its products have been used in vatious space missions. Mehta said, “The facility produces the least maste, bas extremely low rijections by clents, and overall higher productivity.” In the first ten years (1978-1987) the firm was on a high growth path. By 1987, Microsign had some of the big Indian business houses, industry leaders and automotive giants as cients. Mehta recalled, ‘My slogan was t0 maintain quality standards and delver on tice, which would sustain the company in all market conditions”. (See Exhibit 1 for a list of clients). All clients of Microsign are known for theit high- ‘quality procurement practices, and the company holds on to most clients till date. When asked about his success secret, Mehta had this to say, “Microsgn Products is no! a mere ‘manufacturing unit, bt it is also a research and development unit. It experiments with products to attain high-quality resulis, Clients often approach Microsgn with the trust shat, the challenge of making a comple and difficult product will be accepted and fulfilled as per the standards st by them.” Mehta added, “The other important aspect of success was the loyal employees. Since inception, th company bas been run as a family.owned business with me and clase relatives involved, but diferent from otber traditional faaily companies. Here all employees are treated as family members, and the founder is the bead of the family. This is not just words but executed in ation at Microsign.” ‘According to Mehta the four pillars that distinguish Microsign are: (i) Disable-friendly workplace (il) Barrier-free (ill) Eco-friendly (iv) Innovation and integrity.” PWDs in Microsign Within one year, Microsign had hired eight regular employees. ‘The employee strength increased to 14 in 1985. It was only after that that the practice of employing PWDs started, and the numbers have grown overtime. See Exhibit 2 for a list of the number of employees and cozzesponding sales turnover) While initial hicing of PWDs came as the outcome of a soul searching process, early success motivated Mehta to experiment with employing more PWDs. According to him, “T recived complete support when I sounded the idea tothe existing team. I attribute the agreement to the trast and confidence I had built “Joint Service Specifications are prepared by the Armament Standardization Sub Committee on the authority of the Standardization Committee, Ministry of Defence. Source: JS5-6810: 1997. Revision No 2. Page 3 of 21 EEEE indian institute of Management Ahmedabad After the initial success with PWDs, an ‘Integration Program for PWDs’ was introduced between 1987 and 1997. The program facilitated hiring more PWDs and helped to create a unique and integrated workforce. The snomentum continued after that, and Mehta said, “Tas succesful in rasing ‘the total numberof PWDs t0 50% of the total workforce by the beginning of 2015”. Employing 2ad Working with PWDs Talking about the experience, Mehta recalled, “Tnitial), I was not sure about the outcome of the experiment, but I took it as a challenge. This experiment has been the longest one in the company and the most fitful so far. ‘The motto at Micrasign is 0 stand united and face the world together; to produce goods of high quality and deliser on ime. The PWDs who work here say, ‘We wish, we can, we will and we muse. Their determination emerges from their strugle for survival. PWDs do not compete with otbers; they just want 10 excel in satever they are expected 10 di? ‘The first PWD appointed in 1986 was a person with hearing and speech impairment, Mr. ‘Tukesh Bhatt, who was then working as a newspaper distributor in Bhavnagar. Bhatt was appointed as an operator for the injection moulding machines and still continues with Microsign. Initially, only the heating and speech impaired were considered for employment. The teason was Mehta’s familiarity in dealing with them, as he had some command over sign language because of communicating with his niece, Subsequently, persons with visual impairment were employed” and later the orthopedically challenged and motor disabled were also hired. Later, on request from Ankur Special School for Mentally Retarded Children "(jn 2007), the scope of employment was widened to include hyperactive as well as slow learners, who were recruited on a trial basis, Initially, PWDs were hired if Mehta happened to have a chance meeting with any of them. Later, as people became aware of his experiment, they referred their disabled relatives and friends for employment. References would also come from local schools as well as existing or former employees. Mehta gets personally involved in all stages related to recruitment of PWDs because he feels that the cases require personal attention. ® at present, visually impaired workers are not employed because of the ISO and BVG standard criteria, * Ankur Special School for Mentally Retarded Children is ar initiative of the PNR society for relief and rehabilitation of the disabled Page 4 of 21 rea ZEAE Indian institute of Management Ahmedabad Quoting one of his chance meetings with PWDs, Mebta recalled an old incident fromt7 years ago: “During my daily morning walk, I would notice a polio-affceted couple (Mr. Mukesh and Ms Ranjana Patel) on a tricycle. They were always in a hurry to reach somewhere. One day, out of curiosity, I stopped them and inquired about their background, families and jobs. Both were disabled and had martied for love. Subsequently, they were disowned by their farailies because neither family apptoved of the marriage. To make a living, the couple started working at a sweetmeat shop on 12- hour shifts, on daily wage basis. They had a child, whom they would leave in the custody of a neighbour. I told them about my experiment at Microsign and told them that I would like them to visit, see the workplace and roles available, and then decide if they would want to work there. They visited, and have since been working with Microsign.” When the case writers asked, the couple had this to say about the experiénce at Microsign: “Microsign cand Nisheeth Bhai! have given us this dignified jab and helped ns to lve a respect lif.” PWDs employed at Microsign were selected from different backgrounds and varied walks of life. More often than not, disowned by their families they were left to make their own living. The average educational qualification of the PWD employees in the company was High School or Higher Secondary. Mehta believes that higher qualifications can become a burden to the company. In Microsiga, employees should fulfil the basic requirements specified for the particular job, ‘nothing more, nothing less’. Recruitment of able-bodied employees who work alongside is done through references from relatives, friends and former employees. The main criterion to appoint an able-bodied person, according to Mehta, “is the candidate's comfort in working in an integrated workforce enterprise.” ‘The recruitment procedure for the able-bodied is to work in Microsign for 15 days, where they are taught about basic processes to be followed. An interview to gauge work perfosmance is held towards the end of this period. If their wotk performance is acceptable, they are asked if they can cope the work culture of Microsign. If they are found suitable and also willing to work with PWDs, and they are comfortable with the work culture, an appointment letter is issued, and all related employment formalities are completed. Mehta informed, “There were intances when some candidates opted cut after afew days, and they were paid for the days that they worked”. PWD candidates from educational institutions are recommended to Microsign by their Principal/ Vocational Counsellor. Often, such students visit Microsign and see how other PWDs ate working If they feel comfortable with the work, they can work for a trial 10 days. If they find that the work * hr, Mehta is known as Nisheeth Bhai among all employees. Page 5 of 21, SEINE indian institute of Management Ahmedabad interests them, they qualify for a job interview that is customized to theis abilities, and they are then appointed to available vacant positions. . Many students join Microsiga initially as part-time employees to support their education. In the process, they learn industry-specific skills, and the financial independence enhances their confidence. The referees know sufficiently about Microsign and hence refer only suitable candidates. ‘The recruitment procedure also involves job analysis for vacant positions, which is done by Mehta with the help of the able-bodied workforce. The exercise helps to define job requirements more precisely. Mehta also believes in customizing jobs to the individuals’ limitations and strengths. Hence, all candidates are put through an interview, to assess their aptitude and attitudes. (The interview is more like a conversation and discussion with each candidate.) The available job profile is matched with the candidates’ attitudes and capabilities, and appointments are made for a particular job. Subsequently, appointment letters are issued and other formalities are completed. ‘When inquired why people recommend Mictosign to their relatives, friends, students, etc., he said, “Thy think this és a goed place to work”. Microsigns’ effort is aimed to kick-start the careers of PWDs and integrate them into efficient teamwork. Mehta described his philosophy, “I believe in giving the right place for each type of disability, and if can strike the right combination this workforce can work wonders. If assigned at the right place, the productivity of the disabled is manifold compared to able employees”. Starting 1990, preference has been given to PWDs, and only when specific job requirements entailed able-bodied candidates were they recruited. Mehta also recalled, “There were instances where some new PWD recruits dropped out during the initial days itself because they could not adjust.” Table 1 details the total number of employees at Microsign, and the distribution between able bodied employees and PWDs" ‘Table 1 Workforce composition'* Categories ‘Number of Employees ‘Able bodied 20 Orthopedically handicapped 8 “Hyperactive and slow learner 4 ‘Hearing and speech impaired 8 Training » as per the data provided in January 2015 by Mr. Mehta. ™ statistics are taken from the data provided by Microsign as on September 19, 2013, Page 6 of 21 BEBE indian institute of Management Ahmedabad ‘The standard training period for all employees is three to four days, when the basic processes are taught. Training is imparted by existing employees to both able-bodied and PWD sew entrants, Whenever a client places an order for a new product, Mehta works closely with the dient to develop ‘a new mannfacturing protocol. An operational work manual” is then prepared in Gujarati, because a igjority of the employees understand only Gujarati. The foreman first works independently by following the manual and then explains the main operations (about three to four steps) to employees ‘who would be invotved. Subsequently, they operate the machine(s) in the presence of the foreman, and after they have gained sufficient experience, they work independently. Training to the PWDs is, often provided on an individual (one to one) basis because each PWD employee needs to be trained using unique techniques. Extra costs because of any loss or rejection during the training are also calculated, and it is absorbed by the company. Existing employees are regularly retrained in the new processes whenever newer products or machinery ate introduced, Mehta assumes the role ofa master trainer and trains the foremen, who in tom train others. Mehta had even learnt sign language to communicate better with the hearing and speech impaired. Though foremen have not specifically been trained in sign language or other modes of communication with PWDs, overtime, they have understood how to communicate. The skill has been obtained by observing body language, expressions and gestures, and also advice from Mehta. Mehta remarked “Microsign could attain the gaal of unity in diversity by forming sucb an integrated workforce. The unified workforce has led to two-way learning, The able employees train PWDs in technical aspects of working and the PIDs give back life lessons on persoerance, dedication, faith respect, regard, tolerance and trust.” Canpensation and Other Benefits All employees are compensated on the same standards, but certain additional benefits are tailor made depending on the individual needs of employees. Statutory Social Security and welfare measures such as Employee State Insurance (BSI), Group Insurance, Provident Fund, and Gratuity, are provided to all employees. Mehta gives a petsonal, benevolent touch to the employee compensation practices. He takes keen interest in meeting both needs of employees: personal (ic., bousing loan, motor vehicle loan, medical help, etc.) or professional (ie., specific training to perform better on the job, enhancement in machinery, etc.). Additional financial help is given as interest free loans or a subsidy or grant, depending on the financial condition of the employee. * an operational work manual is @ guide book of how things are to be done. It isan effective way for communicating procedures and gives complete details on how to operate machinery. Page 7 of 21 ERE indian institute of Management Ahmedabad Some of the custom-made benefits provided to employees are as follows: 1. Subsidy to orthopedically handicapped /motor disabled to buy custom-made motorized tri- eyeles or motor cycles. 2. Grants for school fees of children of employees, house consttuction, and meeting social obligations (including marriage) 3. Microsign also provides tailor-made support to employees such as, providing tiffin (meals) for orthopedically handicapped couples. 4, Personal intervention to ensure adequate treatment in the case of hospitalization of any employee (over and above the statutory provisions) Performance Appraisal All employees go through an Annual Performance Appraisal. The following factors ate taken into consideration for assessment Observation made by team members Observation made by the CEO Attitude towards work Attendance record Based on the appraisal, employees are awarded a 7-10% annual hike in the salary, regardless of whether they are PWD or able-bodied. Mehta added that, “Though these are subjective standands but gradually Micosgn is working towards crating objective standards.” Working Hours and Work Allocation Employees at Microsign work eight hours a day, six days a week. The maximum permissible duration of overtime is restricted to two hours per day, only on days required, and overtime work is compensated as per legal norms, Mehta realized that working with an integrated workforce gives best results when the task is organized into teams. Hence, teams have been formed for each activity, with the able-bodied and PWDs working together as part of one team. Work and team allotment for PWDs is a well thought out arrangement, which considers different types of disabilities. For the able-bodied employees, work allocation is decided based on assessment of their skills and personal characteristics, particularly their ability to understand the communication and working styles of specific disabilities. For example, a team at Microsign will consist of a foreman and workers. Ideally the foremen are able-bodied employees while workers are either PWDs or able-bodied. Foremen are experienced Page 8 of 23 Eze Indian Institute of Management Ahmedabad employees of Microsign who know how to work with an integrated workforce. This system has been internally designed and implemented under the guidance of Mehta. Melita said, “This framework, has cevohed as a result of experiencing, observing and understanding the PW/Ds’ strengths, weaknesses and capabitites”” ‘Table 2 describes the disability and nayure of work assigned. “Table 2 Nature of work assigned based on disability Disability’ ‘Nature of work assigned Hyperactivity ‘Assembly line, Annealing, Packaging Slow learning ‘Assembly ine, Annealing, Packagin, “Heating and vision impairment Heavy machinery tasks ‘Orthopedically challenged ‘Packaging, Assembly line Motor disability / impairment Packaging, Assembly line “Mehta explained, “The broad pringple of work alloaton i based on the experience of knowing which ope of isability is a best fit for a particular job profi. Through experiene, we have learnt that she orthopedically handicapped are seryefcient in doing precise work. as they have patience and perseverance. So they art best suited for packaging and assembly line work. Hearing and speech inpaired have good grasping and observation power and are focused; this helps thera work efficiently on heavy machinery. The hyperactive and slow learners are good at working on -stt procedures.” (See sub section Produit, Procedure and Clients for details of different functions.) Mehta believes that two major factors that have helped Microsign face cut throat competition and effects of economic slowdown are the efficient work allocation (ce. ‘right job for the right disability) and sincere employees. “The disabled are unuiilized human resources, who, if employed adequately, cam enbance she production capacity of the country manijeld,” stared Mehta. According to company tecords, there has been ‘considerable decsease in rejections and waste since PWDs have been recruited and deployed. Management Practices Microsign has not given employees its HR policies in a documented form. During the interactions, Mehta said, “We have an HR policy, but at Microsign every empluye is unique and incomparable in their capacities and potentialities, So the foreval structured words ora docutnent wil not be enough. Flach employe is managed nsing a diferent rile — so, while we do follow all stasstary requirements, we bave not dacumeated the HR policy.” Mebta added, “To be humane is oxr onb poly”. The organization structure (See Exhibit 3) is relatively flat and headed by the promoter, who is also che Chief Executive. Second in line are the management executives (designated Managers), who ate responsible for supply chain and administration, followed ‘by the marketing, technical and management representatives. Thied in line are the foremen, followed by workers. Page 9 of 24 BZEAZ indian institute of Management Ahmedabad Job description for a management representative is to see that the manufacturing unit is functioning as per the ISO, BVQI and similar standard norms. ‘The foremen are senior employees (workers) who are very receptive, have sound technical knowledge and are well-aware about the machines being used. Most second line employees have been working at Microsign since 1972, and they have complete knowledge about the organisation, the work and the work culture A heating and speech impaired employee was promoted and now functions as a foreman. When asked about the role played by the supervisors (foreman), Mehta said, “At Micacign, employees are their owe supervisors. All employees are responsible for their own work and do the best possible in their capacity. The ‘appointed supervisors are only to provide technical assistance to existing employees, and to train new emplayees because ‘they have complete knowledge about the working of machines ard the company culture.” ‘The marketing setup is a separate function and handled from two locations by Mebta’s nephews: one stationed in Mumbai and the other in Indore. Mr. Ajay Mehta, his nephew at Mumbai, is the Liaison Officer and takes care of the Mumbai market (the Snancial and commercial capital of India), Mr. Mitesh Mehta, his nephew in Indore, is the Marketing Manager, who handles clients across India. In 2011, Mehta’s son, Pathik Mehta also joined the company as a full-time employee. Pathik is currently involved in marketing activities, along with his cousins. Mehta said, “T ane not the owner of this factory: am only a trustee. Ut is like a big famiy and I arm a responsible ead of the fami.” Subbash Bhai, a local journalist and long-time associate of Mehta, said, “He personally takes interest in making the work environment friendly and convenient, especially to the PWD, By treating all exployees equally, be bas created a friendly atmosphere at the work place. The employees alo share a strong relationship and at the same time they have healthy competition ansongst themselves to inprove productivity” Pathik farther added, “Microsign takes a humanistic approach towards all the PDs and does not employ them out of obligation. We work with the attitude of recognicing the buean in thom; they have ther rights, we are not gives” “The case writers had the opportunity to observe the work culture, where employees support each other. They coordinate with, and help, each other irrespective of their physical condition, and whether they know the PWDs language or not. All PWDs and others have developed a way of communication by actions and gestures. I’s common for an able-bodied employee or even other PWDs to wait at the company entrance, so that the PWDs can be helped to reach their workstation, Often minor problems with respect to understanding of work requirements or work expectations per se are solved among themselves, and only major problems are escalated to the foremen. Pathik recalled that the hyper actives and slow leamers could be found helping the orthopedically handicapped persons the most, as they understand the situation and are sensitive to others. The ‘i Page 10 of 21 ian Institute of Management Ahmedabad presence of the PWDs also has a soothing effect on others. Mehta ensures that he is accessible and makes sure about his availabilty to all the employees. Mehta observed, “The PWD often come and ask for more work because for theme work ts like food. Especially for the hyperactive, work: is medicinal because th cal down when they work. They only want social acceptance and an ‘apportunity to be meaningfully engaged. They don’t bave a calculating mind and they work hard, even more than the ablechodied employes, because they primarily seek appreciation and recegsition for their output; monetary beneft is secondary fa them.” Like any other organization, there are instances of ftiction between employees. To resolve issues, Mehta holds discussions with the concerned personnel, and then reaches a conclusiotl. Mehta says that they take a leaming approach towards such issues. The approach is “all issues ae considered as an opportunity to earn and teach”. Mehta strongly believes that the output of able-bodied employees has also improved since the PWDs joined. “The dedication and perteverance of the PWDs has become a motivator to all employees to do more cand better work,” be remarked. If retired employees of Microsign so wish, they can continue to work for a specified number of hours comfortable to them. ‘Theit compensation is calculated proportionately. However, such employees are not covered under ESI and they do not get any other benefits sanctioned by the law. Few employees have resigned from the company for different reasons. Some choose to shift, either because of relocating to another city with family, of even for better opportunities. Employees do not need to serve any notice period at the time of leaving. Microsign holds a farewell function for such ‘employees. However, there have been few instances where employees who resigned have returned to Microsiga, after working in other organizations for a few months. When asked why these employees returned, Mehta has this to say, “The friendly working envionment and the level of social aceptance ane give at Micresign is not to be found anywhere else. So the employees come bace in a few months.” Products and Clients Microsign undertakes customized product orders for injection moulded plastic components from clients, who use them as components in their products. Some of the products are body clips, rivets, cable ties, closure tree clips, furr clips, adhesive-backed clips, fasteners and wire hamessing clips made out of engineering plastics. (See Exhibit 4 for a list of products manufactured). Of all the products, only 20% are standard, while the remaining are custom-made for each client. Mehta says, Page 11 of 23 #3205 Indian Institute of Management Ahmedabad “The focus om production of custom-made products of bigh quality has belped the company to sustain ite even in adverse market situations.” Most of the products manufactured by Microsign are high specification plastic fasteners, which fall under the category of import substitute products. Its products are mainly supplied to Indian Oxiginal Equipment Manufacturers (OEMs), in automobiles, aerospace, ship building, power plants, packaging, electrical and electronics, computers and consumer appliances industries. All OEMs are under constant pressure to reduce costs, and therefore they give thrust to domestic sourcing of components that they would otherwise have to import. (See Exhibit 1 for an extensive list of clients.) Another client is the Defence production organizations. Microsign has also cleared various quality standards set by the Defence Department. As'a proof of its product quality and supplier reliability, it has received letters of appreciation from many clients and institutions. Much appreciation has also been received for the noble deed of providing opportunities for PWDs at Microsign. Redesigning Work Facilities to Suit PWDs ‘The manufacturing process at Mictosign starts with the artival of plastic (raw material). The plastic is processed in the moulding machine and undergoes ‘deflashing’"®. At the third stage, workers are employed for runner removing; the fourth stage sees the assembly and finishing of the product. Affer the finishing, the quality control department conducts random checks of all products, and it is only after this step that the product is packed and sealed The product is then ready to be despatched to the client. Microsign purchases custom-made machines, where the configurations are specified by Mehta as per technical requirements, and incorporating the necessary features required for the PWDs who would operate the machines". Microsign has identified vendor companies who could supply the customized machines. Orthopedically challenged and motor disabled persons are not allocated work of machinery assembly as there are chances of injury. They are mostly engaged in runnet removing and packaging areas. *© Cryogenic deflashing is a deflashing process that uses cryogenic temperatures to ad in the removal of flash on cast or molded work pieces, These temperatures cause the flash to become stiff or brittle and to break away cleanly. Four processes followed at Microsign are: Processing of plastic; Deflashing; Runner removing: and Packaging Page 12 of 21, & EEE indian institute of Management Ahmedabad Most of the design changes made in the machinery requited additional financial investment. For example, a special lighting feature is added in all machines for the hearing and speech impaized. This lighting system signals the part of the machinery which has a problem, or the stage of the process. Care has been taken to provide PWDs with other basic necessities in the company premises. For example, ramps have been constructed, toilets renovated, and orthopedically challenged and motor disabled persons work in areas closer to toilets and entrances so they do not face difficulties. Mehta added, “We have tried our best 0 make the old building aces-fiendly, but thre are limitations, One new facility will have the best facilites for the difiently abled” Microsign adheres-to the-mandated safety requirements in all the’ machineries and work areas. Additional safety measures have been put in place for the security and wellbeing of the PWDs. For example, an extra door added to a machinery ensured that it will not operate till it is perfectly closed. “This additional feature helps to avoid accidents for both the PWDs and able-bodied employees. Work Culture at Mictosiga Products Microsign has developed a unique culture of cating, respect and mutual support. All. employees willingly help and suppott one another as they are like a huge family. The core values of the company are sincerity, honesty and commitment. Less emphasis is given to ‘? and more importance is given to ‘we’ ‘The case writers witnessed this supportive culture that has been built by ‘practising’ more than ‘preaching’. Nisheeth Mehta himself demonstrates the support to be extended to PWDs. The work in the company is considered as prayer and all workers are ‘worshipers’. Mehta also believes in sharing credit for the achievements with all employees. The able-bodied employees are always told that the experiment would not have been possible without their support All employees help each other. Mehta says from his experience “Though PIDs are resistant to accept ‘elo, they elp one another when help is needed mos, as they understand and identify with the sufering.” ‘Mehta practices an open door policy, where all employees have direct access to him. He is always available to listen to all employees. If any employee gets any idea for innovation / improvement in the product or machinery, they are free to discuss it with Mehta or any senior person. ‘Theit views are taken into consideration. Mehta believes that employees should not suffer because of the machine; and if workers see the necessity to change or improve, itis given high priority Page 13 of 21 ae HEZB indian institute of Management Anmedabad ‘Mehta believes in providing life with dignity to all PWDs. He said, “The Company respects the ability in Asabilty. The opportunity of working in Microsign lets them earn a respectful living and lie a decent life. Tbe PWDs are motivated to work as they want recognition and acceptance from society. They do not nant to live their lives in mpathy; they want to be independent as that gives them a sense of self respect and confidence to support themselves without anybody's belp.” Mehta also expressed that he ensures healthy competition by, “Tnstilling the thought in employees shat they ‘are competing ith their ovm strengths and that if their company becomes sustainable they will clo become sustainable?” Lessons Learnt and Future Challenges Mehta said, “There were narious instances when the company had to meet a deadline, the work was tedious and bad 10 be done meticulous. PWDs came forward and took the ownership to finish the work om time. This bebaviour demonstrated by the PWDs proved that the disabled are more industrious than abl employes.” He continued, “PWDs work with the motto, ‘what you can do I can do better’! They work with more conviction as they ant fo prove themselves to the worl.” Absenteeism is almost negligible among the PWDs and, while at work, they do not take many breaks. They can work for hours together with unwavering attention and speed. Mehta mentioned, “T have a win-win situation by employing the PWDs. And an additional benefit of having PWDs om the rolls that they don't switch jobs frequent.” Mehta has never publicized about the uniqueness of human resousce at Microsign. He does not believe in encashing on the uniqueness and receiving sympathy. On inquiring why he did not setup the new factory in a major city or closer to it, he responded, “I don’t want everyone to vist the unit frequently because itis not only a manufacturing unit but alio a research and development centre. Regular visits will disturb the working of the company.” Regardless of the anonymity he maintains, Microsign has attracted many customers, vendors and other distinguished visitors to its premises. At the same time, Mehta says, he invites inquisitive people to visit Microsign and experience the working of the integrated workforce themselves. He also lectures on issues related to employment of disabled in public and industry forums, and discusses the company case study it local business schools. All the above, he believes, “should help to promote employment of the disabled and treat them with dignity” ‘As future plans, Mehta is looking at securing collaboration with like-minded international companies for acquiring better and more sophisticated technology. He believes that better technology and machinery should help to provide more variety and sophisticated products to customers and enhance productivity. With Pathik joining, the company aims to export its products. Page 14 of 21, BBS indian institute of Management Ahmedabad Opening of the new factory would be a major step to realize these dreams. The new premise has been designed keeping in mind the needs of PWDs. Since the factory is located away from Bhavnagar city, Microsign will provide transport to all employees for the commute. All employees have been informed about the shifting, and according to Pathik “they are excited 10 work, at the new ‘plac. Both father and son are convinced that they would continue to hire PWDs in future as well. Pathik Mehta bad joined Microsign in 2011. He has been. activity involved in the expansion, and wants to take the company to newer markets and heights. Presently, he is working as ‘New site project in-charge’ and ‘Marketing and Development Head” When asked about how the present premises will be used, after Microsign shifts, Mehta said, "Iwill be used for the CSR activity undertaken by Microsign under the banner of Cente for Excelence.” In spite of the bright signs ahead, Mehta has some serious concerns. a) Will this ‘large family” approach be feasible in the face of expansion and growth plans? b) How should the manufacturing, and marketing setup evolve when Microsign moves from national to the international market? Will ‘the current management practices be sufficient to handle the new reality? c) Will the culture of helping and appreciating continue after shifting, as the new facility has been designed for more independence and self - reliance d) What ate the fature career prospects for employees, particularly PwDs? 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