Evaluation Study MSE Cluster Development - Ministry of Micro ...

More documents

Recommendations

Info

Chapter No:2 – The General Profile of Sampled Clusters2.2.1 Number of Constituent Units in Sampled ClustersThe number of constituent units in each cluster normally reflects the size of the cluster.It also helps us in estimating the ‘cluster density’, which stands out as an importantoperational parameter in any Cluster Development Programme. A large enough numberof units in a cluster ensures a ‘critical mass’ not only for effective intervention but alsoindicates the extent of externalities that can be exploited for mutual benefit.Here in this section we have again used a simple two-fold classification of small andlarge clusters in order to highlight the size of the sampled clusters in our study.In Table 2.2 it seen that as many as 7 out of the 9 PGBCs sampled, are small clusterswith less than 360 individual units. However there are 2 large clusters in this group,which have individual units in excess of 360. It may be mentioned here that the cut offnumber, which is 360 units, represents the median in our range of cluster sizes and isnot an arbitrary figure. Turning to the clusters in the second group it is seen in Table 2.2that of the 13 clusters in the group as many as 6 are small clusters while there are 7clusters that are large.Small clusters may be easier to manage particularly if they are ‘homogeneous’. In thecase of large clusters there is always scope for identifying more than one cluster whereinthe CDP can be initiated simultaneously. These multiple clusters are likely to reinforceeach other by learning from each other and constantly sharing vital information. In suchcases a single diagnostic study would serve the purpose of identifying more than onecluster for intervention thus saving a great deal of resources and effort. One additionalbenefit that can be visualized is that soft interventions can be carried out jointly therebysaving precious time and resources.Table No.-2.2: NUMBER OF CONSTITUENT UNITSPrimary Goods Based ClustersSl Cluster Small Cluster Large Cluster NCU(S)(L)1 Bamboo Cluster Dimapur √ 1202 Food Processing Cluster Muzffarpur √ NA3 Leather Goods Cluster Agra √ 23004 Leather Goods Cluster Shantiniketan √ 805 Plywood Cluster Perambavoor √ 856 Rice Milling Cluster Karnal √ 2217 Rice Flakes Cluster Ahmedabad √ 708 Rice Milling Cluster Kalady √ 709 Rubber Cluster Chenganacherry √ 31510 Ball bearing Cluster Jaipur √ 10111 Bell metal Cluster Khurda √ 11012 Bell metal Cluster Hazo √ 20013 Brass Utensil Cluster Pareo √ 50014 Cotton Hosiery Cluster Kanpur √ 46715 Diesel Engine Cluster Rajkot √ 418030
Chapter No:2 – The General Profile of Sampled ClustersTable No. -2.2 (Contd.)Secondary Goods Based ClustersSl Cluster Small Cluster Large Cluster NCU(S)(L)16 Fan Industry Cluster Hyderabad √ 30017 Foundry Cluster Ahmedabad √ 7618 Plastic Cluster Aluva √ 10819 Sewing Machine Cluster Ludhiana √ 80020 Surgical Instruments Cluster√ 600Baruipur21 Wet Grinder Cluster Coimbatore √ 70022 White ware Cluster Khurza √ 494Note: S - Small Cluster- Upto 360 constituent units.L - Large Cluster- More than 360 constituent units.NCU- Number of constituent units.If the geographical spread is considered along with the number of constituent units itcould be concluded that the cluster density in the second group tends to be generallyhigher than that observed for the first group.2.2.2 Size and Scale of Activity as Reflected by TurnoverThe magnitude of the average turnover is a fairly realistic reflection of the ‘scale ofoperations’ of the individual units in a cluster. However one must hasten to add thatthese averages conceal the degree of heterogeneity that may exist in each cluster andare likely to underestimate the turnover of the larger units, and like wise overestimatethose of the very small constituents. However as a first pass, these averages do give usa fair picture of the scale of operations. These figures also reflect the level of technologyand capital intensity that exists in the individual units of the cluster. As the scale ofoperations in a unit increases it is normally expected that the capital intensity would alsoincrease, and the technological processes involved would also tend to become morecomplex and sophisticated. It is also important to note that all the individual units in acluster may not be in a position to uniformly scale up their activities, and the relatedcapital intensity, resulting in some lagging behind. This uneven development of thecluster leads to increasing the heterogeneity within the cluster. It is now well recognizedthat heterogeneity as against homogeneity has important implications for clusterdevelopment through collective action. Democratic participation and collective actionthrough cooperation is the essence of the cluster development programme. It istherefore extremely important to carefully assess the turnover of each unit in the clusterwhich along with cluster density enables policy designers to determine the clusterconfiguration. It is only on the basis of a cluster configuration that clusters can beidentified and carefully selected and prioritized to initiate the most appropriate set ofinterventions that are likely to deliver tangible results in the shortest possible time.These tangible results are highly demonstrative, and are the most effective catalyst ofcluster development.The aggregated turnover of each cluster in our sample both before and after selectionand intervention are presented in Table 2.3. This table also indicates the number ofconstituent units, as well as the average annual turnover of each unit. The figures on31
Page 1 and 2: EVALUATION STUDY OF MICRO & SMALLEN
Page 3 and 4: 2.12 PROGRESS AND PRESENT STATUS OF
Page 5: INDEX OF TABLESTable No.- 1.1: CLUS
Page 9: COMMONLY USED ABBREVIATIONSBDSBusin
Page 13 and 14: 31 million persons spread over 12.8
Page 15 and 16: Nevertheless, it is expected that t
Page 17 and 18: 4. Role of the schemes in bringing
Page 19 and 20: Table No. - 1.1 (contd.)East/ North
Page 21 and 22: ANNEXURE - 1.1 Guidelines for Clust
Page 23 and 24: • Approval of budget and leveragi
Page 25 and 26: 14. Contribution of the Ministry of
Page 27 and 28: Chapter No:2 - The General Profile
Page 29: Chapter No:2 - The General Profile
Page 63 and 64: Chapter No: 3 - The Cluster Develop
Page 77 and 78: Chapter No: 4 - Soft Interventions
Page 79 and 80: Chapter No: 4 - Soft Interventions
Page 81 and 82:
Chapter No: 4 - Soft Interventions
Page 83 and 84:
Page 85 and 86:
Page 87 and 88:
Page 89 and 90:
Page 91 and 92:
Chapter No: 5- The Special Purpose
Page 93 and 94:
Page 95 and 96:
Page 97 and 98:
Page 99 and 100:
Page 101 and 102:
Page 103 and 104:
Page 105 and 106:
Chapter No: 6 - Hard Interventions
Page 107 and 108:
Page 109 and 110:
Page 111 and 112:
Page 113 and 114:
Page 115 and 116:
Chapter No: 7 - Conclusions nd Reco
Page 117 and 118:
Page 119 and 120:
Page 121 and 122:
show all

Evaluation Study MSE Cluster Development - Ministry of Micro ...

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?