Draft Detailed Project Report

Technology Centre Systems Program – Draft DPR for New TC at Rohtak
d) Training capacity is well utilized: As reflected in the sources of revenue generation, the scale
of training activities has been growing. All TCs initially reviewed, demonstrated an increase
in training numbers from 2013-14 to 2014-15. The highest increase was observed at PPDC
Agra while the least was observed in CITD Hyderabad. The staff at these TCs needs to focus
on production and maintain a balance between these two activities, while also up scaling
other activities like consultancy and product testing. The centres should also seek avenues
for taking advantage of government sponsored schemes and subsequently train more
technicians in welding, machining and in automation
Evaluation study of TCs and recommendations of the experts
A study of selected MSME TRs in India on ‘Strategic Assessment and Recommendations’ has been
submitted under the ‘Micro, Small and Medium Enterprises Umbrella Programme’. The purpose of the
study was to make comparison of the TRs with international TR programmes. An integrated set of
ten recommendations have been made to increase the impact of the TR programme ‐ reducing
constraints to manufacturing MSME growth which are as follows:
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Scale up training to meet market demand - TCs should contribute trainees in greater numbers.
The gap in the supply of advanced manufacturing skills will systematically reduce.
Support private tooling sector to mature to excellence - Besides 10 government TRs, hundreds
of private TRs contribute to increased manufacturing MSME competitiveness by providing more
complex tools at lower prices.
Speed up absorption of advanced manufacturing technology - Increased numbers of MSMEs
will be able to access advanced technologies which enables them to secure larger contracts at
better margins.
Engage in strategic partnerships - Partnerships with large manufacturers can help realise large
scale opportunities for manufacturing MSME. TCs can benefit from large scale and long lasting
demand for services and increased revenue.
Systematically build and leverage networks of capacities - The TCs should build a network of
collaborating stakeholders to support the TCs to unlock more opportunities. Sub‐contractors
can enable TRs to expand the scale and scope of their services.
Re‐organise “business model” of government TRs- the TCs should function as autonomous
business units with increased powers and accountability, increase job enrichment and control
over own wellbeing. These teams are likely to become more motivated, innovative, leaner and
more responsive to customers.
Map out the TRs role in the local innovation system - TCs can benefit from integration with the
local innovation system. Increased opportunity will result from increased stakeholder awareness
and support.
Move away from hierarchy to network governance - TCs will benefit from more autonomy which
enables them to respond better to opportunities.
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