Cluster Twinning - Understanding the Dynamics and Methodological Issues - FMC

UNITED NATIONS
INDUSTRIAL DEVELOPMENT ORGANIZATION
CLUSTER TWINNING
Understanding the Dynamics and
Methodological Issues

Technical Paper

UNITED NATIONS INDUSTRIAL DEVELOPMENT ORGANIZATION
Vienna, 2013
CLUSTER TWINNING
Understanding the Dynamics
and Methodological Issues
TECHNICAL PAPER
CONSOLIDATED PROJECT FOR SME DEVELOPMENT IN INDIA
CLUSTER TWINNING (TFIND04A01) AND RELATED COMPONENTS

©2013 UNIDO
DISCLAIMER
This document has been produced without formal
United Nations editing.
The designations employed and the presentation of
the material in this document do not imply the ex-
pression of any opinion whatsoever on the part of the
Secretariat of the United Nations Industrial Develop-
ment Organization (UNIDO) concerning the legal sta-
tus of any country, territory, city or area or of its au-
thorities, or concerning the delimitation of its fron-
tiers or boundaries, or its economic system or degree
of development. Designations such as “developed”,
“industrialized” and “developing” are intended for
statistical convenience and do not necessarily ex-
press a judgment about the stage reached by a par-
ticular country or area in the development process.
Mention of firm names or commercial products does
not constitute an endorsement by UNIDO.
The purpose of this study was to identify the key meth-
odological issues that can promote cluster develop-
ment through cluster to cluster learning. The report
prepared is largely based on the facts provided by the
stakeholders (interviews), the various Cluster Devel-
opment Agents (CDAs) and the inputs and materials
provided by the UNIDO Cluster Twinning Export Team.
The opinions, figures and estimates set forth are thus
the sole responsibility of the authors and should not
necessarily be considered as reflecting the views or
carrying the endorsement of UNIDO.
ACKNOWLEDGEMENTS
This report was prepared by Dr. Tamal Sarkar of the
Foundation for MSME Clusters (FMC), India, and Ms.
Natascha Weisert, Industrial Development Officer,
Clusters and Business Linkages Unit, UNIDO. The
help and support of the following experts and UNIDO
colleagues is gratefully acknowledged: Mr. Hemant
Verma, UNIDO Cluster Twinning Senior Expert; Mr.
Viswanathan Munusamy, Cluster Development Agent
for Footwear and Leather Sectors; Mr. Srinivasan Ra-
manujam Malayankulam, Cluster Business Advisor
for Auto-component Sector; Mr. Ramesh Venkatacha-
ri, Cluster Coordinator for Auto-component Sector;
Dr. James Daniel Paul, Senior Expert for Investment
and Technology Promotion (ITP); Mr. Bruno Valanzuo-
lo, former Chief Technical Adviser of the Consolidat-
ed Project for SME Development; Ms. Sangeeta Agas-
ty, FMC; Helpful comments and suggestions were al-
so received from Mr. Michele Clara, Coordinator, Re-
search and Policy Advisory Unit and Mr. Nima Bahra-
malian, Intern, Clusters and Business Linkages Unit.
Acknowledgements are also due to the Italian Coop-
eration for funding this initiative and the Ministry of
Micro, Small and Medium Enterprises (MSME) of In-
dia, the national counterpart institution.
iv

v
LIST OF ACRONYMS
BELAZ – Belarusian Automobile Plant (Zhodino)
AIEMA – Ambattur Industrial Estate Manufactur-
ers’ Association
ANCI – Associazione Nazionale Calzaturifici
Italiani
AP – Action Plan
AOBO – Analysis of Business Operation
ASSOMAC– Association of Machinery Manufacturers
ATC – AIEMA Technical Centre
B2B – Business to Business
BDS – Business Development Services
BDSP – Business Development Service Provider
BHEL – Bharat Heavy Electricals Ltd.
BMO – Business Member Organizations
C2B – Consumer to Business
C2C – Developed Cluster to Developing Cluster
CA – Cooperation Agreement
CAD/CAM – Computer Aided Design/ Computer Aid-
ed Manufacturing
CDA – Cluster Development Agent
CDP – Cluster Development Programme
CEO – Chief Executive Officer
CETP – Common Effluent Treatment Plant
CFTI – Central Footwear Training Institutes
CII – Confederation of Indian Industry
CLE – Council of Leather Exports
CLRI – Central Leather Research Institutes
CMS – Content Management System
COMFAR – Computer Model for Feasibility Analysis
and Reporting
CPP – Company Project Proposal
CNC – Computer Numeric Control
CSR – Corporate Social Responsibility
CT – Cluster Twinning
CTA – Chief Technical Advisor
DIPP – Department of Industrial Policy and
Promotion
EGA – Excellence Gap Analysis
FICCI – Federation of Indian Chambers of Com-
merce and Industry
HRD – Human Resource Development
HQ – Headquarters
HVLP – High Volume Low Pressure
IFLMEA – Indian Finished Leather Manufacturers
and Exporters Association
IILF – India International Leather Fair
IILP – Institute of Leather Products
ILIFO – Indian Leather Industry Foundation
ISF – Indian Shoe Federation
ITP – Investment and Technology Promotion
ITPO – Investment and Technology Promotion
Offices
JV – Joint Ventures
MCGF – Mutual Credit Guarantee Fund
MoU – Memorandum of Understanding
MSME – Micro, Small and Medium Enterprises
NCR – National Capital Region
NID – National Institute of Design
NIFT – National Institute of Fashion Technology
NLDP – Neighbourhood Leadership Develop-
ment Programme
OEM – Original Equipment Manufacturers
PISIE – International Polytechnic for the Indus-
trial and Economical Development
QCC – Quality Control Circles
SC – Steering Committee
SDP – Staff Development Programme
SIDBI – Small Industries Development Bank of
India
SME – Small and Medium Enterprises
SPC – Statistical Process Control
SPX – Subcontracting and Partnership
Exchange
TAFE – Tractors and Farm Equipment Ltd
TPM – Total productive maintenance
UNIDO – United Nations Industrial Development
Organization
VTT – Visual Training Tool
ZLD – Zero Liquid Discharge
v

vi
TABLE OF CONTENTS
Executive Summary.................................................................................................................................. viii
Chapter 1: introduction.................................................................................................................................1
1. Background ..........................................................................................................................................1
2. Objectives............................................................................................................................................ 2
3. Selection of Clusters ............................................................................................................................ 2
4. Cluster Coverage .................................................................................................................................. 2
5. Management Structure......................................................................................................................... 3
6. Nature of CT Activities .......................................................................................................................... 3
6.1 Chennai Leather Cluster ...................................................................................................................................3
6.2 Chennai Footwear Cluster .................................................................................................................................4
6.3 Chennai Auto Components Cluster ...................................................................................................................5
Chapter 2: Chennai Leather Cluster.............................................................................................................. 7
1. Selection of Twinning Partners.............................................................................................................. 7
1.1 Selection of Indian Association..........................................................................................................................7
1.2 Selection of Italian Association .........................................................................................................................7
2. Major Problems ................................................................................................................................... 7
3. Implementation ................................................................................................................................... 8
3.1 Signing of Cooperation Agreement.....................................................................................................................8
3.2 Promotional Trust-building Activities .................................................................................................................8
3.3 Training and Technology Need Assessment .......................................................................................................9
3.4 Technical Training .......................................................................................................................................... 10
3.5 Interactive Session with Italian Leather Experts on Sustainability – The Challenge in Leather Manufacturing ..... 12
3.6 Technical Seminar/Workshop on Cleaner Technology, Energy Conservation, Benchmarking of
Business Operation ............................................................................................................................................. 12
3.7 Visualized Training Tool (VTT) on tannery effluent treatment and Seminar on Benchmarking in the
anning industry and interactive session on VTT and cleaner tanning technologies.................................................. 13
4. Cluster Twinning – Key Issues and Methodological Implications......................................................................... 13
Chapter 3: Chennai Leather Footwear Cluster ..............................................................................................15
1. Selection of the Twinning Partners.......................................................................................................15
1.1 Selection of Indian Association........................................................................................................................ 15
1.2 Selection of Italian Association ...................................................................................................................... 15
2. Major Problems ..................................................................................................................................16
3. Implementation ..................................................................................................................................16
3.1 Trust-Building ................................................................................................................................................. 16
3.2 Role of Associations and CDAs .........................................................................................................................17
3.3 Training Need Assessment and Module Design ................................................................................................17
3.4 Training Programmes ...................................................................................................................................... 19
4. Cluster Twinning – Key Issues and Methodological Implications.........................................................................20

vii
vii
Chapter 4: Chennai Auto Components Cluster ............................................................................................ 22
1. Selection of Twinning Partners............................................................................................................ 22
1.1 Selection of Indian Association........................................................................................................................22
1.2 Selection of Italian Association .......................................................................................................................23
2. Cluster Level Challenges .................................................................................................................... 24
3. Implementation ................................................................................................................................. 24
3.1 Vision Building and Strategy Development.......................................................................................................24
3.2 Website Development..................................................................................................................................... 25
3.3 Skills Development Programme (SDP).............................................................................................................. 25
4. Cluster Twinning – Key Issues and Methodological Implications............................................................27
Chapter 5: Twinning in a Cluster Development Programme (CDP) – Methodological Issues.......................... 29
Step 1: Selection of Emerging Cluster ....................................................................................................................29
Step 2: Selection of Cluster Development Agents ..................................................................................................30
Step 3: Diagnostic study of the Emerging Cluster...................................................................................................30
Step 4: Diagnostic Study of Advanced Cluster(s).................................................................................................... 31
Step 5: Trust-building between and within Clusters................................................................................................32
Step 6: Action Plan Preparation ............................................................................................................................32
Step 7: Implementation ........................................................................................................................................ 33
Step 8: Monitoring and Evaluation........................................................................................................................ 35
ANNEXES .................................................................................................................................................. 36
Annex 1: Leather Activity Status July 2011 ................................................................................................. 36
Annex 2: Footwear activity status July 2011................................................................................................37
Annex 3: Automotive component activity status July 2011 ......................................................................... 38

viii
EXECUTIVE SUMMARY
As part of the “Consolidated Project for SME Develop-
ment in India – Twinning and Related Components”,
which was initiated in 2006 and funded by the Ital-
ian Development Cooperation, a component focused
on “Cluster Twinning” was implemented that aimed
at optimal process for the linking two clusters across
different countries at different levels of develop-
ment, i.e. a developed or mature and a developing
or emerging cluster that were nevertheless producing
similar products.
More specifically, cluster twinning was meant to en-
hance the competitiveness and sustainability of ex-
isting but currently underachieving and not yet ful-
ly developed SME cluster. This objective was to be
achieved by forging twinning arrangements between
Indian and foreign clusters, by strengthening the ca-
pacities of firms within clusters through linkages
among the internal cluster firms and between the
firms and their support institutions.
The first chapter describes the overall project set-up
and the component objectives. It also describes the
selection of target clusters, including the Chennai
leather and footwear clusters as well as the Pune au-
tomotive component cluster, reviews the overall man-
agement structure of the project, and introduces the
various types of twinning activities that were conduct-
ed in the clusters. Chapters 2, 3 and 4 describe the
activities undertaken and the dynamics experienced
at the level of each cluster.
Finally, Chapter 5 proposes, based on the project’s
experience in India, a step-by-step approach for the
implementation of cluster twinning activities. In line
with the key elements of the generic UNIDO Cluster
Development approach1
, cluster twinning requires:
1. The careful selection of the emerging cluster to be
developed (based on given project objectives),
2. The selection and training of Cluster Development
Agents (CDAs),
3. The undertaking of a cluster diagnostic study of
the emerging cluster
1 For more information, please refer to
http://www.clustersfordevelopment.org.
4. The replication of these steps at the level of the
mature cluster, based on the diagnostics of the
emerging cluster
5. The undertaking of trust-building activities be-
tween and within clusters
6. Action plan preparation
7. Implementation of the planned activities
8. Monitoring & Evaluation activities to monitor
progress and confirm results.
Based on these steps condensing the India project
experience and lessons learned, UNIDO would like to
facilitate the implementation of well-structured and
results-oriented cluster twinning projects and initia-
tives in the future and stands ready to engage with
cluster twinning practitioners to further enhance its
approach and exchange best practices, project ideas
and concepts.

1
1. Background
UNIDO has initiated cluster development pro-
grammes in several countries across Asia, Africa and
Latin America. This included not only cluster and net-
work development-related approaches, but also a
number of specialized approaches such as promot-
ing CSR, poverty alleviation, etc. through a cluster
approach. In pursuit of this process of specialization
and experimentation with newer concepts, this Clus-
ter Twinning Project (Project) or rather project compo-
nent was aimed at developing an optimal process for
the linking two clusters across different countries –
one developed and the other not so developed, but
producing near similar products.
It should be noted that the Cluster Twinning compo-
nent was a project component of the “Consolidated
Project for SME Development in India –Twinning and
Related Components”. The “Consolidated Project”
overall consisted of three basic components struc-
tured into two broad areas: Mutual Credit Guaran-
tee Fund (MCGF) on the one side, and Cluster Twin-
ning (CT) and Investment and Technology Promotion
(ITP), on the other. The following were the major com-
ponents of the sub-components of the Consolidated
Project:
„ Cluster Twinning (CT): This was aimed at enhanc-
ing the competitiveness and sustainability of exist-
ing but currently underachieving SME clusters. This
objective will be achieved by forging twinning ar-
rangements between Indian and foreign clusters,
to strengthen the capacities of firms within clusters
through linkages among the firms, between the firms
and the other cluster level institutions and between
specific clusters in India and abroad. The compo-
nent builds upon some of the work already under-
taken within the framework of the UNIDO/ITALY Pro-
gramme for SME Development in India (Project US/
GLO/95/144) and it is linked to recent initiatives tak-
en by the Indian Ministry of Small Scale Industries. 2
„ Investment and Technology Promotion (ITP):
Here, the activities were aimed at increased interna-
tional competitiveness of Indian SMEs, through ac-
quisition of foreign technology and investment.
„ Mutual Credit Guarantee Fund (MCGF): Institution-
al capacity building towards the establishment and
the operation of a Mutual Credit Guarantee Fund in In-
dia, as an important institutional mechanism for mo-
bilizing financial support to SMEs. Moreover, a recent
Agreement between the Ministers of the Italian and
Indian Governments to promote establishment of mu-
tual credit guarantee schemes in India reinforced the
relevance and the timeliness of this issue.
This paper primarily tries to capture the journey for the
CT component. It also considers the ITP component to
the extent that is has influenced the CT component.
In this Chapter, we describe the overall objective of
the Project, the process of cluster selection and the
set-up of the project’s management structure. We al-
so provide a basic introduction to the types of twin-
ning activities that were conducted in the clusters.
Chapters 2, 3 and 4 describe the dynamics of activ-
ities for the various clusters that were worked upon
under the Project. Based on what was learned, Chap-
ter 5 suggests some methodological issues related to
twinning of clusters.
2. Objectives
As already noted, CT was targeted at enhancing the
competitiveness of underachieving SME clusters by
forging twinning arrangements between Indian and
foreign clusters, to strengthen the capacities of firms
within clusters through cooperative linkages among
the firms, between the firms and the other cluster lev-
el institutions and between specific clusters in India
2 Now known as the Ministry of Micro, Small and Medium Enterprises
1 INTRODUCTION
CHAPTER

1 INTRODUCTION
2
and abroad. Twinning between two clusters consti-
tutes likely areas of business cooperation between a
range of stakeholders of the clusters. A set of clusters
for twinning generally consists of an emerging (devel-
oping) and a mature (developed) cluster.
Thus CT can be termed as “CDP Plus”, wherein, apart
from standard CDP3
within clusters, special efforts
will be made relating to the needs of the clusters to
twin with appropriate Italian clusters. The ITP com-
ponent would further enhance the process by provid-
ing scope for acquisition of foreign technology and
investment. MCGF was aimed towards mobilizing fi-
nancial support for the SMEs. It was particularly “...
stressed that the three components will be strictly
integrated...”
3. Selection of Clusters
The Project initially envisaged picking up “...at most
two Indian and foreign clusters in a selected indus-
trial sector (e.g. glass manufacturing). However, al-
though originally conceived in the year 2002, discus-
sions on the project among different partners and
stakeholders were only finalized in 2006, when proj-
ect implementation was initiated4
. Here it was decid-
ed that “...all the involved parties would review the
project document again and provide their inputs on the
necessary changes. The consolidated paper … will be
treated as an annex and integral part of the approved/
signed project document.” Also both the donor and the
counterparts agreed that the Project should cover sev-
eral clusters in different sectors for CT to enhance Proj-
ect relevance and maximize potential of ITP and MCGF.
At this stage, the then UNIDO Project Manager for the
CT component highlighted the fact that this increase in
sectors and clusters would spread the available funds
more than envisaged.
It was agreed that the cluster selection process would
be finalized by March 2006. The Indian clusters will
be finalized by the Indian counterpart and the Italian
3 A Cluster Development Programme (CDP) identifies issues of common
concerns and opportunities for cluster stakeholders and addresses
those for groups of stakeholders involved in each of those issues. For
further details, please see Chapter 5 on methodological issues.
4 1st SC Meeting held on February 6, 2006. Prior to that in a letter dated
July 2, 2004, UNIDO suggested that on the basis of a preliminary sur-
vey of Treviso-Textiles, Modena-Machine Tools, Parma-Food Process-
ing, Sassualo-tiles and ceramics and Maruno-Glass, the textiles clus-
ter of Treviso was the best case for intervention.
clusters by ITPO. The selected Italian clusters should
be potentially willing to twin with Indian clusters.
4. Cluster Coverage
Nine Indian clusters were selected from three sectors
for detailed study. These included the following:
Leather and Leather Products – Chennai, Shantiniket-
an and Agra: Shantiniketan was not selected to start
with. Chennai got preference over Agra on two counts.
Firstly, the corresponding footwear cluster in Italy was
producing men’s footwear, an item mostly being pro-
duced in Chennai, and secondly, Agra had no leather
cluster. Also, having selected the Chennai footwear
cluster, it makes sense in selecting the Chennai leath-
er cluster to better utilize Project resources. Also, the
cluster had some existing JV and technical collabora-
tion with Italy.
Auto Components – Chennai, Gurgaon and Jamshed-
pur: Here Jamshedpur was not selected as the units
were mostly linked to the TATA Motors, with very little
scope for CT. Similarly, although Gurgaon had a large
number of JVs, there was no Italian linkage. The same
applied to Chennai where the majority of firms were
of small size. Chennai probably scored over Gurgaon
because of economies of MCGF and ITP implementa-
tion. However Gurgaon was also selected for its ITP
component. However, by early 2008 it was found that
Turin in Italy was not interested in twinning as it was
also going through a rough phase. Instead it was de-
cided to take up Gurgaon and Pune for ITP and stan-
dard CDP (e.g. supplier development Programme) for
all the three (Pune, Chennai, Gurgaon) clusters.
Light Engineering – Belgaum, Jaipur and Baruipur:
This sector was not selected as, probably, the idea
was to optimize the number of clusters to suit the
Project resources.
So ultimately two sectors and six clusters were cho-
sen for the following purposes. Also the convergence
phenomenon of ITP, MCGF and CT was diluted to some
extent.
2

1 INTRODUCTION
3
5. Management Structure
The organigram for programme management was as follows:
6. Nature of CT Activities
6.1 Chennai Leather Cluster
The leather cluster of Chennai has around 650 units
(including three large ones, the rest being MSMEs).
The major issues facing the cluster where there were
twinning possibilities were (a) training needs in ma-
chinery and processing for wet-blue5
tanning; (b) ac-
cess to latest technology and (c) new product devel-
opment. Here, barring creation of new products, twin-
ning activities were done both with regard to training
as well as to access to the latest technology. The cre-
ation of new products was an area that was very high
on the agenda of the Indian association, but very low
on the agenda of the Italian counterpart.
5 “Wet Blue” is the tanning process where chromes are used to process
the leather from raw hide to finished leathers. In the raw state chrome
tanned skins are blue in colour and therefore referred to as “wet
blue.”
Selection of the Chennai leather cluster was con-
firmed in the 2nd SC Meeting on 26th February 2007.
By September 2007, IFLMEA was identified as the cor-
responding association and CLRI as the correspond-
ing technical consultant. However, the determination
and confirmation of the Italian association took some
time6
. After several intense efforts the agreement was
ultimately signed in June 2008 (see Chapter 3, Sec-
tion 3.1). Thereafter several trust-building activities
started with the Indian cluster (see activity7
5 to 12).
As envisaged in the original project document, sev-
eral training activities followed in the twinning zone.
These activities were selected on the basis of the di-
agnostic study and the various rounds of discussion
that were subsequently conducted by the Project
6 Informed by IFLMEA and secondary data provided by the project team.
7 See Annex 1 “Leather Activity Status June 2011”.
3
3
TABLE 1: SELECTED CLUSTERS
Auto Components Leather Leather Products
Chennai (2007) Pune (2008) Gurgaon (2008) Chennai (2007) Chennai (2007)
Shantiniketan
(2007 – Selective
interventions)
CT    
ITP     
MCGF  
CHART 1: ORGANIGRAM OF PROGRAMME MANAGEMENT
UNIDO HQ
CDA-MCGF
Indian Expert
CDA-CT
Indian Expert
CDA-ITP
Indian Expert
Advisor-ITP Italian Expert
SC
CTA
HQ: Headquarters, CDA: Cluster Development Agent, SC: Steering Committee, CTA: Chief Technical Advisor

1 INTRODUCTION
4
Team with the stakeholders of the Indian cluster.
These include the following:
„ The first significant twinning activity took place
in March-April 2009, wherein an Italian expert did a
baseline survey of the training needs of the leather
sector for all three components – tanning, machinery
and finishing for a cross-section of 14 firms (activity
13).
„ The inputs were discussed internally by IFLMEA
and the second twinning activity of selection of 20
firms by IFLMEA and their class room training on in-
puts from Italian experts was provided in April 2009
(activity 15).
„ As a third twinning activity intensive factory level
training was conducted by two Italian experts during
December 2009 to February 2010 for 22 firms (activ-
ity 17).
„ The fourth twinning activity was intensive factory
level handholding for 11 firms in finishing during June-
July 2010 (activity 21).
„ The fifth twinning activity was an interactive ses-
sion of CLRI and tanning units with Italian expert in
February 2011(activity no. 27).
„ The sixth twinning activity was launch of VTT and
benchmarking in the tanning industry in December
2011 (activity 32).
These training programmes saw continuous involve-
ment of CLRI. While IFLMEA played an important role
in this process, the role of Associazione Conciatori
needs to be better understood. A number of dissemi-
nation activities followed, too (see activity numbers
16, 18, 19, 22, 23, 26, 33). Also as a result of these
activities IFLMEA, along with UNIDO, came up with a
possible service package for tanning units. The most
potential activity in the offing is taking forward learn-
ing by CLRI (activity 30).
As envisaged in the original project document the fol-
lowing types of activities did take place:
„ Assessment of training needs
„ Training of trainers, including factory level super-
visors, technical staff of technical institutes
„ Training of Indian firms and handholding for
implementation
„ Visit to Italian clusters, having typical comparative
advantages, by Indian association
6.2 Chennai Footwear Cluster
The footwear cluster of Chennai has around 400 units
(including three large ones, the rest being MSMEs).
The major issues facing the cluster where there were
twinning possibilities were (a) training needs manu-
facturing and design and (b) access to latest technol-
ogy. Twinning activities were carried out for both.
The Chennai Footwear cluster was finalized in the 2nd
SC Meeting on 26th February 2007. By September
2007, ISF was identified as the corresponding Indian
association and both CFTI (mostly for footwear tech-
nology) and CFTI (mostly for design as well as man-
ufacturing) as the corresponding technical organiza-
tions. Three clusters were short- listed in Italy. These
include – Marche (60% of the footwear companies of
Italy mainly produce men’s footwear), Rive Del Brenta
(mostly women’s footwear, e.g. in Agra) and Firenze
(very small). Accordingly Marche, which also produc-
es men’s shoes, was selected by June 2007.
The Italian association for the period October 2007
to October 2008 was Unioncamere. This is a national
level organization and the signing authority was the
Marche chapter. This MoU was not renewed. Instead
a second MoU was signed with another association,
Confindustria in October 2008 and was valid till Oc-
tober 20098
. This was signed during a visit of an ISF
delegation to Italy as a part of the study tour. The Ital-
ian technical agency PISIE was identified in December
2007. However, no MoU was signed, though there was
attempt, between the corresponding technical agen-
cies, i.e. between CLRI and CFTI with PISIE (promoted
by ASSOMAC). Thereafter a few trust-building activi-
ties started with the Indian cluster (see activity num-
bers 5, 6, 8 in Annex 2) which continued with imple-
mentation (see activity numbers 11, 14 in Annex 2).
As envisaged in the original project document, sev-
eral training activities followed in the twinning zone.
These include the following9
:
8 See Chapter 3 on Footwear for further details.
9 See Annex “Footwear Activity Status June 2011”

1 INTRODUCTION
5
„ The first significant twinning activity took place in
February 2008, wherein an Italian expert did a base-
line survey of the training needs of the footwear sec-
tor by taking a sample of 14 firms and suggested
mainly classroom training (activity 9).
„ The second twinning activity consisted of ISF se-
lecting 20 firms, with classroom training on inputs
from Italian experts provided in March-April 2008 (ac-
tivity 10).
„ As a third twinning activity intensive factory-level
training was conducted by two Italian experts for two
to four days per firm for 20 firms during April to June
2008 (activity 10).
„ The fourth twinning activity was selection of the
14 best performing firms by ISF and their visit to It-
aly for training in footwear technology in September
2008 (activity 9).
„ The fifth twinning activity was organization of
training in Italy in September 2008 (activity 15).
„ The sixth twinning activity was training in design
practices and trend forecasting in October 2009,
when nine firms and three institutes participated (ac-
tivity 20).
„ The seventh twinning activity was training of a fac-
ulty member of CLRI in CAD/CAM in Italy in December
2010 (activity 28)
These training programmes saw continuous involve-
ment of CLRI and CFTI. ISF performed an important
role in this process. A number of dissemination ac-
tivities followed, too (see activity numbers 16, 23, 24,
28, 29, 30, 31). As a result of these training and expo-
sure visits, the Indian technical organizations came
up with various training activities. These include the
following10
:
„ Repeat training based on training conducted in In-
dia by international experts and training in Italy - two
days per company training by CLRI and CFTI through
ISF (activity 18)
„ Training Circles in Cluster SMEs – follow up of
the best practices in training and dissemination of
10 See Annex 2 “Footwear Activity Status June 2011”
solutions to common problems – essentially two one-
day workshops
„ First 2 weeks design training programme by CLRI
in November 2009 (activity 21)
„ Second two- weeks design training programme by
CLRI in December 2010 (activity 22)
„ Training on footwear design by CLRI and CFTI train-
ers in January-March 2011 (activity 30).
Also as a result of these activities, ISF, along with UNI-
DO, came up with a possible service package for tan-
ning units. The most potential activity in the offing is
taking forward the learning by CLRI (activity 30). Also
a lean manufacturing network has been created (ac-
tivity 19) and another is in the offing (activity 27).
As envisaged in the original project document the fol-
lowing types of activities took place:
„ Assessment of training needs
„ Training of trainers, including factory level super-
visors, technical staff of technical institutes
„ Training of Indian firms and handholding during
implementation
„ Presentation of foreign clusters to Indian
associations
„ Training through exposure to Italy and training
thereof.
6.3 Chennai Auto Components Cluster
The auto components cluster of Chennai has around
3,000 units spread over various industrial belts. The
major issues facing the cluster where there were twin-
ning possibilities were technology (and maybe asso-
ciated training) in the areas of mould designing, low
pressure die casting, CNC machining, testing equip-
ment, etc.
The Chennai auto components cluster was final-
ized in the 2nd SC Meeting on 26th February 2007.
By 2007, AIEMA Technology Centre was identified as
the corresponding association of the Indian counter-
part. The process of identification of an Italian coun-
terpart presented technical difficulties. Ultimately (as

1 INTRODUCTION
6
described in the third Steering Committee meeting)
in early 2008, it was stated that identification of a
suitable Italian cluster was difficult under conditions
of global recession and unwillingness to enter into a
framework of cooperation. Instead, firm-level upgrad-
ing activities were initiated in few clusters.
However, in the meanwhile the CT component had ini-
tiated several trust-building activities in the cluster.
These included creation of cluster-level network of
45 micro units (activity11
2, 5), trust-building/action-
plan-oriented activities (activities 3, 7, 8) and specific
ITP activities such as profiling and related knowledge-
building (activities 1, 4). Subsequently the Steer-
ing Committee suggested picking up full-fledged ITP
and training activities in two more clusters along with
Chennai. Subsequently the CT component of Chen-
nai started working on somewhat different issues –
upgrading and some cluster-development-related
activities.
The CDP component covered the following major
types of activities12
:
„ Gap assessment for the development of firm-lev-
el visions and strategic goals during April-November
2008 (activity 9, 19)
„ Implementation of gap assessment tools for vi-
sion-building at firm level during August – October
2009 (activity 20)
„ Exposure to benchmarks within India (activities
13, 15)
„ Various AP-oriented activities (activities 11, 12, 29)
„ Creation of websites in 2009 (activities 17, 18, 21)
„ Supplier Development Programme (activities 24,
28, 30-33)
„ Lean manufacturing (activities 34,36)
„ New knowledge generation in social accountabil-
ity, theory of constraints, waste minimization (activi-
ties 36, 37, 41)
„ A number of ITP activities, e.g. meeting consul-
tants and experts with cluster firms (activities 10, 14,
11 See Annex 3, Auto Component Activity Status June 2011.
12 See Annex 3, Auto Component Activity Status June 2011.
16, 39), interaction with international experts (activi-
ties 25, 26)
„ Creation of Project Report for CFC through COMFAR
(ITP supported).

7
CHAPTER
2 CHENNAI LEATHER CLUSTER
CHAPTER
1. Selection of Twinning Partners
To promote the process of twinning between India and
Italy the entry points were identified as concerned as-
sociations and technical institutions.
1.1 Selection of Indian Association
The extended Chennai leather cluster consists of over
650 different sized small tanneries and integrated as
well as finished leather manufacturing units, spread
over a wide area including Chennai and the surround-
ing places of Ambur, Ranipet, Vellore and Vaniyam-
badi. The smaller tanneries process rawhide and skin
up to wet-blue/EL leather stage. The relatively larger
and integrated units produce shoe-upper leather, gar-
ment, gloves articles, linings both of goat and sheep
skins and bovine or buffalo hides. The latter also
have an additional supply of semi-finished raw ma-
terial mostly as wet-blue processed goat/sheep skin
from Ethiopia. About 40 percent of the finished leath-
er exported by India originates from this cluster.
The Indian Finished Leather Manufacturers and Ex-
porters Association (IFLMEA) is the lead association of
finished leather manufacturers and exporters based
in Chennai. It has a membership of 110 finished leath-
er units13
as well as integrated units spread over the
entire area. This suits the requirement of cluster to
cluster learning from the Italian association. IFLMEA
plays important roles in (a) promoting the techno-
economic frontier of its members and (b) promoting
the cause of its members in overcoming procedural
and policy bottlenecks. IFLMEA also takes initiatives
to liaise members’ interest with leather goods, leath-
er garments and the shoe industry, thereby acting as
a vital link in the leather industry value chain. Hence
IFLMEA was an appropriate choice for value transfer
from the entire range of cluster stakeholders.
1.2 Selection of Italian Association
13 Discussion with IFLMEA.
The Santa Croce tannery cluster has around four hun-
dred tanneries and four hundred third party compa-
nies, employing over ten thousand employees. It has
a turnover of over two billion Euros. With 35 percent
of the total Italian production of skins and 98 percent
of sole leather and, more importantly, purifying over
98 percent of the total pollution load produced by the
companies in the district, Santa Croce is a lead clus-
ter in leather14
.
The Associazione Conciatori is an industry associa-
tion of Santa Croce of tanning companies specialized
in chrome tanning, vegetable tanning, and manufac-
turing of leather soles, all located in the municipali-
ties of Santa Croce sull’ Arno and Castelfranco di Sot-
to, in the province of Pisa, and Fucecchio, in the prov-
ince of Florence. It is a pro-active association which
provides its members with a wide range of services,
including exploration of foreign markets. According-
ly, Associazione Conciatori was selected as the corre-
sponding Italian association.
2. Major Problems
The major issues facing the cluster, where there were
twinning possibilities, were:
(a) Training needs for the latest technology for fin-
ished leather, machinery and processing
The Indian industry mainly relies on local raw ma-
terial, such as rawhides and skins. As hides of In-
dian origin come with lot of surface defects, which
makes the appearance/quality inferior and there-
by less valuable, there is a need for technologies
or new products that can camouflage the defects
and provide greater added value. Often there are
special chemicals and techniques for this. Such
and similar leads are the need of the hour.
(b) New product development
14 Secondary data received from UNIDO CT Programme

8
The Indian leather industries largely cater to ex-
port markets. These export markets are high-
ly fashion-conscious and the fashion changes at
least twice every year. Indian companies, having
less direct access to these markets, cannot fore-
cast the trends and colours in advance; there-
by, they are not able to get good value for prod-
ucts. Whereas, Italian manufacturers have great-
er accessibility to the Italian/ European and oth-
er leather markets and therefore have a better un-
derstanding of market needs/preferences. This
causes the dependency of the Indian companies
on the Italians to understand the market demand
and this is why they are more willing to learn new
technologies and products, items not on the agen-
da of Italian companies.
Development of new fashionable products in Italy
is naturally a business secret, as the major Italian
competitors derive their advantage from this spe-
cialty. Hence there is always a fear that develop-
ment of new products by Indian ‘competitor’ com-
panies may further tighten the competition be-
tween Italian companies. Thus, barring creation of
new products, twinning activities were done both
for training as well as access to the latest tech-
nology. Creation of new products is an area that
was very high on the agenda of the Indian asso-
ciations, but very low on the agenda of the Italian
associations.
3. Implementation15
A number of classical twinning activities were carried
out in this cluster. The following sections will explain
these activities in more detail.
3.1 Signing of Cooperation Agreement
Need for this activity was generated from the supply
side’s wish to create a backdrop of cooperation ac-
tivities to follow and address the major problems. Ac-
cordingly, the objective of this activity was to create a
broader understanding of the two selected associa-
tions and thereafter enter into a cooperation agree-
ment in various areas, to be followed up during the
Project period.
15 See Annex 1 Leather Activity Status July 2011.
Although the Indian association was willing to enter
into such an agreement, the process took more time
on the Italian side. The primary reason was that at the
product level, in some sense, the countries are com-
peting with each other. Both the Italian and the Indi-
an firms are supplying finished leather to the brand-
ed product manufacturers. In fact, while the Indian
firms do have a relative labour cost advantage, the
Italian firms enjoy the dual advantage of (a) advanced
techniques and technology and (b) forecasting tech-
niques and creation of new products in advance.
Therefore finding a common agenda for collaboration
was a difficult task.
The Project therefore took the views of an Italian con-
sultant to an Italian association of machinery manu-
facturers (ASSOMAC). The consultant had previous
links with the Indian organization of Council of Leath-
er Exports (CLE) and understood the Indian ground
necessities. He provided some leads to the CTA.
Thereafter, IFLMEA got an opportunity to interact with
Associazione Conciatori, during the Bologna Fair in
April 2008 and initial dialogue on possible collabo-
ration commenced. Soon after, both sides agreed to
sign a Cooperation Agreement (CA).
The CA was signed in June 2008. The CA aimed at cre-
ating institutionalized and long-term relationships
between the two associations and, as a result, be-
tween the Italian and the Indian finished leather man-
ufacturers dealing in the Santa Croce and in Chennai
for promoting industrial and commercial relations be-
tween Italian and Indian companies. This CA envis-
aged (a) dissemination of the Santa Croce Regional
Cluster Model within Chennai finished leather clus-
ter, (b) transfer of techniques from the Italian finished
leather industry in respect of environmental protec-
tion and safety in workplace issues, and (c) exchange
of information pertaining to members of both the
associations.
3.2 Promotional Trust-building Activities
The process of trust-building takes place through
activities and results thereof once the Programme
is in motion. As an organization UNIDO already had
trust with IFLMEA derived from a previous NLDP
programme. However to set the ball rolling on the

9
twinning agenda, various “trust-building” type activi-
ties were initiated. Some of these are listed below:
IFLMEA, along with the project team, participated in
the 23rd
edition of the India International Leather Fair
(IILF16
), to give greater visibility to twinning initiatives
undertaken in collaboration with Italian associations
and also to organize a need-based seminar to be held
by international experts. Brochures explaining the
Subcontracting and Partnership Exchange (SPX) were
distributed explaining the process of SPX, its benefits
and how to approach. SPX forms were also distribut-
ed to the interested companies. Visitors from indus-
tries were also explained the use of Company/Project
Profile and COMFAR III Expert software.
IFLMEA organized a seminar for the leather industry
during the IILF. The Director of the Consortio Aquar-
no, Santa Croce sull’ Arno, the consortium that is op-
erating the common effluent treatment plant in San-
ta Croce for the tanneries and municipal wastewater,
was invited by the project to make a technical pre-
sentation on “modern environmental practices and
reduction of waste in the tanning industry” with ob-
jective to explain the technological advances in Ita-
ly. He explained the functioning of Aquarno Consor-
tio, the common wastewater treatment plant in Santa
Croce sull’ Arno. The forum created an opportunity to
exchange news on happenings in the Indian as well
as the Italian tanning industry in the environmental
area.
After the seminar, Director of Consortio Aquarno,
Santa Croce sull’Arno, visited three common effluent
treatment plants and also interacted with the Manag-
ing Director of Pallavaram CETP and the Chairman of
Ranitec CETP. The visit was organized by the Indian
Leather Industry Foundation (ILIFO), an organization
engaged in treatment of wastewater from tanneries,
in association with IFLMEA.
Another seminar was organized where a technology
and training needs assessment expert from England
delivered a session on ‘Life in a frugal world’. Follow-
ing this, a meeting was organized between IFLMEA
16 IILF is a global meet of entire leather and allied industries comprising
of manufacturers, exporters, importers, suppliers, agents, distribu-
tors, service providers, etc., and therefore gives sufficient scope of
interaction to promote business, design, technology and knowledge
transfer.
and the expert to understand the objectives of the
technological assessment and plan the activities.
These events not only provided scope for creating
visibility of the twinning initiatives by IFLMEA, it al-
so helped interacting with many international experts
to determine the future scope of collaboration. More-
over, the seminars with the technological partners
created awareness of new technological innovations
and also provided an opportunity to plan for training
interventions for IFLMEA members with institutes.
3.3 Training and Technology Need Assessment
Low productivity, especially for high-end products is a
major concern for the cluster. The need for the activity
was to understand and suggest measures to address
issues of low productivity and low-value products in
the Chennai leather cluster. In contrast, Italy is known
both for its high value and higher productivity. Hence
the objective of this activity was to understand with
the support of an Italian expert the scope for technol-
ogy/technical up-grading to address these issues.
The activity was implemented with direct involvement
of Italian and Indian associations. To start with, IF-
LMEA and CLRI conducted a quick assessment of the
technical training needs and shared the same with
Associazione Conciatori in Italy. At the suggestion of
Associazione Conciatori, the Project selected an Ital-
ian expert, whose credibility in turn was vetted by As-
sociazione Conciatori. The methodology for identifi-
cation of issues was through firm-level visits and in-
teraction with the management. Fourteen units were
selected by IFLMEA for a technology audit. The selec-
tion of tanneries was based on criteria such as types
of raw material used, end-products and processes as
well as size and investment likelihood of tanneries.
This would give an appropriate product mix and also
the likelihood of ITP at a later stage.
The expert visited the units and came out with the
following inputs with respect to quality, productivi-
ty and yield. On the quality front it was pointed out
that scope exists for improvement in poor dyeing lev-
elness, wet-backing of wet-blue stock, consistency
of production, loose grain, low selections of hides or
skins, difficulty to reach the desired softness of arti-
cles, mechanical resistances, light and dry-wet rub-
fastness, etc. On productivity it was suggested to

10
upgrade the drums, which strongly hamper produc-
tivity, whilst automation is another way to improve it.
Training on automation through audio-visual aids and
also on fleshing, splitting, shaving, setting out, vacu-
um, automatic spraying operations were suggested
during the assessment. On yield, inputs on chemical
processes, mechanical operations and optimum trim-
ming operations were given by the expert.
Accordingly the first step for skill transfer as a part
of the twinning exercise was identified in training of
human resources on the following issues – leather
technology, machine work practice, leather finishing
practice.
Also, dissemination of the findings and recommenda-
tions through workshop and one-to-one interactions
not only helped the industries realize their techni-
cal gaps and learn better practices but also created
ground for further twinning possibilities between IF-
LMEA and Associazione Conciatori to organize vari-
ous need-based training in the cluster. The expert al-
so suggested different areas for training along with
the contents to be delivered.
3.4 Technical Training
The need for such training is a requirement for tech-
nical upgrading by the Chennai cluster. From the de-
mand side, the objective was not only to understand
the know-how but also to have sufficient handholding
to get a grip over the do-how17
for making a real differ-
ence. Accordingly two types of training were designed
under the project. One was classroom training giv-
ing theoretical inputs and pictorial demonstration –
know-how, and the other one was on-site training fo-
cusing on finding out the problems and then training
through demonstration – do-how. Trainee units were
selected by IFLMEA from among its members, con-
centrating on those who showed interest in improv-
ing productivity, quality, yield of finished leather, and
introducing cleaner leather processing technologies
in their tanneries. Moreover technical experts from
CLRI were also trained under the classroom training
to enable up-scaling the programme in future. CLRI
17 Do-how is a handholding process by an expert with a novice as to how
to implement a technology practically while using a new technique or
a new machine. Without this even with all explanations, a newcomer
to a technology or machine operates at a sub-optimal level and is de-
void of full advantages of the same.
scientists were also involved during the factory level
demonstration, too.
Managerial Training (Technical): This training was or-
ganized for the CEOs and top executives along with
technical managers of the tanneries. Experts from CL-
RI also participated in the training so that they can
upscale such training in future. The training was car-
ried out by one Italian expert in Chennai. Twenty-one
technical experts from tanneries; two experts from
CLRI and one executive of IFLMEA were trained.
On-site Training: This on-site training was given by
visiting experts consisting of one finishing expert
and one wet-end-process expert. The training was de-
signed to help the underperforming small and medi-
um enterprises to enhance productivity, sharpening
the capability, and moreover to know what and where
to act. IFLMEA selected 20 units to include a range
of tanneries which are (a) deficient in equipment and
technical skills; (b) planning to modernize, (c) cover a
range of raw materials used and (d) produce a range
of finished articles.
The on-site training was given to the technical heads
of the tanneries who further gave training to their sub-
ordinates, namely, technicians, supervisors and ma-
chine operators of their respective units. An Italian
expert and an expert from CLRI and executive secre-
tary of IFLEMA visited the units, studied their opera-
tion systems and then the experts gave their sugges-
tions and recommendations to the technical head of
the units. Twenty tanneries were given on-site train-
ing on wet-end leather processing for around 40 days,
1 to 3 days in each unit. Another 31 tanneries were giv-
en training on leather finishing techniques for around
30 days.
A number of technical suggestions were made by the
experts. Yet, the training got moderate response. Even
with the factory level training, barring issues related
to machine organization, practical demonstrations –
rigorous ‘do-how’ was expected by the participants.
Once the latter happens it needs to be followed with
rigorous spread mechanism relating to the do-how.
As a result, trainees expressed the need for frequent
and intensive training, with on-site handholding.
There could be some limitation in addressing such in-
tensive training in a large group of companies (as the

11
training programme was provided to about 30 compa-
nies); hence deeper intervention in a small group of
companies may be emphasized, with further dissemi-
nation of the results to a larger group.
Again, a few tanneries which were mainly handling
sheep/goat leather were of the view that the experts
were mostly concerned with tough (buffalo) leather
and not of much use for them. This shows that the
units are heterogeneous when it comes to implemen-
tation and exact matchmaking is needed for linkage
of units. At times it may so happen that such spe-
cialized units and experts may come from a different
cluster. For example, while the Santa Croce shoe clus-
ter mostly deals in bovine leather, the Solofra leather
cluster deals mostly in sheep/goat leather.
Training on Leather Finishing Technique: The objec-
tive of this activity was to provide on-site training to
the production managers of different tanneries on
leather finishing techniques so as to improve the
quality and yield of finished leather. In addition, this
activity also envisaged training the units on the appli-
cation of cleaner technologies.
The expert pointed out the use of obsolete machines
in a few tanneries and recommended going in for ad-
vanced ones. He also gave suggestions on simple
managerial techniques and shop floor management,
especially proper machine placement so as to re-
duce time lost and improve the product quality. He
also emphasized on the need to smooth the uneven
floors and use forklift trucks and HVLP guns. He rec-
ommended discarding dangerous machines such as
Slocomb staking18
and installing safety equipment
wherever needed.
The Italian expert recommended that a “Fashion Task
Force” should be established by IFLMEA or the CLRI
18 Slocomb staking is a machine used for softening leather.
to channel the latest novelties to the tanneries, since
Santa Croce tanneries, being the competitors of the
Chennai leather cluster, may not be willing to pass on
TABLE 2: DETAILS OF ON-SITE TRAINING
Details of On-site Training Number of Participants Start date End date
Wet-end leather processing
(on-site training)
20 tanneries
12-12-2009 22-12-2009
09-02-2010 12-03-2010
Leather finishing
techniques
31 tanneries
22-06-2010 10-07-2010
25-08-2010 09-09-2010
BOX 1: IMPACT OF TRAINING THROUGH TWINNING
VAS Noorullah & Co. of Vaniyambadi participated in the
training programmes on wet processing and leather fin-
ishing. “We have definitely benefitted from knowledge
of how to better utilize the machinery features, process-
ing techniques which improves quality, minimizing vari-
ety of chemicals, bringing uniformity in colour within the
skin and minimize variations from skin to skin and from
batches to batches. Previously the in-process rejection
was about 4 to 5 percent and now the same is between 3 to
4 percent.” says Mr. Idris, Managing Partner, VAS Noorul-
lah & Co. They look forward to collaboration with product
specific experts, new chemical suppliers and technology,
particularly machinery. “...The expert in wet end leather
processing was extremely useful and the expert has made
about 5 sample developments on the above mentioned
area. Nearly 4 methods are now currently adopted in this
tannery. However, since we are in manufacturing of glove
leathers and garment leathers and the finishing expert
being specialized in upper; this has yielded only a few
benefits… ”, adds Mr Idris.
On a similar note, Mr. Sayeed of Pakkar Leather Exports
mentioned that apart from various technical benefits, “…
we have benefitted from the expert advice on positioning
the machines as this tannery was under revamp during
the visit of the expert… We are still in contact with the ex-
pert, Mr. Giuseppe Telara…”
“Waste minimization by using advanced spray guns in fin-
ishing area and use of appropriate chemical and proper
layout of machinery to allow easier and logical movement
of materials are some of the positives. The future scope
for collaboration can be fashionable leathers, new types
of finishes, technicians and use of specialty chemicals”,
says Mr John Sunder of CLRI.

12
such information. However, consultants can be ap-
proached directly for the same.
Though this activity reached out to many units, fur-
ther intensive on-site training with appropriate du-
ration could have generated visible outcomes and
branding of the activity would have been possible
for easy scaling up. Moreover, trainees suggested
that the selection of experts/ trainers needs to match
the need of the cluster, especially when one is giving
unit-level training.
3.5 Interactive Session with Italian Leather
Experts on Sustainability – The Challenge in
Leather Manufacturing
The Project in association with CLRI and CLE and AS-
SOMAC organized an interactive session with five in-
ternational experts on the sidelines of the India In-
ternational Leather Fair 2011. The objective of the in-
teraction was to introduce the latest developments in
the field of cleaner technology and latest production
technologies to Indian experts from CLRI and a few
from the industry. About 40 participants from CLRI,
industry and associations attended the programme.
Application of recycling vegetable tanning was ex-
plained by the expert from Silvateam. Three variants
of semi-rapid tannage systems were elaborated. Fol-
lowing this, application of a metal-free tanning pro-
cess was explained by the expert from LEDOGA Srl. He
briefed participants on chrome-free tanning methods
which use two hybrid syntans developed by the SO-
DA chemical company. An expert from VANDONI ex-
plained the advantage of a wet white tanning appli-
cation. This was followed by the presentation by the
expert from Erretre on optimizing the use of chemi-
cals. He explained the process of “chemical mill-
ing”, an innovation in dry milling of crust leather. He
showed that the following properties can be impart-
ed or adjusted by using the chemical milling: water-
proofing, stain resistance/proofing, colour enhanc-
ing/fixing and touch modifications. The process will
yield the following advantages: environmental (no
wastewater), economic benefit (smaller quantities
of chemicals are sufficient), improved quality of fin-
ished leather (chemical applications on both sides),
optimizing of spray equipment.
The application of process control in the wet depart-
ment was explained by a technical expert of ITALPRO-
GETTI. He explained the upgraded technologies in the
wet processing department. The control mechanisms
were timer-controlled drum operations, easy facilities
for drum operation, and mechanisms for control of
temperature while the process is proceeding. The ex-
pert also explained the steps for controlling the quan-
tum of water and liquid chemicals. The innovations
developed recently were weight control of the drum
and its contents, i.e. material, chemicals and water.
These interactive sessions with international experts
and by representatives from technical institutions
such as CLRI and the cluster stakeholders gave an op-
portunity to learn best technology and practices in
various areas. These initiatives opened up possible
future twinning opportunities by the firm to institu-
tion, institution to institution and institution to inter-
national sector experts.
3.6 Technical Seminar/Workshop on Cleaner
Technology, Energy Conservation, Benchmark-
ing of Business Operation
The Project also identified a few areas of importance
which have scope for technical improvements for the
tanneries. One such issue was a CLRI patented tech-
nology for reduction of salt from tannery effluent and
also reducing the chemical costs. Although the tech-
nology was demonstrated and the firms showed in-
terest, the issue did not move forward as there is a
need for some venture fund to do full-scale batch pro-
duction, which requires substantial investment. CLRI
is willing to charge Rs 50,000 per firm to do a technol-
ogy transfer, provided at least ten firms are willing. Al-
so the units need to invest in raw materials depend-
ing on the batch size. UNIDO is willing to bear the lo-
gistic cost of the trainers.
Energy is another major concern area in tanneries.
A workshop on “Energy Conservation in the Tanning
Industry” was organized. The workshop was particu-
larly aimed at creating awareness on the energy con-
servation possibilities in tanneries and application of
the solar heating in tanneries. The workshop was at-
tended by about 60 companies; most of them were
tanneries located in and around Ranipet.

13
ILIFO, which gives technical services to the leather
and allied industries mainly focusing on environment
related issues, talked about “Rationalized Energy Use
in Tanneries and ETPs”. The results were presented
consequent to several energy audit and improvement
measures undertaken by a group of tanneries in Pal-
lavaram with the support of another project on BDS
Development by SIDBI.
Industries learnt that the main losses of energy oc-
cur in drum operations, compressed air systems and
thermal systems in tanneries. The main reasons for
energy loss in drums are due to wooden V block bear-
ings, eccentricity in gear wheel and star shaft, cast
gear teeth and belt slip. Modifications to improve the
situation in existing drums make it possible to reduce
the electricity consumption, quantifying and elimi-
nating air leaks; efficient line size and optimal pres-
sure setting improves the compressed air system and
thus reduces electricity consumption. Proper storage
of firewood, firewood quality monitoring, firewood
feeding frequency, insulation and correct sizing of
piping improves the efficiency of thermic fluid heat-
ers. T-5 tubes for lighting which has a colour render-
ing index of 75 – 98 are most suitable for industrial
lighting. Pumps need to be operated close to their
best efficiency point. Reducing the number of wash-
ing and combining unit processes reduces energy
consumption.
The CEO of Planters Energy Network explained the
“use of solar heating – air and water for reducing
leather processing cost”. He opined that possible ar-
eas for application of solar heating in tanneries are
the generation of hot water for leather processing, the
drying of leather after dyeing, and the drying of leath-
ers after spraying and coating. The payback period of
an industrial water heating installation is about 1.5
years. He also mentioned that the solar hot air unit in
one tannery called MA Khizar Hussain and Sons pro-
vides annual firewood savings of about 610 tons. A
similar solar unit set for an autospray can save 26 li-
tres of diesel per day. The payback period for a solar
air heating system is 2.2 years on average.
3.7 Visualized Training Tool (VTT) on tannery
effluent treatment and Seminar on Benchmark-
ing in the tanning industry and interactive ses-
sion on VTT and cleaner tanning technologies
To make the replication of best practices easier and
faster, the Project developed a video-based training
tool on tannery effluent treatment. This training tool
is based on animated videos, photos, flowcharts and
presentations. This tool is primarily meant for the or-
ganizations and experts who train the technical em-
ployees involved in tannery effluent treatment.
The tool was launched during the seminar on bench-
marking in the tanning industry, where 65 partici-
pants, comprising representatives from industry, in-
stitutions, training partners, promoters of common
effluent treatment plant and associations participat-
ed. CLRI being a technical institute, ILIFO as a techni-
cal expert agency and IFLMEA as an industry associa-
tion, are the three agencies with whom the tool was
shared.
After explaining the concept of benchmarking, the ex-
pert provided about eight suggestions to the industry
for consideration in benchmarking. Different check-
lists pertaining to benchmarking, developed by UNI-
DO, were shared. It was emphasized that benchmark-
ing can be a very effective tool to find out the gaps in
the value chain and make possible strategies to over-
come the same.
4. Cluster Twinning – Key Issues and Methodo-
logical Implications
Twinning activities such as classroom training, facto-
ry level training, knowledge transfer to local institu-
tions (CLRI), etc. took place on various fronts in the
leather cluster. This was made possible because of
the branding of leather cluster in Italy and the trust
of the local cluster that packets of knowledge exist in
the target cluster. The previous firm level and institu-
tion level interactions helped this cause.
Twinning may be defined as joint action between
two stakeholders and/or two stakeholder types with
equal probability of each gaining from the same. Thus
scope for twinning between principal firms of two
countries will arise provided each has something to
gain from this deal. As it appears, with both the In-
dian and Italian firms looking for business from the
branded producers, with the Italian firms specializing
in technology superlative and the Indian firms spe-
cializing in low costing there was hardly any common-
ality of mutual business to business (B2B) gain.

14
Thus there were lot of challenges in entering into a CA
even at a broader level between the two associations
and when it did happen there was stress on coopera-
tion on the environment front rather than on finished
leather. Here usage of existing trust in making the ini-
tial linkages between associations does help.
While a cluster is a concentration of similar firms,
when looked atwith the lensofintense specialization,
even the most homogeneous clusters have a high lev-
el of heterogeneity. This is especially true for firm lev-
el intervention. Thus, while the Santa Croce cluster
specialized in buffalo leather, some of the firms need-
ed inputs in goat/sheep leather, mostly found in the
Solofra cluster. Thus selection of a unique cluster as
a partner can yield sub-optimal results.
On a similar note, CLRI hascreated a twinning arrange-
ment with Ethiopia, which is supplying rawhide (goat
and sheep skin) to India and is a possible twinning
destination. Such demand-side views for the identifi-
cation of twinning partners may also be explored.
Scope for twinning also exists between Indian firms
and backward linkage providers from the Italian clus-
ters. This was adequately reflected in the interest
shown by the Indian firms in the chemical suppliers
and machinery suppliers. Thus CA with ASSOMAC
or, say, a chemical suppliers association would have
been useful.
Similarly, scope also exists for creating linkage with
Italian consultants, some of whom, introduced by the
programme, are still in touch with the Indian firms.
The selection of such experts/trainers needs to be
matched with the need of the firms in particular and
not the cluster in general, to an extent that even a
technical expert who is handling very small units may
not meet the needs of a unit having similar technol-
ogy but with a very large size.
The demand-side expectation was do-how, required
at the firm level. This needed a package of detailed
unit-specific study and implementation thereof. In-
stead, while the project attempted to understand the
industry needs, the delivery was relatively heavy on
“know-how” as sufficient time was not given for de-
tailed handholding.
Detailed handholding by Italian experts is expen-
sive. Hence a model for Italian and Indian experts
spending more time in each unit would have been
more beneficial.
The process of twinning proposes linking existing so-
lutions to existing issues, by facilitating knowledge
flow. Such knowledge flow can also happen from
within a cluster, too. Thus the twinning process may
also map such possible knowledge flow packets also
from within the cluster and promote the same.

15
CHAPTER
CHAPTER
3 CHENNAI LEATHER FOOTWEAR CLUSTER
1. Selection of the Twinning Partners
In order to promote the process of twinning between
India and Italy, the entry points were identified as
concerned associations and technical institutions.
Having identified footwear as a possible sector for
twinning, the Chennai footwear cluster, which has
around 400 MSMEs and employs directly about
100,000 people at various levels of work19
, was se-
lected for the project. Of the total workforce, 75% are
women. The main production centres in the cluster
are Chennai, Ranipet and Ambur. Around 79 percent
of footwear exports of the cluster goes to the EU and
8% goes to the USA, with the balance to other coun-
tries. Only a small portion is sold in India.
The products are sold to buyers through agents and
some portions also go to big companies. Most buy-
ers are wholesale dealers and brand owners in im-
porting countries. The very small and tiny firms in the
cluster sell their products to the exporters. In most of
the cases, these small and tiny companies work on
a job work basis, mainly footwear upper production,
and supply the same after finishing the job to the ex-
porters. Some firms exporting footwear and footwear
components do not have their own factories. These
firms provide raw materials to the small firms to com-
plete the operations. In some cases, the exporting
firms sponsor the cost of machines installed in the
job worker’s factory.
ISF was identified as the Indian association. ISF is
a well organized association focusing purely on the
interest of the footwear and footwear components
manufacturers, especially in Tamil Nadu. ISF orga-
nizes various activities to help its members improve
their level of production, exploring and developing
markets all over the world. It also plays an important
role in facilitating dialogue between the sector and
19 Secondary data received from UNIDO CT.
the Government in overcoming procedural and policy
bottlenecks.
CLRI (mostly for manufacturing and designing tech-
nology) and CFTI (mostly for manufacturing) were
identified as corresponding technical organizations
for the project.
1.2 Selection of Italian Association20
Identification of the Italian cluster for a possible twin-
ning agreement started towards the end of 2006 and
beginning of 2007. The initial scouting operation was
conducted by UNIDO ITPO Italy (Office in Rome) in co-
ordination with the Project. The Marche Region Shoe
Cluster was selected as the most suitable industrial
counterpart for the twinning operations because of
the following aspects:
1. Average dimension of SMEs located within it and
the supply chain matched Indian conditions
2. Strong sense of joint action
3. International experience
4. Already established business relationship with
the Indian and in particular the Tamil Nadu
manufacturers
Also the Marche region has graduated from condi-
tions similar to India. It was known for exporting doz-
ens of wagons of beautiful and inexpensive cheap
Italian shoes to the former USSR and other Eastern
Europe Countries. The export was made in clearing
(such as that from the Agra shoe cluster). The shoes
were manufactured in the basements of the houses of
the companies’ owners. The labour conditions were
similar. But at that time awareness about the protec-
tion of the labourers was very low.
The Italian National Shoe Association – Associazione
Nazionale Calzaturifici Italiani (ANCI) had a very weak
20 This section draws heavily on an interview with ex-CTA of UNIDO CT
Project.
CHAPTER

16
presence in the Marche cluster. Accordingly, the Proj-
ect had initially identified Unioncamere Marche as
the partner for the twinning agreement with ISF. But
later Confindustria Marche also took high level of in-
terest in getting involved in the Project. After long dis-
cussion with both of them, UNIDO and ISF agreed to
indicate in the Twinning Agreement that Confindustria
Marche would contribute to its implementation.
Thereafter, when Unioncamere and Confindustria
went back to Marche and organized a press confer-
ence to present the agreement of “international co-
operation” reactions of some cluster members and
some local associations were not positive. They per-
ceived the Project and the Agreement as an initiative
financed with Italian tax-payer funds to help the Indi-
an competitors to become even more competitive by
improving their skills through transfer of know-how.
The misleading interpretation of this cooperation
agreement probably lies with the fact that the twin-
ning concept was elaborated by the Italian Cooper-
ation at the end of the 90s when the shoe industry
was still flourishing. The actual implementation took
place only in 2007 when competition from China and
Vietnam had already dented the Italian (and Europe-
an) manufacturers’ competitiveness.
2. Major Problems
The major issues facing the cluster with twinning
possibilities were (a) training needs in manufactur-
ing and design and (b) access to the latest technolo-
gy. Twinning activities were done for both. Moreover,
the capacity of the training institutions in Tamil Na-
du was not in line with the technological innovations
happening in the sector. In addition, the cluster was
lacking the services of experts who could provide ad-
vice on factory standards.
3. Implementation21
At the end of 2007, the Marche associations, UNIDO
Italy and PISIE (a reputed leather and shoe training
institution) met in Italy to discuss the implementa-
tion of the twinning agreement. Marche admitted that
the local training institutes did not have international
experience and therefore asked PISIE to identify and
recommend some trainers from its roster of experts.
However, no MoU was signed, though there was at-
tempt, between the corresponding technical agencies
i.e. between CLRI and CFTI with PISIE.
In general the following training areas were identi-
fied during the visit of the representative of the Ital-
ian association to Tamil Nadu: Design and develop-
ment; Manufacturing – upper making, full shoe mak-
ing; Quality and compliance; Management – produc-
tion, marketing, costing and HRD and Equipment –
machine maintenance.
3.1 Trust-Building
Trust between the stakeholders of the two clusters
was relatively easy (as compared to leather) in this
case of footwear twinning as there was a well felt
need of cooperation between the clusters and both
were optimistic that they would gain from the twin-
ning initiative. However, to facilitate this, various
trust-building activities were conducted in the Indian
cluster. These include, among others the following:
21 See Annex 2 Footwear Activity Status July 2011.
TABLE 3: TRUST BUILDING ACTIVITIES CONDUCTED IN INDIAN CLUSTERS
First diagnostic study of the cluster training needs Oct-07
ISF Brainstorming on training needs Dec-07
Participated in IILF 2008 Jan-Feb 08
Firm mapping for SPX Jun-08
Awareness Programme on schemes of Ministry of MSME Sep-08

17
3.2 Role of Associations and CDAs
On the Indian side, ISF facilitated the process by or-
ganizing various need-based workshop and semi-
nars, such as workshop on lean manufacturing, par-
ticipation in trade fairs, exhibitions, etc. It played an
important role in identifying the felt needs, creating
trust of the firms in the Project because of its sheer
presence, selecting the appropriate firms on the In-
dian side (appropriate candidates), information shar-
ing and follow-up with companies, etc. It also shared
office space for organizing meetings, workshops and
also shared space for opening a project office in the
cluster. The coordination of the activities and also the
logistics of Italian/other experts to the cluster were
also organized by ISF. While ISF did have an important
role in this process, these activities saw continuous
involvement of CLRI and CFTI, too. Needless to say,
this entire process was facilitated by the presence of
Indian CDAs, who were strategically stationed at the
ISF office only.
However, while there was a continuous support in the
form of a CDA in the Indian clusters, there was a con-
tinuous problem of communicating the exact needs
and pressing the Italian associations to go full force
in the twinning activities. In any cluster development
programme the bottom line of gains of cluster princi-
pal firms is a must for meaningful and sustainable co-
operation. This process could not be pursued in the
absence of similar professional support with the Ital-
ian association. The presence of such a person could
have not only facilitated the trust-building process,
but would have facilitated the entire twinning activity
by making the Italian associations see further busi-
ness gains, e.g. through (a) sale of machinery and (b)
manufacturing subcontracting, etc.
3.3 Training Need Assessment and Module Design
Training Need Articulation by Indian Units: The twin-
ning agreement included specific actions in the areas
of training and technology up-grading of the Chen-
nai footwear units, aimed at sustaining the develop-
ment and consolidation of the local entrepreneurship
by enhancing the competitiveness and sustainabili-
ty of the existing but underperforming companies. To-
wards this, the first step was the quick training need
assessment made during the visit of the Unioncamere
President to Chennai for signing of the cooperation
agreement. This was followed by a brainstorming ses-
sion steered by ISF with its members for discussing
training needs and best possible methodology. The
outcome of this brainstorming workshop was then
made available to the project team and to ISF as well
as the Italian counterpart association.
During brainstorming, the units expressed their need
for training at an “advanced” level mainly focusing
on best practices and on “do-how” aspects of shoe
design and manufacturing processes; and therefore
suggested the trainees to be sent for training should
be at least at supervisor level or above. The location
for the training should be in India; however, train-
ees will also be exposed to factory level work in Italy.
The training programme was repeated in the footwear
clusters of Chennai and Ambur. Moreover, units sug-
gested that trainers with demonstrated experience
and English language skills needed to be contacted
for the proposed training.
These basic requirements were further complement-
ed by a detailed list of “training topics” considered
by the companies to be relevant and necessary to im-
prove their competitiveness. Seven basic “modules”,
as mentioned below, were indicated by the Indian
companies:
Module 1: Design Development and Pattern
Engineering.
This first module focuses on the design process of the
shoe; both the basic aspects of the traditional design
methodologies and of product development, as well
as the more technical pattern engineering activities
were demanded. Particular attention to CAD design
and development methodologies was requested.
Module 2: Production Planning and Control.
This deals more strictly with production issues, focus-
ing in particular aspects related to work organization,
optimization of work processing, planning and con-
trol of the manufacturing activities.
Module 3: Upper Stitching and Closing.
In this case again the emphasis is on the manufac-
turing process and in particular on the stitching and
closing phases, including also cutting activities. Work
methods and process technologies are considered
to be key elements in this training module; special

18
attention to modern automated (dieless) cutting tech-
nologies was requested and on “how to tackle fre-
quent style change, short production runs and best
industry practice”.
Module 4: Shoe Making and Shoe Finishing.
This module pairs with the one above, covering the
downstream phases of shoe production, making and
finishing; the key topics indicated by the companies
in this modules were again work organization and
shop floor layouts, as well as production equipment
and the related technologies. Particular interest was
indicated in the topic of finishing and on the related
practices aimed at producing high quality and accu-
rately finished shoes (in relation to the different ma-
terials adopted).
Module 5: Standard and Quality Control.
This module covers the issues of tests, test methodol-
ogies and compliance with international quality stan-
dards as well as all aspects related to the implemen-
tation and management of quality in shoe manufac-
turing processes.
Module 6: HRD and Training of Personnel.
The demand outlined in this module relates to the
topic of human resource development and to the en-
hancement of professionalism; specific needs are felt
in the area of training and training methodologies.
Module 7: Machine Maintenance.
This last training module specifically deals with the
topic of machine maintenance and aims at educating
companies’ technicians who could see to the neces-
sary pre-emptive, regular and extraordinary mainte-
nance of the machines on the shop floor.
On the basisofthese needs, a draftproposalfor a suit-
able training programme was formulated and submit-
ted to ISF and subsequently to the Italian association.
Technology cum Training Audit by Italian expert: In
order to ascertain the relevance and specific require-
ments to build competencies of SMEs participating in
the twinning programme, Mr. Giovanni Risso, an Ital-
ian expert, conducted technology cum training audits
in ten SMEs in Chennai, Ranipet and Ambur. This ex-
pert was identified by the Project and subsequently
vetted by the Italian association. This was the first
significant twinning activity wherein an Italian expert
not only did a baseline survey of the training needs
of the footwear sector and but also suggested class-
room training and prescribed a training module relat-
ing to the technical need of the sector.
The expert also interacted with relevant institutions
and associations dealing with the footwear sector.
Based on his observations, implementation of the
training was modulated to yield maximum benefit un-
der the programme. In addition, the companies were
given recommendations on improvements in the
technological area, including the latest technological
innovations.
Following this, as a second step in implementing the
twinning agreement, training for the member MSMEs
of ISF was organized to impart the latest techniques
through classroom lectures supplemented by on-site
training at unit level by Italian experts.
Training was conducted at two sites simultaneous-
ly by two Italian at Ranipet and Ambur. As the need
of the industry was to learn “do-how” than “know-
how”, it involved the latest techniques and process-
es of Italian technology. ISF selected 22 growth-ori-
ented SMEs to participate in the training programme.
The first phase of training was a ‘Manufacturing Mod-
ule’ of eight weeks duration at each place. Apart from
22 companies, training was also provided to three in-
stitutions, namely, the Central Leather Research Insti-
tute (CLRI), the Central Footwear Training Institute (CF-
TI) and the Indian Institute of Leather Products (IILP),
so that these institutes became the knowledge hub
for replication.
In addition, as international footwear technologist
from Italy, assessed the participating SMEs (on a
sample basis) of their technological levels as well as
skills of the personnel employed in the companies.
He visited about ten sample companies in 15 days
in Chennai, Ranipet and Ambur. During the assess-
ment, he made several interesting observations on
improvements and building competencies in SMEs in
the cluster.
An interactive session was then organized in collabo-
ration with ISF to provide the preliminary findings ob-
tained during the mission. The expert in his findings
mentioned that the technological level in the cutting
and stitching area is generally good, and the technical

19
people in the factories are aware of the good practic-
es. However, productivity is one of the main problem
areas. The main reasons for low productivity are poor
work organization, inefficient production manage-
ment and poor coordination with different areas of
operations. For example, in the lasting line, the com-
panies produce 350 to 450 pairs of standard cement-
ed construction for men’s shoes per day (eight hours)
with 55 to 60 workers, whereas, comparing with other
countries such as Mexico, Spain, Romania, the output
is about 800 pairs per day with 30 workers.
Thoughqualityisanotherproblemarea,dependingon
the buyers’ requirement and price, the existing qual-
ity level of the products may be accepted. In order to
improve the quality of the products, components and
workmanship need to be addressed. Though it is pos-
sible to improve the quality of the products by train-
ing, simultaneously, the components used also need
to be of good quality.
3.4 Training Programmes
Training on best practices in footwear manufactur-
ing: This was conducted by three international ex-
perts. The training was imparted in classrooms as
well as on-site at the factories of the participating
companies in the presence of local institutes. Meth-
ods for improving quality and productivity were the
focus of the training. Most of the participating compa-
nies have reported that the productivity and quality
of final product were improved by implementing what
was learned.
Successful candidates were also trained in Italian
factories. In total, 23 participants were trained over a
period of seven months. Replicating the learning, 20
persons from ten companies were trained by the ISF
with experts from CLRI and CFTI. New technology such
as the dieless cutting machine and the computerized
lasting machine was introduced by the experts. Two
units installed dieless cutting and three more units
installed a computerized lasting machine. In addi-
tion, units also learnt a new layout modification and
reorientation process in the product line from Italian
experts and some of them implemented their learn-
ing in their units. Best manufacturing practices sug-
gested by the experts were also shared with the units
and technical institutions in India.
The chronology of the training along with the duration
can be seen in the following table.
Replication of Best Practices in footwear manufac-
turing (re-training): Following the training by the Ital-
ian experts, further scaling up of the training pro-
grammes on best practices in footwear manufacturing
was done by two trained experts from CLRI and two
trained experts from CFTI by replicating the training
inputs provided by the Italian experts and the prac-
tical knowledge gathered during the training in Italy.
The focus of training was mainly on improving qual-
ity and productivity. These training sessions were of
two to four days each in ten companies. It was stated
by CFTI experts that recommendations given by Ital-
ian experts have been taken seriously by most of the
factories and were successfully implemented. There-
by the production and quality of work, process, prod-
uct and maintenance of machines have significant-
ly improved. One of the best practices suggested by
the experts is the use of checklist and job cards while
manufacturing; this minimizes even a small possibil-
ity of error.
Training by Italian experts and then retraining by the
trained experts of Indian institutions was one of the
most successful cases in the cluster twinning project.
Technology transfer to institutions which was imme-
diately followed up in the regular curriculum of CLRI
and CFTI, with availability of expertise to replicate the
training services which has been successfully initiat-
ed and is still continuing. CLRI assisted ISF in devel-
oping a curriculum for design training; CLRI started
a new shoe design course based on the syllabus fol-
lowed in the UNIDO supported design training in Italy.
TABLE 4: CHRONOLOGY OF THE TRAINING
Training Duration
Classroom session
in Ranipet
31-03-2008 to
03-04-2008
Classroom session
in Ambur
31-03-2008 to
31-03-2008
Classroom session
in Chennai
01-06-2008 to
03-06-2008
On-site training
(11 companies)
04-04-2008 to
27-04-2008
On-site training
(11 companies)
18-05-2008 to
11-05-2008
Training in Italy
(14 companies)
28-10-2008 to
08-11-2008

20
CFTI utilized this training module to further train per-
sonnel in footwear companies.
Design and trend forecasting training: This was con-
ducted in Polimoda, Florence, Italy. The programme
aimed at enhancing the skills of Indian designers
through sharing knowledge with Italian associations.
During the 12 days of classroom training, eight train-
ees from different footwear companies identified by
ISF and two technical experts from CLRI and CFTI were
briefed on the concept of shoe styling and creating
new designs based on inspiration from culture, his-
tory, social habits, etc., which was a step ahead of
conventional design training courses focused on the
engineering part of designing.
Soon after the training, three companies developed
12 new designs of which two were immediately ap-
proved by the buyers, while the others were appreci-
ated. The impact of this training at the institutional
level was tremendous. Soon after the training in Italy,
CLRI launched a course on ‘Understanding Shoe De-
sign – 3D way’ for the designers from the industries
as well as freelance designers. A first batch training
for four students was organized on campus. Another,
training for the industries, is planned where the insti-
tute is planning to charge a nominal fee for the train-
ing. Here, ISF is playing an important role in identify-
ing the right candidates for the training.
Similarly, training courses in CFTI have also incorpo-
rated learning through training by Polimoda in Italy
and to date more than 200 students in CFTI have ben-
efitted from this initiative. CFTI is also planning a Di-
ploma course on shoe design.
3-D designing of footwear components: 3-D design-
ing is a new and innovative concept of making de-
signing faster and getting quicker design inputs for
prototyping of components. In order to introduce this
concept, representatives of CLRI and ISF were trained
by an Italian expert in a 16 day intensive training pro-
gramme. The training was focused on 3-D designing
of footwear components, sole, heel, insole, footbed
and last22
.
CLRI has purchased and installed the software and
hardware required for 3-D designing. CLRI is also in
the process of developing a mechanism for formal
22 “Last” is a solid structure around which a shoe is moulded.
engagement of ISF with CLRI for implementing the re-
training agenda for a greater coverage of cluster units
and also to provide 3-D design services in the cluster.
Impact: The impact of these training programmes was
observed as (a) case studies at firm level, but more
importantly at (b) meso Level, as detailed below:
„ Both CLRI and CFTI repeated training in best prac-
tices for cluster firms
„ CLRI launched a course on ‘Understanding Shoe
Design – 3-D way’
„ CLRI is in the process of developing a mechanism
for formal engagement of ISF to provide 3-D design
services in the cluster.
4. Cluster Twinning – Key Issues and Methodo-
logical Implications
Cluster Dimension: The twinning activities were pre-
ceded by various cluster-level activities. These in-
clude organizing need-specific diagnosis, trust-build-
ing activities, motivating the Indian association to
take a lead, etc. During implementation the role of ex-
ternal private BDS providers (technical consultants)
as well as local public BDS providers such as CLRI and
CFTI were also involved.
Although a cluster appears to be made up of homo-
geneous firms, in practice the principal firms are het-
erogeneous. This may be due to their size and also
product variations. Hence, while selecting a consul-
tant, product details and/or capacities of the target
firms need to be kept in mind.
In footwear, there is clear value chain linkage be-
tween the Indian and Italian firms. While Italians have
technology and quality advantages, Indian firms have
labour cost and raw material advantages. Moreover,
Italian firms enjoy a better brand image and therefore
fetch better prices for their products. Given this, com-
mon areas for collaborations between the clusters are
clearly visible and therefore twinning initiatives were
successful and sustainable.
Selection of the right clusters having value chain link-
ages, and strategic involvement of institutions for
technology, design and manufacturing practices in In-
dia (CLRI and CFTI) as well as Italy (Polimoda and PISIE
) brought quicker and better results to the project as

21
compared with the leather and auto component clus-
ters. Experts from Indian institutions were involved in
the entire process of training and exposure to Italian
firms. Scaling up of such training with reasonable fees
could be done through these trained Indian trainers.
CRLI is trying to form a consortium of expert/ techni-
cal institutions who are working for the leather sector,
e.g. NID, NIFT, DIPP, CSIR, CLRI, etc. A similar consor-
tium can also be formed in Italy and then linked to an
Indian consortium. This would bring greater scope for
twinning in areas such as technology, quality, skill,
design and marketing. Thus cooperation is possible
between networks of service providers too.
While technology is one area where twinning was
successful, managing technology and manufactur-
ing process is another area where Chennai manufac-
turers can learn from Italian units. Italian firms also
stand ready to provide component manufacturing
machines to India and there are of course many other
ways in which entrepreneurship development could
be promoted.
Multi-skill training processes need to be shown to
the units. The capacity of the technical institutions
needs to be developed to deliver such training to the
industries.
Indian units were shown a new range of stylish foot-
wear designs and also exposed to the process of de-
signing and manufacturing.

22
CHAPTER
4 CHENNAI AUTO COMPONENTS CLUSTER
1. Selection of Twinning Partners
To promote the process of twinning between India
and Italy, the entry points were identified as con-
cerned associations and technical institutions.
Chennai is estimated to have around 3000 auto com-
ponent manufacturers distributed over various indus-
trial belts, with the presence of various OEMs and ti-
er I of foreign OEMs. Of these, Ambattur has around
600 units, with the presence of vehicle manufacturers
such as Ashok Leyland, Hyundai, etc. Sri Preamba-
dur Belt has another 600 units, with the presence of
Hyundai, 20 tier-1 units of Hyundai, Delphi, etc. Tiru-
vallur has around 300 units and the vehicle manufac-
turer Caterpillar. Others are in the industrial estates of
Guindy, Perungudi, Maraimalainagar, Gummidipoon-
di, Thirumudivakkam, Thirumazhisai and Thirumullai-
vayil with SMEs with various product ranges.
Of these, 600 units in Ambattur, AIEMA has around
180 auto component manufacturers webbed around
6 tier-1 enterprises. As shown in the chart-2, of the
180, about 57 SMEs are tier-2 manufacturers of vari-
ous components supplying to tier 1 and also direct-
ly to vehicle manufacturers through tier-1 with prior
approval such as Leyland, TELCO, TAFE, etc. in confor-
mity with their system of self-certification and sup-
plier compliance procedures. There are 35 subcon-
tracting and machining units working both with tier-1
and tier-2 (direct subcontracting). About 49 SMEs are
providing job work/tooling/CNC machining services.
About 23 units are manufacturing auto allied prod-
ucts in the areas of rubber, electrical, interiors, etc.
In addition, there are about 16 SMEs producing par-
tial auto components but also having a major product
share in the non-auto sector. The average turnover of
these units ranges from INR 40 to 50 million.
These units being well linked to an existing associ-
ation, UNIDO approached AIEMA to be the Indian
CHAPTER
CHART 2: DISTRIBUTION OF AUTO COMPONENT MANUFACTURERS OF AIEMA
O E M
Tier 1 - 6 units
Auto
Allied-23
Job Working
Tooling/CNC-49
Tier 2 - 57 units
Machining - 35 units
OEM: Original Equipment Manufacturers, CNC: Computer Numerically Controlled.
Source: CT UNIDO Team Research.

23
association. Although, being a multi-product orga-
nization, there were initial hesitations, AIEMA later
agreed to implement the programme, which was do-
ne through AIEMA Technical Centre (ATC), a technical
arm of AIEMA. The agreement was signed in Novem-
ber 2007.
After the MoU was signed with AIEMA, information of
the cluster programme was sent through AIEMA office
and initially around 5023
firms of the around 180 auto-
motive component manufacturers that were members
of AIEMA showed interest. They are all tier-2 or tier-3
suppliers to companies such as TVS, Hyundai, Ford,
Ashok Leyland, Delhi, TAFE, Tata Motors, LandT, Kom-
atsu, Caterpillar, Maruti and Ilgin.
These units had shown progressive growth rate of
15-20% for the last three years and average turnover
23 Around 35 of these firms showed keen interest in participating on a
regular basis. (Source UNIDO CT Team)
ranges from 55-60 million INR. Most of the units are
supplying to local tier-1 companies and about 8 units
are in to exports as well.
1.2 Selection of Italian Association
However the selection of Italian association was
a challenge and efforts continued till March 2009.
Thereafter, at the third Meeting of the Steering Com-
mittee, the Chief Technical Advisor (CTA) of the Proj-
ect clarified that the recession had affected Italian au-
to companies which were operating at a capacity uti-
lization of 25% and hence entering into a cooperation
agreement with India would be difficult. Accordingly
the CTA proposed a new set of activities including “…
(i) a tailored CDP towards the associations involved
in Pune and NCR and (ii) a supplier development pro-
gramme…” of the companies.
CHART 3: DISTRIBUTION OF ACMA MEMBERS WHO SHOWED INTEREST IN THE PROGRAMME
Source: UNIDO CT Team

24
2. Cluster Level Challenges
On selecting the target cluster area of AIEMA mem-
bers, it was felt that a gap analysis of these units
be carried out, based on the interest shown by the
50 members. Accordingly an Excellence Gap Anal-
ysis (EGA) was carried out for 25 interested units.
The study suggested the following major issues for
intervention:
1. Absence of vision and policy, strategy in line with
vision
2. Absence of marketing strategy
3. Human resource development: Inadequate efforts
in employee development, absence of confidence
in communication skills Inability to retain employ-
ees and succession planning (in some cases)
4. Technical capability: Lack of effort towards next
level changes (5S, TPM, Lean, SPC) missing, pro-
ductivity issues, lack of product design capability,
lack of strong product technology/ collaboration
to break into the demanding auto segment (as a
tier-1 supplier).
The strategy was to (a) create interest among the
units through visits/workshops/classroom training;
(b) unit level handholding in training and (c) review
progress and take corrective steps.
Accordingly the following interventions were identi-
fied by the Project:
A special skills development programme which was
introduced by the Project was also considered by the
stakeholders. This was later ratified by the stakehold-
ers as shown in table below:
3. Implementation
3.1 Vision Building and Strategy Development
The need for this activity was rooted in the “Excellence
Gap Analysis” carried out at the beginning of the pro-
gramme. Here it was suggested that succession plan,
vision, road plan for future growth and strategy and
action plan for the same are generally missing from
the radar of the small auto component manufactur-
ers. Accordingly, the objective of this programme was
to start the process of creating a vision statement and
support plan for the next five years for the units and
budgeting for the same.
The process of implementation was broken down into
three phases – creating initial acceptance, identifying
the more interested recipients and providing unit-lev-
el handholding for them for actual delivery. Since the
issue largely originated from the supply side, the pro-
cess of acceptance and demand generation was pro-
moted by organizing a workshop by inviting the entire
population of 180 AIEMA units. Twenty-five units par-
ticipated. The workshop enabled initial trust-building
TABLE 5: LIST OF INTERVENTIONS IDENTIFIED BY THE PROJECT
Wor-
kshop/
Training
Unit Level
handhol-
ding
Re-
view
1
Vision build-
ing, policy
and strategy
development
Yes Yes Yes
2
Marketing
and market
development
Yes Yes Yes
3 HRD Yes Yes
4
5S, Layout,
TPM, Simple
Lean, SPC
Yes Yes
5 SPX Yes
TABLE 6: COMPONENTS OF THE SPECIAL SKILL DEVELOP-
MENT PROGRAMME
Wor-
kshop/
Training
Unit Level
handhol-
ding
Re-
view
1
Vision build-
ing, policy
and strategy
development
Yes Yes
2
Marketing
and market
development
Yes (bro-
chure, web)
3 HRD
4
5S, Layout,
TPM, Simple
Lean, SPC
Yes Yes
5 SPX Yes
6
SPX-Skills
Development
Programme
Yes Yes

25
with the vision consultant and also cleared the pro-
cess as well as the management involvement in the
same and its likely deliverables. Later, AIEMA was in-
volved in selection of would-be participants. Twen-
ty-three units were selected from the cross-section
of auto components, including precision-machined
components, forgings, assemblies, moulded parts,
fasteners, etc. Thereafter unit level visits for two days
each were conducted and detailed discussion was
held with the top management. Factory level visits
were also conducted to identify elements of impor-
tance to achieve the vision statement.
All the units drew their vision statement and also
worked out their action plan. The process definitely
started off the trust-building process that led to lot of
internal thinking, and several new ideas came out in
the process. Clearly some companies that were work-
ing in niche areas and having a reliable customer
base wanted to create new partnerships with technol-
ogy leaders for acquiring technology in areas of their
specialization. Others, especially in general precision
and CNC machined components and having a wider
range, wanted to diversify their markets.
The Vision Statements24
, created and displayed, im-
pressed buyers of many of tier-2 units who are sup-
plying through the respective tier-I units to the auto
manufacturers, including Sri KVS Industries: supplier
to Leyland Hosur and Ennore and Caterpillar, New Oil
Engineering: supplier to BHEL, Leyland Hosur and En-
nore and Caterpillar, Alkraft Technologies: supplier to
Leyland, TATA Motors, Elchem: supplier to UCAL. Ma-
ny of these units were motivated and later went for
SDP and got TS 16949 (Precision and Elchem) and are
preparing for TS 16949 (Newall).
3.2 Website Development
The need for promoting avenues for new markets was
identified as an area of importance. One of the iden-
tified strategies was to create a professional website
for creating a firm-level brand image, as was identi-
fied during the Enterprise Gap Analysis. The issues in-
cluded the selection of an appropriate name, match-
ing buyers’ requirements, design standardization,
and use of CMS concepts to edit website contents.
Accordingly, the objective of the intervention was to
24 Discussion with CDA and UNIDO CT reports.
create professional web sites adhering to internation-
al standards for a better identity and easy communi-
cation with buyers.
The process of implementation was broken down into
two phases – creating initial acceptance and provid-
ing unit level handholding for actual delivery. The pro-
cess of vision building had created the requisite trust
and all the firms who went through the vision build-
ing exercise took interest in the process. The activity
was promoted by first organizing a workshop where
the entire process was detailed and interest confirma-
tion was received. Thereafter unit-level visits for two
days each were conducted and a detailed discussion
was held with the top management. An Italian expert
on auto components provided technical inputs with
respect to buyer needs.
Special technical inputs including domain registra-
tion with a top end company, appropriate title and
meta description tag, unique key words, easy load-
ing facility, relevant site name, etc. were suggested.
Of the 23 firms supported, around 15 firms are main-
taining websites. Some firms also registered with
Alibaba25
.
3.3 Skills Development Programme (SDP)
Most of the AIEMA auto–cluster units are either tier-
II or tier-III companies who wish to supply tier-I com-
panies of car manufactures. Excellence Gap Analysis
and Vision and Strategy interventions demonstrated
the potential, readiness and market placement for
getting into the value chain of reputed manufacturers.
25 Discussion with CDA and UNIDO CT papers.
BOX 2: IMMEDIATE UNIT LEVEL CHANGES
„ Practicing Tool Life Monitoring – 4 units
„ Practicing 100 ppm Quality – 7 units
„ Practicing Die Exchange practices – 4 units
„ New Floor Laid out – 1 unit
„ Stores Improvement – 1 unit
„ Material handling improvement – 1 unit
Source: Discussion with CTA and UNIDO CT Compilation

26
The need arose as the units were of the view that the
training inputs so far have not touched their core
business operations and a lot needs to be done at
this stage to promote the inner strength of the units,
which in turn will add value to their previous engage-
ments, including Vision and Strategy and Websites.
At this stage the Project put before them a simplified
version of the SPX SDP Programme, which was suc-
cessfully implemented at the Pune auto manufactur-
ing cluster. This, being a demand-driven activity, was
immediately picked up by the units.
The objective of this exercise was to improve the shop
floor practices through total employee involvement
and strengthening their core to a best practices plat-
form from where they could meet the expectations of
OEM or tier-I suppliers.
The initiative was implemented through six simple
steps/modules including (a) employee involvement
through suggestion schemes, Kaizens, QCC, etc.,
thereby laying the foundation for change, (b) creat-
ing an enthusiastic improvement through 5S, 3M, my
machine campaign, thereby leading to improved work
culture, (c) creation of 100 ppm quality through ap-
propriate documentation, setting of standards, poka
yoke , improved process capability thereby leading
to quality excellence, (d) improved material and tool
management through appropriate planning, monitor-
ing, containerization and management, (e) layout im-
provement and (f) continual improvement. Some of
these changes appear in Box 2.
The process was spread over a period of six months
and involved 28 units and 181 employees. One firm
each was chosen as brand ambassador of each mod-
ule and was motivated to excel in that area. This
would give improved replication effect. Classroom
training was conducted with the employees of each
firm in their units. Visits were organized into tier-
I units for learning of best practices. A programme
monitoring committee was also created and monthly
review meetings were held. This gave rise to a lot of
competitive spirit and was also a source for pursuing
excellence 26
. This is adequately reflected in the com-
ments of unit owners (Box 3).
26 Source: Discussion with CTA and UNIDO CT Compilation.
SDP had significant impact on the work culture, pro-
ductivity and quality pursuits of the units. The units
feel that it is the beginning of a constant learning pro-
cess. Some of the immediate outcomes included the
following:
„ Flooring change has helped keep the floor neat
and clean and improve the aesthetics
„ Valuable suggestions came once the employees
started getting recognition
„ There is improved commitment of each employ-
ee in keeping the factory and materials clean and
organized.
„ There is improved component retrieval and inven-
tory taking
„ Rejections and rectifications in house are gradu-
ally diminishing
„ We have improved our storage and material han-
dling facilities
„ We have improved the layout of our shop floor and
office area, providing a smooth flow of product and
personnel
„ We have started monitoring the safety aspect of
our company
BOX 3: OPINION OF FIRM OWNERS/MANAGERS
“The epoxy flooring of almost all factory shop floor ar-
eas helped us to keep the floor neat and clean and im-
proved the aesthetics… and we got valuable suggestions
after we started recognizing the employee giving sug-
gestions…”, says Mr. A. N. Gireeshan, Managing Direc-
tor, AVON Seals Pvt., Ltd. We have improved our storage,
material handling facilities and the layout of our shop
floor and office area, providing a smooth flow of prod-
uct and personnel..., says Mr. Ashis Kumar Chakraborty,
CEO,ELCHEM. “We gained confidence and trebled our in-
vestment in CNC and VMC machinery and profitability
has increased substantially”, says Mr P Arumugam, Man-
aging Partner, Precision Engineering.
Source: Discussion with CTA and UNIDO CT Compilation

27
„ We have started using some of the best practices
learnt from the visits of some our participating com-
panies and Lucas TVS, Wabco TVS etc.
„ After visiting other units we learnt the importance
of “safety” in the area of material handling which is
now well taken care of in our unit
„ “Tool Life Monitoring” is in regular practice now,
which saves us time and money
„ The Line balancing module was very useful in im-
proving productivity
The process had some important fall-outs. It start-
ed off with formation of a “lean manufacturing clus-
ter” – a network of firms who create a legal entity and
are then supported for promoting lean manufacturing
under a central government scheme. The first such
“cluster” was created out of the SDP auto component
units and was named Ambattur Industrial Estate Met-
al Working Cluster. The firms feel that the benefits of
SDP will be further improved through this process as
there is a need for continual improvement. Two more
“clusters” called ATC Lean Manufacturing Cluster and
AIEMA Lean Manufacturing Cluster were also created
as fall-outs.
While the role of ‘twinning’ per se was limited in the
auto sector for various reasons (see Section 5 below),
the ITP component played a major role in this area.
ITP started with SPX. Presence of technical CDA en-
hanced the process.
Although the SPX process moved well, the initial CPPs
received were very generalist and it was difficult to
create scope for cooperation. As a result, the ITP ini-
tiative was stretched beyond the AIEMA frontier. This
was mostly because of the low level/absence of vi-
sion and will/determination of the firms to act oth-
erwise at that point of time, they being mostly small
tier-II/tier-III units. Later, when the auto SPX was ex-
tended beyond AIEMA, the quality of CPPs improved,
too.
Overall, a number of interesting outcomes have been
compiled by the team on the basis of industry feed-
back on the cluster activities carried out. These in-
clude among others27
:
27 Source: Discussion with CTA and UNIDO CT compilation
„ 3 to 5% rise in profitability
„ 5 to 7% energy savings
„ 5 to 10%rise in productivity
„ 15 to 20% new customers developed
„ 30 to 50% retention of employees
4. Cluster Twinning – Key Issues and
Methodological Implications
Barring the SPX activities of interaction with visiting
delegations, “twinning” did not have any significant
impact in the cluster activities per se, although var-
ious suggestions for the methodological approach
emerged during interaction.
It was felt that a cluster is a complex identity consist-
ing of various types of firms and more often than not
it is difficult to have the best of expertise in all fields
in a superior cluster to twin with an upcoming cluster.
Thus twinning need not be considered as a process
between two clusters only.
Hence the sources of twinning, rather than com-
ing fully from the supply side, may start with a sup-
ply side intervention and then need to diversify. Thus
while the Italian cluster can be a lead country in the
twinning process, one needs to go beyond in the light
of the demand side agenda.
The twinning needs may vary. Going by the clus-
ter philosophy, here one needs to find homogenei-
ty within heterogeneity and needs to create twinning
pockets in the less developed cluster. For example,
there is a small number of units concentrating only on
wiper pumps and they are in search of technology to
get linked to tier-I units in the foreign market. It is im-
portant that such a one-to-one process is promoted
with pure technical and business inputs, leading to
the success of one among the group of firms identi-
fied. In contrast there are groups of firms who can pro-
duce any quantity of precision parts and have invest-
ed heavily in that post-intervention and need market.
Thus while association level cooperation is a good
beginning as an overall trust-building mechanism,
one needs quickly to diversify into micro-level issues
for a better outcome.

28
Again, as seen from the ITP experience, the smaller
units are not always ready with meaningful CPPs to
start with. It is here that the Project has made a differ-
ence in creating a difference in the thought process of
the units through vision building and factory level in-
terventions such as SDP, lean manufacturing promo-
tion, etc. Hence units are now more forthcoming with
concrete suggestions. Thus there is need for capacity-
building of less endowed firms and other stakehold-
ers for their meaningful role in the twinning process.
Also, the process of technology transfer needs lot of
ground-level interactions. In particular one area of
importance is the equity equilibrium. One of the firms
in the Chennai cluster produces oil seals. One of the
most critical components of an oil seal is a graphite
ring. It is important to get this technology; else it is
very difficult to break into the market of automobiles
in a big way. The firm was in touch with an Italian firm
for quite some time, before the collaboration broke
down due to the lack of agreement on the equity front.
While the Indian firm wanted either an outright pur-
chase or a majority equity to safeguard its interest,
the Italian counterpart wanted a majority equity with
slow outright purchase, based on its Brazilian expe-
rience, where the Brazilian company lost all interest
when an outright purchase was made and it was very
difficult for the Italian firm to manage the operations.
The twinning process goes very well with a credit line.
While MCGS is a difficult proposition given the avail-
ability of easy bank credit for SMEs (not the micro), it
is very difficult to get loan for second-hand machin-
ery. Yet some firms are using machinery of foreign
origin which is over 50 years old and can easily run
for another 50 years, but getting a loan for such ma-
chinery is difficult. Credit lines can help here. Also the
transfer of technology in case of twinning need not al-
ways involve state-of-the-art technology. More often
than not it will vary with the need and capability of
the stakeholder in question of the emerging cluster.
There is a continuous input requirement for upgrad-
ing for the tier-II and tier-III units. They naturally can-
not afford to have such in-house expertise on a con-
tinuous basis. However the number of available con-
sultants was found to be too few (perhaps 15 good
consultants) for a conglomeration of 3000 units in
the whole of Chennai cluster. Hence scope exists for
promotion of such BDSPs. It is here that technical ex-
perts of technologically superior firms may be twined
to create this human resource.
It appeared that the firms which were looking for tech-
nical partners were the ones with a vision (built by the
project), and understand the need for continuous up-
grading (through a skill development programme)
and are with technical specialization, only manufac-
turing e.g. oil seals or wiper pump covers, etc. Tech-
nology transfer in twinning may look for such special-
ized units as the prime movers of the process.
Discussion also revealed that the technology transfer
part of the process will need more rigorous handhold-
ing both from Indian and the foreign viewpoint in so
far as preparation of a firm dossier, identification of
relevant units and negotiation. While such a process
has both developmental and commercial angles, the
development issues will cover activities such as cre-
ating trust through initial meetings, identification of
partners, promoting institutional cooperation, etc.;
while the commercial activities include the process
of technology transfer. While the developmental part
can be supported by the Project, the commercial part
must be included in the programme and be done as
a commercial venture beyond the programme. Hence
commercial entities in the two clusters may be tied up
for this purpose as a part of the Project.

29
CHAPTER
CHAPTER
5 TWINNING IN A CLUSTER DEVELOPMENT PRO-
GRAMME (CDP) – METHODOLOGICAL ISSUES
Viewed from a global perspective, twinning of clus-
ters may be defined as a set of business cooperation
activities among various groups (formal/informal) or
individual primary/secondary stakeholders of an ad-
vanced and an emerging cluster producing similar
end-products. Thus the stakeholders who can get in-
volved in this process are (a) primary firms, (b) sub-
contractors, (c) other support firms, (d) technical and
financial institutions, (e) interest groups, e.g. associ-
ations, etc.
The product of a cluster is often an outcome of val-
ue chain activities which have either differently able
and/or different combinations of stakeholders, lead-
ing to products similar by name (or use), but com-
pletely different in terms of (a) price and (b) type of
consumer/customer segment being addressed. A
firm in a cluster which has a higher level of specializa-
tion adds value to products which have higher rates
of return.
Accordingly, an advanced cluster is defined as one
where the majority of the principal firms (a) perform
in a value chain that involves a higher level of spe-
cialization and adds higher value to products, there-
by ensuring higher rates of return; (b) is broad, i.e.
having lots of specialized stakeholders and (c) is also
deep, i.e. having sufficient numbers of stakeholders.
In comparison with the advanced cluster, an emerg-
ing cluster (a) performs either in a value chain that
involves a comparatively lower level of specialization
or is a subcontractor to a relatively specialized val-
ue chain, and (b) has a smaller number of specialized
stakeholders.
The concepts of advanced and emerging clusters may
be treated as purely comparative. Thus while a pair of
clusters, advanced and emerging, can be geographi-
cally cross-country and situated respectively in a “de-
veloped” and “developing” nation, such a pairing of
an advanced and an emerging cluster can occur be-
tween (a) clusters of two developing nations and (b)
also for two clusters within a developing country.
However, it may also happen whenever certain spe-
cialized factors of production in the value chain hav-
ing a higher order of specialization are relatively
sticky and do not move easily cross-cluster.
Again, during a cluster development project, we work
for the development of the ‘principal firms’ and work
with other support stakeholders, to the extent that
their growth will propel the principal forms. However,
in the case of twinning of clusters, we work for the de-
velopment of not only the principal firms, but also that
of the other support stakeholders, equally important-
ly, by twinning them with appropriate stakeholders of
other cluster(s). Hence it is important to identify the
‘principal cluster’, i.e. the target cluster, whose stake-
holders’ business interest we are trying to improve
primarily. For the present analysis, it is assumed that
the principal cluster is the emerging cluster.
The discussion that follows is based on the assump-
tion that the target of the Project is to promote the
cause of an emerging cluster. However, if this per-
spective shifts, the entire process will change. Let
us assume that a network of principal firms of an ad-
vanced cluster wants to enhance their outsourcing
and/or investment abroad. Here, as against finding
other possible advanced clusters, one needs to find
all possible emerging clusters, where tie-ups can be
made for the target areas of the advanced cluster.
Here a full time CDA for the advanced cluster will be a
must and need-based CDAs may be picked up in the
identified partner emerging clusters.
Based on the above, it may be stated that the process
of twinning will take the following steps:
Step 1: Selection of Emerging Cluster
The selected emerging cluster must have signifi-
cant linkage possibilities in the global value chain.
Otherwise the possibility of finding a correspond-
ing advanced cluster will be remote. For example it
will be difficult to find twinning partners globally for
CHAPTER

5 TWINNING IN A CLUSTER DEVELOPMENT PROGRAMME (CDP) – METHODOLOGICAL ISSUES
30
handloom products, while it will be easier to find
partners for leather, footwear or auto components.
The above can be measured by observing the degree
of presence of the following parameters in the princi-
pal firms of the emerging cluster:
„ Degree of imports of technology, raw materials,
designs, etc.
„ Degree of exports of intermediary products
„ Degree of exports of finished products to global
brands
„ Contribution to manufacturing turnover/GVA/em-
ployment/export depending on the priority of the
country to which the emerging cluster belongs
„ Presence of similar emerging clusters in the
country
„ Presence of current global value chain linkages,
i.e. existing trust with advanced cluster(s)
„ Previous experience in handling CDP
„ Degree of willingness of stakeholders.
A composite index may be drawn from the above and
other similar parameters and the selection of the
emerging cluster can be made.
Since the twinning project goes for higher order im-
plementation of CDP, it is good for the stakeholders to
have had some previous experiences in CDPs of the
emerging cluster. This will help them to better under-
stand various uncertainty issues attached to the CDP
exercise. For similar reasons, the willingness of the
associations of cluster stakeholders (principal as well
as support firms) and that of principal technical insti-
tutions to participate in a twinning project, may also
be ascertained.
Step 2: Selection of Cluster Development Agents
Twinning depends a lot on understanding the tech-
nical issues. Hence the CDAs in the emerging clus-
ter should preferably be technical persons. There is
need to have technical CDAs in the advanced clus-
ters, too, as the intensity of activity is in no way less
on this front. It is the CDA who creates trust with local
stakeholders on behalf of the stakeholders in the
other cluster. The process may include the following
steps:
a) Appointment of a technically qualified and trained
CDA in the emerging cluster
b) Identifying the corresponding advanced clus-
ters and respective stakeholders in the advanced
clusters
c) Appointment of suitable full time/part time con-
sultants in advanced clusters to manage the
stakeholders in the advanced clusters. Such con-
sultants should preferably be conversant with the
conditions of the emerging clusters
d) An overall Project coordinator, based in the
emerging cluster, should manage the overall
proceedings.
Step 3: Diagnostic study of the Emerging Cluster
Apart from the usual issues in a diagnostic study, spe-
cial emphasis needs to be given in this study to iden-
tify various twinning issues for groups/networks of
primary/secondary stakeholders. However, often due
to lack of specialization, an emerging cluster produc-
es multiple products with diverse challenges. Hence
if the challenges of a cluster are deliberated from a
macro (product group) angle it can suggest broader
issues, which are good guiding principles but not very
useful for twinning, where most activities are expect-
ed to come up with business equations between two
distant stakeholders. Hence such studies need micro
product level specificity.
For this purpose the selection of samples of primary
stakeholders should be based on the different types
of products the cluster makes. For example if the
product is auto components, the sample firms may
cover items such as oil seals, pumps, plastic interi-
ors, etc. Or, if the product is leather, the products may
cover items such as furniture leather, leather bags,
leather jackets, industrial hand gloves, fashion hand
gloves, etc. Samples of such diverse firms need to be
included during the study and product-specific sug-
gestions need to emerge from the same.
One must also remember that identifying and solving
challenges are two different issues. In general, issues

31
for implementation are a subset of identified issues.
Thus in a CDP we identify issues which are easily solv-
able, as the spirit of such interventions is to kindle
a process of self-solving through demonstration of
gains through the programme and is not equated to
solving all problems, which is definitely impossible.
Thus normal CDPs aim to solve issues mostly from (a)
within the cluster or (b) from within the geographic
boundary of the country; as such solutions are easily
implementable.
These are issues of importance for a twinning project,
too, but to do twinning, these must be supplemented
with issues that can be addressed by stakeholders of
the advanced cluster for the emerging cluster. Unless
these are addressed, the CDP cannot be called twin-
ning. The table below gives an example drawn from
the three case studies, as to the types of items that
need to be detailed in the analysis of business opera-
tions (AOBO) section of the diagnostic study.
The above may also be cross-checked by doing global
value chain analysis with the support of techno-com-
mercial experts, and additional activities may also
be identified and less relevant activities may be do-
ne away with. Similar tables may be prepared for oth-
er products of the cluster. This should provide clues
for selection of the advanced cluster and stakehold-
ers thereof during project implementation. Thus se-
lection of advanced clusters, given an emerging clus-
ter, should not be predetermined. While one can have
an advanced cluster in mind, the complete set of ad-
vanced clusters can be determined only after an in-
formed analysis as described above in Table 7.
Step 4: Diagnostic Study of Advanced Cluster(s)
As mentioned above, unlike general cluster devel-
opment programmes, that are usually heavy in find-
ing solutions which are either within clusters or at
best in known national locations, twinning essen-
tially is looking for cooperation between cross-coun-
try clusters. Hence it is imperative to understand the
business decisions of these likely clusters by tak-
ing clues from the diagnostic study of the emerging
cluster. Such studies may be done for the likely ad-
vanced clusters pointed out in the diagnostic study
of the emerging cluster. It may also involve supply-
side inputs of global knowledge repositories (e.g. in-
ternational consultants/institutions) for other like-
ly advanced clusters. The process needs to identi-
fy, among others, the following issues in each of the
identified advanced clusters:
„ Identification of likely twinning stakeholders
„ Identification of their business needs in the twin-
ning process
„ Identification of respective areas of business
cooperation
„ Gauging their willingness and conditions for
support
„ Identification of the most willing stakeholder
partners
„ Identification of likely intermediary organizations
– association(s) and technical institution(s)
The advanced clusters to be studied will be selected
based on the needs of the emerging cluster.
TABLE 7: LIKELY ITEMS OF ENTRY IN AOBO – TYPE OF PRINCIPAL FIRMS: LEATHER JACKET
AOBO Item Major issues where
twinning can help
Advanced cluster to
twin with and relevant
stakeholders
Likely entry points
Raw Material
Raw material for spot-
less rectification of
spots
Chemical suppliers in It-
aly and Germany
5 medium, 50 small. Some most in-
terested units: M/s A, B, C, D, E
Likely intermediary institution/
BMO: M/s X, Y, Z, etc.
Raw Material Supply of goat leather Ethiopian suppliers
Technology
Appropriate usage of
machinery
Italian machinery manu-
facturer (ASSOMAC)
Technology Appropriate processing
Technicians from Solo-
fra Cluster
Skill Design prediction Italian technocrats
Skill Multi-skilling Italian units

32
Step 5: Trust-building between and within Clusters
As in any CDP, the process of trust-building is an im-
portant step for twinning, too. Here, this needs to hap-
pen not only among the stakeholders of the emerging
cluster, but also between the stakeholders of a set of
advanced clusters and the emerging cluster in ques-
tion. The richest packet of trust in a cluster is an as-
sociation. Hence to start with, it is very important to
have association level trust-building. Since an asso-
ciation is a cluster level body, such types of linkag-
es and related activities can be termed as Advanced
Cluster to Emerging Cluster (C2C) linkages or activi-
ties. Even institution to institution linkages and activ-
ities thereof can be termed as C2C.
While general CDPs think in terms of promotion of
principal firms of the emerging cluster, for twinning of
clusters one needs to work for promotion of the busi-
ness interests of the stakeholders of both the clus-
ters. Hence, the process of trust-building needs to
be more elaborate. Thus workshops and seminars to
identify scope for business cooperation need to be
carried out not only in the emerging but also in the
advanced cluster. This will entail a CDA-type sup-
port structure if the level of cooperation is sufficiently
large or at least the presence of a part-time consultant
to address the various information and implementa-
tion needs also in the advanced clusters.
This process of trust-building which starts with C2C
linkages, must soon (the sooner the better) create
ways for C2B or B2B linkages, which must either cre-
ate sufficient scope or actually deliver outcomes re-
lated to strengthening of the bottom line of cluster
firms in both the clusters. Needless to say, the tra-
jectory of such developments will vary from cluster to
cluster and for different types of stakeholders within
the cluster.
Step 6: Action Plan Preparation
The action plan should start with trust-building activ-
ities such as workshops by technical personnel, ex-
posure to each others’ cluster, signing of cooperation
agreement, etc. Such trust-building activities will be
necessary not only in the emerging cluster but also
selectively for at least the target stakeholders in the
advanced clusters. Furthermore, it should:
„ Follow-up with preparatory activities for twinning
such as selection of interested firms, study the exact
skill needs for selected firms, matchmaking of insti-
tutes, selection of local (emerging cluster) informa-
tion and knowledge repository, etc.
„ Also not all trust-building activities need to be
twinning-oriented. The process of twinning will most-
ly involve medium and at times comparatively bigger
small firms. To create confidence of the smaller firms
and create a larger mass for involvement, non-twin-
ning capability-enhancing activities need to be made
a part of the action plan, too. These activities create
necessary trust and confidence and will lead to high-
er coverage. Such activities include training, vision
building, quality upgrading, etc., of the small firms,
not geared up immediately for twinning. These activi-
ties are meant for the emerging cluster only.
„ Take up “low hanging fruit” twinning activi-
ties such as skill development, technology transfer
shows, visits to advanced clusters and learning from
these, etc. These activities create the trust process for
implementing “long run” result-producing activities.
„ Organize “long-run twinning activities” such as
broadening the scope of products jointly offered,
joint development of new technology/products, tech-
nology transfer, investment promotion, institution-
alization of knowledge in institutes in the emerging
cluster, etc.
The scope for promotion of such activities among the
various types of stakeholders will vary. Here, while
scope for promotion of certain activities is faster,
for others, it will be time- consuming and is subject
to the cooperation framework created before, at the
start of the twinning process. Scope for cooperation
is high between associations and between an associ-
ation and a technical institution. These are the build-
ing blocks of trust. In the absence of any cooperation
here, scope for all other forms of cooperation is low,
as evidenced in Table 8.
However as soon as a cooperation framework is es-
tablished between these two entities, scope for coop-
eration becomes high between technical institutions.
Based on these cooperation frameworks, scope for

33
cooperation enhances between BDSPs linked to the
associations and technical institutions. This in turn
creates, higher scope for cooperation between firms
and firms and individual BDSPs.
To continue the above list, furthermore it is important
to incorporate the following activities into the action
plan:
„ Going beyond joint actions, direct firm-to-firm and
firm-to-BDSP activities also need to be supported to
create initial success;
„ Such support may be given on a declining share/
contribution basis to maintain a clear market-orienta-
tion and to make relevant support sustainable/realis-
tic over the medium term.
Step 7: Implementation
The following text contains some guidelines for
implementation:
„ If the stakeholders of the clusters are pre-informed
regarding each other’s capabilities for business coop-
eration, then the process of C2C, C2B and even B2B
cooperation is likely to take place faster. Even in such
a case, association-level cooperation (C2C) is a good
beginning as an overall trust-building mechanism.
However, one needs quickly to diversify into micro
stakeholder-level issues (B2C and C2C) for achieving
the outcome.
„ As compared to general CDP, twinning is a relative-
ly high-investment activity for the stakeholders, as it
involves cross-country travel of knowledge and exper-
tise. Hence the process may start with medium-level
firms who have (a) clear vision, (b) targets and (c) fi-
nancial back-up. Hence firms which will generally seek
technical partners, to start with are the ones which
are relatively bigger and have a vision for growth. For
a better outcome, and also to create a demonstration
effect, the Project may look for such evolved units as
the prime movers of such a firm-level beneficiary, as
mentioned above. This will raise the level of interest
for other firms in the twinning process.
„ However, if the concerned stakeholders of the
clusters are not properly informed of the benefits, or
capabilities of each other, then preliminary efforts
should be towards advocacy, e.g. making the case,
doing road shows, using promotional material, etc.
primarily to create trust that the process has sufficient
scope for strengthening the bottom line for stake-
holders on both sides.
„ Also, the Project can make a difference in the cov-
erage of firms by sharpening the thought process of
the relatively less well endowed smaller units through
vision building and creating their capacity for inter-
national business cooperation so as to enable their
participation in the twinning process as early as pos-
sible. Linkage to an appropriate credit line might also
help here.
„ The twinning processper se consistsofspecialized
cross-cluster activities. These need not be limited to
principal firms, and twinning of support stakeholders
should also be considered. This is all the more so as
support stakeholders of an advanced cluster not on-
ly possess the capacity to make the principal firms of
the emerging cluster stronger, unlike at times when
principal firms of two clusters may have some busi-
ness rivalry, they have the least business rivalry and
highest business complimentarily with principal firms
of the emerging cluster, e.g. machinery manufacturer/
TABLE 8: SCOPE FOR PROMOTION OF TWINNING ACTIVITIES AT THE BEGINNING OF THE TWINNING PROGRAMME
Cluster Stakeholders
Advanced Cluster
Association
Technical
Institution
Individual
BDSP
Firm
Emerging
Cluster
Association High High - -
Technical Institution Low Low -
Individual BDSP Low Low
Firm Low

34
raw material supplier/BDS provider of advanced clus-
ter and principal firm of emerging cluster.
„ The process of twinning proposes to link to solu-
tions by facilitating knowledge flow. Such knowledge
flow can also happen from two clusters within a coun-
try too. Thus twinning process may also map such
possible knowledge flow packet also between two
clusters within a national boundary and promote the
same. This may happen between an evolved a cluster
and an emerging cluster in the same country.
„ Although broadly a cluster may seem to have sim-
ilar firms, in practice their products are not uniform
and vary. For example, a leather cluster produces
both buffalo leather as well as goat leather. While the
tougher buffalo leather is used for making shoes, the
softer goat leather is used for furnishing. Hence, se-
lection of global experts/trainers needs to match the
exact need of the firms in particular and not the clus-
ter in general. Such product level analysis needs to be
carried out during the diagnostic study itself or at the
very start of the process of implementation.
„ Detailed handholding by global experts is expen-
sive. Hence a model of international experts (short
duration), duly supported by national experts (lon-
ger duration) may be adopted. Scope exists for pro-
motion of such national BDSPs – strategic and/or in-
trinsic. For example, in leather, CLRI is an institution-
al BDSP. Or it may be an independent unorganized
BDSP such as the lean manufacturing consultant in
auto components (had he been involved in learning
through a twinning process) or may be intrinsic, e.g. a
machinery manufacturer or a specialty chemical sup-
plier from Italy.
„ The process of technology transfer needs lot of
ground-level interactions. A particular area of im-
portance is to decide the optimum equity division
between two firms in case such technology transfer
is leading to creation of a new venture. Specialized
technical support may be provided in these areas.
This is new for MSMEs.
„ The technology transfer part of the twinning pro-
cess will need more rigorous handholding from the
points of view both of the emerging and the advanced
cluster with regard to the preparation of firm dossiers,
identification of relevant units and negotiation. Such
a process has both developmental and commercial
angles. The development issues will cover activities
such as creating trust through initial meetings, identi-
fication of partners, promoting institutional coopera-
tion, etc.; while the commercial activities include the
entire process of technology transfer, including cre-
ation of the commercial deal, preparation of dossiers
and process completion. The commercial part of this
activity is often a very firm central support. If the de-
velopment organization involved in cluster develop-
ment tries to do this job, it can easily get branded as
a stakeholder and its trust base as a non-stakeholder
can become diluted. Also, the firms themselves will
shy away from sharing information with non-stake-
holder type entities once they are entering into com-
mercial deals. Besides, the process itself is time-con-
suming and may require rigorous handholding, not
possible for a CDA. Hence, while the developmental
part of this activity can be supported by the Project,
the commercial part needs to be executed by a suit-
able commercial entity, as a commercial venture be-
yond the programme. Hence commercial entities in
the two clusters may be tied up for this purpose as a
part of the Project.
Accordingly the steps for implementation can be the
following:
1. Association level interaction
2. Signing of MoU between associations, associa-
tion and technical institution or between technical
institutions
3. Identification of willing/winner firms, technical in-
stitutions and support firms who value the twin-
ning concepts in the emerging cluster
4. Clearly specifying the requirements of the emerg-
ing cluster to the advanced cluster, e.g. need for
learning, technology transfer requirement, etc.,
and vice versa from the advanced cluster to the
emerging cluster, e.g. need for outsourcing, sell-
ing of machinery, etc.
5. Identifying corresponding business partners, i.e.
firms/technical institutions/BDS providers – for
activities such as training/firm level consultancy/
technology transfer/investment, etc. in the corre-
sponding advanced clusters

35
6. Organizing appropriate business linkages through
exposure, training, services, technology transfer,
investments, etc.
Step 8: Monitoring and Evaluation
The standard procedures for M & E may be followed.
However the items for M & E will differ. In general the
following can be a likely set of outputs and outcomes:
TABLE 9: LIKELY OUTPUTS
Output Unit
Capacity-building programmes (work-
shops/ seminars done)
Number
Visit organized (participants) Number
Technology transfer shows organized Number
Letters of Intent signed between firms
(across clusters)
Number
MoUs signed between associations/
institutions
Number
Participation in fairs/exhibitions Number
New markets identified Number
Persons (from firms) trained Number
TABLE 10: LIKELY OUTCOMES
Outcome Unit
Technology transfer agreements signed
Number/
Euro
Investment cases
Number/
Euro
Outsourcing agreements signed
Number/
Euro
Technological best practices adopted Number
Skill development programmes
introduced
Number
New service providers introduced Number
Machinery sold from advanced clusters
Number/
Euro
Persons (from firms) trained Number
TABLE 11:
COMPARATIVE EVALUATION OF GENERAL AND TWINNING CDP
STANDARD CDP TWINNING CDP
1. Number of Clusters involved
One (or a range of
clusters – (the) emerging
cluster(s)
One emerging and one or
more advanced clusters
2. Selection of Cluster
Development goals of the
sponsoring organization
Emerging cluster should
be selected based on
scope for externaliza-
tion and previous experi-
ence in CDP, followed by
pairing with an advanced
cluster, which should be
selected on the basis of
suitability to support the
scope for externalization
3. Factors for Selection of CDAs
One general CDA, now-
adays a CDA team with
a part-time techni-
cal expert is also being
appointed
A technically (of cluster
product) qualified CDA
and part-time or full-
time CDA in the advanced
clusters, depending on
the level of likely activi-
ties. Also a CDA needed
for facilitating technol-
ogy transfer and invest-
ment promotion in the
emerging and the ad-
vanced cluster
4. Trust-building for Business Promotion
Trust-building of prin-
cipal firms of emerging
cluster
Also trust-building of
concerned stakeholders
in the advanced clusters
and between the clusters
(cross-cluster activities)
Implementation of Activities
Mostly joint activities
within a cluster
Mostly joint activities
across clusters
Monitoring and Evaluation of Outcomes
Employment, wages,
turnover, savings, etc.
increased
Technology transfer, out-
sourcing, investment,
technological best prac-
tices adopted, etc., from
advanced cluster

36
Annex 1:
Leather Activity Status July 2011
# Activity Activity Completed
1 Identification of the Cluster(s) in India 2007
2 Identification of the corresponding Cluster(s) in Italy 2007
3 Identified the cluster’s stakeholders in India and in Italy. DC MSME, Govt of India-Mission to
Italy
Sep-07
4 Forged and international cooperation agreement Jun-08
5 Firm mapping for SPX Jun-08
6 Short term training programme on cluster development in FMC Sep-08
7 Awareness programme on schemes of Ministry of MSME, GoI Sep-08
8 IFLMEA Interaction with Assoconciatori coinciding Bologna fair Oct-08
9 First diagnostic study of the cluster training needs - brainstorming Dec-08
10 Seminars conducted by Intl. expert during IILF 2009 on “ Life in frugal world” Feb-09
11 Seminar by Mr Nicola Andreanini, Director , Santa Croce CETP and interaction with Chennai
cluster CETPs at IILF
Feb-09
12 Brainstorming for future actions of training assessment and training modules-preparedness
of association and SMEs based on Samarco’s report
Apr-09
13 Training cum technological assessment by international leather technologist March-April 2009
14 Planning workshop with IFLMEA on training and plan for technological up gradation Apr-09
15 Class room training on Managerial (Technical) training by Mr. Roberto Vago in Chennai Jun-09
16 Workshop on Reduction of salt from tannery effluent in association with ILIFO, SITDA and 5
CETPs
Oct-09
17 On-site training on tannery wet end operations Dec and Feb 2010
18 30-Jan-3Feb Joint Stand with partner associations (ISF & IFLMEA) at the IILF 2010. Seminar or-
ganized on “Technical intricacies of value addition in low grade leathers” by Mr Roberto Vago
Jan-Feb 2010
19 Dissemination workshop on Knowledge gap in tannery wet end operations in Vaniyambadi Mar-10
20 Onsite training on leather finishing techniques June - July 2010
21 Ambur Open 2010: Exhibition of leather and Footwear Components organized by ISF-IFCOMA
in Ambur Participation to launch “Services Package” from ISF
Jul-10
22 Dissemination workshop in Pallavaram of Services Package from IFLMEA Aug-10
23 Dissemination workshop on Knowledge gap in leather finishing in Vaniyambadi Sep-10
24 Training programme on tannery waste management conducted by Engineering Staff College
of India with the support of CLRI in Hyderabad
Oct-10
25 Impact assessment of training programmes Dec-10
26 Project’s Participation in the India International Leather Fair (IILF) with ISF & IFLMEA Jan-Feb 2011
27 Interactive session between Italian Leather Experts & CLRI along with other Tannery Cluster
Stakeholders
Feb-11
28 Showcasing, Documentation and Stakeholder Management Ongoing
29 Reviving and Re-organizing cluster firms and stakeholders by share proposed workplan for
2011, gathering their concerns/input and getting them initiated Ongoing
30 Developing a mechanism for formal engagement between IFLMEA and CLRI for implement-
ing the retraining agenda for a greater coverage of cluster units with the best practices and
sustainability
Ongoing
31 Tentative programme for workshop on “Energy Conservation in Tanning Industry” Jul-11
32 Launch of VTT and Benchmarking in Tanning Industry and Interactive session in CLRI Nov-11
33 Workshop on cleaner technologies and VTT Dec-11
ANNEXES

ANNEXES
37
Annex 2: Footwear activity status July 2011
Activity Completion Month
Identification of the Cluster(s) in India Nov 06 - Feb 07
Identification of the corresponding Cluster(s) in Italy Nov 06 - June 07
Identified the cluster’s stakeholders in India and in Italy. DC MSME, Govt of India-
Mission to Italy
June 07- Oct 09
Created and international cooperation agreement 2007-2008
First diagnostic study of the cluster training needs Oct-07
ISF Brainstorming on training needs Dec-07
identification of training agencies/institutes with the support of the Italian coun-
terparts and Govt. of Italy
Dec-07
Participated in IILF 2008 Jan-Feb 08
Assessment (audit) if the training needs and technological gaps by an internation-
al expert. Redesigned the training programs
Feb-08
Training on best practices in footwear manufacturing by 2 international experts.
Disseminating workshop with a large number of SMEs concluded the 1st Phase
March 31, 2008 to April 3, 2008
(class room training); Factory level
(April 4 to 27 and then 18th May to
12 June) and concluding Workshop
on June 12
Firm mapping for SPX Jun-08
Assessment of 20 firms and selection of 14 SMEs by a panel composed by
CFTI,CLRI and ISF (best performing the international expert recommendations) and
4 faculty for a study tour to Italy
Sep-08
Short term training programme on cluster development in FMC from 22-24 sep 2008 Sep-08
Awareness programme on schemes of Ministry of MSME, GoI Sep-08
Conducted 2 weeks study tour cum ‘On site’ training for 14 SMEs and 4 faculty
members, organized by Unioncamere and Confindustria Marche and supported by
PISIE and ITPO
Oct-08
Seminars conducted by Intl. expert (who?) during IILF 2009 on “Technological In-
novation in Footwear Manufacturing”
April 2009: Realization of Second Cooperation agreement between ISF and CON-
FINDUSTRIA Marche
Repeat training based on training conducted in India by international experts and
training in Italy - 2 day per company training
August - November 2010
Training Circles in Cluster SMEs. Follow up of the Best Practices Training and dis-
semination of solutions to common problems
June 12, 2008 and November 2008
Design Practices and Trend Forecasting training 12th Oct 09 to 23rd Oct 09 in Poli-
moda, Florence, Italy
Oct-09
Design Programme by CLRI, 2 weeks’ programme Nov-09
Design Programme by CLRI, 2 weeks’ programme Dec-10
Joint Stand with partner associations (ISF & IFLMEA) at the IILF 2010. Seminar or-
ganized on “Design & Trends Forecasting in Footwear Industry”
30 Jan- 3 Feb 2010
Support to ISF in introducing Lean Manufacturing to its members and formation of
SPV to utilize the MSME scheme (May-June) Ministry of MSME launched a scheme
on supporting MSMEs for the lean manufacturing process. Since our cluster mem-
bers completed best manufacturing, lean is the next achievement
Ongoing
Ambur Open 2010: Participation in ISF-IFCOMA exhibition in Ambur, to launch
“Services Package” from ISF
Jul-10
Impact assessment of training programmes August - November 2010
Dissemination workshop in Ambur of Services Package from ISF Oct-10
Overseas Training on Advance 3D CAD/CAM practices of Mr Govindrajan of CLRI October - November 2010
Dissemination Seminar on Advance 3D CAD/CAM practices of Govindrajan of CLRI Dec-10
Training Replication by the CLRI and CFTI trainers on:-Footwear design conducted
by CLRI trainers -Footwear Manufacturing Best Practices
Jan - Mar 2011
Project’s participation in Ambur Open 2 Jul-11

ANNEXES
38
Annex 3: Automotive component activity status July 2011
# Activity Completion Date
1 Profiling of Auto units for ITP Dec 07 - Feb 08
2 Formation of Auto sub cluster in AIEMA, Obtaining willingness from unit holders Mar-08
3 MEETING review/actions. Mar-08
4 Workshop on Private Equity in Auto Component SME sector Mar-08
5 Interested unit holders formed in to core committee and started cluster meetings.
Expression of interest obtained
Apr-08
6 Organized meetings for selection of interventions Apr-08
7 Inter-firm Co-operation visit to Rane Madras Ltd. Chennai. Factory visit and famil-
iarization of best mfg practices
Apr-08
8 Participation in ACMEE 2008-UNIDO Stall-prepared and monitored, Display of
UNIDO Cluster activities and explaining to visitors
Jun-08
9 Excellence Gap Assessment (EGA) for auto cluster SMEs April-November 2008
10 Interaction meeting with EGA-Consultant and UNIDO- SPX expert Oct-08
11 CORE-COMMITTEE meeting for further intervention-plans/actions for auto cluster. Nov-08
12 Auto cluster core committee meeting to plan for further interventions. Selection of
WEB designing and vision building programs
Nov-08
13 Initiation of Institution-Industry linkages, Society of Automotive Engineers (SAE)
India- Chennai, Exposure to SAE and programmes-BDS-knowledge sharing
Feb-09
14 CBI-NETHERLANDS –UNIDO PROGRAM FOR AUTOCLUSTER UNITS January-review and
16/02/2009
15 Visit of AIEMA office bearers and auto cluster units to Auto Cluster Development &
Research Institute (ACDRIL) Pune for Inter-cluster interaction with cluster and CFC.
Exposure and familiarizing with Pune ACDRIL
Apr-09
16 Interactive participating program to WELLONIA-BELGIUM EXPORT Opportunities in
European market-
4/21/2009
17 Workshop on Website development and Development of Individual Website for 25
SMEs in the cluster
May-09
18 Visit to units for web designing June-July
19 2 Day workshop on Vision Building & Strategy Development. Vision building and
strategy development for individual units done.
May-09
20 Workshop on Vision & Introduction to Marketing organization. Way forward after
Vision and Exposure to common marketing set up for cluster units
August - October 2009
21 One day workshop in WEB development for cluster members. Dates allotted 9/5/2009
22 French Automotive –UBI France Trade commission office seminar on New Technol-
ogies for Indo-French Automotive Collaboration-Invitation. Visit by AIEMA AUTO
Cluster organized.
1/12/2010
23 PE-VC Training Programs for SMEs -visit/discussions by Mr Toshiaki Ono with
AIEMA-ATC O/Brrs.
1/18/2010
24 Calls for Expression of Interest and enrolment for the Supplier Development Pro-
gram to align with value chain of auto components. Basic SDP proposed
Feb-10

ANNEXES
39
# Activity Completion Date
25 Visit to AIEMA Auto cluster-5- units by UNIDO-Consultant Mr Charles Wilhelm for
match-making/JV/Tie-up as per CPP details from UNIDO.
Mar-10
26 Visit to AIEMA Auto cluster-3 -units by UNIDO-Consultant Mr Charles Wilhelm for
match-making/JV/Tie-up as per CPP details from UNIDO.
Mar-10
27 Deputy Director-MSME-VISIT TO AIEMA-Review of project and visit to cluster units. Mar-10
28 Evaluation & Selection of relevant modules out of Supplier Development Pro-
gramme by National Expert
Mar-10
29 Workshop –UNIDO Apr-10
30 Workshop on Basic Supplier Development Programme Apr-10
31 Training program of Basic SDP-6 Modules May - November 2010
32 Organized KAIZEN Competition for the SDP participants Sep-10
33 Certification and Valedictory Programme for award of SDP Participants Nov-10
34 Formation of a Lean Manufacturing cluster under M/o MSME GoI Scheme Dec-10
35 Session on Social Accountability for MSMEs and Collecting Expression of Interest
on Social Aspects Intervention
Feb-11
36 Formation of Lean Cluster under NMCP Scheme Jan-April 2011
37 Awareness session on “Waste identification & Elimination” for the cluster units Apr-11
38 Reviving and Re-organizing cluster firms and stakeholders by share proposed
workplan for 2011, gathering their concerns/inputs
39 B2B Meeting with overseas delegates May-11
40 Overview Session on SDP (Basic) for new set of SMEs in the cluster Jun-11
41 Session on Theory of Constraints for SMEs Jun-11

UNITED NATIONS INDUSTRIAL DEVELOPMENT ORGANIZATION
Vienna International Centre, P.O. Box 300, 1400 Vienna, Austria
Telephone: (+43-1) 26026-0, Fax: (+43-1) 26926-69
E-mail: unido@unido.org, Internet: http://www.unido.org

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