Griha.docx

Xavier School of Rural Management Operations Management

Submitted by Amulya Kumar Sahoo (ur18005) Apporva Srivastava (ur18007) Jagannath Mondal (ur18014) Pratik Gartia (ur18016) Vishal Kumar (ur18030)

Submitted to Prof. Bikram Kumar Bahinipati

Xavier University Bhubaneswar (XUB) Xavier School of Rural Management (XSRM) Page | 1

Table of Contents Cases

Page no.

A Health Care Model for the Rural India ……………………………………………

3-6

Implementing Green and sustainable houses in the Rural Areas (GRIHA)…………

7-10

MID-DAY MEAL (Akshay Patra)…………………………………………………..

11-17

Ginger Hotels………………………………………………………………………...

18-20

Quality management for Agri food sector (Jagannath Mustard Oil Mill)…………… 21-23

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Case 1- A Health Care Model for the Rural India

Introduction The cost at which quality healthcare is delivered has been a global topic of discussion in both developed and emerging economic countries. As countries struggle to address increasing costs, poor quality and accessibility, healthcare consumers search for affordable costs and optimal value for money. The cost of healthcare delivery is of particular importance in developing countries with high incidences of poverty. Some healthcare providers, especially those operating within the private sector in developing countries, are looking to deliver healthcare at prices that are affordable to the majority of the population, who often times fall within the mid to lower income brackets. To achieve quality low cost healthcare delivery, providers have implored innovations to enable them serve lower income groups profitably.

The business model is as below: Background Study It was estimated that 700 million Indians in 2009, did not have direct access to secondary and tertiary medical expertise, as seventy percent of the population resides in the rural and semi-rural areas, where there is limited access to medical care because eighty percent of the doctors live in the metropolitan areas, 75 per cent of dispensaries and 60 per cent of hospitals are in urban areas (KPMG, 2011). So we are planning to build a low cost health care service to cater the lower income group at the minimal cost possible at the same time increasing the profitability as the zone of clients (semi-urban and rural) is going to increase by many folds. Model Apollo has a vast experience in running hospitals across India and it is a trusted brand in almost all the Indian states. So we are going to collaborate with Apollo Hospitals to use the brand name to increase the number of clients in semi-urban cities. The hospitals will have the key features that were central to its successful business model. Accessibility was core to the model given the urban-rural disparity access to healthcare in India. The hospitals will be located in the less developed areas in India, known as Tier III as well as semi-urban cities mostly. In order to serve the patients living in these Tier III areas, who are mostly poor, the hospitals will ensure that their services were affordable to this population. The cost of treatment was 20-30% less than other Apollo hospitals and other major hospitals. The facilities were smaller, basic and offering a limited number of services in comparison to the other Apollo Hospitals serving the urban areas. The limited number of tertiary services will be provided at the hospitals that will include cardiac, oncology, neurosurgery, radiology and other specializations which are currently unavailable in those areas or could be availed at a higher cost in the nearby Tier II cities. Page | 3

In order to incentivize good physicians to the hospitals in the rural and semi-urban areas, which is usually a challenge, the newly graduate MBBS doctors can be appointed as physicians by the Apollo hospitals at a low cost. Due to Apollo’s network across India, employees know there are opportunities at other hospitals once they’ve completed a rotation at the given area hospitals. To make healthcare affordable to low-income patients, the hospitals treat both low and high income patients. The higher fees paid by the wealthier patients help make the hospitals profitable. The cross-subsidization between high and low-income consumers provides affordable health services to the poor.

Innovation and Technology Tele-medicine is the new way to solve the health related high cost treatment diseases, to this problem Apollo has already a channel that provides tele-medicine services. In 1999, the Apollo Hospital Group set up the Apollo Telemedicine Networking Foundation (ATNF), a not-forprofit, for the purpose of implementing the telemedicine project as a cost-effective method for healthcare delivery for those in areas with little to none medical expertise available. ATNF focuses on giving remote consultations and second opinions to both patients and doctors, for whom due to distance and spiralling costs, access to quality healthcare is difficult. Tele-camps are set up to enable a specialist to see several patients back to back. According to the founder of the Apollo Group of Hospitals, if patients and healthcare workers in one region could consult experts in another region without having to travel physically, there would not only be better utilization of resources, but also a better proliferation of awareness to prevent the increasing disparity in access to healthcare for Indians. The rationale was that if, low skilled health workers could be trained to undertake more complex jobs without the expert doctor or health professional residing or physically travelling to the site for training, there would be an increase of human resources available to cater to the skills gap in the demand and supply of healthcare in the remote areas. With telemedicine available at all Apollo Reach hospitals, patients no longer have to travel long distances for a second opinion or wait for weeks before they can meet a specialist doctor. Apollo decided to bridge this gap through the use and adoption of Information and Communication Technology (ICT) to deliver health services far and wide. Today, Apollo runs the oldest and largest multi-specialty telemedicine network in South Asia.

Technical Setup ATNF utilizes telemedicine using appropriate hardware, software, and peripheral medical devices, to examine, investigate, monitor, and treat, with the patient and the doctor physically located in different places. Using Broadband Internet, Integrated Service Digital Network (ISDN) lines or Very Small Aperture Terminal (VSAT), audio files, text data, images, and video can be transmitted. Through ATNF’s custom made, web based software, Medintegra, used by the peripheral centres in the network, the hospitals will be able to transmit electrocardiograms Page | 4

(ECGs), X-ray, MRI, ultrasound and CT scan images. The video conferencing camera is placed directly on the images and the consultant views the images at the tertiary centre.

Operational Process The operational process at the hospital centre is as follows:  All the basic health ailments will be treated will the physicians at low cost that the patient has to bear towards hospital administration directly without involving the doctor in it. This charge will include a very basic amount that is easily affordable by the poor patients. This charge will specify that the service that they are getting is of the premium quality not of any inferior one like any other private hospital but reasonably at a very cost.  If the generic physician is unable to identify the problem and the consultancy of an expert is required, then the use of tele-medicine comes into the play. The operational procedure of the tele-medicine service is described below: The office assistant ensures computers and video conferencing equipment are in working condition by 8:00 am. Scheduled tele-consultations are checked and noted on a white board in the order of the appointments. Most consultations take place between 1:00pm-5:00pm. Facilities are set-up such that three simultaneous tele-consultations can take place. For review teleconsultations, medical case records are obtained from the Medical Records Department and prior consent of all those involved in the tele-consultation process is taken. All tele- consultations are recorded manually in the medical records but Apollo is working towards using Electronic Medical Records (EMR) in all tele-consultations. If the ATNF’s web-based software cannot be used, prescriptions are sent as an e-mail or faxed to the remote end, where a printout is handed over to the patient. To ensure privacy, only the tele-consultant is present at the telemedicine centre but at the remote end, relatives or the telemedicine administrator need to be present sometimes to facilitate language translation. All tele-consultations are recorded and stored in a secure computer. The cost for a tele-consultation ranges between INR 1500-2000 and the cost covers the cost of transmission, costs incurred at the peripheral services while rendering the tele-service, costs at the specialist end and the consultant’s professional fees. This cost is significantly cheaper relative to minimum of INR 5000-12000 the amount the patient would have to pay if they physically visited a hospital and incurred travel and accommodation costs. However, it is important to note that a lot of the IT backbone infrastructure were made available through partnerships. Apollo on some of their telemedicine projects partnered with the Department of Space, Government of India and the Indian Space Research Organization (ISRO) to use VSAT to provide quality healthcare to Indian villages. The VSAT and the videoconferencing system were provided by ISRO while Apollo provided the tele-consultations, either for free for those who were unable to afford the services or at the cost of INR 1500-2000 for those who could afford. The long term sustainability of Apollo’s telemedicine project without subsidies or contributions from the government, Page | 5

particularly with the backbone infrastructure to ensure necessary connectivity remains unanswered as the current platform runs as a not for-profit.

Training Lower-Skilled Personnel: Transfer of the routine tasks to lower-skilled personnel who have been properly trained to undertake preoperative tasks and serve as assistants to the physicians, who as a result are able to focus solely on their areas of technical expertise. Doctors can train village girls (some of whom only have high school diplomas), to become assistants to the doctors; they can constitute 64% of the workforce and perform tasks such as admitting patients, maintaining medical records, and assisting doctors. Strict division of labour and development of new specialized roles will also contribute to the reduced costs for providing quality care at the hospitals.

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Case 2- Implementing Green and sustainable houses in the Rural Areas (GRIHA) After food, the most required necessity of any person in this world is a house. It provides shelter to the people, happening to be place where people return after doing their respective works all the day. In the process of making our living stay most peaceful, we often forget paying attention to our surroundings, destroying nature by cutting trees and eroding the native vegetation in the process of making houses and buildings. We tend to forget the environment imbalances in the region and ignore it while preparing the layout of the places that we make for our living which results in bio-diversity being degraded, thus leading to environment degradation. The mismanagement of the resources is one of the biggest problems we face today. For example, there are basic things such as appropriate size, location of the house, ventilation of the building, sharing of the windows, solar orientation which if not emphasized upon while designing of the houses leads to the heating problem inside the houses. To combat these issues, mechanical cooling is used in form of air conditioners, coolers etc. which ultimately leads only to increased demand for energy. Thus, we need to design houses which are environmentally sound and resource efficient. It should use minimum energy possible and also should be nature friendly. This will not help to sustain the houses but also the environment. Green houses should be designed for the rural areas which cause no harm to environment and are extremely resource friendly, providing the resource constraints in the rural areas. There should be a complete efficient system for developing or constructing such houses in the rural areas, as the concept of Green houses take into consideration the existing nature of the location thereby least affecting the nature. The location chosen must take into account that it provides the earth base for the neighbouring houses as well, so that any trees need not be cut down and nature is protected. However, as it is not possible to eliminate the carbon element completely, still the project should be certified sustainable only if the carbon emission or production is null or as minimum as possible. The houses being built in the rural areas should not use wood for the construction purpose at all as the trees are the only source for wood and we destroy nature by cutting down trees. Our housing design pattern would be such that we use stones the most. In order to minimize the carbon creation to a great extent, the best alternative is the earth itself which cannot be created or destroyed. Our plan will takes into account that 90% of the structure should be based on earth and the rest 10% should be steel and cement which would be most effective and cost efficient way to build houses.

The House design and essentials:The technique to be followed for construction of houses in rural areas is going to be eco-friendly. Usually, the construction of houses require two major thingsPage | 7

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Materials, and Process of construction.

Both the materials as well as the process should be such that it creates less carbon. For having a better process and optimized technique, use of CSEB technique can be done. CSEB stands for compressed stabilized earthen blocks. This technique ensures minimum creation of carbon. The other important factors to be considered while constructing the houses are Production and Masonary. The blocks are nothing but earth which shall be stabilized and compressed. This is the way CSEB functions simply in order to gain strength. The technique of CSEB is used combined with the Ferro-Cement technique. Ferro-cement is a construction material consisting of wire meshes and cement mortar. Application of ferro-cement in construction is vast due to the low self-weight, lack of skilled workers, no need of framework etc. The execution time at work site is less and the quality of ferro-cement works are assured because the components are manufactured on machinery set up. Maintenance cost is also low in this technique. Some of the properties of the ferro-cement techniques are listed below:    

It’s a type of thin reinforced concrete construction, in which large amount of small diameter wire meshes uniformly throughout the cross section. Highly versatile form of reinforced concrete. Instead of concrete Portland cement mortar is used. Mesh may be metal or suitable material. Strength depends on two factors quality of sand/cement mortar mix and quantity of reenforcing materials used.

The advantages of using these techniques are also listed below:     

Basic raw materials are readily available in most countries. Ease of construction, low weight and long lifetime. Better resistance against earthquake. Fabricated into any desired shape. Low labour skill required. Low construction material cost.

Less cost and not very much skilled labour happens to be of great advantage and ferro cement which does not require much of resources or skills compliment this. The houses to be constructed should be environment friendly and sustainable in itself and must reduce the carbon usage to as minimum as possible. The usage will be in form of 90% stones (earth) and 10% cement and steel for setting up houses. All techniques to be adopted are going to be conventional and nature friendly such that there is proper utilization of resources and that the resources are not wasted.

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Abiding by the Griha concept, a house is never complete without a proper drainage system and a proper water supply system, while the electricity should also be of eco-friendly in nature. The proposed model is as below:

Electricity: Regarding electricity, we plan to adopt complete solar panels for generating the electricity as this will certainly not produce any carbon. Solar energy is a non-conventional zero carbon production techniques which is absolutely eco-friendly in nature. At least for the lighting purpose we can use 100% solar as the lightings will be all LED bulbs. This will in turn save electricity as the LED bulbs use less power as compared to the CFLs.

Ventilation: All the houses are planned as such that they will be provided with a proper ventilation system for the hot air. The model we plan to implement is completely opposite to the model on which a ceiling fans operates. The ceiling fans always push all the hot air down and this is against the nature and in our model the hot air will not be contained at all. We plan to have vents in the roof itself, which is highly sustainable, efficient and cost saving as the power needed for ceiling fans is reduced as well.

Drainage System: Regarding the drainage system, we plan to have drainage pits. A multiple digestive system fits the purpose as all the waste that comes out from the drainage system goes straight into the digestion pits. The floor of the digestive pits will be earth. The concept behind using this pit is that when the digestive pits are completely filled we close it. We re also using it as a recycling waste method which is efficient enough as after one year, all the waste material after coming contact with the earth will become manure and can be further used.

Water Supply System: As per the plan, water supply system is such that, each and every house gets at least one permanent source of water supply in the house for the whole day. To ensure this, we plan to build a common water tank for the community, from which each house will be served via a direct water pipeline. The only way to sustain the nature and sustaining the entire community is by adopting nature. To ensure that the nature is least harmed, adopting green house design is the way forward. The green house that we plan to construct will reduce the creation of carbon to minimum possible levels and thus prove to be eco-friendly. GRIHA is the green rating for integrated habitat assessment.

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Broad outline of our model builds around the following features which we plan to provide in the housing system:1. 2. 3. 4. 5.

Minimum energy wastage. Ventilations are such that it is not against the nature. The construction is based on 90% earth and 10% steel and cement. The drainage and water supply system are both eco-friendly and sustainable. Smart CSEB and ferro-cement techniques are being used which require less resources and less skilled labour. 6. Houses are being created in an eco-friendly manner. 7. The building material and process are both such that least carbon is created. 8. The construction is based on 90% earth and 10% steel and cement. 9. The drainage and water supply system are both eco-friendly and sustainable. 10. The drainage system will be recycled and manure will be produced which can be used further for productive purposes. 11. Stone is largely being used and not wood. 12. Solar panels will be used for electricity purposes which creates 0 carbon.

Why using this housing design is of benefit for the parties involved:1) Increased productivity as efficiency is increased and wastage is decreased. 2) Completely ensured sustainability as less carbon production is being ensured by adopting several techniques and practices. 3) Least affected on the quality even though the cost is reduced as ferro-cement techniques are durable. 4) The layout pattern of the houses are such that the ventilations are provided in the ceiling such that the warm air escapes. Even this proves to be according to the nature. 5) The human resources are taken into consideration as we find less skilled labourers in rural areas, the CSEB techniques are adopted as it does not require skilled labourers. 6) The waste management is taken care of by the drainage system adopted. The digestion pts will be very useful in converting the waste materials into manure.

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Case 3- MID-DAY MEAL AKSHAY PATRA

INTRODUCTION The Mid day Meal Scheme is a school meal programme of the Government of India designed to better the nutritional standing of school-age children nationwide. The programme supplies free lunches on working days for children in primary and upper primary classes in government, government aided, local body, Education Guarantee Scheme, and alternate innovative education centres, Madarsa supported under Sarva Shiksha Abhiyan, and National Child Labour Project schools run by the ministry of labour. It is a wholesome freshly-cooked lunch served to children in government and government-aided schools in India. NUTRITION The table below shows the required dietary norms as stated by the Central Mid-Day Meal Scheme: Components

Primary

Upper Primary

Calories

450 Cal

700 Cal

Protein

12 Grams

20 Grams

Micro Nutrients

Adequate Quantities

OBJECTIVES OF MID DAY MEAL Mid-Day Meal Scheme aims to:      

avoid classroom hunger increase school enrolment increase school attendance improve socialization among castes address malnutrition empower women through employment

This issue of non-availability of mid-day meals at certain areas is being tapped by the “Akshay Patra Mid-Day Meal Project – “Unlimited food for Education”. DESIGN OF GOODS AND SERVICES Page | 11

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The Akshaya Patra Foundation, which was successfully implementing its own school lunch programme in Karnataka since 2000, was called in to give testimonies for verifying the efficacy of the scheme; following which the mandate to implement Mid-Day Meal Scheme was passed. In order to successfully carry out this mandate, each State Government started its own Mid-Day Meal Programme with Akshara Dasoha being initiated by the Government of Karnataka. One of the major challenges faced by the Government was the successful implementation of the scheme. As per the NP-NSPE, 2006 Guidelines (Mid-Day Meal Scheme Guidelines), wherever possible, the Government would mobilise community support and promote public-private partnership for the programme. Not-for-profits, such as Akshaya Patra, are therefore encouraged to set up operations and act as the implementing arm of the Government. the Government of Karnataka was the first to take the step of involving NGOs in development programmes. Additionally, the report states that this ‘involvement of the NGOs in multilateral/bilateral programmes, raises the level of co-operation to another level. The NGOs become not only implementers; they also find a place in designing and managing programmes together with Government at all levels.’ This pioneering move by the Government of Karnataka to make NGOs the implementing arm of the Government has been one of the major reasons for its success in reaching the programme's goals. The achievements of these private-public partnerships have even influenced the Central Government. By setting up and encouraging private-public partnerships, the Government is successfully leveraging the skills and resources of the private sector for the greater good. India's Mid-Day Meal Scheme is one of the largest school lunch programmes in the world benefiting 9.78-crore children in 11.40-lakh schools. The model aims at improving the effectiveness of primary education by improving the nutritional status of children thereby reducing malnutrition. It majorly attracts the children from disadvantaged section for increasing the attendance, reducing dropouts’ rates and promoting women empowerment through literacy. It also promotes a feeling of oneness and secularism amongst various religions and cultures.

QUALITY MANAGEMENT 

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Quality and Food Safety are the primary ingredients at each of the Akshaya Patra kitchens. Learning from the past, they have introduced various metrics in every area of operations and service delivery. They have also partnered with different organisations to review the quality of the midday meals we prepare and serve children. To maintain the quality of the meal, standardisation of recipes across all locations has been undertaken. Page | 12

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To improve quality standards, advance projects like Kaizen and 5S have been started in different locations. Employee Health and Safety activities are conducted to further increase hygiene standards and improve safety and health. They strive to ensure that children not only have access to 'unlimited food for education' but also to prescribed quantities of the nutrition. In order to consistently maintain quality of the meal, we take feedback from schools on a daily basis while delivering the meal. They are adopting and implementing Kaizen, CI Projects and Six Sigma methodologies to ensure quality on all terms.

PROCESS AND CAPACITY DESIGN The process of food grains and other material flow to produce the final product are as follows: 

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Food Procurement - Rice and wheat are procured from the central government in subsidized rate from farms under the Public distribution system whereas rests of the grains like dal, Ragi including salt, oil are procured by the state government. Karnataka food and civil supplies corporation is the agency to procure these items to state through the contractors. Transportation and Distribution - The distribution takes place every month from Food Corporation of India (FCI) go-down to the Karnataka Food and Civil Supplies Corporation (KFCSC) at taluka level before 2nd week of every month. Similarly, the contractors for other food grains and ingredients also supply the required items to the taluk level as per the indent placed by the KFCSC. All these items are then collectively distributed to the schools. The distribution to school started from 2nd week of every month and reached to all the schools by the end of maximum 5thof another month. Storage - Storage of food grains takes place in three levels i.e. District level, Taluk level and School level. Rice and wheat are stored in district level FCI go-down and as per the requirement they release it to the taluk level every month as per the direction of zilla panchayat. All the food grains are collected in KFCSC go-down at taluk level. The food items are stored in such a way that there will be always 1-month buffer stock in both KFCSC go down and in schools. Preparation of meals - The head cook and cook cum helpers are responsible for preparing the meal. Their work starts from around 9-10 O clock in the morning to till 2:30-3:30 in the evening. It is the responsibility of head cook to buy vegetables and spices from the local shop/market. After obtaining vegetables and other ingredients they clean the kitchen, clean the grains and pulses, cut the vegetables and starts cooking.

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Serving Meals to children - The hot-cooked fresh meal is served at launch time starting from 12:30-2:00 depending upon schools. The headmaster must be present while serving the food and he should ensure that the meal that is being served is clean, healthy and in appropriate quantity to the children. Similarly, two members from either parents or mother’s group must visit the school and observe the quality and quantity of meals served to the children.

LOCATION STRATEGY The Akshaya Patra Foundation started its mid-day meal programme in June, 2000 by providing free mid-day meals to 1,500 children in 5 Government schools in Bengaluru, Karnataka. Over the past 16 years, the constant support from the Government of India, various State Governments and associated organisations has enabled the programme to grow by leaps and bounds. Today, this organisation feeds free mid-day meals to 1.7 million school children in 15,024 Government schools and Government-aided schools. The organisation currently has its presence in 43 kitchens across 12 states in India. This not-for-profit organisation has been conferred as the world’s largest NGO-run mid-day meal programme. Hunger and Illiteracy are India’s two major challenges. There is a serious malnutrition case in India with the World Bank’ estimate of 60 million children in India, being underweight. Hunger is an obstacle to child’s health, education and survival. A recent UNICEF report states that more than 80 million children drop out before completing 8 years of age and over Page | 14

8 million children are out of school. Akshaya Patra is focused on eliminating classroom hunger and attracting more children (enrolment) to schools and ensure to keep them in school (reduce dropout rate) by feeding a filling, nutritious mid-day meal, every school day. This is in partnership with the Government of India and all the various State Governments. The Foundation runs its operations through two kitchen models: Centralised and Decentralised. Centralised kitchens are large factory-like kitchen units that have the capacity to typically cook up to 100,000 meals a day. These kitchens serve a set of schools located around the units. These units are semi-automated thus ensuring hygiene during the cooking process. Locations where factors like unfavourable geographical terrain and improper road connectivity don’t support the construction of large infrastructure, decentralised kitchen are set up. Decentralised kitchen units are run by women Self-Help Groups (SHGs) under the guidance and supervision of Akshaya Patra’s kitchen process and operations module.

HR AND JOB DESIGN     

A local person is appointed for procuring spices, vegetables etc at lower rate. Gents as well as lady staffs are appointed for the cooking purpose. They take care of the hygiene of the food at all levels. A proper training program is arranged for the staffs related to hygiene and cleanliness program. Monitoring and Evaluation team is appointed to make the project sustainable as possible for the long run. At the end of the year, the government agencies work with the evaluation team in finding the result of the model and see the results and improvement with the organization’s initiative in the village.

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SUPPLY CHAIN MANAGEMENT The Bangalore kitchen was designed by a team of expert engineers, and many modifications to the original design were made as the organization grew in scope and scale. The Bangalore kitchen was initially intended to feed 1,500 students. By 2007, the kitchen was feeding 145,000 children daily. As Akshaya Patra increased the number of children fed, it increased the capacity of the kitchen. According to the operations manager, Bangalore was an “evolved kitchen” which had exceeded its expectations for growth. Changes to the kitchen were made on an as-needed basis. The organization repeatedly stressed the importance of process, design, and high quality of food. They determined that the organization must have replicable, hygienic kitchens that would be productive and process-oriented.

The daily meals included rice, lentils, vegetables, spices, and curds (yogurt). In the urban areas, vegetables were procured from local markets through an ongoing relationship with third-party vendors. With nutritional balance always in mind, menus varied to incorporate whatever was plentiful at the markets, and thus less expensive. In the Bangalore kitchen, for example, curds were sourced from two different suppliers, with 3,500ñ4,000 tons of curd received and distributed daily. The Bangalore storage room was able to store up to three days’ worth of fresh food and substantially more dry goods such as rice and lentils.

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Challenges In many locations, Akshaya Patra received rice as a subsidy from the central government, which it reported was of poor quality. Rice from the Food Corporation of India (FCI) was sold by farmers to the FCI through a middleman. Since price was set by weight, the middlemen often added foreign objects to increase tonnage, including stones, nails and metal. Akshaya Patra believed that within the supply chain, these objects were added to the product in order to maximize profit and called this practice a “very open secret.” Akshaya Patra thoroughly cleaned the government rice by using a de-stoning machine to separate the rice from other non-food products and often found that 20% of each bag of rice was unusable.10 In the past, Akshaya Patra had avoided poor quality rice by exchanging the governmentissued rice for that which was available in the market and of higher quality, paying cash for the difference in price. However, new regulations prevented them from continuing this practice.

Around the clock operations Operations in the Bangalore kitchen began at 10:00 p.m. Sunday evening and continued through Friday evening. The night shift, or the pre-cooking shift, began with the sorting of all ingredients, from vegetables to spices, into the necessary quantities. The number of meals to be cooked was determined daily by the food requirements sheet, which noted any necessary changes in quantity the schools may require compared to the previous day (See Exhibit 6.) Though the workers were largely uneducated, the comprehensive standardization and training resulted in efficient and accurate operations.

SUSTAINIBILITY  

The evaluation team makes sure of the sustainability of the project. If the model works in this particular village then organization plan on implementing in the schools of nearby villages as well.

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Case 4- Ginger Hotels Executive Summary Ginger Hotels is an Indian Hotel Chain, established by Roots Corporation Ltd. And part of “The Indian Hotels Company Ltd” which is a part of Tata Group. It comes under the brand of “Smart Basics Hotels”. Ginger Hotel looks very similar to the other hotels of the same class with all the facilities that a normal hotel would offer but the difference comes when the services are offered. The Tagline which says “Please help yourselves” aptly reflects its most distinguishing features like SelfService Check-in, Give and Take, Smart Gel Set, Smart Knick Knacks, Smart Mart.

Detailed Case Analysis: Ginger Hotels are built around a unique concept that provides facilities to Business travelers, middle class families, tourists and a small portion for student section for surprisingly affordable rates. The primary objective behind the launch of these hotels is to provide a high class service offering and consistent experience which is entirely different from other hotels. Ginger Hotels try to maximize the value, which customers get in return. The main driving principle is Value=Utility divided by cost. As the utility increases value increases and as cost decreases value again increases. So the management tries to increase the utility (Different Special services) at an optimum price (lesser compared to competitors). The entire design was led by developing a clear understanding of the guest profile, mindset and expectations. The Operation Strategy of Ginger Hotel will work out and be successful only if there is a perfect knowledge about the target groups and their expectation and they are delivering in a perfect way and has been successful. Their main targeted customers are as follows:     

Young generation(They are happy with self service) Middle level managers (Economically feasible for them) Business travelers (Ginger locations closer to stands and railway stations) Middle class Family (They are not interested in luxurious amenities) Foreign Tourists (they carry their own backpacks and like to be independent)

The main objective of Ginger Hotel is to give maximum utility to their customers by having different and memorable services which they would not be getting in some other hotels for the same price. ”Please help yourselves” is an apt tagline of Ginger hotels which treat the customers in an efficient way and at the same time the customers are also happy with their services and treatment towards them. The main difference comes regarding its service from others which have been outstanding till date.

Smart Basics Concept: Page | 18

Smart Basics concept was co-created by Ginger with the help of the Renowned Management Guru CK Prahlad. Smart Basics is a philosophy of providing intelligent, thought-out facilities and services at a value pricing. It reflects the new emerging lifestyle in which people want to get things done quickly and efficiently. Smart Basics provide a value proposition of a different kind. It represents a Next Generation category that signifies Simplicity, convenience, informality, style, modernity and Affordability. The acceptance of this concept has been extremely high as a majority of the travelers focus on the offerings inside the room, such as a posture pedic mattress (back supporting) complemented with duvets, LCD television, tea / coffee maker, mini fridge, Wi-Fi, attached bathroom with 24-hour hot and cold water, etc. All these basic services are offered in a ‘smart’ format. The newer Ginger hotels have improved rooms with vibrant colors and limited room service. These changes are being effected across all properties. The specialty of Ginger Hotels is the special Servicing facility which none of the other hotels are providing. In Ginger Hotels, when a guest enters the Hotel, he/she will come across a self service check in Kiosk system, identify their room and carry their luggage on their own having no helpers or staff. The benefit of this is that, like their advertisement says, since there is no valet parking or bell boys, the customers need not pay the tips, and the management does not need to pay the salary. Also this cost reduction can be carries onto the customers, as a lower price.

Self-Servicing Elements: Ginger, which operates in the three-star category, prices its rooms competitively -- single rooms cost Rs 999, while a double room won't set you back by more than Rs 1,799, inclusive of taxes. And the tariffs are the same whether you're in Bangalore or Bhubaneswar, and whether it's January or June. That's different from how another newcomer in the budget hotel category, the Red Fox chain run by Krizm Hotels, operates. Single rooms at the Hyderabad, Jaipur and Delhi properties of the chain will cost about Rs 1,500. But Ginger is flexible about the pricing. The reason behind cost cutting is that since labour in India is relatively cheap, it makes sense to offer some limited services and charge a little extra. Ginger believes that the young traveler doesn't mind doing things on his own and so he'd rather have price as a USP. Which is why even food is affordable (there's no room service): Rs 80-150 for the buffet. The Various self-servicing elements include:  Self-Service Check In: Upon arrival, guests can check into the hotel without any assistance from the hotel staffs in reception counter because Ginger Hotels have Self Service Kiosk as mentioned above. This helps in many ways because you don’t have to wait there for long time asking one or the other things and it is a simple and easy process which saves time. The targeted customers, who visit the hotel again and again is the result of their target tailored services.

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 Give and Take Counter: The guests can deliver used clothes for laundry in the morning and get them washed on the same day evening after 7:30 which is very helpful to increase the customer satisfaction and shows the efficiency and fast response of the hotel.  Smart Get Set: Ginger Hotels also provide Ironing facility and the hotel inmates can use it whenever there is a need and there is a water doctor in each floor where the inmates can fill their bottles with hot and cold water anytime. Both the ironing rooms and water dispensers are available in all floors. This particular service is very helpful for managers. They iron their shirts and trouser daily. So even in travel, they can present themselves in a professional way, without any extra cost.  Smart Knick Knack: There are vending machines for hot and cold beverages and packed snacks which can be accessed anytime during the stay in hotel regardless of restaurants working or not. These vending machines helps to reduce the expense of customers to a great extent. Ginger customers, who are middle level managers, middle class families, etc, will like to save maximum by without taking expensive hotel foods. Here the vending machines help them by providing light food at cheaper price. Also they can save time by without going out, to buy the costly food.  Smart Mart: One of the specialties of Ginger hotels is that if you need some basic necessity things such as toiletries, tooth paste, comb, hygiene products, etc. then one doesn’t has to go out and wander from shops to shops. There is a vending machine inside the hotel and you can get anything you need from that vending machine.

Conclusion: These are some of the vibrant services and experiences you get in the Ginger Hotels and surely no other hotels has started or doing such things which surely makes Ginger hotels the market leader in this category and there has been a terrific improvement both in their operation strategies and financially. Ginger hotel experiences have been a modern way of hospitality and serving the customers which happens to be very intelligent and well thought facilitator and servicing at great value. Ginger hotel has the tradition of getting feedback from all the customers and They use the social networking sites very efficieantly by posting their feedbacks directly and socializing with other people as an indirect way of marketing and it surely creates a good and positive mindset in customers. It is basically a great loyalty building activity which all the esteemed hotels does but it mainly depends on to what extend it is done and how you use it productively. Ginger Hotels are exclusively designed to meet the needs of its targeted customers, to the full extent.

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Case 5- Quality management for Agri food sector Jagannath Mustard oil mill For doing this assignment I have taken kachhi ghani mustard oil as the manufacturing unit and have showed how quality management of mustard oil is maintained. Mustard oil is one of the edible oil that is obtained from Agri sector and has a huge potential market in West Bengal. Mustard oil is heavily consumed in the district of west Bengal like Hooghly, burdawan etc. The mustard seeds are brought from states of Rajasthan. The reason for bringing the mustard seeds from Rajasthan is that the mustard seed are of better quality in the region and has higher percentage of oil contained in them. The supply chain for this mustard oil can be shown as below:

Local Mandi Farmers(Rajasthan)

(Rajasthan)

Transport to west Bengal

Manufacturing unit (West Bengal)

Retailers

Local distributors

feedback

customers

We have chosen The manufacturing unit by using centre of gravity method. The market consumption for mustard oil is too high in the region as a result we can sometimes cut the local distributors and retailers from the supply chain which allows us to gain more profit. The consumption of mustard oil is even increasing in west Bengal. How quality management is done in case of mustard oil production is stated below: 1> The main reason for bringing mustard from Rajasthan is because the quality of mustard is better in the region of Rajasthan. The percentage of oil that can be obtained from Rajasthan’s mustard seed is high as compared to local mustard seeds that are grown in west Bengal. Region and demography is also playing a very important role in managing the quality of the product. The mustard grain are grinded in the kachhi ghani. This operation leads to emission of oil and a mixture of paste. Before inserting the mustard grain in Kachhi ghani it is cleaned thoroughly to minimize the dirt present in the mustard grains. The oil that is produced in the kachhi ghani is kept aside and is used later. The paste generated is used for further processing purpose. Rather than using full automatic kachhi ghani we have kept 50 percentage of kachhi ghani manual the manual ghanis are driven by bull. Using bull for the purpose of ghani has brought a high cost reduction.50 percentage are kept manual and the remaining 50 percentage are kept automated. Page | 21

2> The paste that is obtained from the kachhi ghani is transferred to Expeller. The expeller of oil is brought from Punjab engineering works and the name of the machine is king oil machine. The larger part of the oil is extracted from this machine. The output from expeller is oil and oil cake. The oil cake is sold in the market and is sometimes used to feed cattle. 3> The oil that was expelled from the expeller and kachhi ghani are now mixed proportionately and are made to go through Filters. The Filters expel the unwanted particles and further expel the oil to micro filters. To take care of proper quality of the oil the filters are changed each and every day. The micro filters are new innovations and are implemented for more accurate filtering. 4> The oil that was received at the end of filter are inspected and then packaged properly in bottles and in tin containers and are distributed to local markets. Few customers want less pungent odour whereas few customers want high pungent odours. The pungency odour decreases when filtering is done more than thrice. For the demand of the customer we have made two separate filtering unit. In one of the unit less pungent oil is filtered out and in the other more pungent oil is filtered out. This two separate units of oil filtering were made after getting feedbacks from the customer and the retailers. 5> One of the most remarkable thing in mustard oil production is that it is a lean production. Zero amount of waste is produced at the end. The Oil cake is the end product in the mustard oil manufacturing unit which is used as fertilizers and also to feed cattle. 6> The feedback of the quality of the oil is received from the retailers, distributors directly. There are few customers who seek directly to the manufacturing unit for buying mustard oil we offer them a little higher incentives and sell them at lower price. The distributors and retailers are given feedback form which they fill and send it back to us. By scrutinizing the feedback form we are able to improve the quality and the mistakes in the manufacturing unit. As mustard oil is a commodity rather than a product so further changes cannot be brought back to the oil 7> Those are the above few methods which are implemented to produce proper quality of Mustard oil in the market. Mustard oil is famous for it’s pungent odour that it has. This pungent order adds flavour to fish and other food items when they are fried in the oil. Sometimes mustard oil is also applied in hair and body. During winter season they are applied in body as they trap heat. The above 4 steps that are explained help us to provide competitive advantage in the market as we buy seeds from Rajasthan we get a higher incentive on top of that the quality and the quantity of oil that is generated from the mustard seeds of Rajasthan is also high. Moreover micro filters are also set up in the plant which provides us with better quality of oil at the end. High quality is obtained by implementing micro filters and expensive machineries.

Plant layout and quality management Plant layout plays a very important role in managing the quality of the Mustard oil. The plant layout is given in the picture below:

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Labour movement is allowed only from that of the raw material storage centre to kachhi ghani rather than this no movement of labour is there inside the plant. The kachhi ghani transfers the oil product to the expeller where all of the oil is extracted and the oil cake is expelled out. Further the oil is projected towards the filtering unit where filtering is done extensively to remove all the impurities from the oil. The above layout is very efficient because labour movement is almost negligible turning this plant into a nearly assembly line layout. This layout gives the plant a competitive advantage and also helps in quality management. The whole work of the plant is coordinated by the controlling administrative body which keeps an eye to each and every function. The plant is constructed by the side of main road which makes transportation easy and fast. Timely deliveries of product is possible because of the road. This location of the plant gives this plant an extra edge above it’s other competitors.

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