Jnana Prabodhini Entrepreneurship Development Centre - EDC

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Jnana Prabodhini Entrepreneurship Development Centre - EDC We, at Jnana Prabodhini's Entrepreneurship Development Centre handle mentoring and counselling of th

05/12/2021

सोने की चिडिया
Titles are conferred out of admiration. From AD 1 to Ad 1000 India’s share in the global economy was over 35%, it was the world’s largest economy. The country has been invaded and plundered throughout the history umpteen times, however it kept bouncing back to its glory. It was the Vyaparis or merchants who replenished the wealth with their vyapar and India remained the capital of trade and culture for a significant part of the history.
The scenario changed during the colonial period, the British raj. Trade and commerce was monopolized by the East India Company and later by the Crown. It is documented that the average outflow of wealth to Britain exceeded 5 million GBP in revenue and taxes every year, which in today’s prices is equal to around 250 billion GBP. Multiply that by 300.
Economic reforms of 1991 eradicated the license era and freed our vyaparis to the world for business. We have climbed up from being a mere Third World country to the position of the third largest economy in the world as per the Purchasing Power Parity (PPP) in the last 30 years.
This is an era of start-ups and India has jumped on the bandwagon. In the years to come India might come to its past glory by becoming the Start-Up Capital of the world. The book Vyapar-Shastra by Vishal Shivhare lays out the history of vyapar in India from the ancient past to the global present. He puts forth a captivating perspective through live examples across the topography, the social spectrum and the financial scale.
Vishal Shivhare is an entrepreneur and a business leader having experience of more than 15 years and have turned around both emerging and established companies from all around the world. He has the knack of catching the pulse of global financial market and business. Vishal is a business specialist in leading sectors like investment banking, blockchain, consulting, educating, writing, and empowering business through technology, vision, strategy and in action.
In the coming weeks, illustrations of vyaparis from local kiranawalas and chaiwalas to urban businessmen heading conglomerates and mom and pop stores will be detailed out, business models from mela to mall, village haat to hypermarket to e-commerce setups will be discussed. Let us examine through this book the The Business Practice in India and see what patterns emerge.

अर्थकारणेषु उद्योगिनीHigh time to add this 7th virtue in the list of a perfect woman of today! While it is a known fact...
28/11/2021

अर्थकारणेषु उद्योगिनी

High time to add this 7th virtue in the list of a perfect woman of today! While it is a known fact that women are a source of tremendous energy, diverse intuitive sense and many distinguished abilities, when a platform is given beyond the household, they can create miracles. One such miracle is in the sector of electronics. And the conjurer is Manasi Bidkar, The Director of Melux Control Gears.
Melux Control Gears Pvt. Ltd. is an ISO 9001-2015 company engaged in the production of diversified range of electronic ballasts, LED drivers, LED lighting for more than a decade. A team of well-qualified staff, well-equipped with ultra-modern equipment supported by high accuracy testing instruments for precision in quality control and a totally customer-focused approach are the some of the distinctive attributes of the company.
Manasi is a carpe diem person. She marched ahead identifying and creating opportunities on her way. She graduated in electronics engineering in 1992. Initially she worked for a couple of companies, gathering experience on a meagre salary. She married Mr. Manoj Bidkar who was an electronics engineer like her and had a proprietary business. Luck favors the prepared and the hardworking. Her in-laws proffered her to start her own proprietary business, helping and supporting her in every way possible. She started with manufacturing and supplying UPS, emergency light, stabilizer. All these products were energy savers, the need of the nation. The business was small but had tremendous potential. Manasi nurtured her company like her own child taking care of each and every department like PCB assembly, testing, packaging, accounts, human resources etc.
Initially a home startup, with the company’s growth, it was shifted to a rented garage and then to an office in Mukundnagar. Now she has around 6000 sq. ft. of manufacturing set up with well-equipped design lab for in house testing verification. The first breakthrough product was electronic ballasts. During one of her visits abroad to exhibitions in 2005 she came across LED drivers and was able to envision that this is going to be the next big thing in the market worldwide. Hence she decided to start manufacturing LED drivers. Manasi merged the preparatory companies Madhavi and Lexus to form Melux Control Gears Pvt. Ltd. As of today, Manasi as Melux has 48 LED models and 12 SMPS models based on various wattages. Melux also manufactured a UV Sensitizer machine approved by DRDO. In 2016-17 LED drivers were exported to Spain and UK. Melux has an ISO 9001-2015 quality certificate. It has prestigious certificates like ZED, WASH, BIS. It is also expecting to get the ENEC mark shortly.
Melux has exhibited in various national and international trade fairs. It has exhibited its quality excellence and bagged the Excellent Award at the 7th National Conclave on 5S, organized by the Quality circle forum, Hyderabad. Quality, hard work, and utilization of opportunities placed Manasi at a notesworthy level in entrepreneurship.
For Melux, every employee is a part of the family. Employees’ hand holding is done through training programs, appreciation of good work, and other benefits. The Covid-19 situation could not affect this strong bonding, but made it stronger. ESIC, PF, and other facilities are seen as rights and are provided to every employee. Safety, peacefulness at job, and bonding faith are valued as the basic instincts.
Manasi is an esteemed member of various business chambers like MCCAI, MACCAI, SME Chamber of Commerce, Laghu Udyog Bharati, Electrical Contractor n Association, AAmhi Udyogini Mumbai. While MCCIA’s women entrepreneurs’ forum is being chaired by her, guiding and resolving issue for women entrepreneurs in Maharashtra region. She is also a member of the syllabus committee board at the CWIT College, Pune, and a board member at MECF Electronic Cluster.
She is awarded by various institutes as a leading woman entrepreneur. Some of the prestigious awards are MCCIA Women Entreprenuer Award, Udyog Ratna, Udyougshree, Udyogini, Sanjiwani, Magnatic Maharashtra, Maharashtra Udyogini and many more….
A steadily growing tribe of woman entrepreneurs in India has been marking their identity, across domains and industries. From conventional woman-friendly enterprises like cottage industries to new-age startups, women have started holding the reins everywhere. However, there are as of now just a handful of successful female entrepreneurs whose stories truly inspire. The list could be longer, should be longer must be longer. There isstill a long way to go.

with Suvarna Gokhale Sneha Nitsure Celebrating Diwali, the true Prabodhini WayAnything that we do as a team should have...
21/11/2021

with Suvarna Gokhale Sneha Nitsure

Celebrating Diwali, the true Prabodhini Way

Anything that we do as a team should have a social developmental reach and impact - that is a value that Prabodhini has always inculcated in us. And today our Stree Shakti Prabodhan (SSP) team has made our hearts fill to the brim with admiration. Hats off to you, Team-SSP!!!
Diwali is a different festival in rural areas; it is celebrated only after the rice harvesting is over. So, while the city celebrates, our rural women are busy working on products like Diwali faral, quilling lamps, jewelry etc. SSP has a core quilling group of 10 women trained over the years in villages such as Khopi, Shivapur ,Nasrapur, Aambavne, Karanjavne, Paabe in the Velhe region . Every year the production of quilling lamps has been around 2000 units which has translated into a sale of around ₹1.25lakh per year. This year 85 women from 31 villages produced 9000 quilling lamps that resulted into a turnover of ₹12.5 lakhs. The numbers do not appear believable, seemingly impossible to scale up, do they not?…But the SSP team actualized this plan in a span of 22 days. This could not have been achieved if a solid planning had not been put in place.
It all started when JP alumnus and yuvak karyakarta Sachin Gadgil acquired an order of 7000 lamps from Globant Technologies. When he checked the feasibility with SSP team, they expressed no apprehension about their ability to deliver it. Sneha Nitsure took charge and confirmed the order on 5th October 2021. The final delivery happened on 27th October 2021. Suvarna Gokhale (Head-SSP) ensured that the earning opportunity was accessible to all the interested and willing women and not just to the core group.
Sales Cycle:
1. Order Details: Along with the 7000 units order from Globant Technologies, lamps worth ₹1.5 lakhs and Diwali faral of ₹2 lakhs worth was sold at various stalls. Through sampling, four designs for lamps in four colors were finalized by the Head- HR of the company. The project was managed on job work basis so as to ease on place and keep open the window of how much anyone can earn.
2. Reach Out: The structure of the reach out was in two dimensions
a. Age group wise – Young and adolescent girls come under Jaswand group, young and middle age women under Hirkani group and elderly ladies in Bachat Gat(micro-credit group).
b. Sector wise: The entire Velhe region and around 40 villages nearby is divided among 5 regions coordinated by 5 women – Bharati Khasbage, Trupti Kulkarni, Ashwini Thakar, Ranjita Sarawade and Asha Surve.
Both these dimensions were channelized to reach around 1000 women, to get them interested in a training workshop of quilling. 225 women spread across age groups enrolled for the 4-day workshop, with a nominal fee. This workshop was conducted by SSP rural core quilling group.
3. Enlisting: 85 women from 225 were screened out based on their finishing skills, workmanship and their level of sincerity.
4. Structure: For ease of operations the region was divided into 12 parts and 12 coordinators were appointed. These 12 parts had their material receipt points, delivery points, besides a raw material requirement and updating and information point.
5. Raw Material Planning and Ex*****on: Sneha N. overlooked the entire purchasing. Every item was sent with a challan and the goods receipt challan was received via WhatsApp. Rajeshri Pawar administered every receipt challan. It was ensured that no household would sit idle for non-availability of raw material.
6. Operations: There are 7 activities involved in the process– quilling, painting, gluing, decorating, fix bushers, box making and labeling. Except for labeling all the activities were done by the rural team. A single lamp takes around 4 hours of workmanship, hence total 36000 manhours achieved in 10 days.
7. Packaging and Labeling: Special care was taken in packaging and labeling as the product closed a gap between the rural production and the MNC demand. The packaging was managed by Sneha N. and the label was designed and edited by Sucheta Bhandare.
8. Logistics: It was a milk run method used across the 12material pickup/ drop points, where each point was touched upon every day. Prior- planning with proper labeling of all 12 points was executed which was handled entirely and accurately by our driver Navnath Dada.
9. Finished Good Receipt: The vehicle would drop the units collected from all villages at 10pm in JP. A proper area under CCTV was demarcated for the same. The material would be picked up at 7 am the next morning for quality check.
10. Quality Control: An artist with aesthetically minute detailing skill was required for quality checking and control. JP alumna Parinita Marathe volunteered. Every single lamp was checked for its quilling shapes, symmetry, workmanship glue spots, clear surface, decoration and overall look. Once the lamps were approved, the boxes were sealed and labelled in Pune.
11. Delivery: It was ex-works, once a batch size of 2000 was ready and the buyer would arrange logistics pick-up tempo at our premises.
12. Earning: The making charges were ₹50/- per piece. Many women who manufactured more than 100 lamps earned around ₹5000/- in 10 days. There are also women who produced 400 lamps.
13. Scaling-up: While all the other factors came into consideration by default, one important point from home production to mass production was to keep the making charges constant for the women. This was an important component of the cost structure comprising of 40% of total cost.
14. Customer Satisfaction: There were zero rejections from the company and the work was appreciated.
This project served as the first earning for 62 women out of 85. It created a wave of confidence and self-reliance in these women. Post lockdown these earning came handy to deposit college fees, to buy a pending electric meter, to put as seed money for some home enterprise, to pay off pending loans. These homes celebrated Diwali in a prosperous way in the right sense. Prosperity begets prosperity. Globant Technologies employees also donated Diwali faral to 202 households which included a big number of households of the Katakari tribe that had come to this region for rice harvesting.
This is one of the best practices of sales exhibited by SSP with team work and sheer aspiration. Also, it does not stop at the transactional point of order, the partnership was extended to other complimentary products of the rural market and we hope it grows stronger every year.
……………………………….
A brief introduction of Stree Shakti Prabodhan :
Stree Shakti Probodhan (Awakening Women Power) is a unit of Jnana Prabodhini established in 1995. A series of constructive activities that began with the organisation of the rural women power through the anti-liquor campaign in Shivaganga-Gunjawani river valleys of Pune district.
Started working in Velhe block (60 Kms from Pune City) in 1995, the work area is remote and underdeveloped as far as economic, health and education parameters. Empowering rural women started with women SHGs or microcredit groups Presently, 300 SHGs with 4800+ Members have a turnover of ₹3.5 crore. Today JP is connected to 6,000 rural families in three talukas (Bhor, Velhe & Haveli) of Pune district.
Highlights:
1. Health - Pre-Natal Clinics for pregnant Women, health checkup Camps, etc.
2. Skill Development and Support for Women Entrepreneurs: 200 women are trained per year
3. Rural Leadership (Personality Development for nurturing of Local Leadership): 50 village level coordinators
4. Balwadi Program: 8 balwadis and training to Govt Anganwadi teachers
5. Hirkani – Young Mothers Training program, 125 mothers per year
6. Kishori Vikas (age 12-15 years) Program: 300 Kishoris are trained per year
7. Yuwati Vikas (age 15 onwards, unmarried) Program: 200 Yuwatis are trained per year
8. Runs a Girls Hostel for School going girls: Currently 30 Girls from 15 Villages (very remote) are staying in hostel.
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14/11/2021

What will have the most desirable positive impact on the Indian economy in the next 10 years? Choose your option and please put your comments.
1. Making education more accessible
2. Creating job-oriented courses
3. Having Government policies encouraging entrepreneurship/ free lance work
4.Encouraging gig-economy
5. Dignification of various Jobs

The Grind behind the Glory!!!While capabilities and charm of first-gen entrepreneurs is the driving force behind a famil...
06/10/2021

The Grind behind the Glory!!!

While capabilities and charm of first-gen entrepreneurs is the driving force behind a family business, the next-gen brings in a complete new scenario to the business. In this era of technology, continuous change and unimagined variables, time may pose greater threats and put more pressure. It is a prerequisite, that all members of the next-gen develop their skills to suit the changing times, along with the strong commitment to move the legacy forward. They need to be on their toes continuously and calibrate innovatively the products, services, and processes of the organization. One such success story is that of Amit Ghaisas, the Managing Director of YashPrabha group.

The Pune based YashPrabha Group was founded in 1964 by the technocrat and visionary Yashawant G. Ghaisas. It was the first to introduce single phasing preventers, LED based fault annunciators, powder coating technology, electrostatic painting, power and free conveyors and was the only company to provide end to end solutions for surface coating. The group has diversified into three major verticals Electronics with the brand name Minilec, surface coating with the brand name Intech and painting applicators and materials handling with the brand name Statfield Equipments.

The next-gen leaders Amit and his wife Swati Ghaisas consolidated and scaled up these multiple businesses into a conglomerate with a strong binding culture that thrived on evolving indigenous technologies and innovative engineering solutions. It has grown fivefold, not just in volume or turnover, but also in terms of several new products and new verticals that have been set up. The company has grown from 50 employees to 350 employees and a customer base of more than 8000 from a few hundreds. The group now exports to 16 countries.

Gone are the days of silver spoons or entitlements

While the glory in the success is seen, it is an outcome of the daily grind of hard work and menial or boring jobs. It needs grueling hands on experience to become a domain expert, to understand and appreciate nitty-gritties of business.
“I started working on the 2nd day of my engineering degree examination as design engineer and I was working under one of the toughest bosses. For first 5 years I worked on anything and everything that was asked of me. I was at my wit’s end working 14-16 hours a day without a break. There was no option of going home, because home was also another boardroom meeting. The first break that I took was after 8 years. But those days were the making of me. What is required to get from point A to point B is different from what is required to get to from Point B to Point C. And trust me the latter is harder, you have to work multiple times to reach your goal and justify it,” recalls Amit.

Customer expectations have changed

The biggest challenge of the current times when compared with the 80s era is customer expectations; the key indicator of customer satisfaction being the care and the speed with which their issues are dealt with. If you don’t deliver you are going to perish. Holding on to the personal touch like the old times is not possible with a customer base of 8000 plus. New methods and artificial intelligences need to be worked on to sense the market; and to understand the pain areas of your customer. As such, it is the customer need which has driven product differentiation and created new areas of business growth.

Buy-in of team is required

Another harsh reality is that top down directives do not work like in the times of earlier generation. The ability to operate among multiple generations and different viewpoints in a family business is certainly challenging. The continuously changing industry and its requirements can be absorbed only if the team is bound by a strong and vibrant culture. A healthy mix of traditional and progressive thinking that is both open and accommodative is essential. The why, what and how need to be understood in order to respect and implement decisions. Team cohesiveness is a key ingredient in generating better financial returns, and in doing so, innovations can be nurtured as an ongoing process rather than in spurts. This is something that is amply apparent while talking to Amit, an extremely charismatic person; with a warm aura, who is very approachable and friendly. A true people’s person; who can make you feel at home at once, who can explain technology to the layman in a story form. What he considers his biggest achievement is that people from his father’s time are equally comfortable working with the next-gen. “Today I feel proud of myself when I see them giving me the same respect. I am able to carry forward my father’s legacy.” Amit says with a smile.

Learning the hard way

In the 80s, the technology was discussed with customers which helped one understand their needs, and then the product was launched. Year 2000 onwards the speed with which technology has been coming and becoming outdated, and with the number of copycats in the market, scaling up needs to be delicately handled in terms of swiftness and confidentiality. Amit says being the first in the market is scary, you train people and then on the same technology a new brand comes in the market. While with time the opportunities of scaling up are growing, a very different skillset is required that ensures the sustainability of the business enterprise, while matching up the speed, because premature scaling can affect the lives of your employees and their families who depend on you. Business is scalable only with the right processes, people and right time. Though failure comes as naturally as success, Amit says reminiscing about his Biodiesel business into which he had put all his heart in as a young entrepreneur. Over years he worked on the product, making it viable for the market, waited for years till the market was ready, but when all things fell in place, there was a change in the Government policy and he had to close down the venture.

Innovation isn’t an individual activity anymore

“Innovation is what keeps me going”, says Amit. Though he relies on his strong and hard grooming into business when it comes to innovating new ideas, he takes it the next level ie through teamwork. “Once I am convinced with why and how to innovate, the same cascades down into my team, and then putting processes in place is a piece of cake, making our business innovate faster and in diversified areas simultaneously. For us innovation and launching new products has become a regular activity”.

Entrepreneurship is always Social Entrepreneurship

“Business should bring in societal benefit”, says Amit. He has imbibed the sense of social entrepreneurship from his father, who had worked with several social organizations towards common benefit. And now Amit is a Maharashtra state executive council member and Convener of Banking Finance and Taxation committee of Laghu Udyog Bharati . He was actively involved in the “Tribal Economic Upliftment through agricultural Development”, a program funded by the group working in 4500 villages in 6 states of India.

When asked, what would be his message to the potential entrepreneurs? Amit replied with a firm steady look, “Entrepreneurship is not a part time job where you can try, you have to risk it all. It needs to be your Plan B, Plan C and Plan D. And for the next-gen all the way more, a lot more is required to succeed. It is continuously adapting and evolving your skillset to draw a longer line every single time.”

29/09/2021

The Sun revolves around the Earth

It was one of the greatest myths of the ancient times, debunked by the great Nicolaus Copernicus. It took him 22 years to publish his discovery, stagnating astronomy for all that time. His career was mainly of a diplomat, that of a clergyman and of a physician. Mathematics and astronomy were among his favorite subjects, though he is known for his nonconforming theory of heliocentricity which brought about the paradigm shift. History stands witness that progress and change happen thanks to nonconformists, who dare to think and go against the conventional wisdom. This is what makes these people unique or original.

This is the main theme of the book “The Original” By Adam Grant. Adam Grant is an organizational psychologist at Wharton School of the University of Pennsylvania, and a researcher studying how people find motivation and meaning in their work. He is a myth-buster in the entrepreneurial or organization realm where his insights help people overcome their progress- hindering psyches and stagnating beliefs.

Let us look at some of these myths over next few weeks together. These may come across as inconceivable at the first glance, but are powerful and supported by incredible amount of research. Your opinions and inputs would make our conversation more engaging and impactful.

Myth no 1
Entrepreneurs have to take radical risks.

When people think of entrepreneurs, they tend to see them as the ultimate risk-takers: people who are dropouts from schools, colleges and taking a chance on something they believe in. Unless people are focused to the point of obsession, we doubt their commitment and conviction. They have to dedicate every moment of waking hour to the goal, loose their sleep, relationships, go broke or hole up in garages or homes.

Well, there are few examples like that which are successful, but you would be surprised to note that these are the more the exceptions than the rule. Most of them have the same fears and insecurities, and much as they seem to crave risk, they really prefer to avoid it and play safe.

Legendary Marathi singer Arun Date had an engineering degree in textile and worked with the Birlas, till his singing started paying off.

Narayan Murti worked in companies like Patni, with his wife Sudha Murty working full time in Telco while he founded Infosys.

Sachin Tendulkar is not a drop out but played for his school Sharadashram Vidyamandir (English) High School which had a dominant cricket team and completed his 12th standard.

From 1994 until 2008, research was carried out in the USA across age groups, gender and financial statuses by asking a simple question -: “When people start a business, are they better off keeping or quitting their day jobs?”
Result : Entrepreneurs who kept their day jobs had 33 percent lower rate failure than those who quit.

The entrepreneurs who hedged their bets by starting their companies while still working were far more risk averse and unsure of themselves. However their businesses were built to last and were not fragile. These people typically stayed in their day jobs even after their businesses were launched. Far from being one of the world’s great risk takers, they are great risk mitigators….they take the risk out of the risk taking.

• Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer.

This habit of keeping one’s day job is not just limited to successful entrepreneurs.
• Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, quitting only a year after his first novel, Carrie, was published.
• Henry Ford started his automotive empire while still employed as the chief engineer for Thomas Edison. This provided him the security necessary to try out his novel inventions for a car. He continued working under Edison for two years after building a carburetor and a year after earning a patent for it.
• Bill Gates, famous for dropping out of Harvard to start Microsoft? When Gates sold a new software program as a sophomore, he waited an entire year before leaving school. Even then he didn’t drop out, but applied for a leave of absence that was formally approved by the university.

Playing safe does not mean having to constantly stand on two boats. Instead, successful originals take extreme risks in one arena and compliment them with extreme caution in another. Having a sense of security on one front gives them the freedom to be original on another.

नोकरी करण्यापेक्षा नोकरी देणारे व्हा!हे ज्ञान प्रबोधिनी च्या शिवापूर येथील तांत्रिक विद्यालयाचे ब्रीद वाक्य. हे आयुष्यात...
22/09/2021

नोकरी करण्यापेक्षा नोकरी देणारे व्हा!

हे ज्ञान प्रबोधिनी च्या शिवापूर येथील तांत्रिक विद्यालयाचे ब्रीद वाक्य. हे आयुष्यात सत्य स्वरूपात उतरवणारे, जगणारे जोडपं म्हणजे कैलास दादा व वैजयंता ताई जगदाळे. आपण आज त्यांची यशोगाथा पाहणार आहोत.

गराडे गावाच्या एका गरीब शेतकरी कुटुंबातील कैलास दादा. ४ भावंडांमध्ये तिसऱ्या क्रमांकावर. पहिल्या दोन्ही भावांनी शेती स्वीकारल्यावर, शिक्षणाचे महत्त्व पटलेल्या कैलास दादांनी उच्च शिक्षण घ्यायचे ठरवले. MA (Economics) केले. पण नोकरी साठी बाहेर पडल्यावर कावरे आईस्क्रीम्स मध्ये फक्त ८०० रुपये महिन्यावर नोकरी करावी लागली. एवढे शिक्षण असूनही एवढ्या कमी पगारात कसे भागायचे? काही स्वतःचे करण्याची संधी मिळत नव्हती, मन अस्वस्थ झाले. त्यातूनही त्यांनी मार्ग काढला. तेव्हाच शिवापूर येथे लेथ यंत्रावर कामाचा एक वर्षाचा अभ्यासक्रम नुकताच चालू झाला होता, ज्याची शैक्षणिक पात्रता फक्त आठवी पास होती. पण कुठली ही खंत किंवा लाज न बाळगता नवीन जोमाने ह्या मार्गावर सुरुवात केली. दिवसाचे ४-५ तास अध्ययन आणि दुसऱ्या/तिसऱ्या शिफ्ट मध्ये अनुभव मिळावा म्हणून कारखान्यात मध्ये काम केले. अभ्यासक्रम संपल्यावरही प्रबोधिनी च्या तांत्रिक विद्यालयात मुलांची लेथ यंत्रा वरची Practicals घेतली, आणि कारखान्यात काम चालू ठेवले. अशी ४ वर्षे गेली.

तेव्हाच प्रबोधिनीच्या कॉम्प्युटर डिप्लोमा करण्याऱ्या वैजयंता ताईंशी ओळख झाली. तेव्हाचे लेथ यंत्राच्या अभ्यासक्रमाचे शिक्षक, तागडे सरांनी अबोल आणि लाजऱ्या कैलास साठी एकदम हुशार चुणचुणीत, खमकी आणि व्यावहारिक अश्या वैजयंता ताई अनुरूप आहेत हे ओळखून, लग्नासाठी मध्यस्थी केली. अश्याप्रकारे कैलास दादा आणि वैजयंता ताईंचा सहजीवनाचा प्रवास चालू झाला.

वैजयंता ताईंनी प्रबोधिनीत नोकरी करून कैलास दादांना मानसिक, व्यावहारिक पाठबळ दिले. व्यवसाय उभा करणे हे दोघांचे ध्येय होते. ताईंच्या पगारात घर आणि दादांचे पैसे व्यवसायासाठी बाजूला ठेवण्यात आले. पहिले वापरलेले लेथ यंत्र १५००० रुपये साठवून घेतले. एका मित्राच्या गाळ्याचा कोपरा भाड्याने घेतला आणि काम चालू केले.

लेथ यंत्र याचा वापर कातारी कामासाठी होतो. यावर लोखंडी सळया, लाकूड यांना हवा तसा आकार देता येतो. लाकडी कामासाठी वेगळ्या लेथ यंत्राचा वापर करतात. ज्या वस्तूवर काम करायचे आहे त्याला जॉब असे म्हणतात अन ज्याने काम करायचे आहे त्याला टूल' म्हणतात. जॉब वर्तुळाकार फिरत असतो तर टूल स्थिर असते. लेथ मशीनवर खालील कामे केली जातात.
फेसिंग करणे - दंडगोलाची लांबी कमी करणे,
टर्निंग - दंडगोलाचा व्यास कमी करणे,
थ्रेडिंग - आट्या पाडणे,
ड्रिलिंग - छिद्र पाडणे,
बोरिंग/कौंटर बोरिंग - असमान व्यासाचे छिद्र,
चाम्परिंग - धारदार/कोनेदार बाजूला सपाट/निमुळते करणे,
नर्लिंग - एखादी वस्तू पकडण्यासाठी /पक्कड (ग्रिप) मजबूत होण्यासाठी तयार केलेला आकार,
टेपरींग - दंडगोल निमुळता करणे.

ॲटोमॅटीक लेथ, CNC लेथ, टरेट लेथ, बेंच लेथ, इंजिन लेथ अशा प्रकारच्या काही लेथ यंत्र बाजारात आहेत.

जगदाळ्यांच्या एका लेथयंत्राची पुढे ८ लेथ यंत्रे झाली आणि कामगार मिळत नाहीत म्हणून ३ CNCs झाली. आपली मराठी माणसे व्यवसायात आहेत म्हटल्यावर Kirloskar सारखे मोठे ग्राहक मिळाले. कायम उत्तम दर्जाचे काम दिल्याने काम तर कधी कमी पडलेच नाही, आणि Precision Engineering साठी प्रसिद्ध अशा जर्मनी देशात काम पोचले.

आज २५ कामगारांना काम देऊ शकणारे कैलास दादा यांचा महिना ८०० रुपये ते महिना २ लाख रुपये पर्यंतचा प्रवास अतिशय कष्टाने, कामाप्रती च्या निश्चयाने आणि आशावादी वृत्तींनेच होऊ शकतो. आज ही यांत्रिकीचा गणवेश अतिशय स्वाभिमानाने घालणारे कैलास दादा लेथ यंत्रावर स्वतः काम करत असतात. ते हसत हसत म्हणतात,” हात आणि डोकं सदैव चालू पाहिजे.”

त्यांचा मुलगा रोहित हा पण लहानपणा पासूनच वडिलांच्या पावलावर पाऊल ठेऊन तरबेज झाला. लहानपणी calibration पासून लेथ यंत्रावरची कामे केली. एवढेच नव्हे तर स्वतःचे घर design केले. किर्लोस्करांकडे २ महिने काम शिकून आला आणि आज हा अजून अभियांत्रिकी पदवीचा अभ्यासक्रम करीत असलेला मुलगा सगळ्या CNC यंत्रांचे programming आणि settings करायला लागला.

मोठ्या कम्पन्यांच्या वातानाकुलित कार्यालयात मोठ्या पगाराच्या नोकऱ्या चक्क नाकारून वडिलांच्या कारखान्यात पगारावर काम करतो! आज तिसरी शिफ्ट सांभाळतो. एकत्र कुटुंब असल्याने कैलास दादा आणि वैजयंता ताईंनी शिक्षणाला महत्त्व देऊन घरातील पुढची पिढी उच्च शिक्षित आणि सक्षम केली आहे.

आपल्या बरोबर कैलास दादांनी अनेक उद्योजक घडवले. आज ३ उद्योजक जे १०-१२ कामगार ठेऊन महिन्याचा ७०-८० हजार नफा कमावतात, अशी अनेक मुले इथे प्रशिक्षण घेऊन गेली. दादा कधीच कोणाला प्रशिक्षण द्यायला ‘नाही’ म्हणत नाहीत.

दादांची एक हळहळ मनाला फारच व्यथित करून गेली, ती म्हणजे त्यांच्याकडे एक ही कामगार महाराष्ट्रातला नाही, UP-Bihar मधले कामगार आहेत. मराठी मुलांना आजकाल कष्ट करायला नकोत, हात काळे करायला नको वाटतात, त्यापेक्षा शहरात ५००० ची कारकुनी स्वीकारतात, पण छोटासा आपला स्वतःचा असा व्यवसाय करणार नाहीत, ज्यात कष्ट आणि जोखीम दोन्ही आहे. हा खरच धोक्याचा आणि काळजीचा विषय आहे. म्हणून तर आपले हे प्रबोधिनीचे उद्योजक विकास केंद्र!

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