enhancing industrial growth through excellence of skilled workforce

8/10/2019 Enhancing Industrial Growth Through Excellence of Skilled Workforce

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Enhancing Industrial Growth through Excellence of Skilled Workforce1, YP Chawla 2, Dr RSP Singh

1, Advisor Joint Electricity Regulatory Commission & National Joint Secy. IIPE2, Associate Prof. School of Vocational Education & Training IGNOU

Abstract: Make in India has been announced by the Honble PM . Can it emulate "economic miracle" Japanese achieved post-cold war years and make an attempt that way and Made in India reach the export shelves? Enhancing I ndustri al Growth is aligned to Make in India

In the granularity of Enhancing the In dustri al Growth , through excel lence in Plan t M anagement requires,drawing a road map on various fronts in this regard, that includes improving human assets skills againstupdated standards, which has now gained worldwide importance.

A holistic approach is required for Enhancing the In dustri al Gr owth through excellence in plantmanagement achieved through Men with high Skill competencies with updated Skill Standards to match upwith the international standards, using quality methods, materials, and. The 5Ms (Men, Materials Money,

Machinery and Methods) has got upgraded to 7Ms with the inclusion of Measurement and Marketing and some go to 9Ms covering measurement, market information etc. The Skill Standards of Manpower have gained importance because of the Skill Competencies or talent shortages are experienced world over andthese are to be mapped, measured and appropriately marketed for showcasing the Indian Skills. To stayafloat in this competitive world, every activity or sub activity is to be analyzed, corrected and benchmarked

for achieving enhancement in industrial growth. In benchmarking the Skill Standards are as important as anyother aspect for achieving excellence in plant management. This paper analyses the Skilling from national

perspective, as well as industry or enterprise, its impact on TVET Institutions, Trainers, Education systemand etc. how it affects the human asset supply chain infrastructure and role of talent refineries.

While we are talking about enhancing Industrial growth, organizations in various countries viz. USA,Canada, UK and other countries are working hard to sustain Industrial growth through competition to attractGlobal TVET talent 1 . India is one of the countries for these countries to source skilled youth for meeting thetalent demand.

On the top of it, the other countries are considering offshoring its manufacturing to Indian soil coupled, withthis the requirements of Indian skilled manpower as expatriates overseas. This will be an icing on the cake of

Indian growth story and TVET development in the next decade, with appropriate Skill standards.

In any case, Indias economy has to grow fast enough to absorb the skille d manpower or alternatively Indian skilled manpower to be readied to meet the pressures on Indian Skilled manpower to get expatriated to greying mighty developed nations for their sustenance. All these parameters will give fillip to excel lence inplant management to global standards through impr oved Ski ll Standards of I ndian youth have to helpI ndia attain Enhanced I ndustri al Gr owth.

Tags: Make in India, Enhanced Industrial Growth, excellence in plant management, Automation, Internet ofTechnologies, Disruptive technologies, Skills supply chain, Global Economy and Skills, Skillingtechnologies, TVET Skill providers, Robotics, Manpower as own asset, Human Capital for foreignremittances, Labour Laws

I. Introduction:In Japan, it was with the cooperation from all covering: the manufacturers, suppliers, distributors, and

banks in closely knit groups called keiretsu ; the powerful workers unions, governm ent bureaucrats, polityfor lifting the economy and the improvement in employment, all the stake holders seriously rallied behindJapan Inc. Japan had a period of rapid economic growth between 1955 and 1961 which paved the way forthe "Golden Sixties," the second decade that is generally associated with the Japanese economic miracle.

The TVET / Skills landscape is bound by demand supply matrix. The impacts of investments in Enhancingthe Industrial Growth shape the economy, accordingly requirements of TVET, its landscape and thus areour compulsions of mainstreaming the TVET in general Education stream. World, now a global village

1

Indeed Hiring Lab, a global research institute report of 15th

July 2014
http://en.wikipedia.org/wiki/Keiretsuhttp://en.wikipedia.org/wiki/Keiretsuhttp://en.wikipedia.org/wiki/Keiretsu


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Figure 3 Skilled Training Vs. Placement

Figure 4 Long Term Targets for Skilling. (Core Sectorrequirements are clubbed under infrastructure)

with internet, social media, and web connected, travel is easier and faster, various countries are facilitatingthe occupational mobility of skilled manpower and are even facilitating skill development along withinternational certification with relevant standards in countries like India to help their respective country tosource the skilled manpower as per their National Occupancy Standards (NoS or Skill standards) to meetdeficit of younger skilled workforce in their countries. India has a demographic advantage-a much debatedsubject, but NoS for various Industrial sectors are yet to be developed, which is a must for Enhancing theIndustrial Growth for achieving plant management excellence and realize Make in India dream .

By Enhancing Industrial Growth and with Make in India initiative our country is reshaping its economy by re-emphasizing on achieving manufacturing prowess and export led growth improving Indiascompetitiveness. The new manufacturing technologies need a lot of automation with Human MachineInterface (HMI) to be cost effective. The youth have to take on TVET. To instill pride and confidence inTVET through ITIs, two dozen brand ambassadors for it is have been appointed by the authorities. This

paper emphasizes on closing the skill gaps; and for deliberations analyses the Skill gaps in industrialautomation (just as one case on Skill Standards for the purpose of discussions) in one of the core sectorsthrough its survey results. Similarly high pressure welding goes into many sectors like Power, Refinery,ship building, space crafts and many others should also be examined. Skill gaps in HP welding, IndustrialElectrician, Plant Operators, Offloaded work to sub-contractors; Critical work functions etc. in IndianIndustry have also been analyzed separately out of this paper. The other area of importance is hard to find

jobs that will decide the TVET landscape in India separately out of this paper .

II. Excellence in Skilled Manpower -Issues : With Make in India dream , Enhancing Industrial Growth, the manpower Skill Standards & the TVET inIndia, achieving excellence in plant management, need deliberations in regard to:

Figure 1 Giant Elephant replaced by an

agile Lion

1 What is the target, a relook at the initial targets of Skilling numbers & Skill Standard numbers?2 Skilling through TVET for Indias captive needs, if so, is Indian Industry getting expanded to absorb all.3 Skilling through TVET to strengthen the supply chain to meet the Global shortages outside India, then the

Global skill standards to be met.4 Skilling through TVET based on Global Salary range (for high value Skills) in respect of the hard to find

skilled workforce.5 Skilling through TVET

for future

Technologies knockingto enter the world foroutsourcing. Are wegetting ready to grabthe opportunity as anoutsource destination?

6 Skilling / TVET Infrastructure and Trainersreadiness

7 Indias needs the workforce for low skillsrange.

Figure 2 Skill Targetsand accomplishment


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Figure 5 NRI Skilled Workforce to Non- OECD

Figure 6 Migration of Skilled Workforce to OECD

8 Indias competitor countries for global skilled workforce supply chain and for what skill profiles? 9 Impact of Skill Standards in enhancing industrial growth and achieving excellence in plant management.10 Processes to be relooked for a holistic approach of Skilling / TVET.11 Higher number of TVET trainees or higher quality of TVET trained (Quantity Vs Quality).

The Budget proposals for FY 2014-15 focused on supporting labour intensive sectors to get aligned with pro- job-policy of the new government. The job creation may be by re-activating apprenticeship or developingentrepreneurs, SMEs.

III. Skill Standards / TVET Status in India- For Excellence in Plant ManagementPlant excellence needs workforce to meet bench mark excellence in Skill standards, there is a need foraligning general education with TVET and providing a career growth and Retooling vocationaleducation as per the article of The Economist of 23 rd August 2014 has correctly highlighted that theTechnical Vocational Education and Training (TVET) has suffered from two curses: lower status thanconventional education and no innovation in the delivery of TVET. Starting with a poor skilled manpower

base of India with around 89% of the 15-59 year olds having no vocational training, and of the balance11% who received vocational training, only 1.3% received formal vocational training. The current trainingcapacity is a fraction of the 12.8 million new entrants into the workforce every year Therefore access toskills programs becomes a major challenge. After Education for All UN is getting ready for positioningTVET post 2015 UNs development agenda on Fig.7 reflects the Indias unemployment at variouseducation levels. Skills sometimes may be hard to measure and to manage, because new technologiesfrequently requiring specific new skills that TVET Institutions dont teach and that labor markets dontsupply. Since information technologies have radically changed much work over the last couple of decades,employers have had persistent difficulty finding workforce who can make the most of these newtechnologies.

Figure 7

Employability, Global Demographic imbalance has brought sudden focus on TVET and alignedappropriately to educational qualifications to avoid unemployed youth specifically educated.

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% Unemployment Vs. EducationSource : India's Unemployment Challanges- TCA Sharad Raghavan

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IV. Changing landscape of Skill Standards /TVET : New compulsions of Environmental concerns,Greening TVET , Energy efficiency -( importance emphasized by Blueing Light as in LEDs nobleaward 2014), for higher lumens / watt (reducing environmental degradation), growing pressure onresources leading to zero wastage, zero defect, higher productivity or zero breakdown, Cross disciplineskills, sustainable development (environment, Economics and social) coupled with wired world ,increasedinternet penetration, widespread use of smart phones / machines, personal digital assistants, RFIDtechnologies, laptops / tablets etc. remote controls of machines and Skill requirement in Capital IntensiveIndustry is increasing

V. Enhancing Industrial Growth aligned to Make in India -and to National manufacturing Policy(NMP)Skilling is the biggest differentiator for Industry to be competitive. Skilling youth who are replacing theaging workforce to ensure enhanced plant performance to updated skill standards, needed to supportuplifting the sagged GDP looking for growth includes core sector major industrial plants as well as theSMEs which are supporting these core sector industry, bearing the fact that a 45% of manufacturing outputand 40% of the countrys exports originate in more than 26 million SME units across the country. TheseSME units are engaged in the production of more than 6000 products, 22% of which are food products,12% are chemicals and chemical products, 10% basic industry metals, 8% metal products, 6% each ofelectrical and machinery parts and rubber and plastic products (36% of miscellaneous products). The Coresector Industry while working on vendor development have to ensure that the SMEs workforce also meetsthe Skill Standards, including for products that are manufactured under labour intensive processes keepingin view their contribution.Skilled hands needed for additionto Employment with Pro-job-Policy ( 2012-2020 @avg. 7%GDP growth 2

In Mn. Table 1 Contribution to GDP by Capital Intensive & LabourIntensive Industry

Labour Intensive Manufacturing 14.5Capital Intensive Manufacturing -3.2Labour Intensive Services 36.1Capital Intensive Services 7.6Construction 13.3Total Non- Agriculture 69.3Labour Intensive Manufacturing& Services

50.6

Agriculture -10.2

VI. Challenges of Skilling India Indias Growth Story is linked to Enhanced Industrial Growth through Enhanced Plant Management needenhancing Industrial Automation-the Skills which also spread to other low GDP growth contributingsectors as well as new / evolving technologies. The developed countries are bringing in technologicaladvances enhancing their industrial growth through highly efficient processes that are more productive,requires lesser manpower interventions, remote controlled, energy efficient, environment friendly and soon which is a part of plant management excellence on their part. Thus, we are heading towards altogetherdifferent Skill regime and we have to gear up for the same, keeping in mind scale, speed and skillsinvolved.

India's "demographic bulge" (millions of youth) will be entering in for job markets in the next decade-is indanger of sliding into a lopsided paunch with a danger to weigh the nation downwards and crimp IndiasGDP. Indian education system so far has made the youth obsessed with textbook education and white-collar dreams in air-conditioned space need career growth opportunities andalignment to expanding Industry sector jobs.

VII. Global Skill Deficit

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Crisil Research ( Indian Express 12.Sept 2014)

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Figure 8 UNESCo's Global skill Validation

The Industrial world is now competing for sourcing talent of which United States, United Kingdom andCanada dominate the Competition for Global Talent (demographic compulsions) among various countries.

Taking an in-depth look at the BRIC countries,research 3 finds that people are leaving India for workin US/UK / Australia/ Canada. However, as Indiaseconomy is showing fringe improvement, job seekers

are considering India for migration in the oppositedirection. TVET trained peoples presence in areaswhere new TVET trained competitors from othercountries are also popping up after developing SkillStandards (Fig 8). The key for TVET trained for thesedestinations is not just to employ people from India in

but also to effectively integrate these local employees and local business processes into the infrastructureof global organizations in order to remain competitive.

VIII. Global Readiness on Skill Standards (NoS):UNESCO has already initiated work on the next global skills challenge tackling the massive imbalancesand skills gaps that exist between developed and emerging economies, skills mismatches which hold back

productivity, competitiveness and development. Skills mismatches obstruct mobility essential to quality

and productivity improvement in business and inward investments. The Internationally recognized Skillstandards are critical to improving vocational and technical education mobility. About 60 Countries(shown in green Fig 8) have got the Skilling program validated and 48 Countries that include India, USAand UK are under validation (yellow colour). Countries in grey colour are yet to start working on thesestandards.

India has thus to upgrade Skills to International Standards tackling skills mismatches, including therecognition and industry validation of skills and with local and transnational perspective.

IX. India a new high quality Talent destinationWith Indias rich experience in handling offshore services (BoPs) and an enviable talent pool to

boot, India i s one of the most sought-after offshoring d estinations. As international firms are focusing on

improving value for money, there has been a flow of offshoring manufacturing, especially of non-criticalroles to low- cost nations. The drivers of todays TVET landscape change are workplace automation,computational world, new literacy methods (beyond text) and offshoring of value addition processes toeconomical destinations in this highly competitive world and also longer lifespans (with continuouslearning / multiskilling).

The advanced countries are bringing in technological advances making the processes highly efficient,more productive, lesser manpower interventions, remote controlled, energy efficient, environmentfriendly and so on.

Thus, creating an agile workforce through human capital and talent management transformation is acompulsion of today for any nation, industry & enterprise for achieving excellence in plant management.

In todays continually evolving global business environment, opportunities for growth are juxtaposedagainst a shrinking pool of high-performing talent that can quickly seize those opportunities, leavingmany organizations with a shortage of quality resources. The ability to anticipate talent needs, optimize atalented workforce, and keep manpower attrition lower despite constant technological change-is the keyto a companys sustainable competitive advantage. The alignment of the workforce with businessobjectives and by using measurement to drive decisions, monitor performance and improve results has

become important for HR management.

India has already made the platform ready for Foreign Direct Investment (FDI) by moving its status frominitial Primary Industry to Manufacturing and now on to tertiary phase and Skill requirements vary as pertable 2.

3

Indeed Hiring Lab, a global research institute
http://www.business-standard.com/search?type=news&q=Indiahttp://www.business-standard.com/search?type=news&q=Offshoringhttp://www.business-standard.com/search?type=news&q=Offshoringhttp://www.business-standard.com/search?type=news&q=India


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requirement for each occupation / job / trade / profession. To optimize the cost of OJT, if Off the job training curriculum at TVET is aligned to Industry requirements.

Several Skilling / occupational analysis methodologies are improving dynamically by identifyingoccupational contents and facilitating the description of various competencies and standards required for aspecific occupation / job / trade / profession.

Once Skill competencies have been identified with description, these become a useful tool to clear thetransactions between employers, workers and educational entities (Skilling/TVET Institutions). Astandardized procedure is developed so that the competency identified and described with a common

procedure becomes a valid document for reference by the employers, workers and educational entities(Skilling /TVET Institutions) and known as a unit of competency. These competencies are now gettinginternational standards.

Specific to each enterprise, each unit of Competency identifies a discrete workplace requirement andincludes a group of related Awareness, Knowledge, Skills and Attitudes that have to be acquired byworkers / trainees / students in order to perform tasks and duties successfully and safely which aremeasureable against well-accepted level wise skill standards required in employment. These are alsoassessed as per eviden ces at work location. The unit of competency affects both individuals jobresponsibility and performance on the job covering both the technical and behavioral aspects adhering toassessment to ensure outcome consistency.

Thus, a unit of Competency-the smallest component of achievement can be recognized and can stand alonelogically when applied in a work situation.

Based on the above, each unit of Skill competency describes:i. Specific work activity

ii. Conditions under which the work activity is conductediii. Evidences are gathered to establish whether the activity is being performed in a competent manner, thus

providing the basis for:a. Recognition of Awareness, Knowledge, Skills and Attitudes within an enterprise / industry and

across industries b. Development of Skilling / Training programc. Assessment / Verification Certification /Accreditation of the skills as per the Skill Standards.

Measurement of Skills achieved as per Competency Development Framework (CDF) for a specifiedoccupation / job / trade / profession includes selected Key Assessment subjects describing duties andcompetencies for companys employees or vocational trainees (students) / apprentices are expected to

perform and acquire in their work assignments within the Company / Enterprise or at the time ofexiting the Skilling / TVET Institutions.

The Key Assessment subjects referred above contain the Core competencies along with Support,General and Attitude Competencies which can be further broken down into a number of Modules /Units and further subdivided into number of Elements / Tasks / Sub-tasks outlining the actual thingsthat employees / trainees are expected to know about. In all, the units of competencies have been

brought to a measurable micro level.

In order to determine the Competency Standard (Level) required defining the standard (level) ofcompetency desired for each element of the job , the enterprise or TVET Institution has to use a certaintype of Scale of Competency Standards (Levels) defining the Minimum Competency Levels Requiredfor each specific trade at any specific level.

Once elements of competency (tasks) have been defined, in terms of the knowledge required, theexpected result, the quality of such result is supposed to show i.e. minimum competency level requiredand the evidence will prove competency.


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Further, the Performance Assessment Criteria is a description of the expected result of each element ofcompetency and the assessment statement of the quality to be achieved, supports the design ofassessment material, specify what has been done and its quality and establish whether an individualcan reach the result described by the Unit / Element of Competency or not i.e. is Competent, or NotYet Competent.

The Internal Assessor within an Enterprise or Skilling / TVET Institution is generally assessing thedifferent competencies acquired by the worker / trainee against the established standards and evidences

provided. This assessment is either verified by the Enterprise or TVET Institution via appointment ofan External Verifier from a recognized international body or Internal Verifier from the Enterprise orTVET Institution.

The quality assurance process (assessment & verification) demonstrates performance for all acquiredcompetencies including Health Safety and Environmental Protection HSE critical tasks (orOccupational Health and Safety Act OHSA tasks) known as Critical Tasks against specifiedcompetency standards and performance assessment criteria. However, the success criteria for the BasicTraining (Off-the-Job Training) are different from On-the-Job Training OJT. In the Basic Training, theworker / trainee is competent when he/she achieve a certain percentage while in OJT, he/she iscompetent when he/ she passes all the tasks (or the critical tasks) included in the CompetencyDevelopment Framework.

XI. Industrial Automation Survey on Skill Standards-a research study for deliberationsTo make an understanding of the competency units , a survey was conducted making the supervisorsas respondents to various questions in respect of Skill Competencies of Entrant Engineering DiplomaHolders to Industry (in this case was for Power Sector, though it may apply to other Industry also).The Industry Skills requirements with the units of competencies and the Skills of entrants have beendescribed in Fig 9. The responses were checked statically for its relevance. It was noticed that in these

being high technology area, the bell curve of the Skills of the work force is a matter of straight fact andthe Trainers have to align the team s Skill sets near to groups median, dispersion as close as possible,making the Skill bell curve to lepto (skiny) or Leptokurtic, bringing the workforce Skills by matchingmedian & mode of the Skills aligning the manpower skill with business objectives. In todays Industryeverything depreciates except the skilled workforce which appreciates 6 .The apprenticeship schemewill help develop the manpower meeting the needs of an enterprise with the requisite Skills rather than

producing in large numbers workforce which may get redundant due to changing technologies in thisdynamic world where Machines (Robots) are producing machines. But the networked work is nowallowing disbanding monolith organizations getting replaced with aggression of value added activitiesdispersed widely.

XII. SummaryThe demographic dividend will accrue to India only if enough jobs are created in India, generaleducation also gets job opportunities and career growth, as well as the alignment of general educationand TVET or Skilled / TVET trained people are tailored suitably for the foreign assignments also; elsethe dividend cheque is likely to bounce.

The drivers with big disruptive shifts that are likely to reshape the future landscape of the Skill Sets andto be a confluence of several drivers working together that produce true disruptions about futuretechnologies and thus future work skills. The rise of smart machines and systems, Workplace automationnudging the human workers out of rote, repetitive tasks, computational world will bring in massiveincreases in sensors and processing power make the world a programmable system, complementing thesmart machines. These technologies require new media ecology with new communication tools that willrequire new media literacies beyond text. These technologies will lead to super-structured organizationswith social technologies to drive new forms of production and value creation. New technologies andsocial media platforms will be driving an unprecedented reorganization of how we will produce create

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Arun Maira- Former member of Planning Commission


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value and enhance industrial growth; in globally connected world with Increased global interconnectivity puts diversity and adaptability at the center of organizational operations.

Figure 9 : Skill Gaps for Industrial Automation for Entrants & the Industry requirements

Although it is difficult for workers and employers to develop some of the new skills, this difficultycreates opportunity for the TVET Institutions. Those workers who acquire the latest skills earn good pay;those employers who hire the right workers and train them well can realize the competitive advantagesthat come with new technologies.

An overarching Indian Goal is to empower the people is merely not by GDP growth or making it a 3 USDtrillion economy. Consonant with this, to take Make in India further not by Govt .s pull but byIndustrys push , enhancing Industrial Growth and empowering people through employment, developingthe human asset supply chain for entrepreneurship by skilled manpower contributing enhancing theindustrial growth. All the stakeholders have to get involved for this push and developing skilledworkforce for achieving excellence in Plant Management.

XIII. Recommendations :i. India needs Vishwamitras (Trainers) for Transforming our Work force through Transition like Rama &

Lakshman were trained. These Vishwamitras can being in excellence in plant management needed forenhancing our industrial growth. Action: Industry & Skilling Institutions.

ii. Scale and Speed (with in a time frame are a must for Skilling India- a must for excelling in the plantmanagement; otherwise we will miss the bus to reach the growth levels we are aspiring for. Action:Industry & Skilling Institutions.

iii. Skill Standards are to be developed faster, made known to the stakeholders and everyone to work formeeting the requirements. Till Sector Skill Councils finalize Skill Standards, Industry can come up thesestandards of their own and can make a contribution in developing these voluntarily Action: Industry &Skilling Institutions.

iv. Enhancing Industrial growth base based on zero defect and zero effect (environment) is behind the philosophy of Make in India , enhancing industrial growth and achieving excellence in plantmanagement. Action: Industry.

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v. Our Skilled / TVET work force is to be highly efficient for excellence in plant operations to meet globalstandards aligned to Post 2015 requirements set by UN and today skilled workforce acts as a currencyfor the country. Action: Industry & Skilling Institutions.

vi. Continuing to achieve excellence in plant management, Multiskilling is answer to dynamic change inTechnologies. Action: Industry and Skilling Institutions

vii. Indian Population has made Indian Political empowerment achieve a rank of 15 / 142 at WorldsEconomic forum 2014 but ranks poorly in Education attainment 126/142, Economic Participation &Opportunity Index 134/142. The Govt. has now in turn is required to empower its people with Skills andEmployment, Employment opportunities by facilitating FDI by investor friendly policies, rules, laws,

procedures in terms of Labour laws, Land acquisition and approvals to help uplift Indias global rank ofease of doing business to help India get technologies, Finances for peoples empowerment . Action:Govt. of India.

viii. Talent development to support achieving the excellence in plant management , the Skilling Institutionshave not to work for plucking the low hanging fruits but what the Industry needs. Action: SkillingInstitution

ix. India to quickly bring in Vocational training programs matching the aspirations of youth, to adaptive ofthe economy, collaborative and be credible (and portable) certifications. Portability to be betweencertificates, diplomas, degrees and also geographical across Globe. Action: GovernmentBrief Profile of the Authors :Y P Chawla; Advisor, Joint Electricity Regulatory Commission, National Jt. SecretaryIndian Institution of Plant Engineers (IIPE), [email protected]; 98107-08707BE Tech. & MBA (Fin), PGDPM & PGDMM from Delhi University. Export Mgmt.from Oxford. Pursuing PhD. in Skill Gaps in Power Sector, Over 4 decades ofExperience in diversified sectors covering Energy including Solar & other RenewableEnergy, (Ex. BHEL), Water Sector, Tyre Manufacturing, setting up Skill Center,Agriculture, and Infrastructure.Widely travelled in India & abroad including some Foreign Postings. Because of these postings gotopportunities to get a holistic approach of Power Sector. Have written papers on wide range of subjects(available on web)

Dr RSP Singh - an Associate Professor School of Vocation Studies & TrainingIGNOU, Has authored papers on various Skill related subjects. Guiding variousresearch projects.Coordinating diversified skilling and educational Programs.

PG Certificate & Diploma in Security and Fire safety , Coordinating Pan India Programme on Nationalrural Livelihood mission, Ministry of Rural Development, Govt. of India; B. Ed.VET (Bachelor ofEducation in Vocational Education and Training)Foot Note: The views expressed here are personal and may not represent that of the organizations the

Authors represent.
mailto:[email protected]:[email protected]

enhancing industrial growth through excellence of skilled workforce

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