 I'm extremely glad to invite Prof. Anil Gupta along with his team from Gyan for our class today. Prof. Anil Gupta has been an independent thinker, activist for the cause of creative communities and individuals at grassroots tech institutes and any other walk of life committed to make this world a more creative and collaborative place. Prof. Anil Gupta has traveled widely across the world spreading the message of innovation, creativity and grassroots upliftment. He's been a visiting faculty at the Indian Stop Management currently where he was working earlier after teaching for 36 years and he's got an army of wonderful alumni who stand by Prof. Anil Gupta anytime and then he's been a distinguished visiting faculty of IIT Bombay and Sir has got one of the CSIR Bhatnagar fellow. He's also the National Innovation Council chair by the advisor of the Prime Minister. He's a fellow of the World Academy of Art and Science, California, fellow of the N-A-A-S-I-N-S-A-A-C-S-I-R professor. And of course, let me now introduce you to like Anamika Panamika has been the right hand of Prof. Anil Gupta. She has worked for more than 13 years on understanding grassroots innovations and entrepreneurship as well as an outstanding traditional knowledge systems. She's worked as a CEO, Gujarat Grassroot Innovation Augmentation Network. She's also a visiting faculty at the Indian Stop Management. Of course, she's been teaching at IIT Bombay also. She's an associate editor of the Honey Bee, fabulous magazine Anil Gupta, Sir, which translates knowledge into practice. And you know, Honey Bee network picks up various technologies and practices and methods from across the world and brings it to a common portal so that people can benefit from there. Accelerator Labs and Solution Mapping across the world along with her co-faculty Anil Gupta, having also worked with UN, ESCAP, NESCO and UNICEF in different assignments. She's a member of the Steering Committee of the Festival of Innovation and Entrepreneurship. And then of course, a lot of our students got awards in that festival and some of the projects which we built. And like, you know, of course, she's also worked with the presidents of India Office and National Innovation Foundation, was invited to Oxfam, I was there for a RASUS Entrepreneurship project that they implemented in Bangladesh. They do a lot of things, Sir, even mother children, community, I mean, they are diversifying into many things. Yeah, students, I like to take this opportunity to inform you. There's a lot of these wonderful organizations like Inbar, Oxfam, Imkipasi, a lot of systems of methodology. Of course, we have our own, you know, homegrown Gyan. So a lot of opportunity for us to work across the world with these organizations to build a wonderful work. And she's done a doctoral thesis from IIT, ISM Dhanbad on farmers' creativity and coping at farm level through agro-biodiversity conservation for higher resilience to climate fluctuations. This is like the PhD for our farmers. Like, fabulous, you know, I think we should further work in this area because of global warming. Because of farmers were not entrepreneurs before. They were pure farmers. Now, farmers have become entrepreneurs and the climate is not supporting them, students. So the input cost will increase. Now, we are giving them resilient, improved varieties. They can save the seed and plant again next year. It's very important. This is a very, very serious issue. And our Mr. Ayyongar, who was a vice chancellor, Gujarat Vidyapit, he also took us to our informal session in the morning. He opened my eyes because of the agricultural problem, the traditional farming. And because of the commercial farming, our farmers are in so much trouble these days. Resilience, we have to adopt a lot of strategies for resilience. For the soil, for the soil, for the soil. And we have a very big database, which is the Sustainable Technological Practices, with which you can solve a lot of problems. We have also created a database of an abundant patent, dhyaan.org slash patent.php. There are 0.9 million abundant U.S. patents. Because they were granted in the U.S. and then they didn't renew it. They are free now. No one can use it. Delica, Kausal and Zaigam Khan. They have downloaded the entire website in the U.S. and made it their website. It's a valuable resource. And sometimes students are not even looking at all the resources available before we do something. So just to finish our Anamika's bio-data, research interests are understanding grassroots and social innovations, very important Anamika. Their emergence, translation and transfer across geographies, community, resilience, especially as understood and contributed by women. So welcome to the class, our students from Anand National University too. And Prasann Gupta ji, good morning. Good morning, good morning, good morning. Today, I will meet three potential clients and go with three innovators. The three innovators will briefly share their journey, but they will also share a design challenge. So, Harik's design challenge will be Dharmveer, who is the world famous multi-purpose food processing machine inventor, the president awardee, Parish Pantal, also president awardee. He will share the challenge that he is having in his machine and he's trying to change, because he found that the customers of his machine gave him feedback about some problem which he's going to resolve. Food paddles, he paddled, so now he's finding a replacement for that. And then Nidhi Nishi, who has developed a manual paddy transplant or a very serious problem in our country, which he is trying to tackle, he will also share. So we will have three of them. You know, we are going to realize as the time passes that more and more opportunities in any profession and design mode, because we have so many components that we need, that we need to bring together. And how do we do that? So I will look at a network entrepreneurship from the point of view of those of you who would like to be entrepreneur and how can you help them network with each other. Individually, we will not grow very far, but together we can. So we will discuss that point. We will also look at the small brief story of honeybee network very briefly. So what I'm going to discuss, my friends, is that the philosophy of network being the next goal. This is a lesson we learned from honeybee network. And I'll give you examples why it is so vital for making dreams come true, which otherwise will remain a dream. And particularly when it comes to distributed innovation, distributed entrepreneurship, it becomes even more critical when I don't have all the resources within the boundary of my organization, within the boundary of my own farm. And yet I want to do something which is transformative. Then how would I achieve transformative results without creating networks of resources, the skills, opportunities? How do we do that? So when we started the honeybee network, this is how we believe. And this is a logo designed by the students of an ID in a class of graphic design. So I'll tell you the story of this logo. So the students came out with this logo without this dot. And because I'm sure the graphic design professor was sitting in the class, Amit Sinha was sitting in the class. And I said, there is something incomplete in this, which is a good idea, human figures, networking, but there's something incomplete. There's no story coming out. After about half an hour of struggle, students also struggling, faculty also struggling, and we were not able to find out where the problem was. And then Professor Sinha got up and went to the board and put a small dot here. He said, is that the story complete now? I said, yes. A nameless, faceless person comes in contact with the network, gets an identity. That was the storyline which I have never heard of telling for the last 35 years. But can you imagine a dot can make so much difference? Just a dot. You take it away and the whole story goes away. So I would say that designers can add so much value by just minimalist intervention that I have a very high respect for your profession. And Chaco has been a great friend I've known him for a long time. And I know how much effort he puts into bringing things to reality, even for as poor people as people who carry the pilgrims on their shoulder in the Amarnath and other places. And how can the life of these people, the porters, can be made more comfortable. So you know, you can work with the poorest people. One of the design that his student had made has gone to, was noticed by the President of India. So what happened was that we had a festival of innovation. And there one of the students of Chaco got an award. And this was when you have to put the intravenous injection, you have to find a vein in your hand here. So many times you puncture two, three times to find the vein. And it is troublesome. It obviously hurts. So what that is going to have done was he made an infrared light lamp. You put it here, the vein immediately becomes apparent. And then you can put a puncture. So there was no disturbance. And this President, like very much, he asked his doctor who was with him in the morning walk, do we have this 2018 Chaco, you remember? And then I talked to him and I said, look, the President of India wants your innovation today. I get it sent immediately. And we got it sent. And it was used in the dispensary of President of India's house. Can you imagine how ideas can make connections between the head of the state and your ideas here? So I think this is what Honeycomb Network has done. It has given voice, visibility and velocity to the ideas of creative people, both informal and informal. So we have a whole ecosystem, children, students, technology students, design students, individuals, homemakers, anybody can appear for various factors that we have essentially to unleash the power of creating. So this is very important. The spider's web has very big threads. And yet the web is very strong. That's a good metaphor for recognizing how much power the network can have. Because anytime seemingly weak threads, when connected properly become a source of power. So we have three questions now to ask you. And pardon me, Chaco, because these questions might contradict some of the things that you're trying to do. But I think you will find that there is a joy in it. The first question is, catch each one of you be a successful entrepreneur? Yes or no? So we can be a successful entrepreneur. Each one of you? Not sure about successful, like I might fail, but end of the day, if my failure teaches me, then I'm a successful entrepreneur, I think. Okay, so let me see this hesitation. How does it give way? The second question is, can each one of you help an entrepreneur? Yes, sir. Yeah, there's a louder yes now. You see, it is not necessary that each one of us becomes an entrepreneur. After all, we need designers for different whole professional world. So I understand fully well, if some of you find that, no, sir, I might not be a good entrepreneur. I can understand that even though the course is trying to build a capability in everyone, but we discover, we know that not every each one of us can be very good in everything, isn't it? Some of you might like to become faculty members, some of you might become entrepreneurs, which is fine. But you can all help some entrepreneurs in one way or the other, and we will have three grassroot entrepreneurs today who will come to you with a specific challenge and if it suits your interests, you can try to help them. Third question, can each one of you behave like an entrepreneur? Yes, sir. You know what, no matter in which role we are, the one is to be full-time entrepreneur. Second is to behave like an entrepreneur. Entrepreneur is taking risk, looking at opportunities when others don't see them, isn't it? Entrepreneur sticks the neck out. Entrepreneur tries to do things differently, right? So each one of you can behave like an entrepreneur and I have no doubt about it because that's an attitude. As a professor, I dealt or developed so many opportunities for other people by dating different institutions. So I created Honeybee Network 35 years ago, then Shasti was set up in 93, then Gyan, Grassroot Innovation Augmentation Network, then Incubator was set up in 97, National Innovation Foundation was set up in 2000. And these are all new institutions, they didn't exist before. They were trying to contribute to the Grassroot Innovation Movement in India and around the world. So I was in some sense an academic entrepreneur, isn't it? I was trying to find opportunities which others had missed all these years around the world. Nobody had heard of how can Grassroot Innovation ecosystem be built. So all of us, what I'm trying to say is all of us, each one of us can have entrepreneurial behavior, no matter where we are, by taking risks, by seeing opportunities which others miss, by standing out and so on. Now that's one of my expectations from today's class that I will expect all of you to become Design Angel. What is Design Angel? Angel network, they Angel make investments in innovations. Sometimes they give grants, sometimes they take a small equity and then they help entrepreneurial growth. Supposing as a designer, you say, well, I will try to improve your design of Grassroot Innovator, but I will take two percent equity or one percent equity. If you grow successfully, I will actually cover my cost. If you don't succeed, I will not, I will forget it. You know, a deferred payment kind of a system that today I'm not charging you because you can't afford me, you can't desire me, but you deserve. In fact, is this a new words and design Angel? We have not seen this before. I'm saying Chakur that you have such, you're such a great teacher and you bring so much energy out of the students, but you have the right to take Dakshina, you know. And one Dakshina each student should give you is that, all right, we will help at least one innovator at Grassroot level in a year. That's not too much. Very true. By asking questions by getting suggestions, you can open so many doors of imagination for the innovators that they on their own might not discover. And three of the innovators today, you will talk to, you will listen to 15 minutes each, will share with you their stories and their challenges. So I'm very keen that we prove this point that while we may not necessarily become an entrepreneur, but we can certainly help entrepreneurs who have tried to solve problems which market and state had ignored. State had ignored, public sector only had ignored all the institutions and the market had also ignored. Otherwise, this solution would not have been required, you know. Somebody would have developed them. Why would these small people, farmers, artists on Rikshawala, why would they need to invent and these solutions? So I'm also suggesting today that by working with these innovators periodically, you will learn the art of frugality. Now, how do we learn about frugality? Frugality for customer, frugality for manufacturer and frugality for Mother Earth environment. It's very important that your definition of the frugality should not be confused. We have a sachet that's a tech tea sachet, one rupee sachet of hair oil of shampoo. Very frugal, isn't it? Very affordable, very inclusive. Now calculate the cost of collecting this piece of plastic from 650,000 villages of our country. It is very costly. So we have to find new ways of creating those sachets which will not spoil them. So there's a huge problem of microplastic today causing enormous pollution and health hazards for all of us and all living beings. So naturally, this piece of plastic that we are throwing away in every single village where the sachet is reaching is having a huge cost, but that cost is not reflected in the balance sheet of the firm. So design angels are those who will also keep, who will like to learn but also share. So in some sense, the time that you are given is a small fees that you have paid to these grassroots innovators for learning from them, art of frugal design, frugal innovation. And in the process, you can help them improve and take a small equity in their design in the future, recover it from the income that they have. So why not be clear about that? So what are the drivers of this kind of behavior? We have knowledge, feeling and doing. Now I'm aware that these don't move in the same direction. Yesterday in my other class and I might be at this class that first you may have a knowledge is so much, feeling is this much, action is this. This is one way. But look at the other way around. I feel about the problem and that feeling generates a quest for search, for knowledge. Has anybody have done that? And then after discovering what has been done or what needs to be done, both knowledge from the customers, knowledge from the website, then you try to act. So it can begin with fulfilling. Sometimes you start action first. It's called action research. You take action, look at the research response. People say, no, it won't work. It's not good enough. We need something else. All right. What do you need? And then the dialogue begins. And then you begin to ask yourself, but there's something missing here. What is missing here? And to find out what is missing, there's a very important concept in our culture, in all Indian languages, a word similar to some Vedana exist. Some means equal Vedana is pain. There's no reason why toys or any other gadgets should only be available to those who have enough functioning power. You must go to villages. You will find people making toys after a matchbox, people making toys or wooden toys. They make toys out of everything you can. Sometimes you give a lid of a soft drink lid to the child and child then throws it and the sound of the lid the child enjoys. After that, you give him a very costly doll and the child throws it with the doll because he wants to play with the lid. And you say, no, no, no, you play with the doll, not with the lid. And child says, no, I want to play with the lid because for a child, the value is not in the price or cost of that toy. It isn't the sound, the interaction that the child is having with that sound. So therefore, the lid becomes more important than the costly toy. Many times we miss this point. We miss this point. So, some Vedana is a very important driver. When you internalize the pain of someone else, it doesn't remain that person's pain. It becomes your pain. Swanta Sukhai, for my own happiness, I try to reduce that pain and generate Sajam-Shilpa. So, some Vedana says Sajam-Shilpa through Swanta Sukhai for my own happiness. Now, this is something which is becoming more relevant today than was before when I conceived this idea. This is a tree which I talked to in Kangra when we had a Shobhya Tra. And I said, what happened to you? And he said, you know what? I was not supposed to branch, but then I did. So, I made into a parallel stem. So, many times when we are doing things, an error happens. What does our body do? It repairs that. If I sell in my body, it's going through mutation. It repairs, it replaces, rejuvenates, bypasses, various strategies, boy and body is choosing to do so that I can continue talking to you. This is called auto poisons, ability of a design to improve with usage. There are many ways of doing that. You can do it through artificial intelligence. You can do it through machine learning. You can also do it by new materials. For example, a knife, it becomes sharper. Every time you cut, it becomes sharper. That is automatic knife. It is learning. It is self-designing. It is improving as the usage goes. So, the leadership also can be auto poetic. That means we learn all the time. We are hungry to get feedback. We are hungry to get contradictions. We are looking for paradoxes in our lives. We want to see contradictions all the time. We want to look at contradictions. Who do I hear first? The one who contradicts me, not the one who confirms me. But unfortunately, the tendency is to gravitate toward those who agree with us. But somebody who reacts strongly against what we are saying could be our best friend and auto poetic design favors criticism paradoxes. There is a very interesting story. I don't know how many of you remember that. There is one company in our country which gives awards to people who found new uses from their product. So, it was seeking ideas which it could not imagine. So, I have made something. I will not give you more clue. I have made something which you are consuming, but you put it to a use that I have not imagined. So, if you tell me something new, which is different from what I have ever imagined, I will celebrate that contradiction. I will celebrate that paradox. Oh my God, I didn't realize that one can make XYZ from this. You remember the name of the company? It celebrates creative consumers by putting their photograph on the wrapper. Amazon prints images of the customers in the packaging. No, no, but the idea is to get a customer who has given a new application of it. If you make Raita out of Kukure, never imagine you can make Raita out of it. Right? Oh my God, what are you doing with it? And so, every time they were surprised, and that brings us to next issue, surprise is a necessary condition for learning. All the time, if the day you are not surprised, you have not lived. Oh my God, with 40 years of teaching, if I didn't think of it and a student surprises me, my day is made. I have learned so much in that moment. So, look for surprises. So, that is what we have already discussed, that frugality, sustainability and inclusivity, all the three are important, not just frugality. Don't get into the confusion that frugality is something which can be afforded. There are many solutions. Dynamite for catching fish is very frugal. Even poor people use it for fishing. Is it sustainable? No, it kills small fish and big fish both. It's an innovative use. So, the dynamics will be effective. So, overall, fish population will be affected. No, we don't want such innovations. And please don't get the impression that everything that we also do is always sustainable. No, sometimes they can do things which are not sustainable. And we should be very careful in deciding which ones are we going to engage. This is where the entrepreneurs have to look at accessibility, affordability and availability. There is a primary health center in my village, very accessible. The medicine paracetamol is very affordable. I go to the dispensary and there is stock out. It's not available at the moment. We are given this feedback from people. Sir, we like your innovations, but where are they available? And we have to admit that we do not have a distribution center that's yet in the various parts of the country where you can find these frugal innovations easily. There is a limitation. The ecosystem has not achieved this kind of pervasive visibility in the city of the country. One day it will happen. Mansur Bhai Pajapathy has done it. He has opened about 18 or 20 stores in the country where his clay products are sold. The one who made a clay refrigerator. He has done that. But so far other innovators not yet. So we need to go. Today we will have Parish Panchal with us. We will have Dharambir with us. Dharambir has sold products around the world. He has sold in Africa. He has sold in many other countries. And within the country he has sold. And he keeps on inventing new machines. Very great. Parish Panchal who is making, in sense making, in sense stick making machine. And Nishi who has made a very interesting manual peri transplant. And he will also share the challenges that he's facing. And we have made a small investment in this machine to help him reach the market. Pounds and very many, I mean, and people were on the jury. This came out of that in next year, in 30, 1930 when he was in Vardha jail. So centuries, the design had not changed. And it got improved. This design was created by people who felt, who internalized the description that he had given. What do these innovators have common? They have passion. They have purpose. Single-minded. Like in Arjun, they only see the eye of the bird. They have built a process. Otherwise, they would not have succeeded. They have a process by which they fulfill the design cycle of the product. And then they perform. But they also have access, one thing common to all of them, that platform. Platform that Yam provides for MicroVidger fund, such to provide this to Jati. And I have to provide to the National Awards. And of course, SunnyVee network provides the whole ecosystem of designers, of IPR attorneys, of R&D people, of various types. This is the triangle that we try to convert. This is what Dhyan's triangle is, linking innovation investment enterprise. You may have innovation, somebody has investment, somebody has enterprise. Investment, not just financial, but also material and intellectual. So when you become design angel, you are making an investment of design in somebody who's an entrepreneur. Entrepreneur can be economic, social, cultural or ecological. Innovation can be from formal and informal sector. Innovation can come from IIT H, IIT Bombay. It can come from IMA. Or it can be from informal sector. So today, we will talk of three grasotinometers. And we will see how we learn from them. There are a lot of them. If you are a single person and you have to do a lot of work, or if you are looking for a machine, you can make more improvements. If you have to take more than one machine, then you have to take the other one. So this is why we are going to change it. Second, we are also going to change the multi-purpose boot processing machine and we are also going to change it in Laktum Friar. Because we have also taken Laktum Friar, but now we are going to make it more body-friendly. So this was a little bit of a three-fourth performance. This is a multi-purpose machine, right? Yes, yes. Now this is a factory, it is also made of jam, some people break it, it is also made of extract. We also work on the extract. But now this is coming to mind that we have to make it into Laktum Friar and make it into Laktum Friar. Vacuum Friar or Vacuum Friar? It has to be made into Laktum Friar, right? Yes, yes. If I have the equipment to dry, then I have to dry Laktum Friar or if I have to dry Laktum Friar, then I have to dry it. So this is why I had applied Vacuum Friar. But now if I close it here, then I am planning to dry it here completely. And I am also saying that if I have to dry it, then I will dry it here. And this is the Vacuum Friar. When we are doing Vacuum Friar or Vacuum Friar, then this is my solution. This is my machine, which we actually use to make grains. Yes. This is actually my machine. This is actually my machine, which we actually use to make grains. Yes. When we are making grains, then the grains are cut. The grains are cut? Yes, the grains are cut. We need to be completely controlled. We are not making grains. So the torque that is being pulled out is much higher? So I am pulling out the grain that is being pulled out. I am doing it in a flexible manner. I am pulling out the grain here and then I am putting it here. You are putting it here and then showing it. Here? Here the cutter is coming in. Yes. Here it is not flexible. It is flexible. But I am saying that if it is small, then it is fine. If it is big, then it is fine. If it is bigger, then it is fine. It is fine. So those of you who don't follow what he is saying, just clarify that when he puts the pop inside, first of all he has mentioned two problems so far. The problem he mentioned is that he wants to make his multipurpose process machine into a vacuum dryer and a vacuum fryer. Certain things are fried in vacuum, then it gives a different taste and maintains the color. The problem that he is facing is, of course, what kind of gasket he puts in the lid. And also that sometimes the vacuum takes away aroma or some other properties. So what he does is that these properties don't get damaged. So when he puts the pop inside, they don't have flexibility enough. With the result that the grain of the corn gets sometimes broken. He wants some way of the two rollers which are trying to pull the grain out to have a little bit of flexibility. That is the second question he has posed. Dharamveer, one more thing. Please stop for a minute. I will reduce the cost. You have put a lot of material in it. How much cost is it? Sir, it is Rs. 45,000 or Rs. 25,000. So friends you have all understood the challenge that the innovator is facing. He has put too much of material around the corn peeling. It can be actually very tidy small machine with one tenth or one fifteenth of the material that he is using. And secondly, there is no flexibility for thicker or thinner because the cob is not uniform size. It is smaller and then it becomes bigger. He wants to increase the flexibility and use the cost. The grain should not get broken. That is the challenge. Any comments, students? Any comments you want to make? Dharamveer. Professor, I have a question. What is the material that sir is showing? The weight of the material is so much that the grains are not perfect. So is there a limitation that we are showing the same material? I feel that it should be of food grade. It will be an issue later. Yes, that is right. So it has to be used for food, right? So it has to be a food grade material. I feel so. And what is this material? This is silicone. Okay. I understood that you are not getting much flexibility for the silicone. You applied the silicone on the pipe, okay? Yes, yes. You have a pipe with a bearing attached to the pipe. Yes, Dharamveer. The pipe that you applied, you will have to apply the bending pipe which is a flexible pipe. That is all your work. What do you have to do with that? By threading the pipe that you are applying from the outside, the pipe that you are applying from the outside, you get a silicone pipe with a bearing attached to it. Yes, yes. Thread the silicone pipe, apply a bolt on it and check. There is a thin pipe inside. And the entire pipe is made of silicone. The bigger the pipe, the more silicone you will have. So Dharamveer, I understood the problem. I will give you the number of students who are interested in interacting with them. And the guidance of the professor, please try to see whether you can engage. Dharamveer, tell us how much does your machine cost to make it? The machine that is available in the market, my minimum is around Rs.35,000. It is of Rs.35,000. Okay. In the market, the machine that is coming from China, it is getting Rs.3.5 lakhs. Okay. Did you open the machine? Did you open the Chinese machine? No, no. I didn't open the machine. I opened the machine and made it myself. Okay, you made the machine yourself. I feel that how can we bring this machine to Rs.25,000? That's right. Dharamveer, we will talk to our children. If we help you with any child, it is very simple and easy to make. If you have seen a machine from China, then you have to make it twice as good. This is the best steel. I haven't bought a different steel. But it is Rs.304,000. Rs.304,000. Very good. See, now people don't know the material specifications better than us. See, not for this one grade. So, food that is used, silicon is used. See, they network a lot and get all the information. And he is using stainless steel scrap because stainless steel is a very expensive sheet. Rs.304,000. So, the scrap that big companies use, not for pharmaceutical industries uses steel. He is breaking that. Then that comes at Rs.100,000. So, how much did you buy, Dharamveer? Steel. This is mine. My own scrap is coming out. You have used it in your own scrap. This is circular economy. This is circular economy in action. Very good. No waste. Most of the food processing machine is becoming input into the corn machine. Corn machine. So, Dharamveer Ji, you are doing a very good job. Keep on running your work. He is less of an entrepreneur, more of an innovator. His son is the one who is doing the business now. Now, we will come to Nishi. Nishi Bhai, are you ready? Nishi Vishwas, please introduce yourself. What are your problems? How did you find it and how did you solve it? Please tell us. Thank you. We come from a small family. I have a lot of problems with working here. I don't get any work. I live in the city. I have a mechanical workshop here. When I go there, I see people working with their hands. Once, my uncle couldn't work. He didn't get any work. He found out about the machine. So, the smallest machine that comes, was coming for 2 lakh rupees. I searched a lot on the internet. Nowadays, there are many machines in China. So, I found a cheap machine. So, I found a manual machine. In between 15 to 25,000 rupees, people were selling it on the internet. I downloaded a lot of videos on the internet. I took a snapshot of it and tried to recognize the components. Then, I started making it. After a year, my machine became ready. When it became ready, I saw that a lot of people came and collected it. They said, we too need a machine like this. So, looking at it, I said that if its commercial production is done, I showed that machine to Uprasthapati Bank and AIDU in front of me. I showed it to many other ministries. I showed it to many places. I got a lot of offers. I got a lot of awards. My final product is ready. I made 30 machines on the trial basis last time. They sold it by hand. I felt that if there were 100-200 machines, it would have been sold. So, the things that are sold are the same? Yes. So, you don't need a cheap machine? No. It is a traditional machine. It is used to wash the roots of the plant, then it is used in the machine. The other machines are used to plant the plants like the plants of the plant. You solved a lot of problems. How much did you sell this machine? I was selling it for 20,000. What was the impact of these people? I got a lot of good responses. Did you get orders through them? Yes. I have started my work by targeting 100 machines of this year. Very good. You are going to reach 100 machines in a year. Actually, I have more requirements. I am making a machine to wash the roots of the plant. Okay. It is based on quantum physics. What is the impact? I am making a water fuel plant. Yes. It is based on electrochemistry. I will need it in the future. At that time, I will need students who are with me. Students, if you have any questions, did you follow what it is? It is a transplanter, manual paddy transplanter. The women have to use backbending posture for transplanting paddy. It is very painful. Millions of women work with feet in the water. It is a very painful situation. The question is, can we reduce their pain? Can we reduce their drudgery? He has found an answer to that. This is a very interesting solution that he has found. Sir, can we know the working mechanism of this machine? When he started initially, he modified the machine quite a bit. Because it is not, even if you have a concept from wherever, you need a lot of ingenuity and creativity to build your own machine using local components. There is no doubt about it. The concept has come but all the working, of course, he must have done multiple. Mr. Nishi, one last question for you. Before making the final machine, how many machines did you try? Before that, I had made 3-4 machines. 3-4 machines were not sold, right? You made them and improved them. Yes, I scrapped them later. Yes, that's what I was saying. That's a very important journey. Students, after my design, when I make a prototype, at least 5-6 are used. After making 5-6, 6th or 7th, it gets better for the production. You said something very important here. Students have a tendency often to get filled with the first prototype they make. And they keep making modifications in the same prototype. Rather than junking it and starting fresh on the second prototype, and junking that and starting third prototype, they start making that better. And that is not a right approach. In fact, that movie, where he made that first weaving machine, and then his father burnt it by being angry. And after that, he made the metal one which was successful. If he didn't, he wouldn't be able to make a new one. So, very good. Nishi ji, we will stay in touch with you through Anamika. So, we were here. We talked about this. This is from the database, 200,000 engineering projects, mainly, but also design projects. And we can upload all your projects here with your name, name of the guide, your department, college, and abstract. We don't put whole projects here, but though we have some data, we have about 25,000 full projects database, but that we have not put online to prevent piracy and all that. Only abstracts and titles are given here. This is all open source, and some of you can work on graphic user interface and make it more interesting. This is the database that just now we mentioned about the patent abundant database, which two of these students, Aigam and Devika with Anamika's guidance and our support have developed this. There's another database that Diane had helped in steering with the UNDP, grid.undp.org.in. It is also open access innovation for and innovation from grassroots. You can find here how can innovators, how can entrepreneurs help each other? So, for example, one concept is mutual franchisee. I become your franchisee. You become my franchisee when our customer comes to me. And he says, but I'm also looking for this. And then I say, yeah, I know a friend of mine who will also make that product. Look at this here. So you get commission on that sale because you have to facilitate that sale, but the customer may not have bought your product but bought your friend's product. And that's fine. That's fine. Someday your friend will recommend you, your product. So idea is that we don't just work alone for our own business. We also help other businesses in our ecosystem to grow and make a network of entrepreneurs who help collectively grow. Second is pooled catalog. Pooled catalog means that you create a catalog of let's say all the kitchen technologies. Now, the five of you may have worked out on kitchen innovations, but customer would like to know all the five, but you are selling only one of them. If you promote only your product, not many customers will come. But when you promote five products, more customers will come to you because they get their many needs met. So question is, do you go to a shop to buy only one thing? Many times shopkeeper shows, they are willing to engage you with multiple choices because they want to make you to purchase something. Can entrepreneurs understand how shopkeepers work and engage, create a catalog so that you can promote all the technologies in the domain together or all the toys together. One should not become too selfish or self-centered. No, no. I will promote myself. You will do it because you are part of an ecosystem. And different customers have different preferences and you are getting marketing on that. So if they buy through you, then you get some commission on that. What's the problem with that? Pouring inventory and procurement, that's very important because just now when Chaku asked this question, where do you buy that steel? Of course, he used the step of his own machine, but sometimes you have to buy. Now let's say you buy 50 kg, somebody else will buy 100 kg, somebody else will buy one ton. And obviously the price that you would all get in the marketplace will be different. Now, how can we pool our purchases, our raw materials supply, our supply chain so that our negotiation with the buyer, with the seller can be more effective and we can get the things at lower cost? You know that Farm Easy, which is our unicorn now, Siddhasah, he presented that project in my class in a course today at his unicorn. How did he do that? He was trying to pool the requirement of different small hospitals for medicines and that's how he changed the whole market. Today, chemists offer you discount. Till five years ago, no chemist would give you a discount. No way, never. Now we are getting 15 to 20% discount. How did this discount come in the pocket of consumers? Thanks to Siddhasah, one person who developed this concept of pooling the requirement of large number of buyers and then getting them a good deal. You can also have single bid multiple suppliers so that one of you gets an order, let's say for Christmas sale, you get an order of 50,000 toys, but you can't make 50,000. You can make hardly 5,000. What would you do? You will request other manufacturers. This is the design approved. This is my margin. This is the margin I'll give you. Are you willing to become my partner in manufacturing? And then what happens? They become like your division. Once the order is complete, you all start competing with each other again. So cooperation, all advice at competition and then again cooperation, but this time somebody else's bid will succeed. So the idea is that we don't only believe in competition, we also find that there's an opportunity in cooperation. The next one is cooperative learning, competitive market. In marketplace, you compete, but when it comes to sharing solutions, sharing ideas, you learn from each other and don't hesitate in sharing your learning. I found a good source of vegetative color. Some of you were talking about vegetative color now. Siviraju in Vishakapatnam makes toys which are dyed with vegetative colors because children put every toy in their mouth. When they put every toy in their mouth, these young infants that color pigment should not be chemical. So here's the first one in the country who we gave an award and he has an enterprise. Now, if I tell you this lead and then you get into Siviraju and you learn from it, what do I do? I don't do anything. So the question is that when it comes to learning space, you should be as open as possible, share our insights, share our mistakes, share our errors. That is the strength of Honeybee Network. As you can see, Inovato was sharing with you everything. He was opening his machine. He was telling you exactly what he was taking because he knows that if he shares, he will learn. If he doesn't share, how will you know his problem? How will you solve it? Same spirit must exist among the enterprise. And the last one is distributed manufacturing. That is when we should, we should not try to do everything ourselves. The whole world is doing outsourcing, but we want to do everything ourselves. We are not going to work. We must try to have different things being manufactured by different people who are specializing in them. And then we become the assembler or we could be holding together in our design, whichever it is. So the cost goes down, our inventory goes down, our equipment cost goes down and quality goes up because that person makes 50,000 dollars. I need only one dollar or two or five or 10. So why do I set up the facility for each component to be made myself? Many grassroots innovators also suffer from this constraint, but we need to be able to solve this. This is Shogyatra, which you can read about. So we walk in different parts of the country. Summer we go to hot places, winter we go to cold places and purpose is voluntary suffering and Navika doesn't share that philosophy, but I do. And I believe that we must suffer from the inconveniences that people go through. So that we can empathize with them. We can understand that. You can do other things also. So after Shogyatra, I did Shogyatra with Slums. Very good. I will come with you some day. Next time we have some wonderful places or very innovative solutions inside the house. So try to stay there at night. What happens when people go for nature's call in the morning when they go to the jungle, they talk to each other, tell each other when you go to talk and find out, let's have some tea and sit somewhere. So my boss has also very spontaneously, very unimaginably discussion takes place and then many problems come out, many suggestions come out. So it's a way in which we learn from four teachers, teacher within, teacher among the peers, like all of you around with each other, teacher among the common people, teacher in nature. Four teachers we can all learn from, they're all available to each one of us. It's up to us how much we learn from which teacher, but teachers are available to us. So my suggestion is that we should all try and pursue Kiatras in our own way. We do for one week. Last was in Amarili. We went from 5th of 4th of August to 11th of August and we discovered about 26 innovations in five days, which was very, very unusual. Normally we don't get as many in a week, but this time we got many. There's a person who's making a samosa-making machine. Can you imagine? Imagine steps involved in samosa-making machine. He's a very good educator of Rajkot Farshan and other things. So his next ambition is, and he wants to do it in 30,000 rupees. So he will roll it. He will put the substance in it. He will fold it. He will fry it. He will deliver it. All of that, step he will do in one machine. There are such people available who have dreams in their eyes and they don't get an opportunity. They don't get support from designers and administrators. So that's what we do in Kiatras. This is an ocean playground from the other day. I will talk to you, but there's a summary is that there are two dimensions of it inside out and outside in. Those who don't want to learn from outside and those who want to don't share with outside, these are ostrich here. These are doomed. No future for the people. Those who learn a lot from outside, that is sponge. PNG does crowd sourcing, but it doesn't tell you what they made out of your suggestion. That's not fair. Tesla, which opened all its patents for that trade. Great pollinator. It shares a lot, doesn't need to seek because he's a leader. He's a leader. Add up everybody else. And then there are those who learn a lot and share a lot. These are DVDs. So only people who have big heart and big mind can do this. And I hope that in my wishes that each one of you will have a big heart and big mind to be able to share a lot, learn a lot. That's the sharing, caring and daring society. Daring is the entrepreneurial part. Caring is a compassion part. Sharing is the connection part. If you want creativity, compassion and collaboration to grow, then DVD is the box in which you should be. Share a lot, learn a lot. So these are the two competitions that we have. All of you can participate in HBN Korea at honeyby.org or HBN Korea at yarn.org. And this is the last slide, creativity counts, knowledge, metals, innovations, transform and incentives inspire, not just metal incentive, but also non metal. So this is all I have to share. And all the best. Anamika, we wanted you to speak a little bit of whatever you have in mind today. Just a few words to the students. Yeah. So for the students, I will say that innovation is very different from entrepreneurship. They are different skill sets, right? So how Gyan came into existence is connecting the innovation with investment and enterprise. Many of our innovators, they feel that they want to take it forward themselves, but they have a different aptitude, you know, the innovator will always, whenever you give an order, he will improvise and give it to you. You cannot make two products alike. Whenever the customer says, no, but I had paid for the previous one, but the innovator will say, no, no, I have given you a better product in the same price. Now, market demands standardization, standard products batch to batch products. But you cannot understand. So there's a very basic difference when we are talking about the aptitude of being an innovator and an entrepreneur. We had run a small scheme of microventure innovation fund. So here we gave small loans at a very minimum interest of 4%, without any collateral or co-obligant. need a house to mortgage, nothing like that. And on top of it, if we have ample evidence that you tried the innovation but you failed, it turns into a grant. Now a loan is converted into a grant if the innovation fails and we have a genuine proof of that. Apart from the scheme was run during the whole COVID pandemic. We did not visit one single innovator but we invested in 24 such enterprises like innovations and around 50 to 60 lakh rupees. So the trust valuation are being paid. So I feel trust as a currency should be encouraged. When we are talking about entrepreneurship, it is not only about currency in terms of money, it is also in terms of your social capital. It is also in terms of the trust that you are building, the ethics that you are promoting. These students I believe are interested in being an entrepreneur in the future. So also think about different kinds of currencies in which you will deal with. Trust is that if you want to give, you will have to give. So the innovators, they shared their innovation with us wholeheartedly. No questions, nothing. So we felt when we are giving them a little bit of money, why should we ask for so many details and it should be home, it should be mortgage, it should be sleep, anything. Because it had one thing, its innovation. These innovations, these innovators are grassroots innovators. So they are little or not educated with not like not everybody is as rich as Dharamwirti, right? All our innovators. And he was also a rickshaw puller when he started. He met with an accident, went to his home and then started cultivating medicinal plants because the area he was pulling rickshaw in Kharibawli, that's the old Delhi part where the spices and medicinal plants are traded. There he got an idea that if we apply normal things, so he started cultivating medicinal plants. So our innovators have a different kind of journey you'll say. So MBIF approved that people can be trusted and innovations can be encouraged to become enterprises. I will mention one of them, one from Tamil Nadu, Mr. Murugesan. So he makes different products out of bamboo fibers. And he employs about 350 women previously he used to employ about 150 of them with the support he has expanded and now 350 women. A single enterprise and we had invested about 3.5 lakhs. So maybe he is not earning in crores or something like that, but he's so many families and these are all women. For us that also is an indicator of success. So the second thing will be when you choose indicators or your KPIs for your success, you should also think about the value that you are creating in the society. Bank balance is an easy success. That is one thing so you become a new unicorn or as professor said, so you expand. So that is also very important. Like Mansook Bhai Patel, he made the cotton stripping machine. So it doesn't, the bowls do not open up. So you have to literally pull them out and for this women and children were employed because it's for anything that where the wages are low, generally women and children are employed and because their fingers are tender, it is easier for them to pull out the length. Even when he was a kid, he did that. When he became an innovator, he completely mechanized this process. Till 8th model, he was not getting any success. A German student worked with him with drawings and all because Alexander knew only German and English and Mansook Bhai knew only Gujarati but they spoke through designs. Now with this machine, child labor at least from that process was eradicated. Is it the scene Alexander who studied at NID, who came to NID? Yes, yes, yes, yes, yes. So students can change so much of someone's life. Now in that process, children are not employed. So it is also very important to impact on who they are. What impact they are doing? So when you think about your entrepreneurial journey, think about the different values that you will create amongst different people, animals, plants, environment. We will be very happy and very proud. So this is a small little kind of we say whatever I have learned from different people while working in Gyan with Professor Gupta. I did my PhD also with him. So I had a long, long association with him. And thank you so much. All the best, all the best. Good luck.