Microsign organizational culture

Prepared by Professor Neharika Vohra, Indian Institute of Management, and Siddharth Saxena, BK
School of Management, Ahmedabad
Cases of the Indian Institute of Management, Ahmedabad, are prepared as a basis for classroom
discussion. They are not designed to present illustrations of either correct or incorrect handling of
administrative problems.
© 2015 by the Indian Institute of Management, Ahmedabad.
Indian Institute of Management
Ahmedabad IIMA/OB0221
Microsign Products
Microsign Products was established in 1979 by Mr. Nisheeth Mehta in the quiet town of
Bhavnagar in Gujarat. The company commenced its operations to produce plastic fasteners,
clips, clamps closures mainly used in electronic industries.I In 2015, it had become the
market leader in Western India and the whole and sole seller of many products such as
adhesive clips and cables for large companies such as Honda, the Tatas, Siemens etc. Over
the years Microsign diversified to meet the requirements of the automobile, defence,
telecommunication, and packaging industries. Exhibit 1 shows the product list of Microsign.
Operating from a single three storied building several times over the last 35 years, Microsign
served clients from far and wide. The liaison office in Mumbai helped in the procurement of
material and in marketing its products. In May 2015, Microsign moved to a 2000 square yard
building on the outskirts of Bhavnagar. There was ample room for manufacturing,
warehousing, shipping, and administration in the new premises of Microsign.
The list of clients of Microsign read like a who’s who list in the manufacturing industry-
ABB, Siemens, Tata Motors, Honda, Volvo buses, Reliance, Esssar, Telco, Bharat Heavy
Electrical Limited (BHEL), ISRO, and DRDO. Microsign competed with other large and
small companies such as Shreeji Plastics, Surelock Plastics, and Novaflex. Microsign found
mention in the annual reports of multiple companies such as Tata Motors, and BHEL as an
ISO certified supplier. Microsign also operated in the B2B market segment by becoming
partners with various e-channels and B2B channels. It was a rated supplier by e-channels
like Indiamart and other players.
Products manufactured by Microsign met LCSO standard under JSS-54807 JSS-54808-
Ministry of Defence as well as Director General of Civil Aviation (DGCA) standards.
Microsign proved its credibility by retaining 40 percent of its customers over the last 35
years. The clients were not only satisfied with the quality of the products but also depended
on Microsign for product development. As it is often said, actions speak louder than words;
for the last three years, not a single batch of product had been returned by any client on any
count. Comments written in the visitor’s book also reflect the client’s appreciation of
Microsign’s emphasis on quality. The company, as a matter of principal, does not
overpromise and does not under deliver either to its clients or its employees.
Microsign has sustained itself for 35 years. The year on year growth of Microsign had been
an average 8 % per year from 2009-2014. despite having a bad year in 2012 and had been
increasingly profitable as can be seen from the balance sheet of the last five years (see details
in Exhibit 2 and 3).
Microsign had received awards for its corporate initiatives in the empowerment of the
physically challenged by several bodies including the President’s Recognition Award in
1999, the FICCI Annual Award in 2003-2004, and the IBN National Initiative Award in 2007.
An equal number of abled and disabled are employed at the Microsign factory.
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Microsign’s emphasis on quality. The compan
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Microsign’s emphasis on quality. The compan
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Microsign has sustained itself for 35 years. Th
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Microsign has sustained itself for 35 years. Th
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OB0221
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OB0221
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s operations to produce plastic fasteners,
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s operations to produce plastic fasteners,
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This document is authorized for personal use only by V V S N V PRASAD CHUNDRU, of BITS Pilani till 12th February ,2018. It shall not be reproduced or distributed without express written permission from
Indian Institute of Management, Ahmedabad.

2 of 8 IIMA/OB0221

A little bit of history
Nisheeth had a diploma in Civil Engineering. Inspired by his mother who believed that you
need to give to society first to get something back, he was lookingfor ideas to set up a
manufacturing unit to be able to make a living and generate employment for others. A
casual conversation with a poor orthopedically challenged couple in 1985 during his
morning walk changed the course of the business for Nisheeth. Recalling the incident,
Nisheeth said, “Ï was touched when I heard that the couple went to make chappatis six days
a week, and worked for 15 hours a day for a pittance. On an impulse I asked them if I gave
them different work, with fewer working hours and with better pay, would they join me?”
The couple joined Microsign very soon and continued to work at Microsign for 17 years
until they retired. When asked why he had been so moved by the couple’s plight, Nisheeth
said, “Who knows the real reason? I was impressed by the determination of the couple to
eke out a living. I had witnessed the struggles my niece Raksha, who was born with a
hearing impairment, underwent to find a job or to live a decent life despite having resources
and also opportunities of studying in the best schools in Chennai. Maybe I was positively
predisposed to issues faced by persons with disabilities.”
The entry of the orthopedically challenged couple into the workplace and their excellent
performance prompted Nisheeth to experiment with bringing in more employees with
disabilities. Nisheeth shared, “With suitable modifications to the job context, persons with
disabilities who have the right attitude and requisite skills can also perform.” He also
confidently shares, “Now I know that there is no such thing as abled and disabled. The
disabled have some abilities and the abled have other disabilities.”
The bringing in of the orthopedically challenged couple was accompanied by doubts in the
mind of Nisheeth and other employees. He had wondered if he was heading towards
disaster by mixing making profit and doing charity. Similarly, his foreman, a key person
within the organization, had reservations and started to remain withdrawn and became less
engaged with the organization. Nisheeth did not want to lose a sincere and reliable
employee. So he tried to draw him out and discuss his concerns. Nisheeth realized that his
foreman was a spiritual and religious person. So he influenced him by saying that, “We only
read Ram katha (story of Lord Ram) or do puja path (prayers) because others tell us to do so.
Why don’t you and I write our own katha (story) based on our good deeds by helping
persons with disability also lead a decent life.”
The foreman was eventually convinced by Nisheeth and started investing in the training of
all the people with disability who subsequently joined them. The foreman, even 25 years
later and post his retirement, was associated with the organization and was involved in the
training of at least 15 employees. Nisheeth also shared that their first positive experience
with the poor couple and their experience with those who had joined them since had only
cemented his faith in people with disability. He said, “They have immense mental power
and willpower to push their abilities and also to push themselves. Based on the people who
work at Microsign, I can safely say that differently abled people work with the principle of
“I wish, I can, I will, I must” and this can be attributed to their determination to survive.
Differently abled people do not believe in competing; rather they believe in excelling in
whatever they do. Training and team building are the principal mechanisms for continuous
performance of the team and the organization.”
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schools in Chennai. Maybe I was positively
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disaster by mixing making profit and doing charity. Similarly,
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disaster by mixing making profit and doing charity. Similarly,
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(story of Lord Ram) or do
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Why don’t you and I write our own
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training of at least 15 employees. Nisheeth also s
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and willpower to push their abilities and also
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and willpower to push their abilities and also
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“I wish, I can, I will, I must”
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“I wish, I can, I will, I must”
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Nisheeth said, “Ï was touched when I heard that the couple went to make
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Nisheeth said, “Ï was touched when I heard that the couple went to make chappatis
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chappatis six days
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six days
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and with better pay, would they join me?”
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and with better pay, would they join me?”
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Microsign had a simple organizational structure. There were eight administrative staff who
were in charge of support functions such as payroll, recruitment, invoicing, interface with
clients etc. There were 37 workers divided into six teams around products and three helpers
for cleaning, bringing in tea, and running around. Significant by its absence was the role or
post of supervisor. A separate quality department with two members conducted quality
checks of the final products (see exhibit 4 for employee details). Nisheeth, in addition to
being the CEO, served as the mentor and promoter of ideas. Nisheeth said, “In Microsign,
there is no need for a supervisor because the disabled employees are extremely efficient and
dedicated to their work. They work hard and do not waste time in gossiping. There are no
conflicts and no strikes.”
Each employee was assigned tasks that were most suited to their capabilities. It was
recognized that each task had its own demands and sometimes the disability of the person
could serve as an ability to do the task better. For example, a deaf person placed at an
injection unit did not get distracted or affected by the noise and thus they took fewer breaks
and displayed sharper concentration. The mentally challenged people were assigned
repetitive tasks, as repetition was therapeutic for them. Bhavin Patel, a mentally challenged
man, who has been working at Microsign for the last seven years was full of smiles and
energy and said, “I will never quit Microsign. I love working here.” Packaging involved a lot
of repetition, so in the two packaging departments, 7 out of the 10 people working there
were mentally challenged. Deflashing1 and runner removing area2 was another function
where repetitive tasks existed naturally. Orthopedically challenged people were generally
assigned work such as deflashing where they had to sit for long periods of time. An
orthopedically challenged couple who joined Microsign 17 years ago after being cheated and
discarded by their families, sit side by side all day and happily carry on their work. They
also shared, “Working at Microsign has given us social acceptance. Over the last seventeen
years we have built our own house, bought a motorcycle and adapted it to our use; it has
given our life purpose. This is where we belong and this is where we will work for all our
life.” All work was done in teams and all product teams had both abled and differently-
abled people working together. Task interdependence in the team had helped foster a
positive work environment in Microsign.
A visitor to the shop floor was likely to witness the synergy in the interdependent teams. In
a cable adhesive making unit, the three micro injection subunits were operated by a deaf and
mute person, a normally abled person collected, stacked, and lifted heavy weights, an
orthopedically challenged person worked on defiling, and a mentally retarded person was
involved in packaging. The work was done by each person independently with no
supervisors. The deaf and mute independently operated the machines, and very proudly
showed the visitors how they worked and checked quality. It was difficult to not see the
satisfaction on their faces. Whenever Nisheeth was in town, he would take two rounds of
the premises during the day. There was no need for closed circuit televisions or cameras.

1 During the injection process, excess material, called “flash”, may leak out between mold cavity halves. It is
possible to use several deflashing methods to remove this flash.
(file:///C:/Users/pc1/Downloads/DV02PUB1_Study_Guide.pdf). Accessed on 22 November 2015. At
Microsign the manual method of cutting and trimming is used.
2 Runner: In an injection mold, the feed channel, usually of circular cross section, which connects the sprue (i.e.,
the feed opening provided in injection molding between the nozzle and cavity or runner system) with the cavity
gate. The runner removal area is the one where the excess plastic from the mould was cleaned.
(http://www.apisolution.com/downloads/glossary_plastic_injection_molding_engineering_manufacturing.pdf
) Accessed on 22 November 2015.
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ments, 7 out of the 10 people working there
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ments, 7 out of the 10 people working there
and runner removing area
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and runner removing area
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During the injection process, excess material, called “f
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During the injection process, excess material, called “f
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file:///C:/Users/pc1/Downloads/DV02PUB1_Study_Guide.pdf
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2 Runner: In an injection mold, the feed channel, usually of
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Runner: In an injection mold, the feed channel, usually of
the feed opening provided in injection molding between th
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the feed opening provided in injection molding between th
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(http://www.apisolution.com/downloads/glossary_plast
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http://www.apisolution.com/downloads/glossary_plast
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Accessed on 22 November 2015.
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Accessed on 22 November 2015.
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4 of 8 IIMA/OB0221

Alignment of vision and mission statement: The vision statement of Microsign had
undergone changes from when it had been established in the early nineties. In the early days
the vision statement included being environment friendly, build a state of the art viable
business enterprise, being involved in continuous process and performance improvements,
promote team work, use resources economically and efficiently, and to build a training and
research institution for dissemination of knowledge in manufacturing. The reworked vision
statement (see exhibit 4) included helping the differently abled and contributing to the
building of society.
Recruitment: Two pronged recruitment strategies were used by Microsign. Bhavangar had
two prominent schools for the deaf and mute which served as the source of talent for
Microsign. Any student from these schools could walk in with a letter from the school and
the company gave them a chance to train at Microsign. Some of the trainees stayed on and
continued to become full time employees. Another key mechanism for recruitment of non-
disabled and differently abled was referrals from current employees.
Training: On the job training was provided to employees joining Microsign. Individuals
offered a job at Microsign were asked to observe employees at work at the plant for a week
before deciding where they might fit in. Once they made a choice they were asked to work
in their chosen function along with the team functioning there. The existing team trained the
new joinees. For example, Mukesh Patel and Ranjan Patel (orthopedically handicapped) had
worked in the deflashing department for the past 17 years and were considered to be the
backbone of the department and had trained more than 15 employees in deflashing. Another
deaf and mute employee, Shrenik Bhai, who had worked on one of the machines in the early
days showed a lot of potential to train other employees in the manufacturing area. He was
involved in both training and fixing and maintenance of machines. He had gained
experience in all the tasks on the job and then was trained by the machine vendors for
various roles. Shrenik Bhai had evolved to be a very prominent trainer from among the deaf
and mute.
The company also invested in the education of their employees, if they showed interest in
wanting to study further. People were supported in following their dreams. For example
Dharmendra Bhai (orthopedically handicapped) who worked in the packaging unit
prepared for his bank exams, but was rejected during the personal interview stage. The
company financially supported Dharmendra Bhai during his training for bank exams and
preparation for interviews.
Employee compensation and benefits: All employees were paid as per their contribution to
the organization. If a deaf and mute employee contributed 70 percent of what a normal
person performed then he was paid accordingly. If another deaf and mute contributed 110
percent as compared to the normal employee, he was paid more than the normal person. In
the spirit of not exploiting human capital, Nisheeth ensured that all the benefits due to any
employee working in a manufacturing setup as mandated by the Government of India were
paid to all employees of Microsign. For example, employees were covered under the ESI Act
(Employees' State Insurance), gratuity was paid as per government rules, and contributions
were made to the Employees’ Provident Fund. In addition life insurance and health
insurance policies were bought for the employees as per their individual needs. Medical
needs (both physical and mental) were regularly paid for by the company. Their families
were also informed about any required interventions that were suggested by the doctor or
counsellor.
I
N
S
P
E
C
T
I
O
N
On the job training was provided to employees joining Microsign. Individuals
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
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P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
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P
E
C
T
I
O
N
I
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P
E
C
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I
O
N
I
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S
P
E
C
T
I
O
N
I
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S
P
E
C
T
I
O
N
various roles. Shrenik Bhai had evolved to be
I
N
S
P
E
C
T
I
O
N
various roles. Shrenik Bhai had evolved to be a very prominent trainer from among the deaf
I
N
S
P
E
C
T
I
O
N
a very prominent trainer from among the deaf
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
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P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
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C
T
I
O
N
I
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P
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C
T
I
O
N
prepared for his bank exams, but was rejected
I
N
S
P
E
C
T
I
O
N
prepared for his bank exams, but was rejected
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
Employee compensation and benefits:
I
N
S
P
E
C
T
I
O
N
Employee compensation and benefits:
I
N
S
P
E
C
T
I
O
N
person performed then he was paid accordingl
I
N
S
P
E
C
T
I
O
N
person performed then he was paid accordingl
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
paid to all employees of Microsign. For exam
I
N
S
P
E
C
T
I
O
N
paid to all employees of Microsign. For exam
I
N
S
P
E
C
T
I
O
N
Employees' State Insurance), gratuity was paid as per government rules, and contributions
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
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S
P
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C
T
I
O
N
I
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S
P
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C
T
I
O
N
I
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P
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C
T
I
O
N
I
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S
P
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C
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I
O
N
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P
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C
T
I
O
N
I
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P
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I
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N
needs (both physical and mental) were regularl
I
N
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P
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C
T
I
O
N
I
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P
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I
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I
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P
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C
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I
O
N
I
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P
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C
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I
O
N
I
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P
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C
T
I
O
N
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I
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N
counsellor.
I
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S
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C
T
I
O
N
counsellor.
C
O
P
Y
: The vision statement of Microsign had
C
O
P
Y
: The vision statement of Microsign had
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
Two pronged recruitment strategies were used by Microsign. Bhavangar had
C
O
P
Y
Two pronged recruitment strategies were used by Microsign. Bhavangar had
C
O
P
Y
walk in with a letter from the school and
C
O
P
Y
walk in with a letter from the school and
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
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Y
C
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Y

5 of 8 IIMA/OB0221

Culture of Microsign: The culture at Microsign was caring and task focused. High integrity
and commitment were expected. Deviance of any kind by any employee was not ignored. If
an employee was found to be disrespectful or destructive, Nisheeth had an open discussion
with him/her. The connection between the negative actions of the concerned individual and
harm to the employee and the organization were made explicit, and opportunities to
improve were provided. If the employee did not show improvement, he/she was asked to
leave. It was made very clear that a charity was not being run and a win-win situation
needed to be created by the organization and the employees together. Working with the
differently abled, the abled people sometimes felt paternalistic or negatively biased towards
persons with disabilities. The culture encouraged people to talk about their issues and sort
them out rather than let them fester.
All employees of Microsign had travelled together to various places like Somanth, Diu,
Dwarka, and EsselWorld, Mumbai for picnics and outings. Such trips created a familial
feeling among the employees. Nisheeth acted in an egalitarian manner towards all
employees. Exactly the same gift was given to all employees on the occasion of Diwali. On
one of his trips to Lonavala, Nisheeth liked the Chiki (a local sweet) being sold there and
bought equal amounts for all his employees.
The satisfaction and happiness on the faces of the employees were plainly visible for anyone
to see. The workers had a smile on their faces as they worked. They felt totally accepted by
each other. The differently abled believed that though they had been spurned by society,
they had gained social acceptability as a result of being employees of Microsign. They felt
totally responsible for the work they did at Microsign. Nisheeth felt that he was doing a
small bit to show to other peers in the industry that it was possible to run a profitable
organization by appropriately placing and training employees irrespective of their ability or
disability. Microsign was not running a charity but just being inclusive of the 10 percent of
the disabled in the country and creating a win-win for them and the organization.
I
N
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P
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C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
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P
E
C
T
I
O
N
to see. The workers had a smile on their faces as
I
N
S
P
E
C
T
I
O
N
to see. The workers had a smile on their faces as they worked. They felt totally accepted by
I
N
S
P
E
C
T
I
O
N
they worked. They felt totally accepted by
I
N
S
P
E
C
T
I
O
N
I
N
S
P
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C
T
I
O
N
I
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P
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C
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I
O
N
I
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P
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C
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I
O
N
I
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P
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C
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I
O
N
I
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S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
C
O
P
Y
C
O
P
Y
The culture at Microsign was caring and task focused. High integrity
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
not show improvement, he/she was asked to
C
O
P
Y
not show improvement, he/she was asked to
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
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P
Y
C
O
P
Y
C
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P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
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Y
C
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Y
C
O
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Y
C
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Y

6 of 8 IIMA/OB0221

Exhibit 1 Products manufactured by Microsign
Microsign produces following engineering plastic products:
Cable tie non releasable (self locking),
Cable tie releasable double headed and beaded,
Tie mounts (adhesive backed),
Cable ties facility type,
Clamps and cord clips (adhesive backed),
Zipper (quick clip) (adhesive backed).
Other products: Trim rivet, clip, body clip clamps
Source: Company documents
Exhibit 2 : Year on Year growth of Microsign since 2010.
Year Total Sales In INR YOY Growth In %
2009-10 3,70,64,311
2010-11 4,37,24,232 17.97
2011-12 5,10,15,115 16.68
2012-13 4,54,17,686 -10.97
2013-14 4,74,72,282 4.52
2014-15 5,26,55,939 10.92
I
N
S
P
E
C
T
I
O
N
Exhibit 2 : Year on Year growth of Microsign since 2010
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
YOY Growth In %
I
N
S
P
E
C
T
I
O
N
YOY Growth In %
YOY Growth In %
I
N
S
P
E
C
T
I
O
N
YOY Growth In %
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
17.97
I
N
S
P
E
C
T
I
O
N
17.97
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
16.68
I
N
S
P
E
C
T
I
O
N
16.68
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
4,54,17,686
I
N
S
P
E
C
T
I
O
N
4,54,17,686
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
-10.97
I
N
S
P
E
C
T
I
O
N
-10.97
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
4,74,72,282
I
N
S
P
E
C
T
I
O
N
4,74,72,282
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
4.52
I
N
S
P
E
C
T
I
O
N
4.52
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
5,26,55,939
I
N
S
P
E
C
T
I
O
N
5,26,55,939
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
10.92
I
N
S
P
E
C
T
I
O
N
10.92
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
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S
P
E
C
T
I
O
N
I
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S
P
E
C
T
I
O
N
Company documents
I
N
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P
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C
T
I
O
N
Company documents C
O
P
Y
C
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Y

7 of 8 IIMA/OB0221

Exhibit 3: Consolidated Balance Sheet of Micro sign for last 5 years
MicroSign Products Bhavnagar (all amounts in Rupees)
2009-10 2010-11 2011-12 2012-13 2013-14 Total
Sales 40736087 44892433 56945149 51554200 47472282 241600151
Other Income 283279 350559 578162 1530141 1009899 3752040
Closing Stock 90710 1529290 3720000 400000 8951428 14691428
Total 41110076 46772282 61243311 53484341 57433609 260043619
Purchase & Expenses
Opening Stock 0 0 0 0 0 0
Purchases 0 0 0 0 0 0
Manufacturing
Expenses 27560585 37246439 49396689 42284924 44596750 201085787
Administrative & Other
Expenses 2454069 3739074 2440786 3836764 3674417 16145110
Selling Expenses 791466 844059 768657 1021514 2084447 5510143
Other Expenses 0 0 0 0 35101 35101
Financial Charges 10416 19518 10555 14439 36234 91162
Sales Promotion 493242 345576 0 0 0 838818
Loss in Sales Service 12933 0 0 0 0 12933
Long Turm Loss of
lJTlInvestmet 0 0 4533 0 0 4533
Loss Of Sold Mobile
Phone 0 0 0 12200 0 12200
Depreciation 750439 1622304 1309412 1115715 1273928 6071798
Total 32073150 43816970 53930632 48285556 51700877 229807585
Net Profit before
provision 9036926 6954908 7312259 5198785 5732732 34235610
Less Provision for tax 2585077 1841366 2050000 1400000 1580000 9456443
Net ProJit after Tax
Transleiied
to NPIM HUF Alc 6451849 5113542 5262259 3798785 4152732 24779167
I
N
S
P
E
C
T
I
O
N
0 0 0 0 35101 35101
I
N
S
P
E
C
T
I
O
N
0 0 0 0 35101 35101
10416 19518 10555 14439 36234 91162
I
N
S
P
E
C
T
I
O
N
10416 19518 10555 14439 36234 91162
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
493242 345576 0 0 0 838818
I
N
S
P
E
C
T
I
O
N
493242 345576 0 0 0 838818
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
12933 0 0 0 0 12933
I
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P
E
C
T
I
O
N
12933 0 0 0 0 12933
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
0 0 4533 0 0 4533
I
N
S
P
E
C
T
I
O
N
0 0 4533 0 0 4533
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
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S
P
E
C
T
I
O
N
0 0 0 12200 0 12200
I
N
S
P
E
C
T
I
O
N
0 0 0 12200 0 12200
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
750439 1622304 1309412 1115715 1273928 6071798
I
N
S
P
E
C
T
I
O
N
750439 1622304 1309412 1115715 1273928 6071798
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
32073150 43816970 53930632 48285556 51700877 229807585
I
N
S
P
E
C
T
I
O
N
32073150 43816970 53930632 48285556 51700877 229807585
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
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P
E
C
T
I
O
N
I
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P
E
C
T
I
O
N
I
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P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
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P
E
C
T
I
O
N
9036926 6954908 7312259 5198785 5732732 34235610
I
N
S
P
E
C
T
I
O
N
9036926 6954908 7312259 5198785 5732732 34235610
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
2585077 1841366 2050000 1400000 1580000 9456443
I
N
S
P
E
C
T
I
O
N
2585077 1841366 2050000 1400000 1580000 9456443
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
6451849 5113542 5262259 3798785 4152732 24779167
I
N
S
P
E
C
T
I
O
N
6451849 5113542 5262259 3798785 4152732 24779167
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
Company documents
I
N
S
P
E
C
T
I
O
N
Company documents
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
2009-10 2010-11 2011-12 2012-13 2013-14 Total
C
O
P
Y
2009-10 2010-11 2011-12 2012-13 2013-14 Total
C
O
P
Y
C
O
P
Y
C
O
P
Y
40736087 44892433 56945149 51554200 47472282 241600151
C
O
P
Y
40736087 44892433 56945149 51554200 47472282 241600151
C
O
P
Y
C
O
P
Y
C
O
P
Y
283279 350559 578162 1530141 1009899 3752040
C
O
P
Y
283279 350559 578162 1530141 1009899 3752040
C
O
P
Y
C
O
P
Y
C
O
P
Y
Closing Stock 90710 1529290 3720000 400000 8951428 14691428
C
O
P
Y
Closing Stock 90710 1529290 3720000 400000 8951428 14691428
C
O
P
Y
C
O
P
Y
Total 41110076 46772282 61243311 53484341 57433609
C
O
P
Y
Total 41110076 46772282 61243311 53484341 57433609 260043619
C
O
P
Y
260043619
C
O
P
Y
C
O
P
Y
C
O
P
Y
C
O
P
Y
0 0 0 0 0 0
C
O
P
Y
0 0 0 0 0 0
C
O
P
Y
C
O
P
Y
C
O
P
Y
0 0 0 0 0 0
C
O
P
Y
0 0 0 0 0 0
C
O
P
Y
C
O
P
Y
C
O
P
Y
27560585 37246439 49396689 42284924 44596750 201085787
C
O
P
Y
27560585 37246439 49396689 42284924 44596750 201085787
C
O
P
Y
C
O
P
Y
C
O
P
Y
2454069 3739074 2440786 3836764 3674417 16145110
C
O
P
Y
2454069 3739074 2440786 3836764 3674417 16145110
C
O
P
Y
C
O
P
Y
791466 844059 768657 1021514 2084447 5510143
C
O
P
Y
791466 844059 768657 1021514 2084447 5510143
C
O
P
Y
C
O
P
Y
0 0 0 0 35101 35101
C
O
P
Y
0 0 0 0 35101 35101
C
O
P
Y
C
O
P
Y
10416 19518 10555 14439 36234 91162
C
O
P
Y
10416 19518 10555 14439 36234 91162
C
O
P
Y
C
O
P
Y

8 of 8 IIMA/OB0221

Exhibit 4: Vision, Mission and Values of Microsign
Vision:-
To provide a state of technically advanced, socially friendly, state of art company, Microsign will
ensure
 Customer Preference
 Society Building
 Profitable Growth
Along with continuous improvement of process, focused on
 Quality
 Research and Development
 Cost Effectiveness
 Team Work
Mission:-
 To think differently, produce innovative ideas and quality products.
 Ensure customer satisfaction.
 Develop training and tools that help people overcome physical, mental, and personal
limitations.
 To identify the enterprise and its people with the society
 To enrich community life and living by encouraging sports, music, fine arts.
 To live up to the aim of “Service Above Self”
Microsign is a nonpolluting S S I Business Unit. Its environment mission is to promote clean and
beautiful environment and healthy and lively society. Its business goals are quality, precision,
reliability and its social goals are 'ABLE THE DISABLED’ and remove personal, physical, and
economic barriers in their social standing.
I
N
S
P
E
C
T
I
O
N
To think differently, produce innovative ideas and quality products.
I
N
S
P
E
C
T
I
O
N
To think differently, produce innovative ideas and quality products.
Develop training and tools that help people overcome physical, mental, and personal
I
N
S
P
E
C
T
I
O
N
Develop training and tools that help people overcome physical, mental, and personal
To identify the enterprise and its people with the society
I
N
S
P
E
C
T
I
O
N
To identify the enterprise and its people with the society
To enrich community life and living by encouraging sports, music, fine arts.
I
N
S
P
E
C
T
I
O
N
To enrich community life and living by encouraging sports, music, fine arts.
To live up to the aim of “Service Above Self”
I
N
S
P
E
C
T
I
O
N
To live up to the aim of “Service Above Self”
I
N
S
P
E
C
T
I
O
N
I
N
S
P
E
C
T
I
O
N
reliability and its social goals are 'ABLE THE
I
N
S
P
E
C
T
I
O
N
reliability and its social goals are 'ABLE THE DISABLED’ and remove personal, physical, and
I
N
S
P
E
C
T
I
O
N
DISABLED’ and remove personal, physical, and
economic barriers in their social standing.
I
N
S
P
E
C
T
I
O
N
economic barriers in their social standing. C
O
P
Y
C
O
P
Y

Microsign organizational culture

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