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Welcome to the IUP Journal of Operations Management
ISSN: 0972-6888
A ‘peer reviewed’ journal indexed on Cabell’s Directory,
and also distributed by EBSCO and Proquest Database

Nov'17

Previous Issues

The IUP Journal of Operations Management is a quarterly journal focusing on inventory control, Supply Chain Management, Enterprise Resource Planning (ERP), Just-In-Time (JIT), Total Quality Management (TQM), Business Process Re-engineering, logistics management, six sigma, benchmarking and flexible manufacturing systems.

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Information to Authors
  • Inventory Control
  • Supply Chain Management
  • ERP, JIT, TQM
  • Business Process
  • Re-Engineering
  • Logistics Management
  • Business Process Outsourcing
  • Six Sigma
  • Benchmarking
  • Flexible Manufacturing Systems
Articles
   
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Assessment of Failure Mode Effect Analysis in Manufacturing Unit: A Case Study
Distribution Methods Adopted for Self-Help Group Products: An Empirical Analysis
Implementation of Lean Principles in the Manufacturing of GEIS-2
Role of DMAIC Approach in Manufacturing Unit: A Case Study
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Contents
(Nov 2017)

Assessment of Failure Mode Effect Analysis in Manufacturing Unit: A Case Study

--Jagdeep Singh, Harwinder Singh, Surjit Kumar Gandhi and Yadwinder Singh Chhibber

Failure Mode Effect Analysis (FMEA) is a methodology in product development and operations management for analysis of potential failure modes within a system for classification as per the severity and likelihood of the failures. It is an inseparable part of risk management and it supports continuous improvement. The present study makes an attempt to check the importance of FMEA in a manufacturing industry. Various potential failure modes in an industry were analyzed using FMEA. Risk priority number has been calculated before and after making changes. It was found that there is a significant increase in the production rate by about 42.08%, which in turn increased the overall quality level and employees’ satisfaction level. Thus, FMEA implementation brings significant improvement in production.

Distribution Methods Adopted for Self-Help Group Products: An Empirical Analysis

--T Siddhartha, T Nambirajan and C Ganeshkumar

The objective of this study is to examine the various distribution methods adopted for the Self-Help Group (SHG) products in the Union Territory of Puducherry. The research variables were identified from the literature review relating to distribution methods of SHGs. Primary data was collected from a random sample of 251 SHGs through survey method using a well-structured questionnaire. The data was analyzed using statistical techniques like simple mean, chi-square and correspondence analysis. The results reveal that majority of SHGs deliver finished goods to customers on foot and bus, and the distribution channel adopted by majority of the groups in selling their products is through direct sales. Further, no significant association was found between distribution channel and sales promotion expenditure of the SHGs.

Implementation of Lean Principles in the Manufacturing of GEIS-2

--Amit U Bilagi and S A Vasanthakumara

This paper draws on the core idea of lean production of eliminating wastes, while incorporating the major lean principle ‘pull system’ in the Rapsri Engineering Products Company (REPCO) Limited, Harohalli Industrial Area, Ramanagar District, Karnataka. The aim of this project is to increase the productivity in order to maximize the financial profits in the manufacturing of a product named GEIS-2, which has a wide domestic as well as international market. In order to achieve this objective, the lean principles are applied to reduce the waste and to create continuous flow of production. For the purpose of analysis, step-by-step procedure of implementing lean techniques is used. The value-added activities and non-value activities have been analyzed, time study has been done on all the operations. The analyzed data are placed in value stream mapping to get the overall results of efficiency and effectiveness.

Role of DMAIC Approach in Manufacturing Unit: A Case Study

--Jagdeep Singh, Harwinder Singh and Rajinder Pal Singh Pandher

Six Sigma is a management approach focusing on reducing waste by making small changes in the manufacturing system processes. The small manufacturing unit considered in this study was suffering from high rejection and low production rate. The main objective of the study is to reduce rejection rate and improve the quality by using DMAIC (Define, Measure, Analyze, Improve, and Control) cycle. The production pieces saved in five weeks after implementing DMAIC is 38.07% in pitting, 35.80% in total length undersize, 36.15% in un-filling, 45.93% in flash and 69.46% in bend defects. After implementation of DMAIC in forging process the rejection rate reduced to 1.88%.

 

 

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Automated Teller Machines (ATMs): The Changing Face of Banking in India

Bank Management
Information and communication technology has changed the way in which banks provide services to its customers. These days the customers are able to perform their routine banking transactions without even entering the bank premises. ATM is one such development in recent years, which provides remote banking services all over the world, including India. This paper analyzes the development of this self-service banking in India based on the secondary data.

The Information and Communication Technology (ICT) is playing a very important role in the progress and advancement in almost all walks of life. The deregulated environment has provided an opportunity to restructure the means and methods of delivery of services in many areas, including the banking sector. The ICT has been a focused issue in the past two decades in Indian banking. In fact, ICTs are enabling the banks to change the way in which they are functioning. Improved customer service has become very important for the very survival and growth of banking sector in the reforms era. The technological advancements, deregulations, and intense competition due to the entry of private sector and foreign banks have altered the face of banking from one of mere intermediation to one of provider of quick, efficient and customer-friendly services. With the introduction and adoption of ICT in the banking sector, the customers are fast moving away from the traditional branch banking system to the convenient and comfort of virtual banking. The most important virtual banking services are phone banking, mobile banking, Internet banking and ATM banking. These electronic channels have enhanced the delivery of banking services accurately and efficiently to the customers. The ATMs are an important part of a bank’s alternative channel to reach the customers, to showcase products and services and to create brand awareness. This is reflected in the increase in the number of ATMs all over the world. ATM is one of the most widely used remote banking services all over the world, including India. This paper analyzes the growth of ATMs of different bank groups in India.
International Scenario

If ATMs are largely available over geographically dispersed areas, the benefit from using an ATM will increase as customers will be able to access their bank accounts from any geographic location. This would imply that the value of an ATM network increases with the number of available ATM locations, and the value of a bank network to a customer will be determined in part by the final network size of the banking system. The statistical information on the growth of branches and ATM network in select countries.

Indian Scenario

The financial services industry in India has witnessed a phenomenal growth, diversification and specialization since the initiation of financial sector reforms in 1991. Greater customer orientation is the only way to retain customer loyalty and withstand competition in the liberalized world. In a market-driven strategy of development, customer preference is of paramount importance in any economy. Gone are the days when customers used to come to the doorsteps of banks. Now the banks are required to chase the customers; only those banks which are customercentric and extremely focused on the needs of their clients can succeed in their business today.

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