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Modeling the Critical Success Factors for Sustainable Growth of Mining Industry in India
--Mohit Agrawal, Harshal Shah and A K Digalwar
India has long been recognized as a nation well endowed in natural mineral resources. India is ranked fourth amongst the mineral producer countries, behind China, United States and Russia, on the basis of volume of production, as per the report on mineral production by International Organizing Committee for the World Mining Congress. It is however ranked eighth on the basis of the value of mineral production. Earth is moved by mining activity more than any other human endeavor. The mining sector therefore is one of the most important sectors in India’s economy and contributes about 2% to our GDP. However the contribution of the sector to India’s GDP has been on the decline due to increasing issues of pollution and global warming which lead to the concept of sustainable practices in most of the organizations. Many researchers are of the opinion that mining industries are major contributor to pollution of air, water and land; hence, it is important for the mining industries to develop environmentally conscious practices. This paper presents a detailed study of current mining practices in India and finding of different drivers/enablers to develop sustainable practices in mining industry in India. A Multi-Criteria Decision Making (MCDM) approach has been adopted to prioritize the drivers for sustainable development of mining industry.
© 2017 IUP. All Rights Reserved.
Commonality Amongst Various Lean Manufacturing Techniques:
An Investigation in the Indian Automobile Industry
--Rohit Sharma, Anish Sachdeva and Ajay Gupta
Lean manufacturing techniques are nowadays being utilized by diverse sectors of organizations both in manufacturing as well as service sectors so as to enhance their productivity and make them universally competitive. Interrelationship has been observed amongst the various consequential techniques/tools of lean manufacturing paradigm. It has been established by different researchers that lean manufacturing techniques do have commonality. In this paper, an endeavor has been made to empirically examine the commonality amongst the vital lean manufacturing techniques/tools. It has been observed that lean manufacturing techniques like Value Stream Mapping (VSM), Total Productive Maintenance (TPM), 5S and Supplier Partnership have paramount commonality among them. Moreover, Quality Management System (QMS), Kaizen and seven wastes (7W) reduction technique do additionally have consequential commonality. Furthermore, few other lean manufacturing techniques have been found to have moderate or low commonality. It is suggested that lean manufacturing techniques need to be implemented holistically for felicitous employment of the lean manufacturing paradigm to get optimum benefits of this approach.
© 2017 IUP. All Rights Reserved.
Towards a Value-Based Method
for Risk Assessment
in Supply Chain Operations
--Lingzhe Liu and Hennie Daniels
This paper proposes a risk assessment framework as a research road-map, with the aim of developing a protocol that integrates the risk management requirements from the perspectives of the business and the government. The paper considers the viewpoint of value modeling and interprets the risk management problem as a control problem. Four steps of risk assessment are identified in the framework, forming the risk management cycle.
© 2017 IUP. All Rights Reserved.
Danaher Business System:
Lean Thinking and Strategy
--Debapratim Purkayastha and Tangirala Vijay Kumar
This case is about the lean operating mechanism evolved by the Danaher Corporation (Danaher) called the Danaher Business System (DBS). DBS was a mode of operation wherein the inefficiencies in any process were eliminated by going through multiple iterations of the process. The fine-tuned process was then standardized. Also DBS was not confined to just manufacturing operations but was implemented with equal rigor in all other operations such as product development and sales. The case also describes how some of the Danaher subsidiaries had initially perfected the single-piece flow manufacturing practice with a ‘just-do-it’ mindset and continuous cycles of value stream mapping. It further talks about the importance of Kaizen or continuous improvement events to DBS and the participation in it by employees at all levels at Danaher. Danaher institutionalized DBS throughout the organization with the help of Hoshin Kanri or policy deployment strategy so that the short-term profit goals of the company were not compromised. The case also describes the importance given to and the procedure that Danaher put in place to train all its managers in DBS.
© 2017 IUP. All Rights Reserved.
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