Proposed this paper is a standardized shop floor control (SFC) model which has been developed to control and enhance processes improvement in both Small and Medium Enterprises (SMEs) and multinationals based in
Morocco.The key contribution of this paper is a framework, “Lean Shop Floor Control System” (LSFCS), which responds efficiently to many common Lean Manufacturing (LM), Lean Leadership and SFC requirements by regrouping four main dimensions that are standardization, visual management, daily audits, and kaizen.
Companies’ perception toward manufacturing execution systems IJECEIAES
The use of information systems in manufacturing sector is very crucial to reach a high level of operational excellence and improve companies’ competitiveness. The use of such systems will definitely increase in the upcoming years, considering the digitalization strategies. Manufacturing execution systems gained a lot of attention in recent years due to showcased benefits in production management operations. Companies that adopted such systems witnessed an increase in process efficiency and enhancements with regards to cost savings and products quality. This paper seeks to analyze what makes the usage of manufacturing execution systems successful among manufacturing companies. We analyzed how the integration capabilities of such systems with other business applications and the company profile impact their usage and consequently the perceived benefits. A case study was conducted with 51 manufacturing companies and data were analyzed using partial least square structural equation modeling technique. The results confirmed the positive and significant impact of the company profile and solution integration capabilities on system usage. In addition, a ranking of solution modules importance for companies was also provided.
Operation management, toyota production systemOmar Hamdan
The success of Toyota Motor Company is due to the unique reduction systems that focus on continuous improvement and just in time management. Toyota has created a decentralised structure that encourages employee participation and team working. Toyota incorporated concepts just as supply chain management and inventory management to create high quality automobiles and gain a competitive edge in the highly competitive global automobile market. Toyota’s success and its lean manufacturing philosophy have been widely studied. The Toyota manufacturing system is centred on achieving a high level of productivity. The company has a unique approach to problem solving and it continuously trains its employees.
Lean systems in services industry miba-ahmed m adelAhmed Adel
Lean Systems is described as a managerial philosophy which enhances the value perceived by the customers, by adding product and/or service features and by continuously removing non value added activities (i.e. wastes), which are concealed in any kind of process.
To reduce waste, the lean manufacturing is capitalizing on various tools at its disposal including regular process review.
In particular the five Lean principles proposed , these 5 principles are Define Value, Value stream, Flow, Pull and perfection.
IMPORTANCE OF SUPPLY CHAIN INTEGRATION IN AUTO INDUSTRYIAEME Publication
The Auto Industry plays an significant role in the Indian Economy. The current
challenges in manufacturing of Automobile involves the role of Supply Chain
Management. The effectiveness of the function could be enhanced by the Integration
of SCM especially in Auto industry wherein the research is undertaken. The detailed
description of the process, The study deals with integration is given an approach of
explanatory design and questionnaire are used as an instrument to capture the main
data furthermore the study also uses descriptive statistics with the help of SPSS for
quantitative data analysis. To link the dependant and independent variables, a
conceptual framework is developed, to stress the needs and importance of integration
of SCM. The study reveals the importance of supplies innovatives
Companies’ perception toward manufacturing execution systems IJECEIAES
The use of information systems in manufacturing sector is very crucial to reach a high level of operational excellence and improve companies’ competitiveness. The use of such systems will definitely increase in the upcoming years, considering the digitalization strategies. Manufacturing execution systems gained a lot of attention in recent years due to showcased benefits in production management operations. Companies that adopted such systems witnessed an increase in process efficiency and enhancements with regards to cost savings and products quality. This paper seeks to analyze what makes the usage of manufacturing execution systems successful among manufacturing companies. We analyzed how the integration capabilities of such systems with other business applications and the company profile impact their usage and consequently the perceived benefits. A case study was conducted with 51 manufacturing companies and data were analyzed using partial least square structural equation modeling technique. The results confirmed the positive and significant impact of the company profile and solution integration capabilities on system usage. In addition, a ranking of solution modules importance for companies was also provided.
Operation management, toyota production systemOmar Hamdan
The success of Toyota Motor Company is due to the unique reduction systems that focus on continuous improvement and just in time management. Toyota has created a decentralised structure that encourages employee participation and team working. Toyota incorporated concepts just as supply chain management and inventory management to create high quality automobiles and gain a competitive edge in the highly competitive global automobile market. Toyota’s success and its lean manufacturing philosophy have been widely studied. The Toyota manufacturing system is centred on achieving a high level of productivity. The company has a unique approach to problem solving and it continuously trains its employees.
Lean systems in services industry miba-ahmed m adelAhmed Adel
Lean Systems is described as a managerial philosophy which enhances the value perceived by the customers, by adding product and/or service features and by continuously removing non value added activities (i.e. wastes), which are concealed in any kind of process.
To reduce waste, the lean manufacturing is capitalizing on various tools at its disposal including regular process review.
In particular the five Lean principles proposed , these 5 principles are Define Value, Value stream, Flow, Pull and perfection.
IMPORTANCE OF SUPPLY CHAIN INTEGRATION IN AUTO INDUSTRYIAEME Publication
The Auto Industry plays an significant role in the Indian Economy. The current
challenges in manufacturing of Automobile involves the role of Supply Chain
Management. The effectiveness of the function could be enhanced by the Integration
of SCM especially in Auto industry wherein the research is undertaken. The detailed
description of the process, The study deals with integration is given an approach of
explanatory design and questionnaire are used as an instrument to capture the main
data furthermore the study also uses descriptive statistics with the help of SPSS for
quantitative data analysis. To link the dependant and independent variables, a
conceptual framework is developed, to stress the needs and importance of integration
of SCM. The study reveals the importance of supplies innovatives
A Review on Implementation of TPM in Manufacturing IndustryIJMER
Abstract: The intent of the study is to appraise the challenges faced by manufacturing industries to implement Total Productive Maintenance (TPM). The scheme of this research is to critically analyze the factors influencing TPM implementation in manufacturing organizations, and to formulate comprehensive strategy for overcoming impediments to successful TPM implementation . The introduction of several philosophies such as Corrective Maintenance (CM), Preventive Maintenance (PM) or Total Productive Maintenance (TPM) have allowed extra solutions to a process planning problem faced by company in comparison to the conventional fire-fighting syndrome.
This main purpose of this study was to focus on developing a framework of maintenance strategy
TPM initiatives to confront exponential global challenges.
INFORMATION MODELING AND KNOWLEDGE MANAGEMENT APPROACH TO RECONFIGURING MANUF...ijait
This research aims to gain a detailed understanding of data producers, data consumers and format/flow of the data within automotive industry for defining and using Bill of Process (BoP) for engine assembly lines. The focus remained on the real industrial challenge of rapid constraint evaluation for designing
and/or reconfiguration of Powertrain assembly lines to cater for a new/changed product. A methodology is developed to facilitate Ford Company to quickly model and re-configure new/changed assembly line for building new/changed engine. This is made possible with the help of modular approach and
developing relationships among products, processes and resources. The data and information of the PPR is made available to all the stake holders of the organisation independent of the platform or specific application being used at the department/facility.
A Review on Implementation of TPM in Manufacturing IndustryIJMER
Abstract: The intent of the study is to appraise the challenges faced by manufacturing industries to implement Total Productive Maintenance (TPM). The scheme of this research is to critically analyze the factors influencing TPM implementation in manufacturing organizations, and to formulate comprehensive strategy for overcoming impediments to successful TPM implementation . The introduction of several philosophies such as Corrective Maintenance (CM), Preventive Maintenance (PM) or Total Productive Maintenance (TPM) have allowed extra solutions to a process planning problem faced by company in comparison to the conventional fire-fighting syndrome.
This main purpose of this study was to focus on developing a framework of maintenance strategy
TPM initiatives to confront exponential global challenges.
INFORMATION MODELING AND KNOWLEDGE MANAGEMENT APPROACH TO RECONFIGURING MANUF...ijait
This research aims to gain a detailed understanding of data producers, data consumers and format/flow of the data within automotive industry for defining and using Bill of Process (BoP) for engine assembly lines. The focus remained on the real industrial challenge of rapid constraint evaluation for designing
and/or reconfiguration of Powertrain assembly lines to cater for a new/changed product. A methodology is developed to facilitate Ford Company to quickly model and re-configure new/changed assembly line for building new/changed engine. This is made possible with the help of modular approach and
developing relationships among products, processes and resources. The data and information of the PPR is made available to all the stake holders of the organisation independent of the platform or specific application being used at the department/facility.
Best Manufacturing practice adoptions by Indian IndustriesIJERA Editor
The purpose of this study is to develop a new model to provide guidance and support for Indian manufacturing companies who aim to reach at global level standards both in maintenance and manufacturing processes through continual improvement. Based on this study, a strategic model was developed through conceptual integration of popular process improvement strategies, which are based on ISO, TQM, TPM , Lean Production, six-sigma & TPM. An attempt was made to analyze and address some major limitations of existing models to pave the way of achieving manufacturing excellence
Management Control in Contemporary Organization: Opportunities, Challenges an...Dr. Amarjeet Singh
This paper deals with management control as an
important instrument for managing performances in modern
organizations. The paper indicates to the circumstances in
which classical theory of management control was created,
and describes its process of functioning, with the specifics in
large organizations. The aim is to point to some open questions
and directions of further development of the management
control, as well as to at least partially fill the gap that exists in
the domestic literature. The conclusion is that the existing
management control framework remains still valid. Open
questions can be best resolved within the concept that observes
this matter as a "package" of different control systems, not
just those that are oriented to accounting-based performance
measures.
Adopting the Right Software Test Maturity Assessment ModelCognizant
A brief guide to software test maturity assesment models, weighing pros and cons of the TMMi Foundation certification approach vs. advisory assessment models.
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The papers for publication in The International Journal of Engineering& Science are selected through rigorous peer reviews to ensure originality, timeliness, relevance, and readability.
BUSINESS RULE MANAGEMENT FRAMEWORK FOR ENTERPRISE WEB SERVICES ijwscjournal
Making a business rule extraction more dynamic is an open issue, and we think it is feasible if we decompose the business process structure in a set of rules, each of them representing a transition of the business process. As a consequence the business process engine can be realized by reusing and integrating an existing Rule Engine. We are proposing a way for extracting the business rules and then to modify it at the runtime. Business rules specifies the constraints that affect the behaviors and also specifies the derivation of conditions that affect the execution flow. The rules can be extracted from use
cases, specifications or system code. But since not many enterprises capture their business rules in a structured, explicit form like documents or implicit software codes, they need to be identified first, before being captured and managed. These rules change more often than the processes themselves, but changing and managing business rules is a complex task beyond the abilities of most business analysts. The capturing process focuses on the identification of the potential business rules sources. As business logic requirements change, business analysts can update the business logic without enlisting the aid of the IT staff. The new logic is immediately available to all client applications. In current trend the rules are modified or changed in the static time phase. But this paper provides to change the rules at the run time. Here the rules are extracted from the services and can be a changed dynamically. The existing
rules are modified and attached to source code without hindering service to the end user which can be achieved with source control systems. When the rules are revised, it provides a path in budding new business logic. This new business logic can be adopted for the efficient software development.
BUSINESS RULE MANAGEMENT FRAMEWORK FOR ENTERPRISE WEB SERVICESijwscjournal
Making a business rule extraction more dynamic is an open issue, and we think it is feasible if we decompose the business process structure in a set of rules, each of them representing a transition of the business process. As a consequence the business process engine can be realized by reusing and integrating an existing Rule Engine. We are proposing a way for extracting the business rules and then to modify it at the runtime. Business rules specifies the constraints that affect the behaviors and also specifies the derivation of conditions that affect the execution flow. The rules can be extracted from use cases, specifications or system code. But since not many enterprises capture their business rules in a structured, explicit form like documents or implicit software codes, they need to be identified first, before being captured and managed. These rules change more often than the processes themselves, but changing and managing business rules is a complex task beyond the abilities of most business analysts. The capturing process focuses on the identification of the potential business rules sources. As business logic requirements change, business analysts can update the business logic without enlisting the aid of the IT staff. The new logic is immediately available to all client applications. In current trend the rules are modified or changed in the static time phase. But this paper provides to change the rules at the run time. Here the rules are extracted from the services and can be a changed dynamically. The existing rules are modified and attached to source code without hindering service to the end user which can be achieved with source control systems. When the rules are revised, it provides a path in budding new business logic. This new business logic can be adopted for the efficient software development.
BUSINESS RULE MANAGEMENT FRAMEWORK FOR ENTERPRISE WEB SERVICESijwscjournal
Making a business rule extraction more dynamic is an open issue, and we think it is feasible if
we decompose the business process structure in a set of rules, each of them representing a transition of
the business process. As a consequence the business process engine can be realized by reusing and
integrating an existing Rule Engine. We are proposing a way for extracting the business rules and then
to modify it at the runtime. Business rules specifies the constraints that affect the behaviors and also
specifies the derivation of conditions that affect the execution flow
BUSINESS RULE MANAGEMENT FRAMEWORK FOR ENTERPRISE WEB SERVICESijwscjournal
Making a business rule extraction more dynamic is an open issue, and we think it is feasible if we decompose the business process structure in a set of rules, each of them representing a transition of the business process. As a consequence the business process engine can be realized by reusing and integrating an existing Rule Engine. We are proposing a way for extracting the business rules and then to modify it at the runtime. Business rules specifies the constraints that affect the behaviors and also specifies the derivation of conditions that affect the execution flow. The rules can be extracted from use cases, specifications or system code. But since not many enterprises capture their business rules in a structured, explicit form like documents or implicit software codes, they need to be identified first, before being captured and managed. These rules change more often than the processes themselves, but changing and managing business rules is a complex task beyond the abilities of most business analysts. The capturing process focuses on the identification of the potential business rules sources. As business logic requirements change, business analysts can update the business logic without enlisting the aid of the IT staff. The new logic is immediately available to all client applications. In current trend the rules are modified or changed in the static time phase. But this paper provides to change the rules at the run time. Here the rules are extracted from the services and can be a changed dynamically. The existing rules are modified and attached to source code without hindering service to the end user which can be achieved with source control systems. When the rules are revised, it provides a path in budding new business logic. This new business logic can be adopted for the efficient software development.
Submission Deadline: 30th September 2022
Acceptance Notification: Within Three Days’ time period
Online Publication: Within 24 Hrs. time Period
Expected Date of Dispatch of Printed Journal: 5th October 2022
MODELING AND ANALYSIS OF SURFACE ROUGHNESS AND WHITE LATER THICKNESS IN WIRE-...IAEME Publication
White layer thickness (WLT) formed and surface roughness in wire electric discharge turning (WEDT) of tungsten carbide composite has been made to model through response surface methodology (RSM). A Taguchi’s standard Design of experiments involving five input variables with three levels has been employed to establish a mathematical model between input parameters and responses. Percentage of cobalt content, spindle speed, Pulse on-time, wire feed and pulse off-time were changed during the experimental tests based on the Taguchi’s orthogonal array L27 (3^13). Analysis of variance (ANOVA) revealed that the mathematical models obtained can adequately describe performance within the parameters of the factors considered. There was a good agreement between the experimental and predicted values in this study.
A STUDY ON THE REASONS FOR TRANSGENDER TO BECOME ENTREPRENEURSIAEME Publication
The study explores the reasons for a transgender to become entrepreneurs. In this study transgender entrepreneur was taken as independent variable and reasons to become as dependent variable. Data were collected through a structured questionnaire containing a five point Likert Scale. The study examined the data of 30 transgender entrepreneurs in Salem Municipal Corporation of Tamil Nadu State, India. Simple Random sampling technique was used. Garrett Ranking Technique (Percentile Position, Mean Scores) was used as the analysis for the present study to identify the top 13 stimulus factors for establishment of trans entrepreneurial venture. Economic advancement of a nation is governed upon the upshot of a resolute entrepreneurial doings. The conception of entrepreneurship has stretched and materialized to the socially deflated uncharted sections of transgender community. Presently transgenders have smashed their stereotypes and are making recent headlines of achievements in various fields of our Indian society. The trans-community is gradually being observed in a new light and has been trying to achieve prospective growth in entrepreneurship. The findings of the research revealed that the optimistic changes are taking place to change affirmative societal outlook of the transgender for entrepreneurial ventureship. It also laid emphasis on other transgenders to renovate their traditional living. The paper also highlights that legislators, supervisory body should endorse an impartial canons and reforms in Tamil Nadu Transgender Welfare Board Association.
BROAD UNEXPOSED SKILLS OF TRANSGENDER ENTREPRENEURSIAEME Publication
Since ages gender difference is always a debatable theme whether caused by nature, evolution or environment. The birth of a transgender is dreadful not only for the child but also for their parents. The pain of living in the wrong physique and treated as second class victimized citizen is outrageous and fully harboured with vicious baseless negative scruples. For so long, social exclusion had perpetuated inequality and deprivation experiencing ingrained malign stigma and besieged victims of crime or violence across their life spans. They are pushed into the murky way of life with a source of eternal disgust, bereft sexual potency and perennial fear. Although they are highly visible but very little is known about them. The common public needs to comprehend the ravaged arrogance on these insensitive souls and assist in integrating them into the mainstream by offering equal opportunity, treat with humanity and respect their dignity. Entrepreneurship in the current age is endorsing the gender fairness movement. Unstable careers and economic inadequacy had inclined one of the gender variant people called Transgender to become entrepreneurs. These tiny budding entrepreneurs resulted in economic transition by means of employment, free from the clutches of stereotype jobs, raised standard of living and handful of financial empowerment. Besides all these inhibitions, they were able to witness a platform for skill set development that ignited them to enter into entrepreneurial domain. This paper epitomizes skill sets involved in trans-entrepreneurs of Thoothukudi Municipal Corporation of Tamil Nadu State and is a groundbreaking determination to sightsee various skills incorporated and the impact on entrepreneurship.
DETERMINANTS AFFECTING THE USER'S INTENTION TO USE MOBILE BANKING APPLICATIONSIAEME Publication
The banking and financial services industries are experiencing increased technology penetration. Among them, the banking industry has made technological advancements to better serve the general populace. The economy focused on transforming the banking sector's system into a cashless, paperless, and faceless one. The researcher wants to evaluate the user's intention for utilising a mobile banking application. The study also examines the variables affecting the user's behaviour intention when selecting specific applications for financial transactions. The researcher employed a well-structured questionnaire and a descriptive study methodology to gather the respondents' primary data utilising the snowball sampling technique. The study includes variables like performance expectations, effort expectations, social impact, enabling circumstances, and perceived risk. Each of the aforementioned variables has a major impact on how users utilise mobile banking applications. The outcome will assist the service provider in comprehending the user's history with mobile banking applications.
ANALYSE THE USER PREDILECTION ON GPAY AND PHONEPE FOR DIGITAL TRANSACTIONSIAEME Publication
Technology upgradation in banking sector took the economy to view that payment mode towards online transactions using mobile applications. This system enabled connectivity between banks, Merchant and user in a convenient mode. there are various applications used for online transactions such as Google pay, Paytm, freecharge, mobikiwi, oxygen, phonepe and so on and it also includes mobile banking applications. The study aimed at evaluating the predilection of the user in adopting digital transaction. The study is descriptive in nature. The researcher used random sample techniques to collect the data. The findings reveal that mobile applications differ with the quality of service rendered by Gpay and Phonepe. The researcher suggest the Phonepe application should focus on implementing the application should be user friendly interface and Gpay on motivating the users to feel the importance of request for money and modes of payments in the application.
VOICE BASED ATM FOR VISUALLY IMPAIRED USING ARDUINOIAEME Publication
The prototype of a voice-based ATM for visually impaired using Arduino is to help people who are blind. This uses RFID cards which contain users fingerprint encrypted on it and interacts with the users through voice commands. ATM operates when sensor detects the presence of one person in the cabin. After scanning the RFID card, it will ask to select the mode like –normal or blind. User can select the respective mode through voice input, if blind mode is selected the balance check or cash withdraw can be done through voice input. Normal mode procedure is same as the existing ATM.
IMPACT OF EMOTIONAL INTELLIGENCE ON HUMAN RESOURCE MANAGEMENT PRACTICES AMONG...IAEME Publication
There is increasing acceptability of emotional intelligence as a major factor in personality assessment and effective human resource management. Emotional intelligence as the ability to build capacity, empathize, co-operate, motivate and develop others cannot be divorced from both effective performance and human resource management systems. The human person is crucial in defining organizational leadership and fortunes in terms of challenges and opportunities and walking across both multinational and bilateral relationships. The growing complexity of the business world requires a great deal of self-confidence, integrity, communication, conflict and diversity management to keep the global enterprise within the paths of productivity and sustainability. Using the exploratory research design and 255 participants the result of this original study indicates strong positive correlation between emotional intelligence and effective human resource management. The paper offers suggestions on further studies between emotional intelligence and human capital development and recommends for conflict management as an integral part of effective human resource management.
VISUALISING AGING PARENTS & THEIR CLOSE CARERS LIFE JOURNEY IN AGING ECONOMYIAEME Publication
Our life journey, in general, is closely defined by the way we understand the meaning of why we coexist and deal with its challenges. As we develop the "inspiration economy", we could say that nearly all of the challenges we have faced are opportunities that help us to discover the rest of our journey. In this note paper, we explore how being faced with the opportunity of being a close carer for an aging parent with dementia brought intangible discoveries that changed our insight of the meaning of the rest of our life journey.
A STUDY ON THE IMPACT OF ORGANIZATIONAL CULTURE ON THE EFFECTIVENESS OF PERFO...IAEME Publication
The main objective of this study is to analyze the impact of aspects of Organizational Culture on the Effectiveness of the Performance Management System (PMS) in the Health Care Organization at Thanjavur. Organizational Culture and PMS play a crucial role in present-day organizations in achieving their objectives. PMS needs employees’ cooperation to achieve its intended objectives. Employees' cooperation depends upon the organization’s culture. The present study uses exploratory research to examine the relationship between the Organization's culture and the Effectiveness of the Performance Management System. The study uses a Structured Questionnaire to collect the primary data. For this study, Thirty-six non-clinical employees were selected from twelve randomly selected Health Care organizations at Thanjavur. Thirty-two fully completed questionnaires were received.
Living in 21st century in itself reminds all of us the necessity of police and its administration. As more and more we are entering into the modern society and culture, the more we require the services of the so called ‘Khaki Worthy’ men i.e., the police personnel. Whether we talk of Indian police or the other nation’s police, they all have the same recognition as they have in India. But as already mentioned, their services and requirements are different after the like 26th November, 2008 incidents, where they without saving their own lives has sacrificed themselves without any hitch and without caring about their respective family members and wards. In other words, they are like our heroes and mentors who can guide us from the darkness of fear, militancy, corruption and other dark sides of life and so on. Now the question arises, if Gandhi would have been alive today, what would have been his reaction/opinion to the police and its functioning? Would he have some thing different in his mind now what he had been in his mind before the partition or would he be going to start some Satyagraha in the form of some improvement in the functioning of the police administration? Really these questions or rather night mares can come to any one’s mind, when there is too much confusion is prevailing in our minds, when there is too much corruption in the society and when the polices working is also in the questioning because of one or the other case throughout the India. It is matter of great concern that we have to thing over our administration and our practical approach because the police personals are also like us, they are part and parcel of our society and among one of us, so why we all are pin pointing towards them.
A STUDY ON TALENT MANAGEMENT AND ITS IMPACT ON EMPLOYEE RETENTION IN SELECTED...IAEME Publication
The goal of this study was to see how talent management affected employee retention in the selected IT organizations in Chennai. The fundamental issue was the difficulty to attract, hire, and retain talented personnel who perform well and the gap between supply and demand of talent acquisition and retaining them within the firms. The study's main goals were to determine the impact of talent management on employee retention in IT companies in Chennai, investigate talent management strategies that IT companies could use to improve talent acquisition, performance management, career planning and formulate retention strategies that the IT firms could use. The respondents were given a structured close-ended questionnaire with the 5 Point Likert Scale as part of the study's quantitative research design. The target population consisted of 289 IT professionals. The questionnaires were distributed and collected by the researcher directly. The Statistical Package for Social Sciences (SPSS) was used to collect and analyse the questionnaire responses. Hypotheses that were formulated for the various areas of the study were tested using a variety of statistical tests. The key findings of the study suggested that talent management had an impact on employee retention. The studies also found that there is a clear link between the implementation of talent management and retention measures. Management should provide enough training and development for employees, clarify job responsibilities, provide adequate remuneration packages, and recognise employees for exceptional performance.
ATTRITION IN THE IT INDUSTRY DURING COVID-19 PANDEMIC: LINKING EMOTIONAL INTE...IAEME Publication
Globally, Millions of dollars were spent by the organizations for employing skilled Information Technology (IT) professionals. It is costly to replace unskilled employees with IT professionals possessing technical skills and competencies that aid in interconnecting the business processes. The organization’s employment tactics were forced to alter by globalization along with technological innovations as they consistently diminish to remain lean, outsource to concentrate on core competencies along with restructuring/reallocate personnel to gather efficiency. As other jobs, organizations or professions have become reasonably more appropriate in a shifting employment landscape, the above alterations trigger both involuntary as well as voluntary turnover. The employee view on jobs is also afflicted by the COVID-19 pandemic along with the employee-driven labour market. So, having effective strategies is necessary to tackle the withdrawal rate of employees. By associating Emotional Intelligence (EI) along with Talent Management (TM) in the IT industry, the rise in attrition rate was analyzed in this study. Only 303 respondents were collected out of 350 participants to whom questionnaires were distributed. From the employees of IT organizations located in Bangalore (India), the data were congregated. A simple random sampling methodology was employed to congregate data as of the respondents. Generating the hypothesis along with testing is eventuated. The effect of EI and TM along with regression analysis between TM and EI was analyzed. The outcomes indicated that employee and Organizational Performance (OP) were elevated by effective EI along with TM.
INFLUENCE OF TALENT MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE A STUD...IAEME Publication
By implementing talent management strategy, organizations would have the option to retain their skilled professionals while additionally working on their overall performance. It is the course of appropriately utilizing the ideal individuals, setting them up for future top positions, exploring and dealing with their performance, and holding them back from leaving the organization. It is employee performance that determines the success of every organization. The firm quickly obtains an upper hand over its rivals in the event that its employees having particular skills that cannot be duplicated by the competitors. Thus, firms are centred on creating successful talent management practices and processes to deal with the unique human resources. Firms are additionally endeavouring to keep their top/key staff since on the off chance that they leave; the whole store of information leaves the firm's hands. The study's objective was to determine the impact of talent management on organizational performance among the selected IT organizations in Chennai. The study recommends that talent management limitedly affects performance. On the off chance that this talent is appropriately management and implemented properly, organizations might benefit as much as possible from their maintained assets to support development and productivity, both monetarily and non-monetarily.
A STUDY OF VARIOUS TYPES OF LOANS OF SELECTED PUBLIC AND PRIVATE SECTOR BANKS...IAEME Publication
Banking regulations act of India, 1949 defines banking as “acceptance of deposits for the purpose of lending or investment from the public, repayment on demand or otherwise and withdrawable through cheques, drafts order or otherwise”, the major participants of the Indian financial system are commercial banks, the financial institution encompassing term lending institutions. Investments institutions, specialized financial institution and the state level development banks, non banking financial companies (NBFC) and other market intermediaries such has the stock brokers and money lenders are among the oldest of the certain variants of NBFC and the oldest market participants. The asset quality of banks is one of the most important indicators of their financial health. The Indian banking sector has been facing severe problems of increasing Non- Performing Assets (NPAs). The NPAs growth directly and indirectly affects the quality of assets and profitability of banks. It also shows the efficiency of banks credit risk management and the recovery effectiveness. NPA do not generate any income, whereas, the bank is required to make provisions for such as assets that why is a double edge weapon. This paper outlines the concept of quality of bank loans of different types like Housing, Agriculture and MSME loans in state Haryana of selected public and private sector banks. This study is highlighting problems associated with the role of commercial bank in financing Small and Medium Scale Enterprises (SME). The overall objective of the research was to assess the effect of the financing provisions existing for the setting up and operations of MSMEs in the country and to generate recommendations for more robust financing mechanisms for successful operation of the MSMEs, in turn understanding the impact of MSME loans on financial institutions due to NPA. There are many research conducted on the topic of Non- Performing Assets (NPA) Management, concerning particular bank, comparative study of public and private banks etc. In this paper the researcher is considering the aggregate data of selected public sector and private sector banks and attempts to compare the NPA of Housing, Agriculture and MSME loans in state Haryana of public and private sector banks. The tools used in the study are average and Anova test and variance. The findings reveal that NPA is common problem for both public and private sector banks and is associated with all types of loans either that is housing loans, agriculture loans and loans to SMES. NPAs of both public and private sector banks show the increasing trend. In 2010-11 GNPA of public and private sector were at same level it was 2% but after 2010-11 it increased in many fold and at present there is GNPA in some more than 15%. It shows the dark area of Indian banking sector.
EXPERIMENTAL STUDY OF MECHANICAL AND TRIBOLOGICAL RELATION OF NYLON/BaSO4 POL...IAEME Publication
An experiment conducted in this study found that BaSO4 changed Nylon 6's mechanical properties. By changing the weight ratios, BaSO4 was used to make Nylon 6. This Researcher looked into how hard Nylon-6/BaSO4 composites are and how well they wear. Experiments were done based on Taguchi design L9. Nylon-6/BaSO4 composites can be tested for their hardness number using a Rockwell hardness testing apparatus. On Nylon/BaSO4, the wear behavior was measured by a wear monitor, pinon-disc friction by varying reinforcement, sliding speed, and sliding distance, and the microstructure of the crack surfaces was observed by SEM. This study provides significant contributions to ultimate strength by increasing BaSO4 content up to 16% in the composites, and sliding speed contributes 72.45% to the wear rate
ROLE OF SOCIAL ENTREPRENEURSHIP IN RURAL DEVELOPMENT OF INDIA - PROBLEMS AND ...IAEME Publication
The majority of the population in India lives in villages. The village is the back bone of the country. Village or rural industries play an important role in the national economy, particularly in the rural development. Developing the rural economy is one of the key indicators towards a country’s success. Whether it be the need to look after the welfare of the farmers or invest in rural infrastructure, Governments have to ensure that rural development isn’t compromised. The economic development of our country largely depends on the progress of rural areas and the standard of living of rural masses. Village or rural industries play an important role in the national economy, particularly in the rural development. Rural entrepreneurship is based on stimulating local entrepreneurial talent and the subsequent growth of indigenous enterprises. It recognizes opportunity in the rural areas and accelerates a unique blend of resources either inside or outside of agriculture. Rural entrepreneurship brings an economic value to the rural sector by creating new methods of production, new markets, new products and generate employment opportunities thereby ensuring continuous rural development. Social Entrepreneurship has the direct and primary objective of serving the society along with the earning profits. So, social entrepreneurship is different from the economic entrepreneurship as its basic objective is not to earn profits but for providing innovative solutions to meet the society needs which are not taken care by majority of the entrepreneurs as they are in the business for profit making as a sole objective. So, the Social Entrepreneurs have the huge growth potential particularly in the developing countries like India where we have huge societal disparities in terms of the financial positions of the population. Still 22 percent of the Indian population is below the poverty line and also there is disparity among the rural & urban population in terms of families living under BPL. 25.7 percent of the rural population & 13.7 percent of the urban population is under BPL which clearly shows the disparity of the poor people in the rural and urban areas. The need to develop social entrepreneurship in agriculture is dictated by a large number of social problems. Such problems include low living standards, unemployment, and social tension. The reasons that led to the emergence of the practice of social entrepreneurship are the above factors. The research problem lays upon disclosing the importance of role of social entrepreneurship in rural development of India. The paper the tendencies of social entrepreneurship in India, to present successful examples of such business for providing recommendations how to improve situation in rural areas in terms of social entrepreneurship development. Indian government has made some steps towards development of social enterprises, social entrepreneurship, and social in- novation, but a lot remains to be improved.
OPTIMAL RECONFIGURATION OF POWER DISTRIBUTION RADIAL NETWORK USING HYBRID MET...IAEME Publication
Distribution system is a critical link between the electric power distributor and the consumers. Most of the distribution networks commonly used by the electric utility is the radial distribution network. However in this type of network, it has technical issues such as enormous power losses which affect the quality of the supply. Nowadays, the introduction of Distributed Generation (DG) units in the system help improve and support the voltage profile of the network as well as the performance of the system components through power loss mitigation. In this study network reconfiguration was done using two meta-heuristic algorithms Particle Swarm Optimization and Gravitational Search Algorithm (PSO-GSA) to enhance power quality and voltage profile in the system when simultaneously applied with the DG units. Backward/Forward Sweep Method was used in the load flow analysis and simulated using the MATLAB program. Five cases were considered in the Reconfiguration based on the contribution of DG units. The proposed method was tested using IEEE 33 bus system. Based on the results, there was a voltage profile improvement in the system from 0.9038 p.u. to 0.9594 p.u.. The integration of DG in the network also reduced power losses from 210.98 kW to 69.3963 kW. Simulated results are drawn to show the performance of each case.
APPLICATION OF FRUGAL APPROACH FOR PRODUCTIVITY IMPROVEMENT - A CASE STUDY OF...IAEME Publication
Manufacturing industries have witnessed an outburst in productivity. For productivity improvement manufacturing industries are taking various initiatives by using lean tools and techniques. However, in different manufacturing industries, frugal approach is applied in product design and services as a tool for improvement. Frugal approach contributed to prove less is more and seems indirectly contributing to improve productivity. Hence, there is need to understand status of frugal approach application in manufacturing industries. All manufacturing industries are trying hard and putting continuous efforts for competitive existence. For productivity improvements, manufacturing industries are coming up with different effective and efficient solutions in manufacturing processes and operations. To overcome current challenges, manufacturing industries have started using frugal approach in product design and services. For this study, methodology adopted with both primary and secondary sources of data. For primary source interview and observation technique is used and for secondary source review has done based on available literatures in website, printed magazines, manual etc. An attempt has made for understanding application of frugal approach with the study of manufacturing industry project. Manufacturing industry selected for this project study is Mahindra and Mahindra Ltd. This paper will help researcher to find the connections between the two concepts productivity improvement and frugal approach. This paper will help to understand significance of frugal approach for productivity improvement in manufacturing industry. This will also help to understand current scenario of frugal approach in manufacturing industry. In manufacturing industries various process are involved to deliver the final product. In the process of converting input in to output through manufacturing process productivity plays very critical role. Hence this study will help to evolve status of frugal approach in productivity improvement programme. The notion of frugal can be viewed as an approach towards productivity improvement in manufacturing industries.
A MULTIPLE – CHANNEL QUEUING MODELS ON FUZZY ENVIRONMENTIAEME Publication
In this paper, we investigated a queuing model of fuzzy environment-based a multiple channel queuing model (M/M/C) ( /FCFS) and study its performance under realistic conditions. It applies a nonagonal fuzzy number to analyse the relevant performance of a multiple channel queuing model (M/M/C) ( /FCFS). Based on the sub interval average ranking method for nonagonal fuzzy number, we convert fuzzy number to crisp one. Numerical results reveal that the efficiency of this method. Intuitively, the fuzzy environment adapts well to a multiple channel queuing models (M/M/C) ( /FCFS) are very well.
Final project report on grocery store management system..pdfKamal Acharya
In today’s fast-changing business environment, it’s extremely important to be able to respond to client needs in the most effective and timely manner. If your customers wish to see your business online and have instant access to your products or services.
Online Grocery Store is an e-commerce website, which retails various grocery products. This project allows viewing various products available enables registered users to purchase desired products instantly using Paytm, UPI payment processor (Instant Pay) and also can place order by using Cash on Delivery (Pay Later) option. This project provides an easy access to Administrators and Managers to view orders placed using Pay Later and Instant Pay options.
In order to develop an e-commerce website, a number of Technologies must be studied and understood. These include multi-tiered architecture, server and client-side scripting techniques, implementation technologies, programming language (such as PHP, HTML, CSS, JavaScript) and MySQL relational databases. This is a project with the objective to develop a basic website where a consumer is provided with a shopping cart website and also to know about the technologies used to develop such a website.
This document will discuss each of the underlying technologies to create and implement an e- commerce website.
6th International Conference on Machine Learning & Applications (CMLA 2024)ClaraZara1
6th International Conference on Machine Learning & Applications (CMLA 2024) will provide an excellent international forum for sharing knowledge and results in theory, methodology and applications of on Machine Learning & Applications.
HEAP SORT ILLUSTRATED WITH HEAPIFY, BUILD HEAP FOR DYNAMIC ARRAYS.
Heap sort is a comparison-based sorting technique based on Binary Heap data structure. It is similar to the selection sort where we first find the minimum element and place the minimum element at the beginning. Repeat the same process for the remaining elements.
Welcome to WIPAC Monthly the magazine brought to you by the LinkedIn Group Water Industry Process Automation & Control.
In this month's edition, along with this month's industry news to celebrate the 13 years since the group was created we have articles including
A case study of the used of Advanced Process Control at the Wastewater Treatment works at Lleida in Spain
A look back on an article on smart wastewater networks in order to see how the industry has measured up in the interim around the adoption of Digital Transformation in the Water Industry.
Hybrid optimization of pumped hydro system and solar- Engr. Abdul-Azeez.pdffxintegritypublishin
Advancements in technology unveil a myriad of electrical and electronic breakthroughs geared towards efficiently harnessing limited resources to meet human energy demands. The optimization of hybrid solar PV panels and pumped hydro energy supply systems plays a pivotal role in utilizing natural resources effectively. This initiative not only benefits humanity but also fosters environmental sustainability. The study investigated the design optimization of these hybrid systems, focusing on understanding solar radiation patterns, identifying geographical influences on solar radiation, formulating a mathematical model for system optimization, and determining the optimal configuration of PV panels and pumped hydro storage. Through a comparative analysis approach and eight weeks of data collection, the study addressed key research questions related to solar radiation patterns and optimal system design. The findings highlighted regions with heightened solar radiation levels, showcasing substantial potential for power generation and emphasizing the system's efficiency. Optimizing system design significantly boosted power generation, promoted renewable energy utilization, and enhanced energy storage capacity. The study underscored the benefits of optimizing hybrid solar PV panels and pumped hydro energy supply systems for sustainable energy usage. Optimizing the design of solar PV panels and pumped hydro energy supply systems as examined across diverse climatic conditions in a developing country, not only enhances power generation but also improves the integration of renewable energy sources and boosts energy storage capacities, particularly beneficial for less economically prosperous regions. Additionally, the study provides valuable insights for advancing energy research in economically viable areas. Recommendations included conducting site-specific assessments, utilizing advanced modeling tools, implementing regular maintenance protocols, and enhancing communication among system components.
CW RADAR, FMCW RADAR, FMCW ALTIMETER, AND THEIR PARAMETERSveerababupersonal22
It consists of cw radar and fmcw radar ,range measurement,if amplifier and fmcw altimeterThe CW radar operates using continuous wave transmission, while the FMCW radar employs frequency-modulated continuous wave technology. Range measurement is a crucial aspect of radar systems, providing information about the distance to a target. The IF amplifier plays a key role in signal processing, amplifying intermediate frequency signals for further analysis. The FMCW altimeter utilizes frequency-modulated continuous wave technology to accurately measure altitude above a reference point.
Saudi Arabia stands as a titan in the global energy landscape, renowned for its abundant oil and gas resources. It's the largest exporter of petroleum and holds some of the world's most significant reserves. Let's delve into the top 10 oil and gas projects shaping Saudi Arabia's energy future in 2024.
We have compiled the most important slides from each speaker's presentation. This year’s compilation, available for free, captures the key insights and contributions shared during the DfMAy 2024 conference.
About
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface.
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• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
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Technical Specifications
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
Key Features
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface
• Compatible with MAFI CCR system
• Copatiable with IDM8000 CCR
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
Application
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
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Student information management system project report ii.pdfKamal Acharya
Our project explains about the student management. This project mainly explains the various actions related to student details. This project shows some ease in adding, editing and deleting the student details. It also provides a less time consuming process for viewing, adding, editing and deleting the marks of the students.
2. The Key To Lean Performance: Implementing A Daily Shop-Floor Control System Using
Standardization and Visual Management
http://www.iaeme.com/ijarm/index.asp 35 editor@iaeme.com
Cite this Article: Youssef Larteb, Mariam Benhadou, Abdellah Haddout and
Hamid Nahla. The Key to Lean Performance: Implementing A Daily Shop-
Floor Control System Using Standardization and Visual Management.
International Journal of Advanced Research in Management, 7(1), 2016, pp.
34-43.
http://www.iaeme.com/IJARM/issues.asp?JType=IJARM&VType=7&IType=1
1. INTRODUCTION
Increased globalization and competition greatly influence the way manufacturing
companies in different parts of the world respond to pressures for improved quality
and efficiency and reduced costs and lead times. LM, inspired from the Toyota
Production System (TPS), is for many companies worldwide the benchmark (Ringen
et al., 2014, p.242). For today, most manufacturing companies build and develop their
production system on LM. It is claimed that lean is not an option, it is mandatory for
both SMEs and manufacturing firms operating in global markets (Saurin and Ferreira,
2009, p.403).
However, LM as a way to achieve process excellence implies a radical change in
how company control and improve its shop floor operations. A major component of
any lean program is a SFC process using lean-thinking tools such as San Gen Shugi,
routines, standardization, problem solving, visual management, and knowledge
management (Valero, 2006, p.2). Similarly, in order for companies to succeed his lean
program, daily contact with the shop floor and daily audits capabilities are at least two
of the important components that companies must integrate on its SFC systems. So, a
sustainable effectiveness in daily operations cannot be achieved until LM attitudes
and tools are integrated into a unified, coherent and dynamic SFC system whose
single purpose is to continue to provide better value to customers.
Unfortunately, improving existing SFC systems in consistence with LM
requirements is a critical task and an emerging research topic in LM and management
systems literatures. In the same way, despite the growing number of publications on
LM tools, standardization is one of the most powerful but least used lean tools in
SFC. Thus, in order to develop an understanding and a practical basis for the
application of LM within the context of SFC this paper discusses the development of
a model of SFC based on standardization’s effectiveness who is entitled “Lean Shop
Floor Control System “ (LSFCS) and with the intention of application in a systematic
and process-oriented industrial approach. Especially, the objective of LSFCS
described here is to develop the key principles for a smart SFC and therefore to close,
as much as possible, the gap between lean toolbox and the outcome to sustainable
continuously improving organization.
The paper is divided into three further sections followed by a reflective
conclusion. The following (second) section explores current thinking on LM within
the context of SFC, with a concentration on standardization. The third section extends
and suggests the LSFCS conceptual model with an examination of the practical nature
of each model element. Finally, the reflective conclusion will draw the analysis
together, providing pointers to the way the conceptual model can be used to guide the
empirical study of SFC in any organization.
3. Youssef Larteb, Mariam Benhadou, Abdellah Haddout and Hamid Nahla
http://www.iaeme.com/ijarm/index.asp 36 editor@iaeme.com
2. LITERATURE REVIEW AND RELATED RESEARCH
2.1. Lean Manufacturing
Attempting to define LM is like shooting at a moving target. LM is a generic process
management philosophy derived originally from the Toyota Production System (TPS)
(Anvari et al., 2011, p.1585). LM takes on many forms, often dictated by each
company's size and goals. Some of LM programs are modeled after the lean operating
system made famous by Toyota, where the objective is to reduce cycle time and
improve output (Valero, 2006, p.1). LM as a prominent quality management practice
utilizes fewer inputs to create the same outputs, eliminating waste to provide more
value to producer and consumer (Dora and Gellynck, 2015, p.272). LM has been
proven to significantly improve companies’ operational performance with respect to
cost, quality and delivery.
Nevertheless, by considering the outcomes achieved during researches submitted
by the same authors in connection with LM deployment in Morocco, most LM
implementations still fall short of the expectations (Larteb et al., 2015; Larteb et al.,
2015). Equally, and more broadly, although many companies have applied lean
concepts across their operations, more than 90% of them failed to recognize
measurable improvement in performance except Toyota and his little group of
suppliers (Liker, 2004; Elnadi and Shehab, 2014).
In fact, many companies focus on the visible elements of LM like methods and
tools and tend to change the layouts and processes of their production. However, the
critical factors for the sustainable success of LM are generally rather organization-
related than technology-related (Dombrowski et al., 2012, p.436). More specifically,
many enterprises fail to implement their LM sustainably because they don’t have a
good, reliable control system to monitor and supervise their shop floor (Liker, 2004;
Womack, 2008). LM implementation necessarily means and implicates the control of
operations and thereby the identification, analysis, proposition, formulation,
validation, application and respect of best practices and standards in the shop floor.
As a matter of fact, in order to implement successfully a LM-based production
system, a SFC system has to be provided and a sustainable performance in daily
operations can only be achieved, when all shop floor activities are fully under control
and deeply audited in all relevant areas.
2.2. Standardization-based Shop Floor Control
LM’ success implies a radical change in how companies control their shop floor. It’s a
precondition for the implementation of LM. For Dombroswki (2012), the
implementation of a SFC system coherent with LM requirements marks a
fundamental transition of the enterprise’s principles, methods and tools (Dombrowski
et al., 2012, p.436). According to Hanenkamp (2013), LM defines an organizational
framework with standardized processes and activities which must take place on the
shop floor (Hanenkamp, 2013, p.41). As a set of leadership practices, tools, and
behaviors, LM creates a closed loop system for focusing on process and driving
process improvement. This system is, in effect, a behavioral recipe for disciplined
adherence to process. For Mann (2009), LM is a pure SFC system of three core
elements: 1) visual controls, consisting of frequently updated process performance
charts, 2) standard accountability processes, and 3) standard work for leaders (Mann,
2009, p.22). Likewise, Asif (2010) emphasizes that integration of SFC systems
creates an enabling context for the institutionalization of lean practices due to: 1)
4. The Key To Lean Performance: Implementing A Daily Shop-Floor Control System Using
Standardization and Visual Management
http://www.iaeme.com/ijarm/index.asp 37 editor@iaeme.com
standardization - a requirement that reduces process variations, 2) development of
structures (such as integrated procedures and work instructions) that remove
variations from a process, 3) development of routines which allow the execution of
similar practices over time, and 4) development of social structures (teamwork,
behavioral alignment, and regular management reviews to facilitate integration) (Asif
et al., 2010, p.157). Yet, in order to develop an understanding and a practical basis for
the application of LM within the context of SFC, Hanenkamp (2013) present the SFM
hexagon process model for shop floor management implementation based on six step
process that are: 1) Visual management, 2) Standards and abnormality control, 3)
Problem solving, 4) Change point management (CPM), 5) Communication, and 6)
Efficiency improvement (Hanenkamp, 2013, p.41). Still, trying to describe the LM
organizational and operational requirements, Wardle (2014) define five elements of
SFC requirements that are : 1) Objectives: Measurable targets bases on KPIs on shop
floor level, 2) Standards, 3) Visualization: Visualization of standards, current
situation, targets and transparent documentation of problems and measures, 4)
Communication: Regular and prompt communication with standard contends, routes
and times, and 5) Qualification: All methods are qualified, trained and established and
can be passed on by the management (Wardle, 2014, p.6). Finally, for Johansson
(2013), there are four pillars to put into practices a standardized work process: 1)
Standardized work instructions, 2) Audits, 3) Assembly worker involvement, and 4)
Training (Johansson et al., 2013, p.154).
So, LM refers to an evolving dynamic SFC process covering the total enterprise
which must be governed by a systemic set of principles, methods and practices
(Anvari et al., 2011, p.1586). Unfortunately, simply imitating another firm’s plan or
organizational structure does not guarantee improved operational performance that
depends on a well-designed company-specific SFC system, and the framework
provides a means to build that system.
3. LEAN SHOP FLOOR CONTROL SYSTEM MODEL - LSFCS
In order to design a smart SFC system framework that fully addresses the needs of
companies, the proposal has been especially developed up on the basis of the
outcomes achieved during researches submitted by the same authors in connection
with LM deployment in Morocco and national leadership impact on Lean Leadership
and LM maturity. In fact, thus researches have pointed out some weaknesses related
to the setting and maintaining quality and safety standards in the shop floor. Actually,
despite the appropriateness and relevance of standards are crucial in LM
implementation, most operations management systems surveyed lack a systematic
standardization process. More, thus researches have outlined that companies come up
against obstacles trying to develop standardized rules for middle management to
control shop floor and apply such tools reliably, once they are adapted to the
specificities of their organization. In the light of all that, the need for a standardized
SFC system based on setting and maintaining standards, daily direct shop floor
contact, and support for continuous improvement is forced and imposed.
To do this, a list of existing LM frameworks focusing on operations and shop
floor management has been identified and analyzed. Their limitations have been
identified and, with the help of our research findings from a various multinationals‟
operations management systems studied in the last ten years, a standardized SFC
framework was proposed. The proposed framework was then discussed, modified,
and validated through a panel discussion comprised of number of experts working in
different multinationals based in Morocco, and which are involved in lean and
5. Youssef Larteb, Mariam Benhadou, Abdellah Haddout and Hamid Nahla
http://www.iaeme.com/ijarm/index.asp 38 editor@iaeme.com
continuous improvement projects, and with working experience ranged from 20 years
to 30 years.
Figure 1 Lean Shop Floor Control System Model (LSFCS)
The system proposed, as reported in Figure.1, is concentrated at four steps which seek
to optimize the use and implementation of the model and which are of greatest
importance to enable high control levels to be reached across the shop floor. These
steps are: (1) standardization of any process, operation or lay-out, (2) visualization of
standards in concerned places while simultaneously devoting attention to specific
ergonomic and visualization requirements, (3) carrying out compliance audits and
routines, and (4) incorporation into a kaizen approach based on daily continuous
improvement with the aim of achieving a very high level of control in operations and
processes.
The model is principally designed to impact the SFC on three areas. First, to
define the relevant standards and the best way of visualizing them; second, to target
immediate operation out of control or standard deviation, and third to enhance process
excellence and facilitate capitalization of best practices in the shop floor.
Furthermore, the model is created to be innovative through its standardization-
based continuous improvement engine (SBCIE) described below and depicted in
figure.2 above. In fact, for each step, a needs analysis process is associated. The four
processes grouped form the driving force behind the continuous improvement of
processes and operations in the model. Thus, the LSFCS across the SBCIE will be
more ready to provide additional greater opportunities for shop floor environmental
scanning and making solutions accordingly. In this vision, the LSFCS will allow more
chance to lock human error and promote learning with agility, thus providing
necessary responsiveness to quality risks and envisaged productivity.
6. The Key To Lean Performance: Implementing A Daily Shop-Floor Control System Using
Standardization and Visual Management
http://www.iaeme.com/ijarm/index.asp 39 editor@iaeme.com
Figure 2 Standardization-based Continuous Improvement Engine
4. LSFCS MAIN ELEMENTS DESCRIPTION
4.1. Standardization
Despite the growing number of publications on LM tools, standardization is one
of the most powerful but least used lean tools in SFC. In fact, standardization,
standardized work or even standard operation procedures is a cornerstone of the
Toyota Production System (TPS) (Chowdhury, 2014, p.131). As clarified by Ohno,
symbol of Toyota and Japan's manufacturing resurgence after the Second World War,
“Standardized work and uninterrupted process flows are the key foundation stones of
the Toyota Production System” (Anvari et al., 2011, p.1586). Similarly as Liker
(2004) cite Masaki Imai: there can be no Kaizen without standardization and where
probed provides substantial differences of meaning (Liker, 2004, p.234).
Standardization can be used in the context of SFC systems and in relation to
controlling individual (employee) behavior. In fact, standardization can have a large
influence on SFC since it reduces processes deviation that leads to an emergent
process of deterioration in quality, infrastructure and productivity. In this case, the
process deviation reduction must begin with standardization and documentation of
processes, along with the requirement that workers perform processes according to the
documents. For this and according to De Treville and Antonakis (2006), LM call for
the involvement of workers (usually operating in teams) in the development of
standards for two reasons: (a) only the people actually running the process have
access to many key types of knowledge concerning how the process operates in
practice, and (b) it is generally believed that participation in development of standards
will give workers a sense of ownership, increasing their willingness to run the process
as documented (de Treville and Antonakis, 2006, p.103).
Generally, there are three categories of standardization: design standardization,
process standardization, and leader work standardization (Pernstal et al., 2013,
7. Youssef Larteb, Mariam Benhadou, Abdellah Haddout and Hamid Nahla
http://www.iaeme.com/ijarm/index.asp 40 editor@iaeme.com
p.2808). Standardization benefits are work place structure according to cleanliness,
orderliness and safety (minimum waste) and clear definition of the most efficient way
to manufacture and to safeguard quality. Likewise, standardization facilitates root-
cause analyses and the sharing of lessons learned across replications of common
processes. In addition, standardized processes provide relevant and common
experiences to employees that are the basis of process improvement (Anand et al.,
2009, p.454). Finally, standardized processes increase communication and exchange
efficiency in daily operations context enabling mutual trusted and low costs (Kung et
al., 2014, p.13).
4.2. Visualization
The terms visualization or visual management are applied in manufacturing as a
holistic system supporting visualization information to help teams and individuals to
gain a better understanding of their role and contribution within the larger frame of
shop floor efficiency (Tjell and Sijtsema, 2015, p.195). Through visualization the
employees are more enables to better understand their role and contribution in relation
to both their own organizational values and costumer needs (Liker, 2004, p.157). In
fact, visualization can be exploited in different SFC activities and for diverse
animation tasks, ranging from alerts on customers complaints, production rate,
machinery down, planning to knowledge sharing and learning (Eppler and Bresciani,
2013, p.147). More, the power of visualization to enable effective and seam less
collaboration (especially across disciplinary boundaries) even exceeds its potential to
improve communication. In fact, limiting the use of visualization to the mere
presentation aspect would not do it justice for the realm of management (Eppler and
Bresciani, 2013, p.146). That is why the LSFCS’s model as a daily SFC system was
based on a different understanding which considers the visualization as a powerful
tool to reveal process deviation and show positive or negative performance tendency
in the shop floor. In fact, the LSFCS’s model imposes that every process, operation or
implantation being standardized must be visualized and audited on a day to day basis.
Through this obligation, each manager or supervisor, even outside his perimeter can
use visualization to quickly detect any departure from the normal standard and then
undertaking the required action to remedy to the situation in conformity with the
standard. That way, visualization appears like an obvious strategy to cope with
delayed responses to performance degradation and processes deviation and his
principle must remain at the heart of the LSFCS model deployment.
4.3. Brigades & Audits
LM is more than just a kit of tools to improve flow and quality. It is a business
philosophy, and to be effective over the long run, discipline is essential (Mann, 2009,
p.22). LM imposes that every leader must spend some of his or her time focusing on
compliance to the standards, and noting the improvement opportunities such focus
reveals. In fact, standards compliance is one of the key stones in LM and to be able to
perform shop floor efficiency, audits need to be performed throughout all processes to
be able to detect potential dysfunctions and therefore improvement areas. These audits
should be performed by all management levels including top management on daily
basics and per shift to follow up that standards are followed. To do, different attitudes
from conventional leadership practices is called for. In this respect, the LSFCS’s goal
is to emphasize visibly observable discipline and control who cannot be delegated.
Especially, the LSFCS’s model was created with the intention to create a culture
based on daily contact with the shop floor and allows managers to proactively identify
8. The Key To Lean Performance: Implementing A Daily Shop-Floor Control System Using
Standardization and Visual Management
http://www.iaeme.com/ijarm/index.asp 41 editor@iaeme.com
and proactively addresses new provisions for locking processes and minimizing
human weaknesses before they escalated to large-scale problems. In conclusion,
without good standards and processes of auditing daily work, we cannot know if we
are doing the right things with the right way and unless managers in the company
ignore about the potential of daily audits, improvement initiatives are less likely to be
initiated and the miraculous gains in performance through standards compliance are
less likely to be reached (Larteb et al., 2015, p.544).
4.4. Kaizen & Continuous improvement
Successful managers have long since recognized that they cannot simply maintain
their standards, but they must constantly seek to improve what they are doing (Mellor
et al., 2012, p.12). In fact, continuous improvement is one of the most important parts
of SFC systems and is recognized as one of the key principles of LM as developed by
Toyota (Glover et al., 2011, p.198). It is through the continuous improvement of
standards that organizations can systematically drive out waste and reduce costs
(Ringen et al., 2014, p.243). For this, one of the most important parts of the LSFCS’s
model is doing continuous improvements (step 4) and audits (step 3) are used as a tool
to detect potential improvements. Actually, as a daily SFC system, the LSFCS’s
model was created with the intention to allow manager and supervisor to identify and
proactively address opportunities for improvement before they escalated to large-scale
problems. More, the SBCIE will incur the top and middle management in a daily
kaizen activities to continuously prevent quality and safety risks and improve process
flow. This will entail creating a culture of continuous improvement and learning and
positioning continuous improvement as a proactive task of management, not just a
reaction to difficulties and competitors.
5. CONCLUSION
LM’ success implies a radical change in how companies control their shop floor.
It’s a precondition for the implementation of LM. However, improving existing SFC
systems in consistence with LM requirements is a critical task and an emerging
research topic in LM and management systems literatures.
The SFC system proposed here was developed based on perceived gaps in the
process of implementing LM in multinationals based in Morocco, on an extensive
review of literature on LM, and on the findings from a various multinationals’
operations management systems studied in the last ten years. The guiding objective
was to combine characteristics inherent to SFC and LM, such as standardization,
audits, dynamism and its direct relationship with organizational continuous
improvement.
The proposed model steps were configured to control the sequential order of their
execution and provide a guiding principle for practitioners in exercise. The essence of
this management framework was to engage the top and middle management in daily
SFC and preventives actions to continuously prevent quality and safety risks and
improve process flow.
The framework will help companies build a sustainable and comprehensive
culture of disciplinary and quality rigor based on strong leadership, prevention-based
decision making, and standards compliance focus. Finally, it is important to
understand this proposal as a global system rather than a catalogue of tools to be
implemented. Following this approach, organizations will benefit from more stable
processes and full control of operation rather than reactive problem solving.
9. Youssef Larteb, Mariam Benhadou, Abdellah Haddout and Hamid Nahla
http://www.iaeme.com/ijarm/index.asp 42 editor@iaeme.com
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