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The purpose of this paper is to estimate the relative efficiencies of banks of the Indian domestic banking sector by employing various models of data envelopment analysis (DEA) using the panel data of the recent decade (2008–2017). The paper provides a comparative analysis of these models based on the efficiency outputs. It compares the performance of banks based on their ownership and sizes and studies the decade-long trend of productivity using Malmquist indices.

This paper estimates overall technical, pure technical and scale efficiencies of 21 public sector banks and 17 private banks. It compares the descriptive statistics of efficiency estimates found out through 18 different DEA models and compares them using two non-parametric statistical tests. It studies the difference in efficiencies based on ownership and size by applying the same statistical tests. It employs the Malmquist index method to study the technological and technical progress in the banks’ productivity over the decade of FY 2008–FY 2017.

During FY 2016–2017, only 9 out of 38 banks were overall technically efficient with the whole sample having a mean overall technical inefficiency of 5 percent with scale inefficiency contributing more than pure technical inefficiency. The comparative study ascertains that private sector and public sector banks (PSBs) possess efficiencies that are similar based on super-efficiency slack-based model – variable returns to scale and non-oriented, a model that the authors argue to be the most suitable for the real-life business banking scenarios whereas the private sector banks possess better efficiency than the PSBs. The Malmquist indices prove that private sector banks have a higher increase in productivity based on both technological progress and efficiency improvements whereas PSBs had a loss of efficiency and comparatively less improvement in technology.

This study has a limitation of choosing a single model of inputs and outputs. Improved insights can be drawn by employing more models based on different inputs and outputs. Further, relevance of each input and output can be examined using a regression-based feedback mechanism (Ouenniche and Carrales, 2018). The influence of environmental factors on the efficiencies can be studied using second-stage regression models and the relationship between efficiency scores and financial ratios can be examined.

This study is based on the panel data of the recent decade (2008–2017) and provides insights into the efficiency scenario of the Indian banking industry and how it changed over the past decade, to the leadership of banks, the banking regulators and the policy makers. The comparative analysis of DEA models based on a sample of Indian banks is first of its kind in the Indian context and helps the researchers to select an appropriate model and delve into further research on the same.

The objective of the present work is to simulate the nuclear coupled thermal–hydraulic fast transient case studies for a vertically up-flowing supercritical pressure water channel of circular cross section. The emphasis is on analyzing the phenomenon of the deterioration in heat transfer (DHT) inside the channel subjected to sharp pressure variations.

The thermal–hydraulic model, THRUST, is integrated with the neutron point kinetic (NPK) solver to account for the non-linear interactions between the thermal–hydraulic and neutronic temperature and density reactivity feedback effects. The model implemented and studied accounts for the time-dependent reactor power and is used to analyze various steady-state and flow-induced transient case studies (time-dependent and step change in exit pressure).

There is good agreement in the predicted behavior of the supercritical water pressure system with that of the available experimental data for the steady-state case. The event of DHT in the second transient case (step decrease in exit pressure) is found to be more severe than that of exponential pressure decrease.

This study evaluated a novel implementation of the thermal–hydraulic model, THRUST, integrated with NPKs applied to supercritical pressure water systems for predicting DHT.

Mr. Sajjan Jindal, MD of JVSL (nos JSW) wanted to bring the latest technology of iron making into India. His project went to several cost overrun and time overrun due to several foreseen and unforessen circumstances. This case discusses the issues new technology introduction in iron making area, problem faced by inexperienced contractor. It shows the need for proper risk management is required. It also shows the criticality of the project does not mean time cost trade off, but many other factors like reliability of the equipment, process and reliability of the equipment and plants.

COREX, a new technology brought by Mr. Jindal, froze before going into live operations resulting in 10 month delay. This case discusses the project management monitoring methods used by them. Their use of Microsoft Project in place of Primavera is interesting. Before this, India did not have expertise in COREX. The case also discussed how to build project team when the local expertise is not availble. The case also shows how much of monitoring methods discussed in books are practicable.

S. R. Pandey, Superintending Engineer (SE), Rural Roads Department, Bihar wanted to have a meeting of all the agencies involved, including his other engineers, the contractors to discuss his village road-making project in Pradhan Mantri Gram Sadak Yojona (PMGSY). This case discusses how the concept of work breakdown is used to subdivide all the activities of road-making into different sub activities (earthwork, bridgework, roadwork and other miscellaneous activities) in different levels.

This is the first implementation of Revenue Management System in a major international hotel chain in India. The case describes the history of development, corporate story of overdrive for profit, system integration issues. It describes two components of a revenue management system, forecasting and optimization. It also raises several questions that need to be addressed before implementing a RMS.

This case deals with several types of uncertainties faced by project team in an oil company north east in India. These challenges and uncertainties are in the areas drawing approval, supply chain, critical equipment availability, soll type, control room, soil type, employee availability, environmental clearances, safety and wildlife clearances. This project demonstrates the ownership issues, why it is difficult to complete a project on time in the Northeast of India or why public sector project gets delayed.

The case deals with the unforeseen uncertainties faced by Reva, the first electric car of India, while entering the Indian market. The company was able to take up the challenge of making an energy efficient car. As a new product, Reva achieved operational success, developing an electric, low energy car. Its marketing strategies had limited consumer pull and had to be strengthened to gain consumer acceptance. The ecosystem worldwide is looking for support from governments on the concept and the infrastructure of this product category.

This case deals with steps taken by NTPC in construction and project management in 500 MW power plant. The project have several innovative ways of managing challenges, in land acquisition, design, implementation, contract worker management, enforcement of safety rules, managing regulation iand in team building in leadership. A suitable case for site management, it shows in spite of being a public sector undertaking, how the project was constructed in record time of 42 months.

In this case we describe the gradual transformation of India's largest private sector steel manufacturer Tata Steel that enabled it to win the coveted Deming Prize for quality. The case discusses how the company is able to maintain a relentless focus on meeting the customers' needs, sustain a culture for excellence in quality, build processes that empower the workers in taking decisions related to their area of work freely, instill leadership skills at all levels, and embed continuous improvement as part of their organizational culture.