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This paper aims to evaluate the contribution of significant factors in the success of green manufacturing (GM) implementation in Indian small and medium-scale manufacturing organizations (SMEs).

In this paper, the fuzzy inference system (FIS; fuzzy logic toolbox) is deployed to assess the implementation of GM. For this purpose, significant factors for GM implementation success parameters are identified from relevant literature and validated by industry experts.

The output of FIS in MATLAB has given insight that adoption of new technology, customer’s attributes, social and government pressure and green supply chain management can be named as significant predicted variables for the success of GM implementation in Indian small and medium-scale organizations.

The current research is carried out in Indian small and medium-scale manufacturing organizations with inputs from all over India but this study would not be applicable to the organizations of different sectors such as servicing sector and would also not applicable to the large-scale industries and other geographical locations other than India.

The present research work establishes that GM initiatives have contributed in the business performance of Indian small and medium-scale manufacturing industry. So, the study stresses upon the need for improving coordination between various manufacturing parameters as well as competitive dimensions of GM paradigms to enjoy higher potential of business performance.

Competition and globalization in the today’s scenario have posed many pressures on all manufacturing enterprises either it be small or medium scale organizations but at different levels. The purpose of this paper is to comprehend the usage of comparison for rankings between analytical hierarchy process (AHP) and technique for order of preference by similarity to ideal solution (TOPSIS) approach and find out best parameters, which is a multi-decision-making method for quantifying the implementation of green manufacturing.

In this investigation, eight aspects, for instance, top management commitment and support, organizational practices, peer government pressure, peer social pressure, customer’s attributes, green supply chain management, government support and adoption of new/ supportive technologies have been identified to examine priority weights by the use of AHP. A comparative methodology is used between AHP and TOPSIS rankings and further identifying the success possibility of green manufacturing using AHP technique.

Green supply chain management, customer’s attributes and organizational practices have been ranked at first three places, respectively, while adoption of new/ supportive technologies, top management commitment and support have been ranked fourth and fifth, respectively, according to AHP and TOPSIS techniques, which declares that results of the study are validated by two different techniques. The important factors discussed in this research can assist the different organizations to concentrate on imperative sections and assigning obligatory resources for assuring successful green manufacturing execution in various small- and medium-scale enterprises (SMEs).

The variables identified for the research are suitable to SMEs.

Dynamic business environment has a deep influence on production and management related exercises. In order to remain competitive, organization needs to coordinate with continuous and unpredictable changes taking place in the market. Globalization of markets is posing competitive pressure on firms, which leads them to adopt a new manufacturing paradigm termed agile manufacturing (AM). The purpose of the present case study is to explore the contribution of AM towards agility and productivity enhancements in an Indian manufacturing company.

The study is carried out at forging industry which has been assessed on certain key business performance indicators. The assessment highlighted various issues which had scope for improvement to enhance the agility of the organization. Therefore, a phase-wise implementation of AM is carried to reap the significant benefits as a result of AM implementation in the case study company. The methodology has been applied to decrease the inline rejection, increase the productivity and responsiveness of the organization.

The results revealed an improvement in performance score from 77.5 to 100. Further, an increase in productivity and reduction in line rejection has been achieved through the systematic implementation of AM.

The study highlights the contributions of strategic AM implementation to organizational performance and highlights the need for successful management of AM practices for establishing sustained performance of the organization.

The contribution of the present work is the phase-wise implementation of AM in the case studied company.

In the past, the insufficiency of the traditional business practices to meet vibrant customer demands in continuously changing business environment has severely affected organizational competitiveness. The purpose of this paper is to develop and propose a new framework for smoother and effective implementation of agile manufacturing by identifying and integrating a set of significant agility principles and techniques.

The present work proposed a framework for agile manufacturing by deploying the comparative analysis of 17 frameworks published in peer-reviewed journals.

The proposed conceptual framework constitutes of eight pillars for agile manufacturing implementation. The proposed framework relies on a strong foundation of leadership support. The roof of the proposed framework of agile manufacturing is supported by the pillars constituted of seven elements, an industry must deploy for successfully implementing agile manufacturing, namely, human resource-related issues, organizational culture-related issues, supplier-related issues, customer-related issues, innovation, concurrent engineering and information technology.

This work is the first attempt, in the best knowledge of the authors, to employ comparative analysis for critically analyzing a wide range of agile manufacturing frameworks. The findings of this study will assist researchers and managers in agile manufacturing implementation in more a smoother and effective way in manufacturing industries.

The current manuscript is focused on evaluating the capabilities of green practices that affect various business performance (BP) parameters of small and medium scale Indian manufacturing enterprises (SME’s). This study aims to obtain multiple significant factors that influence the implementation of green practices.

The manuscript focuses on statistical testing of responses obtained from 168 Indian SMEs to determine the relationship between input parameters and BP parameters. This paper starts with deploying tests such as Cronbach alpha and inter-item covariance test to obtain confidence in data collected, followed by various statistical tests such as Pearson correlation, multiple regression, canonical correlation to extract various significant factors the study. Further Games-Howell post hoc test is deployed to evaluate the significant improvements in BP gained over a reasonable duration of time. Finally, a discriminant validity test is used to find out the success or failure of the organizations that participated in the survey.

This research contributes to the holistic effect of green manufacturing (GM) toward gaining improvements in terms of different BP parameters taken for the study. It has been found that various input factors such as customer attributes, adoption of new technology, social pressure and government pressure are the main parameters for GM implementation. Further, it is observed that those at the maturity phase of GM implementation are reaping higher benefits than the organizations at the transition and stability phase.

The current study has been accomplished in Indian SME manufacturing organizations to investigate the effects of GM implementation in the organization. Although research findings imply the effective use of green practices within the organization to reap BP parameters and improve the market’s competitive image, the study cannot be generalized and can be used as an insight for both academicians and end-users in understanding the overall achievements of GM.

This study aims to prioritize barriers responsible for impeding the successful implementation of maintenance practices in Northern Indian small and medium enterprises (SMEs). Maintenance practices play a crucial role in a company's long-term competitiveness in the manufacturing sector, significantly affecting production, quality and cost. Maintenance practices are equally vital in SMEs, because SMEs are the heart of the large industries, as these units are dependent on SMEs for their parts and sub-assemblies. However, due to many obstacles, SMEs have been confronted with various challenges in implementing maintenance practices.

First, a review of the published articles and survey of 216 Indian organizations has been conducted to identify the maintenance implementation barriers in SMEs. The Pareto analysis and the VlseKriterijumska Optimizcija Kompromisno Resenje in Serbian (VIKOR) approach have been deployed to rank the significant challenges in implementing maintenance practices in Northern Indian SMEs.

The present study aims to recognize and rank the barriers to effective maintenance implementation practices in SMEs, in order to initiate appropriate corrective actions to improve maintenance function performance.

The study will help maintenance managers in preparing an action plan to overcome the obstacles to maintenance practice's performance for realizing significant manufacturing performance improvements.

This paper aims to assess the contributions of maintenance practices and extract various significant factors that influence the implementation of maintenance practices in northern Indian small and medium-sized enterprises’ (SMEs) business performance.

In the current study, 216 north Indian SMEs have been extensively surveyed to assess the contributions of different maintenance practices implementation dimensions and manufacturing performance attributes through different statistical techniques. Analysis of variance (ANOVA) was used to statistically validate the hypotheses, while Levene’s experiment and Wilk–Shapiro tests were used to confirm ANOVA’s assumptions. Finally, the discriminating validity test extracts highly successful and moderately successful organizations.

The present research aims to evaluate the contributions of different maintenance practices implementation dimensions on SMEs’ manufacturing performance attributes. The study highlights that strategic maintenance practices such as corrective maintenance (CM), general maintenance issues, preventive maintenance (PM) issues and predictive maintenance (Pd.M) initiatives have enhanced overall equipment effectiveness, overall business performance, quality, cost optimization, safety, delivery and morale in SMEs.

The study validates the capabilities of maintenance practices toward significant improvements of various implementation dimensions such as breakdown maintenance issues, general maintenance issues, PM issues, Pd.M issues, CM issues, computer maintenance management system issues, maintenance scheduling issues and total productive maintenance issues. The study reveals significant implications for SMEs for realizing significantly improved manufacturing performance through strategic maintenance initiatives.

The purpose of this paper is to develop an insight into the prevalent quality and supply chain practices adopted in the contemporary Indian manufacturing industry, and compare business performance measurements between transfusion of total quality management (TQM)–supply chain management (SCM) companies and only SCM implementing companies.

To meet the goals of this work, i.e., to ascertain contributions made by TQM–SCM practices, a reasonably large number of Indian manufacturing organizations have been extensively surveyed, through a specially designed TQM–SCM questionnaire. And the design of TQM–SCM questionnaire has been finalized through extensive literature review. Finalized TQM–SCM questionnaire was sent to around 720 industries that are implementing TQM and SCM with other related lean manufacturing practices.

The leading Indian manufacturing organizations have taken proactive initiatives to effectively improve the manufacturing by transfusing various lean manufacturing philosophies like TQM, SCM, TPM, 5S, Six Sigma, etc., for realizing enhanced manufacturing performance. The study reveals that Indian entrepreneurs have been reasonably successful in improving the business performances in the organizations by implementing combination of TQM and SCM, as TQM support to SCM is much effective and this improvement initiative has significantly contributed toward enhancing the overall manufacturing performance.

Synergy of TQM and SCM in the context of Indian manufacturing industry has been proved beneficial in terms of competitive image as well as business performance. Therefore, the whole Indian manufacturing entrepreneurs must continue to make an earnest effort in their endeavour to realize enhanced competitiveness through synergizing different business improvement initiatives. A major implication is that only SCM implementing companies should develop their supply chain through synergy of TQM–SCM after analyzing the business environment and their future plans.

Much of the attention has been given to TQM practices and SCM practices, and very few studies have been undertaken to integrate TQM and SCM practices. But as far as the authors know till now there is no study undertaken to analyze synergy status of TQM and SCM and then comparing with only SCM implementing companies in India for medium- and large-scale manufacturing class. Therefore, this study compares the transfusion of TQM–SCM with only SCM companies and can be, thus, treated as filling a gap in the extant literature. Therefore, the findings of this research paper will contribute to future research.

The purpose of this paper is twofold. Firstly to check the reliability between and within the parameters of total quality management–supply chain management (TQM–SCM) questionnaire and distribution of data collected through questionnaire from SCM and combined approach (TQM–SCM) companies. Secondly, to analyze the correlation connection among dependent and independent parameters of both SCM and combined approach in order to check and increase confidence in the data obtained before conducting actual research.

In the present study, 45 Indian manufacturing organizations have been extensively surveyed to check the reliability of the data and then ascertain the inter-relationships between various independent factors and competitive dimensions of SCM alone and for combined approach (TQM–SCM).

Firstly, the data for both the approaches are reliable. Secondly, independent variables (X1–X8) possess more strong correlation with business performance parameters of combined approach (TQM–SCM) companies as compared to only SCM companies.

TQM and SCM are considered as performance improvement techniques by the manufacturing organizations. As far as the author knows, this is the first study that is designed to find the interconnection between implementation factors as well as competitive dimensions of SCM approach and TQM–SCM approach in the context of Indian manufacturing organizations.

The purpose of this paper is to identify the critical barriers of green manufacturing implementation practices in Indian SME’s with the VIKOR approach.

Challenges faced in the implementation of green manufacturing by Indian SME’s have been extracted from literature review, and questionnaire survey of Indian SME’s is done. The responses are further annealed and analysed using a factor analysis technique and ranked with the VIKOR technique.

The literature was studied, and various challenges were listed and were grouped into six critical latent challenges by using the factor analysis technique, and it was found that Economic constraints tops with the VIKOR technique. The recognition of the outcomes of critical barriers was assumed to be substantial in the current scenario.

Present study reveals that green manufacturing implementation in Indian SME’s faces many challenges. The outcomes of the study will help green manufacturing practitioners, HR executives and managers in the various manufacturing organizations to develop clarity in understanding and developing strategies for the implementation of green manufacturing. Hence, the information obtained from the empirical examination of barriers in implementing green manufacturing will be helpful in improving the overall implementation plan.