Dilip Ingole, Abhaykumar Kuthe, Tushar Deshmukh and Satish Bansod
The purpose of this paper is to illustrate the classification and coding system developed for the rapid prototyping (RP) industry.
Abstract
Purpose
The purpose of this paper is to illustrate the classification and coding system developed for the rapid prototyping (RP) industry.
Design/methodology/approach
The similarities among RP part geometries and processes are identified and related for the development of rapid prototyping coding system (RPCS).
Findings
RPCS forms a base for developing “prototyping philosophy” to take advantage of parts similarities in determination of optimal build orientation and optimization of part building cost.
Research limitations/implications
Most of the examples are limited to parts built by fused deposition modelling process. But, the concept is applicable to any existing RP process.
Practical implications
RPCS implementation is suitable in industries where variety of RP parts are in use.
Originality/value
This is the first attempt towards development of a formal coding system for the RP industry.
Details
Keywords
Atul B. Borade and Satish V. Bansod
In the global economy, vendor‐managed inventory (VMI) is gradually becoming an important element of supply chain management strategy of organizations. Recently, Indian industries…
Abstract
Purpose
In the global economy, vendor‐managed inventory (VMI) is gradually becoming an important element of supply chain management strategy of organizations. Recently, Indian industries, both large and small, have started adopting VMI for their supply chains. The purpose of this paper is to investigate apparent differences among large and small industries in terms of objectives, drivers, obstacles and impacts of VMI in Indian context.
Design/methodology/approach
A survey was conducted to examine organizational objectives, strategic drivers, obstacles and affected operations pursuant to VMI adoption. By reviewing the literature, four hypotheses were formed and tested from the responses.
Findings
It is observed that both large and small industries in India have started adopting VMI for improving the business performance. Results clearly indicate that adoption factors are different in large and small industries.
Originality/value
The paper explores current practices with respect to VMI in Indian industries. The analysis would be useful for the developing VMI adoption strategies in Indian context.
Details
Keywords
Mandeep Kaur, Kanwarpreet Singh and Doordarshi Singh
The study aims at finding out major barriers for synergistic adoption of TQM-SCM in the medium- and large-scale manufacturing organizations in India. All these barriers create…
Abstract
Purpose
The study aims at finding out major barriers for synergistic adoption of TQM-SCM in the medium- and large-scale manufacturing organizations in India. All these barriers create hurdles for the organizations as well as supply chain partners in improving their business performance. The study is a blend of theoretical and practical frameworks, which will focus on key barriers leading to interrupt the successful synergistic implementation of TQM-SCM in manufacturing organization.
Design/methodology/approach
Firstly, survey of 116 Indian organizations has been carried out to identify barriers that hinder successful implementation of TQM-SCM. Afterward, VIKOR approach was proposed to rank the major barriers of TQM-SCM implementation in Indian manufacturing organizations.
Findings
Identification of barriers to synergistic implementation of TQM-SCM in the manufacturing industry of India, ranking of these barriers in terms of their severity.
Originality/value
The adoption of TQM-SCM on synergistic basis is still in its early stages in India. To the authors’ knowledge, this is the first study that is designed to prioritize barriers responsible for hindering successful synergistic implementation of (TQM-SCM) in Indian manufacturing industry. Further, the results of the study will be helpful for managers in order to prepare action plans to overcome the hurdles to TQM-SCM implementation.