Suresh Garg

Bio: Suresh Garg is an academic researcher from Delhi Technological University. The author has contributed to research in topics: Supply chain & Supply chain management. The author has an hindex of 23, co-authored 83 publications receiving 2376 citations.

Strategy development by SMEs for competitiveness: a review

Abstract: Purpose – SMEs are considered as engine for economic growth all over the world. After the globalization of market, SMEs have got many opportunities to work in integration with large‐scale organizations. They cannot exploit these opportunities and sustain their competitiveness if they focus only on certain aspects of their functioning and work in isolation. This paper tries to identify the major areas of strategy development by SMEs for improving competitiveness of SMEs in globalised market.Design/methodology/approach – About 134 research papers, mainly from referred international journals are reviewed to identify thrust areas of research. On the basis of review, gaps are identified and research agenda is proposed.Findings – SMEs have not given due attention for developing their effective strategies in the past. They are localized in functioning. On export fronts SMEs face many constraints due to lack of resources and poor innovative capabilities. For sustaining their competitiveness, they have to benchmar...

The competitiveness of SMEs in a globalized economy

Abstract: Purpose – The purpose of this paper is to analyze different challenges for small and medium enterprises (SMEs) in India and China following globalization. It aims to describe the status of these enterprises and examine the roles of government policies and strategy development for competitiveness.Design/methodology/approach – A questionnaire‐based survey was conducted, which produced 241 valid responses. Of these, 80 percent were from SMEs. Statistical analysis of the data acquired from survey used a reliability test, t‐test and correlation analysis. A relevant literature review pinpoints salient issues in the environment of the SMEs.Findings – The governments of China and India have launched various promotional schemes for SMEs. Various challenges for SMEs in these countries are similar; however, the rate of growth is different. Indian SMEs give more attention to supplier development, total productive maintenance and the organization's culture. Chinese SMEs pay more attention to relationship management an...

Lean implementation and its benefits to production industry

Abstract: Purpose – The purpose of this paper is to discuss the lean implementation process and its quantified benefits for the production industry with the help of value stream mapping (VSM). Both current and future state maps of the organization's shop floor scenarios are discussed using VSM techniques in order to highlight improvement areas and to bridge the gap between the existing state and the proposed state of shop floor of the selected industry.Design/methodology/approach – VSM process symbols are used to discuss lean implementation process in the production industry. The existing status of the selected manufacturing industry is prepared with the help of VSM symbols and improvement areas are identified. Some modifications in current state map are suggested and with these modifications a future state map is prepared.Findings – After comparison of the current and future state of shop floor of the selected industry it is found that reduction in lead time was 83.14 percent, reduction in processing time was 12.6...

Value stream mapping: literature review and implications for Indian industry

Abstract: Value steam mapping (VSM) is a lean manufacturing technique and it has emerged as the preferred way to support and implement the lean approach Grewal (Int J Manuf Technol Manag 15:3–4, 2008); Singh and Sharma (J Measuring Business Excellence 13:58–68, 2009). VSM is different than conventional recording techniques, as it captures the information at individual stations about station cycle time, up time or utilization of resources, set-up time or change over time, work in process inventory, man power requirement and the information flow from raw material to finish goods. It covers both value adding as well as non-value-adding activities. This paper covers the review and classification of literature on VSM, as there is hardly any paper on literature review of VSM, so it will be very beneficiary for both academician and industry people. Applications of VSM are also presented by a case study of a small manufacturing Indian industry and reduction in lead time, processing time, work in process inventory and manpower requirement at individual stations are noticed

Development of index for measuring leanness: study of an Indian auto component industry

Abstract: Purpose – The extant literature fails to provide an efficient method to measure leanness of any manufacturing firm. The purpose of this paper is to discuss the concept of leanness and to provide an efficient measurement method for measuring leanness.Design/methodology/approach – Measurement method is based on the judgment and evaluation given by leanness measurement team (LMT) on various leanness parameters such as supplier's issues, investment priorities, Lean practices, and various waste addressed by lean and customers' issues. Further fuzzy set theory is introduced to remove the bias of human judgment and finally defuzzification is done and results are presented in the form of leanness index.Findings – Leanness indices have been developed and presented separately on 100 points scale for all parameters of leanness i.e. LISuppliers = 47.98, LIInvestment = 50.66, LIpractices = 58.38, LIWaste = 60.01, LICustomers = 47.1.Research limitations/implications – This leanness measurement method used the views of ...

Using Multivariate Statistics

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The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

Lean manufacturing: literature review and research issues

Abstract: Purpose – The advent of recession at the beginning of twenty-first century forced many organizations worldwide to reduce cost and to be more responsive to customer demands. Lean Manufacturing (LM) has been widely perceived by industry as an answer to these requirements because LM reduces waste without additional requirements of resources. This led to a spurt in LM research across the globe mostly through empirical and exploratory studies which resulted in a plethora of LM definitions with divergent scopes, objectives, performance indicators, tools/techniques/methodologies, and concepts/elements. The purpose of this paper is to review LM literature and report these divergent definitions, scopes, objectives, and tools/techniques/methodologies. Design/methodology/approach – This paper highlights various definitions by various researchers and practitioners. A total of 209 research papers have been reviewed for the research contribution, research methodology adopted, tools/techniques/methodologies used, type of industry, author profile, country of research, and year of publication. Findings – There are plethora of LM definitions with divergent objectives and scope. Theory verification through empirical and exploratory studies has been the focus of research in LM. Automotive industry has been the focus of LM research but LM has also been adopted by other types of industries also. One of the critical implementation factors of LM is simultaneous adoption of leanness in supply chain. LM has become an integrated system composed of highly integrated elements and a wide variety of management practices. There is lack of standard LM implementation process/framework. Originality/value – The paper reviews 209 research papers for their research contribution, research methodology, author profile, type of industry, and tools/techniques/methodology used. Various characteristics of LM definitions are also reviewed.