Prioritizing Key Business Actions of an Indian Automobile Industry Using Efficient Interpretive Ranking Process (eIRP)

• Autorzy: Kumar Sumit , Gupta Pardeep

Identyfikatory

DOI

10.24425/mper.2021.138532

• Języki publikacji: EN

Abstrakty

EN

Management processes in an organization involve decision-making based on many criteria (MCDM), and in this process ranking of variables plays a vital role. This paper presents the analysis of key business issues of an Indian automotive organization using an efficient interpretive ranking (eIRP) approach. This paper integrates the Situation-Actor-Process (SAP) and Learning-Action-Performance (LAP) framework of the organization with eIRP. It evaluates the ranking of actions to be carried out in an organization with respect to performance parameters. The study highlights the area where the organization should focus on achieving desired business excellence. From the analysis, it is revealed that the top-ranked suggested action for the organization is the adoption of energy policy as a core business policy followed by technology management, maintenance management, and the use of information technology for cost management. This case study is one of the few that uses the SAP-LAP framework for ranking the actors and actions of the organization using the eIRP approach, to make MCDM an easy task.

Słowa kluczowe

EN

Multi Criteria Decision Making; MCDM; system flexibility; SAP-LAP; eIRP; business excellence; cost management

• Wydawca: Production Engineering Committee of the Polish Academy of Sciences ; Polish Association for Production Management
• Czasopismo: Management and Production Engineering Review
• Rocznik: 2021
• Tom: Vol. 13, No. 3
• Strony: 74--83
• Opis fizyczny: Bibliogr. 40 poz., rys., tab.

Twórcy

autor

Kumar Sumit

• Department of Mechanical Engineering, SLIET Longowal, Sangrur (Punjab), India, 148106

• https://orcid.org/0000-0002-2286-6855

autor

Gupta Pardeep

• Department of Mechanical Engineering, SLIET Longowal, Sangrur (Punjab), India

Bibliografia

• Arshinder, K. (2007). Supply chain coordination issues: an SAP-LAP framework. Asia Pacific Journal of Marketing and Logistics, 19, 3, 240–264. DOI: 10.1108/,13555850710772923.
• Banwet, D.K. and Pramod, V.R. (2010). SAP-LAP Hills: A new approach for strategic change management. Global Journal of Flexible Systems Management, 11, 3, 11–20.
• Breja, S.K., Banwet, D.K., and Iyer, K.C. (2010). Role of flexibility in sustaining excellence: case of a TQM company. International Journal of Productivity and Quality Management, 5, 3, 333–365.
• Chauhan, G. and Singh, T.P. (2013). Resource flexibility for lean manufacturing: SAP-LAP analysis of a case study. International Journal of Lean Six Sigma, 4, 4, 370–388.
• Chavan, M., Chandiramani, J., and Nayak, S. (2019). Assessing the state of physical infrastructure in progressive urbanization strategy: SAP-LAP analysis. Habitat International, 89, September 2018, 102002. DOI: 10.1016/j.habitatint.2019.102002.
• Garg, A. and Deshmukh, S.G. (2010). Engineering support issues for flexibility in maintenance: An SAPLAP framework. Asia Pacific Journal of Marketing and Logistics, 22, 2, 247–270. DOI: 10.1108/13555851011026980.
• Ghosh, K. and Sahney, S. (2010). Organizational sociotechnical diagnosis of managerial retention in an IT organization: SAP-LAP framework. International Journal of Organizational Analysis, 18, 1, 151–166.
• Gupta, A., Trehan, R., Gandhi, S.K., Editor, S., and Davim, J.P. (2019). Service Quality Through the Lens of SAP-LAP Methodology: A Case Study. In Operations Management and Systems Engineering (pp. 111–132). Springer.
• Haleem, A., Sushil, Qadri, M.A., and Kumar, S. (2012). Analysis of critical success factors of world-class manufacturing practices: an application of interpretative structural modelling and interpretative ranking process. Production Planning & Control, 23, 10–11, 722–734. DOI: 10.1080/09537287.2011.642134.
• Hughes, D.L., Dwivedi, Y.K., and Rana, N.P. (2017). Mapping IS failure factors on PRINCE2 R stages: an application of Interpretive Ranking Process (IRP). Production Planning & Control, 28, 9, 776–790. DOI: 10.1080/09537287.2017.1311431.
• Kumar, A. and Anbanandam, R. (2020). A Flexible Policy Framework for Analysing Multimodal Freight Transportation System in India: SAP–LAP and Efficient IRP Method. Global Journal of Flexible Systems Management, 21, 1, 35–52.
• Kumar, P., Haleem, A., Qamar, F., and Khan, U. (2018). Analysis of maiden modal shift in coal transportation supply chain using SAP-LAP technique. International Journal of Logistics Systems and Management, 30, 4, 458–476.
• Kumar, R., Garg, D., and Garg, T.K. (2011). TQM success factors in North Indian manufacturing and service industries. TQM Journal, 23, 1, 36–46. DOI: 10.1108/17542731111097470.
• Kumar, S. and Gupta, P. (2020). Case Study on Business Excellence Issues of an Indian Automobile Manufacturer using SAP-LAP Framework. Internation Journal on Emerging Technologies, 11, 3, 911–918. https://www.researchtrend.net/ijet/pdf/Case_Study_on_Business_Excellence_Issues_of_an_Indian_Automobile_Manufacturer_using_SAP-LAP_Framework-Sumit_Kumar.pdf.
• Lijo, J. (2012). Humanitarian supply chain management in India: a SAP-LAP framework. Journal of Advances in Management Research, 9, 2, 217–235. DOI: 10.1108/09727981211271968.
• Malik, S., Maheshwari, G.C., and Singh, A. (2019). Understanding Financial Inclusion in India: A Theoretical Framework Building Through SAP–LAP and Efficient IRP. Global Journal of Flexible Systems Management, 20, 2, 117–140.
• Mangla, S.K., Kumar, P., and Barua, M.K. (2014). A Flexible Decision Framework for Building Risk Mitigation Strategies in Green Supply Chain Using SAP–LAP and IRP Approaches. Global Journal of Flexible Systems Management, 15, 3, 203–218. DOI: 10.1007/s40171-014-0067-8.
• Matharu, M. and Sinha, N. (2019). Lean implementation in Indian manufacturing MSMEs: A SaP-lap analysis. Management and Production Engineering Review, 10, 1, 68–78. DOI: 10.24425/mper.2019.128245.
• Mhatre, T.N., Thakkar, J.J., and Maiti, J. (2017). Modelling critical risk factors for Indian construction project using interpretive ranking process (IRP) and system dynamics (SD). International Journal of Quality & Reliability Management, 34, 9, 1451–1473. DOI: 10.1108/IJQRM-09-2015-0140.
• Narkhede, B.E., Raut, R., Gardas, B., Luong, H.T., and Jha, M. (2017). Selection and evaluation of third party logistics service provider (3PLSP) by using an interpretive ranking process (IRP). Benchmarking: An International Journal, 24, 6, 1597–1648. DOI: 10.1108/BIJ-04-2016-0055.
• Ojha, R.K. Vij, A., and Vrat, P. (2014). Manufacturing excellence and its critical factors. Journal of Advances in Management Research, 11, 3, 312–332. DOI: 10.1108/JAMR-06-2014-0032.
• Palanisamy, R. (2012). Building information systems flexibility in SAP–LAP framework: A case study evidence from SME sector. Global Journal of Flexible Systems Management, 13, 1, 57–74.
• Parameswar, N., Dhir, S., and Sushil (2020). Interpretive Ranking of Choice of Interaction of Parent Firms Post-International Joint Venture Termination using TISM-IRP. Global Journal of Flexible Systems Management, 21, 1, 1–16. DOI: 10.1007/s40171-019-00227-4.
• Parikshit, C. (2012). Supply chain performance issues in an automobile company: a SAP-LAP analysis. Measuring Business Excellence, 16, 1, 67–86. DOI: 10.1108/13683041211204680.
• Sahoo, T., Banwet, D.K., and Momaya, K. (2011). Strategic technology management in practice: SAPLAP hills analysis of an automobile manufacturer in India. International Journal of Business Excellence, 4, 5, 519–543.
• Shalender, K. and Singh, N. (2014). Understanding product flexibility using SAP–LAP approach. Journal of Strategic Marketing, 22, 2, 104–116.
• Sharma, V., Dixit, A.R., and Qadri, M.A. (2016). Modeling Lean implementation for manufacturing sector. Journal of Modelling in Management, 11, 2, 405–426. DOI: 10.1108/JM2-05-2014-0040.
• Shukla, R.K., Garg, D., and Agarwal, A. (2011). Study of Select Issues related to Supply Chain Coordination: Using SAP-LAP Analysis Framework. Global Journal of Enterprise Information System, 3, 2.
• Sraun, J.S. and Singh, H. (2017). Continuous improvement strategies across manufacturing SMEs of Northern India – an empirical investigation. International Journal of Lean Six Sigma, 8, 2, IJLSS-05-2016-0019. DOI: 10.1108/IJLSS-05-2016-0019.
• Sushil (2000). SAP-LAP models of inquiry. Management Decision, 38, 5, 347–353.
• Sushil (2001). SAP-LAP Framework. Global Journal of Flexible Systems Management, 2, 1, 51–55.
• Sushil (2009a). Interpretive ranking process. Global Journal of Flexible Systems Management, 10, 4, 1–10. DOI: 10.1007/BF03396567.
• Sushil (2009b). SAP-LAP linkages – A generic interpretive framework for analyzing managerial contexts. Global Journal of Flexible Systems Management, 10, 2, 11–20. DOI: 10.1007/BF03396558.
• Sushil (2012). Interpreting the interpretive structural model. Global Journal of Flexible Systems Management, 13, 2, 87–106. DOI: 10.1007/S40171-012-0008-3.
• Sushil (2019). Efficient interpretive ranking process incorporating implicit and transitive dominance relationships. Annals of Operations Research, 283, 1–2, 1489–1516. DOI: 10.1007/s10479-017-2608-y.
• Sushil (2020). Interpretive multi-criteria ranking of production systems with ordinal weights and transitive dominance relationships. Annals of Operations Research, 290, 1, 677–695. DOI: 10.1007/s10479-018-2946-4.
• Talib, F. and Rahman, Z. (2010). Critical success factors of TQM in service organizations: A proposed model. Services Marketing Quarterly, 31, 3, 363–380. DOI: 10.1080/15332969.2010.486700.
• Talib, F. and Rahman, Z. (2015). Identification and prioritization of barriers to total quality management implementation in service industry: An analytic hierarchy process approach. TQM Journal, 27, 5, 591–615. DOI: 10.1108/TQM-11-2013-0122.
• Venkatesh, V.G., Dubey, R., and Aital, P. (2014). Analysis of sourcing process through SAP-LAP framework– a case study on apparel manufacturing company. International Journal of Procurement Management, 7, 2, 145–167.
• Zhang, L., Narkhede, B.E., and Chaple, A.P. (2017). Evaluating lean manufacturing barriers: an interpretive process. Journal of Manufacturing Technology Management, 28, 8, 1086–1114. DOI: 10.1108/JMTM-04-2017-0071.

Uwagi

Opracowanie rekordu ze środków MEiN, umowa nr SONP/SP/546092/2022 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2022-2023)