Aug'21
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The IUP Journal of Operations Management
ISSN: 0972-6888
A 'peer reviewed' journal indexed on Cabell's Directory, and also distributed by EBSCO and Proquest Database
It is a quarterly journal focusing on Inventory control, Supply Chain Management, Enterprise Resource Planning (ERP), Just-In-Time (JIT), Total Quality Management (TQM), Business Process Re-engineering, Logistics management, Six Sigma, Benchmarking and flexible manufacturing systems.
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Contract Management for Outsourced Operations
Of the two functions in Operations and Maintenance (O&M), traditionally it was maintenance that lent itself for outsourcing. Needing intermittent equipment specialists' intervention, maintenance was a 'natural' for outsourcing one-off needs or annual contracts. All this while, operations was always considered "too critical" to be outsourced. However, what was once unthinkable has slowly crept in: the outsourcing of operations. Considering the criticality of the operations function to the availability of the plant, this paper proposes the factors that must be evaluated before a contractor is finalized. These include ability to maintain and flag critical plant performance indicators. Since the economic cost of failure to perform has direct material impact on the plant financials, the contract has to be drawn in a manner that would encourage only the serious players to bid. Non-operational but non-negotiable factors like strict compliance to statutory, safety and environment requirements act like filters to ensure right contractor selection. Also discussed in this paper are the contract process, goals and key performance indicators that would eliminate chances of contract dispute at a future date. The first author was responsible for implementation of one of the first outsourced operations management contracts in India.
A Study on Productivity Management Techniques with Reference to Valeo Squib Assembly
The paper sheds light on the productivity management techniques with reference to selected component assembly at a manufacturing unit to analyze the existing processes on the basis of which present and future state maps of valeo squib assembly line productions happen. It is evident here that the cycle time for the production of squib parts was more than the allowable limit and the company is unable to meet demand patterns. Therefore, it becomes inevitable to improve the cycle time in valeo squibs production after modifications in the process. Theoretically, the study used Value Stream Mapping (VSM) technique and waiting/cycle time was reduced. Practically, valeo squib being a part that goes into airbag manufacturing, which in turn caters to the car manufacturers, the scope of this study is further extended to OEMs as well, in terms of saving waiting time in assembly line operations and productivity management from a broader viewpoint.
Six Sigma Optimization of Process Costs and Chemicals Consumption in Demin Water Plants
Many processes like power and petrochemical use demineralized (demin) water as the process fluid. Extensive use of demin water meant emergence of specialist vendors. Modular engineering design allows user-industries to purchase packages from such specialist vendors. High risk of process shutdown or underperformance due to inadequacy of demin water results in significant over-design, resulting in sub-optimal chemicals consumption and higher total lifecycle costs. Six Sigma is a set of tools successfully deployed across sectors for process and cost optimization. Case studies facilitate an understanding of complexities of real-world solutions. This paper discusses a real-world application of Six Sigma methods like DMAIC and Pareto Analysis to optimize the demin plant. Successful optimization resulted in 42% savings in chemicals, 46% reduction of process O&M costs and 42% increase in demin water output. This successful optimization case study would help practicing engineers and academics in reducing O&M costs in demin plants using Six Sigma methodologies.
ERP Implementation Failure at Revlon
This case is about the failure of ERP implementation at global cosmetics giant Revlon Inc and the impact this had on the company's business. In early February 2018, Revlon rolled out a new ERP SAPS/4HANA for a large part of its North American business to support new customer support technologies and improve performance. However, the company faced issues during the ERP changeover that caused its Oxford manufacturing facility to experience service level disruptions and impacted its ability to manufacture certain quantities of finished goods and fulfil shipments to several large retail customers in the US. Revlon was unable to fulfil product shipments of approximately US$64 mn of net sales during 2018. What could Revlon have done to understand and mitigate the inherent ERP implementation risks and ensure that its go-live ERP did not affect its operations? Going forward, how should Revlon manage ERP implementation concerns to reduce disruption of operations?
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