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This study seeks insights into the engineering undergraduates’ knowledge of problem-solving process, teamwork characteristics and communication skills.

The data for the study were collected through consecutive sampling technique from 78 engineering undergraduates at the Birla Institute of Technology and Science Pilani, Pilani Campus, India on a five-point Likert scale-based questionnaire.

Exploratory factor analysis results traced three stages of the problem-solving process. However, the results of teamwork characteristics and communication skills validated the literature-based results. An important finding was that all the three skills were correlated. This means that one skill can be used to develop and promote other skills. The paired sample t-test demonstrated that all the three skills were perceived with a difference, which indicates that these skills worked in collaboration without losing their individuality.

This study supports that there is a need to engage learners in an active and collaborative environment to improve the engineering undergraduates’ knowledge of skills.

The conscious effort to make the engineering undergraduates aware would reduce the gap between the graduating engineers skills currently possessed in academia and the required skills at workplace.

Creating visibility in the supply chain (SC) helps in making it resilient. Integrating the SC with Industry 4.0 key enabling technologies creates visibility and sustainability in SCs. It also fosters intelligent decision-making, thereby making a SC smart. However, how Industry 4.0 technologies affect key performance indicators (KPIs) of a resilient SC and may help achieve sustainability is rarely studied.

Sixteen KPIs were identified from the literature review and analyzed using fuzzy analytic hierarchy process (FAHP) using expert opinions. Further, a sensitivity analysis was conducted for the KPIs by varying the weightage of the criteria. Later, KPIs results were analyzed, and (1) how and which Industry 4.0 technology helps improve the KPI? (2) Resilience relationship with sustainability? were discussed.

The analyses show that the time-oriented (TO) is an essential criterion and organizational (OR) is the less important comparatively. Lead time, time to market and risk assessment frequency are the top KPIs that need a focus. Blockchain, Big Data and Cyber-physical systems enhance KPI's value and, in turn, foster economic, environmental and social sustainability of the SC and help in better decision making in terms of smart contracts, better forecasting and enhanced real-time information sharing.

Identification of the KPIs, the impact of Industry 4.0 technologies and the impact on sustainability; this kind of interplay is rarely evident in the literature. Understanding the findings of this research will help managers develop smart systems that may work intelligently to overcome risks associated and enhance sustainability. Academicians can use the findings and conduct future research that can overcome the limitations of this research.

The paper aims to identify, prioritize and rank lean practices in the context of an Indian automotive component manufacturing organization using interpretive ranking process (IRP) and interpretive structural modeling (ISM) approaches.

Lean practices are identified from the literature. Then, two hierarchical models were are developed using two distinct modeling approaches – ISM and IRP with expert opinions from an Indian automotive component manufacturing organization to analyze the contextual relationships among the various lean practices and to prioritize and rank them with respect to performance dimensions.

In the study, the hierarchical structural models are developed using ISM and IRP approaches for an Indian automotive component manufacturing organization. In ISM-based modeling, lean practices can be categorized into five levels. Top priority should be given to the motivators followed by value chain, system/technology and organization centric practices. IRP model shows the dominance relationship among the various lean practices with respect to performance dimensions.

The models are constructed from the organizational standpoint to evaluate their impact to the implementation of lean manufacturing. The study leverages the organizations to prioritize limited resources as per the hierarchy. Managers get the inter-linkages and ranking of various lean practices, which leads to a better perspective for the effective implementation of lean. The structural models also assist management to assign proper roles to employees/departments for effective lean implementation.

There is hardly any structural model of lean practices in the literature for clustering, prioritizing and ranking of lean practices. The study fills this gap and develops the hierarchical models of lean practices through IRP and ISM approaches for an Indian automotive component manufacturing organization. The results from both approaches are compared for illustrating the benefits of one over the other.

This paper aims to present a simple and innovative fuzzy methodology-based lean performance measurement system (L-PMS) for an Indian automotive supply chain. The paper also enlightens the influence of coronavirus disease 2019 (COVID-19) on supply chains and the practical implications of the unprecedented disruptions on the performance measurement systems.

The L-PMS is divided into three phases. In the first phase, the key performance indicator (KPI) list, as deemed fit by the organization, is prepared using literature and suggestions from the case organization. The list contains 61 KPIs measuring 24 performance dimensions in seven functional areas of the supply chain. In the second phase, the KPI performance data (actual, best and worst) are collected using the enterprise resource planning (ERP) system. In the last phase, the leanness score of the case organization is calculated at four levels – KPI, dimension, functional area and overall organization.

The overall leanness score of the case organization is 60%. The case organization uses KPIs from all seven functional areas, but it needs to improve the number of KPIs in administration and supplier management functional areas. The case organization uses only quantitative KPIs. However, the performance dimensions at the middle level are adequate. The leanness level of the case organization in different areas is highly variable (ranges from 45% to 91%).

The major limitation of the study is that the case study is done at a single organization.

The managers at the different levels of the hierarchy can use the lean performance measurement score to leverage the better performing areas/dimensions/KPIs and improve poor performing areas/dimensions/KPIs. The lean performance measurement at functional area level can help leadership to give responsibility to different people for the improvement of leanness with respect to different dimensions/functional areas. The disruptive impact of COVID-19 should clearly be understood by the managers to make appropriate decisions based on the severity as measured at different levels.

According to the authors' best knowledge, this is the first lean performance measurement application at the four hierarchical levels (KPI, performance dimension, functional area and overall organization).

This paper proposes an integrated value stream mapping (VSM) for a complex assembly line to improve the leanness of a complex automotive component manufacturing organization.

This study depicts the application of VSM at the case organization, where top management is concerned about the challenges of higher cycle time and lower productivity. Gemba walks were conducted to establish the concept of “walk the flow, create the flow” along the assembly line. The multi-hierarchical cross-functional team developed the current value stream map to know the “as-is” state. Then, the team analysed the current VSM and proposed the future VSM for the “to-be” state.

The integrated VSM shows different processes and work cells, various wastes, non-value-added activities, cycle time, uptime and the material and information flows for both products of the assembly line on the same map. The integrated VSM reduced cycle time, non-value-added activities, work in process inventory and improved line efficiency and production per labour hour for both the products, simultaneously.

The limitation of the study is that the study focussed only on the application of VSM for one complex assembly only. Future research may be conducted using the developed integrated VSM approach in other complex production environments.

Managers can identify and reduce system waste by incorporating the concept of integrated VSM in a complex production or assembly environment where two or more products are being manufactured/assembled with low similarity.

The application of VSM for assembly lines is highly challenging because of merging flows, a large number of child parts in the lines and assembly of more than one product on the same line.

This study aims to quantify and compare the environmental impacts of Marble-stone and Kota-stone flooring options widely used for buildings in India. The study discusses the possibility of carbon sequestration through Bamboo cultivation in India.

The study has followed a standard life cycle assessment (LCA) framework based on ISO 14040 guidelines. Three distinct phases have been compared on midpoint and endpoint assessment categories – raw material, polishing and disposal. Primary data has been collected from the construction site in India, and secondary data has been collected from the Ecoinvent 3.0 database. Previous studies have been referred to discuss and calculate the area of bamboo cultivation required to sequestrate the generated carbon from the flooring.

The study has found that endpoint category damage to resources, and midpoint categories of climate change, metal depletion and agricultural land use are highly impacted in building floorings. The study has also found that the Marble-stone floor generates higher environmental impacts than the Kota-stone floor in most of the midpoint and endpoint impact categories. This difference is significant in the raw material phase due to the different compositions of stones. The study also found that Bamboo has excellent potential to act as a carbon sink and mitigate the generated carbon.

This study excludes human labour, cutting and distribution of floor tiles made of Marble-stone and Kota-stone. The researcher can use the study to evaluate, compare and benchmark the various building flooring options from the environmental perspective. The study aids to the body of knowledge available on the various building flooring options by presenting the LCA or the environmental impacts generated by two flooring options. It is expected that the architects and builders can use these results to develop carbon-neutral buildings. This study provides a methodology for governments, constructors, builders and individuals to evaluate, compare and benchmark the various construction materials from the environmental perspective by computing the environmental impacts throughout the life cycle of the materials.

This study compares two widely used building flooring options using the LCA methodology and evaluates the potential of bamboo cultivation near the buildings for carbon sinks. The study is unique because it shows the environmental impacts of two flooring options and the carbon sequestration method to mitigate/absorb the generated environmental impacts in or around the building itself through bamboo cultivation. This study may set the foundation for carbon-neutral buildings.