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The purpose of this paper is to assess the role of institutions dealing with disaster risk in Delhi and propose possible solutions for disaster risk reduction.

The approach to assess the role of institutions is based on the Climate Disaster Resilience Index (CDRI) questionnaire survey. It evaluates roles based on variables such as mainstreaming of disaster risk reduction and climate change adaptation, effectiveness of crisis management framework, knowledge dissemination and management, institutional collaboration with other stakeholders, and good governance.

The findings show the institution's limitations and strengths to face hydro‐meteorological disaster risk in Delhi. It further identifies possible areas for disaster risk reduction.

The methodology is new and it only incorporates disasters that are hydro‐meteorological. The study does not include man‐made, geological, and biological disasters.

The paper is unique in its approach to identify gaps in the current approach in managing disaster risk in Delhi and puts forward the possible ways to deal with disaster risk. Moreover, very few studies have been done in this area.

The chapter tries to trace the development of concept of urban ecosystem as a problem-solving approach for urban problems, including the unwarranted problems caused by climate change. Urban management has increasingly shifted from infrastructure-based to a more regional-based approach. There has been a shift in the domain of urban ecosystem as well, from the established urbanized area to the aggregation of urban and surrounding rural area. Also, urban-rural linkages are given more attention in resource management in urban areas, thereby reducing the overall risk due to climate change. The chapter provides examples and challenges of urban ecosystem management from across the world.

The purpose of this paper is to present a road map to implement Lean-Kaizen concept using value stream mapping (VSM) to identify hidden continuous improvement opportunities in a small and medium-sized enterprise (SME) located at the non-capital region of India.

From the collected data, a current state map was prepared that indicated the current operating situation of selected SME. The takt time was calculated and those processes which attained higher cycle time (C/T) than takt time were identified. The continuous flow processing was achieved by adjusting C/T of each process and supermarket pull system was developed to control the production at the workstations. Finally, a future state map was developed that served as a guide for future lean activities. Few problems were identified to realize the future state. The “5-why” analysis was used for identifying root causes of these problems and Kaizen events were proposed as solutions. In this case study, one Kaizen event was identified in which brainstorming technique was used to control the variation caused by unorthodox fixture design for clamping and de-clamping of case product and thus eliminated non-value-added activities performed by the operator on a milling machine.

Before and after implementation of value stream map, the data obtained were analyzed and eliminated rework time, reduced inventory level, reduced lead time and C/T, improved productivity and product quality are presented as finding. Lean-Kaizen provides a better chance for every individual of the industry to have a hand in achieving organization’s goals to attain continuous progress in productivity and quality of the product. Even good understanding of the concept of lean tools and techniques by SMEs, the employee willingness and motivation to identify and eliminate wastes are found feeble.

This study is among best practices to identify hidden improvement opportunities in the regular production of the product to increase productivity and improve quality using value stream map. The research paper gives useful understandings to the lean implementers, Kaizen identifiers, consultants and researchers.

The purpose of this paper is to capture the status of implementation of Six Sigma in various manufacturing industries and also examine the success of the Six Sigma by using different performance indicators.

The methodology of critical review involves the selection and classification of 112 research articles on the implementation of Six Sigma in different manufacturing industries. The selected articles are categorized by the following: articles distribution based on the year of publication, publication database, various journals, contribution of authors, continent, scale of industry, implemented approaches, focused industry, tools and techniques used in phases of Six Sigma methodology, and performance indicators used in Six Sigma implementation. Then after, future scopes of research opportunities are derived based on significant findings.

The literature revealed that: Very few work was undertaken on the implementation of Six Sigma in various manufacturing industries like ceramic, paper, gems and jewelry, cement, furniture, stone, fertilizer, forging, paper and surface treatment industries. Most of the researchers have considered very few performance indicators to identify the improvement after Six Sigma implementation. But, there is no clue regarding overall improvement in different perspectives after the implementation of Six Sigma. The financial indicators, personnel indicators, process indicators and customer indicators are useful to measure the overall improvement after the implementation of Six Sigma in the manufacturing sector.

The study was carried out on the implementation of Six Sigma methodology in various manufacturing industries, and various performance indicators were identified while implementing the Six Sigma methodology. Case studies pertaining to service industries were not covered here.

Very little research has been carried out to measure the overall success of implementing Six Sigma methodology in manufacturing industries. This paper will provide value to students, researchers and practitioners of Six Sigma by providing insight into the implementation of Six Sigma in manufacturing industries.