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The purpose of this paper is to formulate a benchmark to increase the tyre curing press production rate while minimizing tyre curing press downtime and maintenance cost with the help of a maintenance management technique based on overall equipment effectiveness (OEE).

The methodology is based on determining the OEE of tyre curing press before and after rectifying the causes of failures. The failure mode and effect analysis (FMEA) technique is used to find out the root causes of repetitive failures in tyre curing press by using the risk priority number.

A significant change in the value of OEE is observed after rectifying the repetitive failures, which were determined using the FMEA technique. Thus, it is concluded that the OEE and FMEA assist in improving the industrial performance and competitiveness of the production equipment studied.

This study is limited to determining the OEE of single equipment only, not the whole production system. Manufacturing facilities are dependent on the operating environment; therefore a comparison of two different manufacturing plants based on the OEE value would not be justified.

This study can be applied in any tyre manufacturing industry in order to take competitive benefits, such as reduction in equipment downtime, increased production and reduction in maintenance cost.

The angle from which the paper approaches the bottleneck problem in a tyre production line is original for the studied company and shows positives results. It allows the company to apply the same approach in its other production equipment, lines and factories to achieve improvement in industrial performance and competitiveness.

This paper attempts to investigate the approaches used for implementing total quality management (TQM) practices and study its impact on ABC India Limited (Name changed), a tyre manufacturing industry for realizing leadership in the Indian market. The other objectives are to explore the key issues faced by the company before TQM and study the benefits achieved after TQM implementation.

A conceptual case study research methodology has been utilized in this paper. The industry was facing some major business challenges such as low productivity, financial issues and low market presence since 1996. To overcome these issues, the top management of the industry adopted TQM as a business improvement tool and started its implementation in 2008.

A good number of improvement initiatives under four TQM approaches such as management approach, development approach, improvement approach and involvement approach were performed systematically and strategically. As a result of the successful implementation of TQM initiatives, the industry received the most prestigious quality award namely Deming Prize in 2017.

With the implementation of the TQM philosophy in the industry, it gained the top market position, the customer satisfaction score increased from 75 to 81, market presence increased from 7.2% to 26.3% and the percentage participation of employees increased by 73.5% within a period from 2009 to 2016.

The novelty of this research is to consider a case-based approach that will be helpful in promoting the utilization of the TQM philosophy in other industries for gaining competitive advantages.

Industries worldwide have been striving to serve the increasing demand of consumers alongside providing importance to environmental issues. Yet, there are concern-raising changes on the planet, such as greenhouse gas (GHG) emissions resulting in a temperature rise. India remains a vital party of the United Nations Convention on Climate Change. Henceforth, the paper aims to study the increased emissions of GHG in Puducherry, an Indian Union Territory that faces tremendous pressure owing to its denser population.

The research is designed as a case study conducted in a tyre manufacturing unit in Puducherry. The industrial sector was chosen, as it is the largest contributor (78%) of the total GHG emissions. Case studies were chosen to analyse the GHG emissions and the effects of implementing the policies and imposing interventions over time. The identified areas of improvement, proposed changes and the implemented ones with the results over a three-year period have been discussed.

The present study’s GHG inventorisation for Puducherry paved the way for preparing mitigation and adaptation plans. A total of 21 and 48 changes were incorporated to conserve fuel and power, respectively. A significant 11% reduction in power consumption and 1,113,008/litres of furnace oil was achieved. This translates to 5,115 tCO₂ and 3,306 tCO₂, respectively.

This research will help to improve the importance of climate change management in the manufacturing sector, and it will pave the way for achieving effective sustainable practices.

Such case studies could cumulatively impact the policy directives/ interventions on GHG emissions. Though this seems a small leap, putting them into practice at firm levels would contribute significantly towards achieving Sustainable Development Goals.

October 31, 1972 Negligence — Duty of care — Manufacturer — Purchaser's employees exposed to chemical containing carcinogen — Whether danger foreseeable.

This study aims to identify SHRM (strategic human resource management) essential practices for the TQM (total quality management) program regarding an Indian tire manufacturing company and formulate an inclusive interrelationship to prioritize them.

Semistructured interview with ten experts from the company was made to give SHRM practices scores. The SLR (systematic literature review) and TOPSIS (technique for order of preference by similarity to ideal solution) techniques are used to establish the model for 12 key practices and rank them afterward.

The findings clearly show that strategic planning and staffing, teamwork and leadership development have appeared as the top three essential practices. Simultaneously, performance measurement and evaluation, work design and analysis and promotion are identified as the bottom three practices. These essential practices are identified as contributing attributes.

The findings prioritize the SHRM practices as contributing attributes that help other tire manufacturing industries identify their key practices. Moreover, it provides the necessary inputs comprised of ten experts' decisions to become more active and well prepared.

The novelty of this study is to identify the key practices by using SLR and measured by the TOPSIS method to rank and consider a tire manufacturing company as a case-based approach to gain high productivity and competitive advantage.

Introduction It is now part of the conventional wisdom that the success of the industrial strategy is vital because the UK “needs a healthy manufacturing industry”. Proposals have been made to allocate a substantial proportion of the additional revenues from North Sea oil and gas to domestic manufacturing capacity and to stimulate employment directly. But how are these allocative decisions to be resolved? Even if we accept the conventional wisdom of an industrial strategy, which industries and regions are to be the focus of public policy and why? What are the manpower implications of the industrial strategy? Proposals for more skilled labour cannot be divorced from industrial, locational and factor “mix” decisions. Potential conflicts exist between industrial and employment policy. Efforts to increase the competitiveness of UK manufacturing industry through increased investment and higher productivity will result in the substitution of capital for labour and hence job loss; at the same time, policy aims to increase employment in manufacturing! Not surprisingly, estimates of a “job gap” of some 2 millions by 1981 dominate the debate, although such forecasts usually fail to refer to the price dimension, especially assumptions about the set of relative and real wage rates.

This study examines the role of hybrid products employed in companies' innovation strategy within three American industrial sectors: tires, typewriters and photography cameras.

The authors selected historical cases that enabled us to present the role of hybrid products in periods of discontinuous change. Different sources are employed in this study: papers, books, cases, working papers, videos, manuals and product catalogues, companies' annual reports, company websites, advertising, collectors' websites and museums, in addition to press and other media reports.

The authors’ historical case analysis points to two forms of hybrid products. (1) Exploitation-hybrid, which incorporates significant elements from the existing dominant design and aims at extending the revenue-generating opportunities of the existing products. (2) Exploration-hybrid, which works as an offensive strategy, as the firm uses the exploration-hybrid to promote a gradual and controlled adoption of new technology by reducing risks and the cost of change for the customer.

The authors’ proposed definitions strengthen the idea that hybrids are not only a reflection of organizational inertia (exploitation-hybrid). Hybrids can also mean a more proactive stance in the strategy of developing and adopting new technology (exploration-hybrid).

This study acknowledged hybrid products as a learning instrument that materialized the organizational ambidexterity, favoring at the same time exploitation, generally attributed to organizational inertia, and the exploration of new segments of customers or the use of new technologies.

The concept of lean and ISO 14001 as a combined approach is an evolving strategy for streamlining operational processes and attaining environmental sustainability in the manufacturing context. This paper explores the critical success factors (CSFs) for a combined lean and ISO 14001 implementation in the manufacturing industry for achieving the operational and environmental benefits.

A systematic literature review (SLR) based on Scopus and Web of Science databases is conducted to present peer-reviewed articles on the CSFs for lean and ISO 14001 implementation in manufacturing operations. This article applies the CSF theory to classify the CSFs for a joint lean and ISO 14001 adoption.

Numerous CSFs are synthesised from the SLR across seven theoretical contexts of industry, competitive strategy, managerial position, environmental, temporal, internal/external, monitoring and building/adapting factors for a combined lean and ISO14001 implementation.

Numerous CSFs are synthesised from the SLR across seven theoretical contexts of strategic direction, competitive strategy, leadership and management, environmental, temporal, internal/external, monitoring and continuous process improvement factors for a combined lean and ISO 14001 implementation.

This paper contributes to academic scholarship by providing a theoretical perspective through classification of CSFs for a combined lean and ISO 14001 implementation to achieve operational and environmental performance. This paper also contributes to practitioners and policymakers who can use the emergent theoretical framework for application in practice for a more efficient and effective deployment of both strategies in the manufacturing industry.

To the best of author's knowledge, this study is the first to propose a theoretical framework of CSFs for a combined lean and ISO 14001 implementation based on the CSF theory and SLR findings in the manufacturing industry.

This research aims to investigate critical success factors, barriers and initiatives of total productive maintenance (TPM) implementation in selected manufacturing industries in Addis Ababa, Ethiopia.

This study built and looked into a conceptual research framework. The potential barriers and success factors to TPM implementation have been highlighted. The primary study techniques used to collect relevant data were a closed-ended questionnaire and semi-structured interview questions. With the use of SPSS version 23 and SmartPLS 3.0 software, the data were examined using descriptive statistics and the inferential Partial Least Square Structural Equation Modeling (PLS-SEM) techniques.

According to the results of descriptive statistics and multivariate analysis using PLS-SEM, the case manufacturing industries' TPM implementation initiative is in its infancy; break down maintenance is the most widely used maintenance policy; top managers are not dedicated to the implementation of TPM; and there are TPM pillars that have been weakly and strongly addressed by the case manufacturing companies.

The small sample size is a limitation to this study. It is therefore challenging to extrapolate the research findings to other industries. The only manufacturing KPI utilized in this study is overall equipment effectiveness (OEE). It is possible to add more parameters to the manufacturing performance measurement KPI. The relationships between TPM and other lean production methods may differ from those observed in this cross-sectional study. Longitudinal experimental studies and in-depth analyses of TPM implementations may shed further light on this.

Defining crucial success factors and barriers to TPM adoption, as well as identifying the weak and strong TPM pillars, will help companies in allocating their scarce resources exclusively to the most important areas. TPM is not a quick solution. It necessitates a change in both the company's and employees' attitude and their values, which takes time to bring about. Hence, it entails a long-term planning. The commitment of top managers is very important in the initiatives of TPM implementation.

This study is unique in that, it uses a new conceptual research model and the PLS-SEM technique to analyze relationships between TPM pillars and OEE in depth.