The Experts below are selected from a list of 954 Experts worldwide ranked by ideXlab platform

L. Ganapathy - One of the best experts on this subject based on the ideXlab platform.

  • Intellectual Capital: A Case Study of Power Loom using AHP
    2016
    Co-Authors: S. R Dulange, A. K Pundir, L. Ganapathy
    Abstract:

    The purpose of this paper is to identify the critical success factors of IC influencing the performance of Power Loom textiles, to evaluate their impact on the organizational performance and to find out the effect of these factors on the organizational performance of small and medium-sized enterprises (SMEs) in Maharashtra using AHP. The methodology adopted is factors are identified through the literature survey and finalization of these factors is done by taking the opinion of Experts in the Indian context. By cognitive map the relation between these factors is determined and cause and effect diagram is prepared. Then these factors are arranged hierarchically and tree diagram is prepared. A questionnaire was designed and distributed among the experts; data is collected. By using Expert choice software data is filled to quantify by pair wise comparison of these factors and are prioritized. The weights demonstrate several key findings: local and global priority reveals there is a substantial effect of the Human capital on the organizational performance. The work related experience contributes 34.21%, which has a greater impact on performance. Operational procedures or practices contribute 52 % in order to improve the operational performance and hence organizational performance. Overall, the results showed the central role of the human capital is important. The research is subject to the normal limitations of AHP. The study is using perceptual data provided by Experts which may not provide clear measures of impac

  • Performance of Power Loom Textiles: A Resource-based View.
    2014
    Co-Authors: S. R Dulange, A. K Pundir, L. Ganapathy
    Abstract:

    Despite increasing attention paid to the Resource-based View (RBV), there is a dearth of empirical evidence on the interactions among different RBV performance dimensions and their effect on organizational performance. This paper examines and to extend the literature, by obtaining an understanding of the link between resources, capabilities and organizational performance in terms of operational performance, financial performance and non financial performance by using a survey research in the framework of Resource-based View. The RBV involves the different performance dimensions such as tangible assets, intangible assets and capabilities. Numerous prior studies have sought to examine the links between resources and organizational performance in particular efficiency by secondary data and using quantitative methods. This paper involved a quantitative examination of the relationship between tangibles assets, intangibles assets and capabilities and organizational performance of Power Loom textiles of Maharashtra (India). The primary data of one hundred and sixty Power Loom textiles of Maharashtra is collected through questionnaire to examine the relationship between tangibles assets, intangibles assets and capabilities with the operational performance. It also examines the relationship between operational performance with the organizational performance. This study finds a positive relationship between performance dimensions and organizational performance. The hypotheses are developed in the framework of RBV and tested by using the statistical method. Among many developing countries that actively participate in textiles and apparel trade, the Indian textile industry is exhibiting significant growth potential in the global market with its advantage as low production costs, abundant resources of raw material and cheap labor forces. The textiles and apparel industry is India's second largest industry consists of spinning, apparel, garment and man-made fabrics manufacturing. The country is the largest exporter of terry towels and man-made textile products. However, with an increased level of competition from low cost manufacturers (especially China) around the world, the industry is under tremendous pressure to increase productivity, to improve performance, to improve production quality, and to advance the management systems. Furthermore, competition is much more intense in the textiles and apparel exports business after the quota cancellation as stated by Clark (2005). Therefore, it became crucial for textile product manufacturers to respond to the new challenges with new strategies and solutions. The Power Loom textile is one of the most important segments of the textile Industry in terms of fabric production and employment generation. It provides employment to 57.44 Lakh persons and contributes 62 percent of total cloth production in the Country. 60% of the fabrics produced in the Power Loom sector are of man-made. More than 60% of fabric meant for export is also sourced from Power Loom sector as mentioned in the Annual Report (2013), Textile Ministry, India. In the economic survey conducted by Government of India (2012-2013) states that, these Power Looms have flourished prominently at various centers in Maharashtra such as Bhiwandi, Ichalkaranji, Sholapur and Malegaon, these Power Loom centers work in decentralized sector and play an important role in the growth of Power Loom industry. India's textile and clothing industry contributes 4% per cent to Gross Domestic Product, 14 percent in industrial production, 18% of total industrial employment and 27% of export earnings. This Power Loom sector operates in Small to Medium Enterprises (SMEs) in India. However, the issue of concern here is the sustainability of this achieved competitiveness of the Indian firms. Under the changed scenario sans quota restrictions, firms in these economies are trying to expand their international market competitiveness through various strategies. These strategies involve a mix of productivity enhancing and cost minimizing activities (Zala, 2010). Bheda (2002) has stated that when the factors associated with productivity are reviewed; it becomes clear that most of the factors are of techno-managerial nature. The manufacturer can improve productivity performance substantially by implementing best practices in the area of operator and management training, industrial engineering, production planning and control, industrial relations and productivity related incentives. He further states that there are hundred percent chances for productivity performance improvement for average textile industry in India. The present research deals with effect of tangible, intangible assets and capabilities on operational performance of the Power Looms in Maharashtra state. It also deals with understanding the factors affecting the operational and organizational performance of Power Looms and attempts to use the available resources efficiently and effectively.

  • thinking process a case study of Power Loom textiles
    2014
    Co-Authors: S. R Dulange, Ashok K Pundir, L. Ganapathy
    Abstract:

    ABTRACT: The aim of this paper is to identify some of the strategies related to the practical use of the Theory of Constraints (TOC). The organization is not only a collection of independent processes, but rather as an integrated system. The organization is viewed as a synchronized chain, in which the links between each activity form a complete system. TOC shows that every system is subject to at least one constraint that keeps it from achieving high levels of performance. In the business environment, constraints on a firm’s production chain have serious consequences such as poor performance and productivity. A study of the use of TOC in a small Power Loom textile firm and the results obtained are shown here. Its use repeatedly made it possible to identify the constraints, and thus to improve firm performance and productivity.

S. R Dulange - One of the best experts on this subject based on the ideXlab platform.

  • Intellectual Capital: A Case Study of Power Loom using AHP
    2016
    Co-Authors: S. R Dulange, A. K Pundir, L. Ganapathy
    Abstract:

    The purpose of this paper is to identify the critical success factors of IC influencing the performance of Power Loom textiles, to evaluate their impact on the organizational performance and to find out the effect of these factors on the organizational performance of small and medium-sized enterprises (SMEs) in Maharashtra using AHP. The methodology adopted is factors are identified through the literature survey and finalization of these factors is done by taking the opinion of Experts in the Indian context. By cognitive map the relation between these factors is determined and cause and effect diagram is prepared. Then these factors are arranged hierarchically and tree diagram is prepared. A questionnaire was designed and distributed among the experts; data is collected. By using Expert choice software data is filled to quantify by pair wise comparison of these factors and are prioritized. The weights demonstrate several key findings: local and global priority reveals there is a substantial effect of the Human capital on the organizational performance. The work related experience contributes 34.21%, which has a greater impact on performance. Operational procedures or practices contribute 52 % in order to improve the operational performance and hence organizational performance. Overall, the results showed the central role of the human capital is important. The research is subject to the normal limitations of AHP. The study is using perceptual data provided by Experts which may not provide clear measures of impac

  • Performance of Power Loom Textiles: A Resource-based View.
    2014
    Co-Authors: S. R Dulange, A. K Pundir, L. Ganapathy
    Abstract:

    Despite increasing attention paid to the Resource-based View (RBV), there is a dearth of empirical evidence on the interactions among different RBV performance dimensions and their effect on organizational performance. This paper examines and to extend the literature, by obtaining an understanding of the link between resources, capabilities and organizational performance in terms of operational performance, financial performance and non financial performance by using a survey research in the framework of Resource-based View. The RBV involves the different performance dimensions such as tangible assets, intangible assets and capabilities. Numerous prior studies have sought to examine the links between resources and organizational performance in particular efficiency by secondary data and using quantitative methods. This paper involved a quantitative examination of the relationship between tangibles assets, intangibles assets and capabilities and organizational performance of Power Loom textiles of Maharashtra (India). The primary data of one hundred and sixty Power Loom textiles of Maharashtra is collected through questionnaire to examine the relationship between tangibles assets, intangibles assets and capabilities with the operational performance. It also examines the relationship between operational performance with the organizational performance. This study finds a positive relationship between performance dimensions and organizational performance. The hypotheses are developed in the framework of RBV and tested by using the statistical method. Among many developing countries that actively participate in textiles and apparel trade, the Indian textile industry is exhibiting significant growth potential in the global market with its advantage as low production costs, abundant resources of raw material and cheap labor forces. The textiles and apparel industry is India's second largest industry consists of spinning, apparel, garment and man-made fabrics manufacturing. The country is the largest exporter of terry towels and man-made textile products. However, with an increased level of competition from low cost manufacturers (especially China) around the world, the industry is under tremendous pressure to increase productivity, to improve performance, to improve production quality, and to advance the management systems. Furthermore, competition is much more intense in the textiles and apparel exports business after the quota cancellation as stated by Clark (2005). Therefore, it became crucial for textile product manufacturers to respond to the new challenges with new strategies and solutions. The Power Loom textile is one of the most important segments of the textile Industry in terms of fabric production and employment generation. It provides employment to 57.44 Lakh persons and contributes 62 percent of total cloth production in the Country. 60% of the fabrics produced in the Power Loom sector are of man-made. More than 60% of fabric meant for export is also sourced from Power Loom sector as mentioned in the Annual Report (2013), Textile Ministry, India. In the economic survey conducted by Government of India (2012-2013) states that, these Power Looms have flourished prominently at various centers in Maharashtra such as Bhiwandi, Ichalkaranji, Sholapur and Malegaon, these Power Loom centers work in decentralized sector and play an important role in the growth of Power Loom industry. India's textile and clothing industry contributes 4% per cent to Gross Domestic Product, 14 percent in industrial production, 18% of total industrial employment and 27% of export earnings. This Power Loom sector operates in Small to Medium Enterprises (SMEs) in India. However, the issue of concern here is the sustainability of this achieved competitiveness of the Indian firms. Under the changed scenario sans quota restrictions, firms in these economies are trying to expand their international market competitiveness through various strategies. These strategies involve a mix of productivity enhancing and cost minimizing activities (Zala, 2010). Bheda (2002) has stated that when the factors associated with productivity are reviewed; it becomes clear that most of the factors are of techno-managerial nature. The manufacturer can improve productivity performance substantially by implementing best practices in the area of operator and management training, industrial engineering, production planning and control, industrial relations and productivity related incentives. He further states that there are hundred percent chances for productivity performance improvement for average textile industry in India. The present research deals with effect of tangible, intangible assets and capabilities on operational performance of the Power Looms in Maharashtra state. It also deals with understanding the factors affecting the operational and organizational performance of Power Looms and attempts to use the available resources efficiently and effectively.

  • Quantification of factors influencing productivity using AHP: An approach towards productivity improvement.
    Industrial Engineering Letters, 2014
    Co-Authors: Summaiya R Shaikh, S. R Dulange
    Abstract:

    Improvement in productivity level plays a major role in the organisation success and securing the objectives of the organisation. The aim of this paper is to quantify the factors influencing productivity of Power Loom industry and suggest suitable improvement techniques for the same. By reviewing the literature based on factors affecting productivity and productivity improvement, factors from different scholars were listed. Later experts were asked to identify and group the factors related to Power Loom industry. By utilizing the acquired factors from the experts a questionnaire was formed which was used as an input for AHP process. Based on the results of AHP process in the form of weights of different factors, the most important factors were identified and prioritized using the ranking method. The important factors were the human resource factor which influenced 55% to productivity followed by process factor 20%. The lean philosophy is best suited in order to control these factors and improve productivity [9] and [30].Hence suitable techniques from the lean philosophy which can be applied to Power Loom industry are identified. The application of these techniques can assure improvement in the productivity of Power Loom industry. Keywords: Power Loom, productivity, critical success factors, AHP.

  • thinking process a case study of Power Loom textiles
    2014
    Co-Authors: S. R Dulange, Ashok K Pundir, L. Ganapathy
    Abstract:

    ABTRACT: The aim of this paper is to identify some of the strategies related to the practical use of the Theory of Constraints (TOC). The organization is not only a collection of independent processes, but rather as an integrated system. The organization is viewed as a synchronized chain, in which the links between each activity form a complete system. TOC shows that every system is subject to at least one constraint that keeps it from achieving high levels of performance. In the business environment, constraints on a firm’s production chain have serious consequences such as poor performance and productivity. A study of the use of TOC in a small Power Loom textile firm and the results obtained are shown here. Its use repeatedly made it possible to identify the constraints, and thus to improve firm performance and productivity.

Robert C. Allen - One of the best experts on this subject based on the ideXlab platform.

  • The Hand-Loom Weaver and the Power Loom: A Schumpeterian Perspective REVISED
    2017
    Co-Authors: Robert C. Allen
    Abstract:

    Schumpeter’s ‘perennial gale of creative destruction’ blew strongly through Britain during the Industrial Revolution, as the factory mode of production displaced the cottage mode in many industries. A famous example is the shift from hand Loom weaving to the use of Power Looms in mills. As the use of Power Looms expanded, the price of cloth fell, and the ‘golden age of the hand Loom weaver’ gave way to poverty and unemployment. This paper argues that the fates of the hand and machine processes were even more closely interwoven. With the expansion of factory spinning in the 1780s, the demand for hand Loom weavers soared in order to process the newly available cheap yarn. The rise in demand raised the earnings of hand Loom weavers, thereby, creating the ‘golden age’. The high earnings also increased the profitability of developing the Power Loom by raising the value of the labour that it saved. This meant that less efficient–hence, cheaper to develop--Power Looms could be brought into commercial use than would have been the case had the golden age not occurred. The counterfactual possibilities are explored with a model of the costs of weaving by hand and by Power. The cottage mode of production was an efficient system of producing cloth, but it self-destructed as its expansion after 1780 raised the demand for sector-specific skills, thus providing the incentive for inventors to develop a Power technology to replace it. The Power Loom, in turn, devalued the old skills, so poverty accompanied progress.

  • The Hand-Loom Weaver and the Power Loom: A Schumpeterian Perspective
    2016
    Co-Authors: Robert C. Allen
    Abstract:

    Abstract: Schumpeter’s ‘perennial gale of creative destruction’ blew strongly through Britain during the Industrial Revolution, as the factory mode of production displaced the cottage mode in many industries. A famous example is the shift from hand Loom weaving to the use of Power Looms in mills. As the use of Power Looms expanded, the price of cloth fell, and the ‘golden age of the hand Loom weaver’ gave way to poverty and unemployment. This paper argues that the fates of the hand and machine processes were even more closely interwoven. With the expansion of factory spinning in the 1780s, the demand for hand Loom weavers soared in order to process the newly available cheap yarn. The rise in demand raised the earnings of hand Loom weavers, thereby, creating the ‘golden age’. The high earnings also increased the profitability of developing the Power Loom by raising the value of the labour that it saved. This meant that less efficient–hence, cheaper to develop--Power Looms could be brought into commercial use than would have been the case had the golden age not occurred. The counterfactual possibilities are explored with a model of the costs of weaving by hand and by Power. The cottage mode of production was an efficient system of producing cloth, but it self-destructed as its expansion after 1780 raised the demand for sector-specific skills, thus providing the incentive for inventors to develop a Power technology to replace it. The Power Loom, in turn, devalued the old skills, so poverty accompanied progress.

Samayan Kalaiselvan - One of the best experts on this subject based on the ideXlab platform.

  • and S.Kalaiselvan, “Adaptation of induced fuzzy cognitive maps to the problem faced by the Power Loom workers
    2016
    Co-Authors: S Narayanamoorthy, Samayan Kalaiselvan
    Abstract:

    Abstract – The Indian textile industry has a significant presence in the economy as well as in the international textile economy. In this research Paper we study the socio economic problems faced by Power Loom workers in Avinashi in Tamilnadu, India, using Induced Fuzzy Cognitive Maps (IFCMs). We have interviewed 50 households in the study area using a linguistic questionnaire. As the problems faced by them at large, involved so much of feelings and uncertainties. We felt it to fit to use fuzzy theory in general and induced fuzzy cognitive maps in particular. For IFCMs is the best suited tool when the data is an unsupervised one

  • adaptation of induced fuzzy cognitive maps to the problems faced by the Power Loom workers
    International Journal of Intelligent Systems and Applications, 2012
    Co-Authors: S Narayanamoorthy, Samayan Kalaiselvan
    Abstract:

    The Indian textile industry has a significant presence in the economy as well as in the international textile economy. In this research Paper we study the socio economic problems faced by Power Loom workers in Avinashi in Tamilnadu, India, using Induced Fuzzy Cognitive Maps (IFCMs). We have interviewed 50 households in the study area using a linguistic questionnaire. As the problems faced by them at large, involved so much of feelings and uncertainties. We felt it to fit to use fuzzy theory in general and induced fuzzy cognitive maps in particular. For IFCMs is the best suited tool when the data is an unsupervised one.

Ganapathy L - One of the best experts on this subject based on the ideXlab platform.

  • Intellectual Capital: A Case Study of Power Loom using AHP
    Industrial Engineering Letters, 2014
    Co-Authors: Dulange S R, Pundir A K, Ganapathy L
    Abstract:

    The purpose of this paper is to identify the critical success factors of IC influencing the performance of Power Loom textiles, to evaluate their impact on the organizational performance and to find out the effect of these factors on the organizational performance of small and medium-sized enterprises (SMEs) in Maharashtra using AHP. The methodology adopted is factors are identified through the literature survey and finalization of these factors is done by taking the opinion of Experts in the Indian context. By cognitive map the relation between these factors is determined and cause and effect diagram is prepared. Then these factors are arranged hierarchically and tree diagram is prepared. A questionnaire was designed and distributed among the experts; data is collected. By using Expert choice software data is filled to quantify by pair wise comparison of these factors and are prioritized. The weights demonstrate several key findings: local and global priority reveals there is a substantial effect of the Human capital on the organizational performance. The work related experience contributes 34.21%, which has a greater impact on performance. Operational procedures or practices contribute 52% in order to improve the operational performance and hence organizational performance. Overall, the results showed the central role of the human capital is important. The research is subject to the normal limitations of AHP. The study is using perceptual data provided by Experts which may not provide clear measures of impact factors. However, this can be overcome using more experts to collect data in future studies. Interestingly, the findings here may be generalisable outside Maharashtra, India. AHP as an innovative tool for quantification of IC factors impacting on performance and improving operational and organizational performance in today’s dynamic manufacturing environment. The finding suggests the notion that these critical success factors (CSFs) are to be studied carefully and improvement strategy should be developed. Moreover, the study emphasizes the need to link priority of factors to organizational performance and improvement. The study integrates the CSFs of performance and its quantification by using AHP and its effect on performance of Power Loom textiles. Very few studies have been performed to investigate and understand this issue. Therefore, the research can make a useful contribution. Keywords: Intellectual capital, RBV, Power Looms, Performance, AHP, Maharashtr

  • Prioritization of Factors Impacting on Performance of Power Looms by Using AHP
    Industrial Engineering Letters, 2014
    Co-Authors: Dulange S R, Pundir A K, Ganapathy L
    Abstract:

    The purpose of this paper is to identify the critical success factors influencing the performance of Power Loom textiles, to evaluate their impact on the organizational performance and to find out the effect of these factors on the organizational performance of small and medium-sized enterprises (SMEs) in the Sholapur (Maharashtra) industrial sector by using AHP. The methodology adopted is factors are identified through the literature survey and finalization of these factors is done by taking the opinion of Experts in the Indian context. By cognitive map the relation between these factors (direct and indirect effect) is determined and cause and effect diagram is prepared. Then these factors are arranged hierarchically and tree diagram is prepared. A questionnaire was designed and distributed among the experts; data is collected. By using Expert choice software data is filled to quantify by pair wise comparison of these factors and are prioritized. The weights demonstrate several key findings: local and global priority reveals that there is a substantial effect of the Human Resource, product style and volume on the organizational performance. The skill and technology up gradation impact on organizational performance. Maintenance plays important role in improving the organizational performances of the SMEs. Overall, the results showed the central role of the operational factors are important. The research is subject to the normal limitations of AHP. The study is using perceptual data provided by Experts which may not provide clear measures of impact factors. However, this can be overcome using more experts to collect data in future studies. Interestingly, the findings here may be generalisable outside Solapur like Ichalkarnji, Malegaon and Bhiwadi (Maharashtra).Solapur Power Loom SMEs should consider AHP as an innovative tool for quantification of factors impacting on performance and improving operational and organizational performance in today’s dynamic manufacturing environment. The finding suggests the notion that these critical success factors (CSFs) are to be studied carefully and improvement strategy should be developed. Moreover, the study emphasizes the need to link priority of factors to organizational performance and improvement. The study integrates the CSFs of performance and its quantification by using AHP and its effect on performance of Power Loom textiles. The indirect impact of underling and fundamental factors are considered. Very few studies have been performed to investigate and understand this issue. Therefore, the research can make a useful contribution. Key words: AHP, Factors and sub factors, Prioritization, Power Loom