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The aim of study is to prioritize resilient capabilities required for an Industry 4.0 manufacturing business. These capabilities are prioritized considering the barriers faced by their supply chains in becoming resilient. After the review of literature and discussion with experts from the case company and other supply chain professionals, the barriers and resilient capabilities were shortlisted. The study utilized a hybrid of AHP-fuzzy TOPSIS technique to provide weights to the criteria variables (here barriers) and rank the alternatives (here resilient capabilities). Five criteria of barriers were identified for the purpose of the study, namely, strategic barriers, technological barriers, cultural barriers, individual barriers, and organizational barriers. Twenty-three subcriteria were identified for these barriers. Six capabilities were decided upon to be prioritized out of which planning capabilities were obtained to be the most important followed by collaborative, agile, supply chain design modification capability, interoperability, and supply flexibility. The study attempts to fill the gap identified in the literature regarding the lack of studies on supply chain resilience barriers. It therefore provides a realistic framework to prioritize the resilience capabilities required for mitigating such barriers.

In today’s hyper competitive world successfully managing the service quality for e-transaction is very important for the success of banks. Researchers in past have advocated on the importance and relations of measurement and monitoring of e-service quality with profitability and competitiveness, but very few researchers have attempted to explore the area of e-service quality in banks. It is necessary for banks to understand e-service quality factors to launch a e-service improvement drive. Also, it is necessary for the banks to understand their interrelationships and rank them and identify the key factor and take necessary actions for improvement. This paper presents a unique approach addressing all the needs such as: (a) Identification of e-service quality factors, (b) Understanding hierarchy structures for ranking, (c) DEMATEL for analyzing the cause and effect relationship among the identified factors of e-service quality. Further, this research also proposed TOPSIS (Technique for Order Preference by Similarity to an Ideal Solution) for comparison of banks. The findings of this paper have very implications and can help in guiding the banks for improvement of e-service quality.

There are numerous studies on food loss on the demand side examining consumer behavior towards food choice and food waste generation at the household level. In this paper, we target food loss on the supply side, with a focus on the industrial food processing environment. More specifically, we map food loss in each processing stage, that is sustainable operations. Primary data were conducted through a survey (complemented with observations and documentary analysis) in 47 food processing companies in Belgium to identify hotspots and quantify food loss. The findings show that processing is by far the most important food loss hotspot. While transportation, changeover, interrupted production, human errors and product effects at this stage often lead to substantial or excessive losses, causes of food loss during packaging and before or after production have a smaller impact. At subsector level, however, there are substantial differences with respect to the most important causes. The originality of this research can be evaluated in three ways: one, identifying hotspots of food loss in the industrial processing environment; two, measuring the magnitude of losses across different product categories and causes and three, how sustainable operations plays a significant role in food loss prevention.

The application of VSM is a proven approach for lean-based improvements. Typically, this becomes challenging, when applied for complex production environments. The purpose of this research is to demonstrate, how with some approximations and simplifications in VSM application, lean can be successfully achieved in these environments. The research follows case study method and systematically guides about the segregation and treatment of non-value-adding(NVA) and value-adding (VA) activities of heavy-duty industrial power transformer making process. The focal company operates in engineer to order (ETO) and high-mix low-volume (HMLV) environments. With a research team using gemba walks and systematic questioning technique, relevant data were collected for mapping. Taguchi method was also applied for one of the critical steps, which was influencing cycle time and energy requirements. The generalisable findings endorse the strengths of approach for lean by addressing wastes and cycle time reduction. The study establishes that VSM application-based lean messages remain same for both simple and complex environments. It also exposes that non-compliance of VSM assumptions' and micro-concepts' are the root causes for application complexities. The study also offers useful insights and practical guidelines to facilitate lean in ETO, construction and HMLV production environments. Scopus

Due to the increasing rates of chronic diseases and an aging population, the use of assistive devices for ambulation is expected to grow rapidly over the next several years. Instrumenting these devices has been proposed as a non-invasive way to proactively monitor changes in gait due to the presence of pain or a condition in outdoor and indoor environments. In this paper, we evaluated the effectiveness of a multi-sensor cane in detecting changes in gait due to the presence of simulated gait abnormalities, walking terrains, impaired vision, and incorrect cane lengths. The effectiveness of the instrumented cane was compared with the results obtained directly from a shank-mounted inertial measurement unit. Results from 30 healthy participants obtained while simulating gait abnormalities and walking over different terrains demonstrated the ability of the cane to reliably and effectively discriminate among these walking conditions. Moreover, the results obtained while walking with impaired vision and incorrect cane lengths indicate the ability of cane to detect changes in gait during these scenarios as well.

Individuals with mobility impairments related to age, injury, or disease, often require the help of an assistive device (AD) such as a cane to ambulate, increase safety, and improve overall stability. Instrumenting these devices has been proposed as a non-invasive way to proactively monitor an individual&rsquo, s reliance on the AD while also obtaining information about behaviors and changes in gait. A critical first step in the analysis of these data, however, is the accurate processing and segmentation of the sensor data to extract relevant gait information. In this paper, we present a highly accurate multi-sensor-based gait segmentation algorithm that is robust to a variety of walking conditions using an AD. A matched filtering approach based on loading information is used in conjunction with an angular rate reversal and peak detection technique, to identify important gait events. The algorithm is tested over a variety of terrains using a hybrid sensorized cane, capable of measuring loading, mobility, and stability information. The reliability and accuracy of the proposed multi-sensor matched filter (MSMF) algorithm is compared with variations of the commonly employed gyroscope peak detection (GPD) algorithm. Results of an experiment with a group of 30 healthy participants walking over various terrains demonstrated the ability of the proposed segmentation algorithm to reliably and accurately segment gait events.

A valid non human primate model of traumatic spinal cord injury (TSCI) is essential to evaluate and develop new treatments. In previous experiments, it has been demonstrated that a transmitter can be implanted in the macaque fasicularis monkey that measures electromyographic data from the musculature of the tail. As well, previous experiments have demonstrated that selective lesions can be created in the lower thoracic spinal cord that does not cause limb weakness and/or bowel dysfunction. The histopathological features of these lesions appear similar to human TSCI. This paper describes a method by which the EMG data can be transformed into a quantitative metric of volitional limb movement (“Q”). This metric permits an objective assessment of injury, natural recovery as well as potential efficacy of candidate treatments.

Introduction Assessment of velocity dependent resistance (VDR) can provide insights into spasticity in individuals with upper motor neuron syndrome. This study investigates the relationship between Modified Ashworth scores and a biomechanical based representation of VDR using a rehabilitation robot. Comparisons in VDR are made for the upper limb (UL) between individuals with acquired brain injury and healthy controls for the para-sagittal plane. Methods The system manipulates the individual’s limb through five flexion and extension motions at increasing speeds to obtain force profiles at different velocities. An approximation of VDR is calculated and analyzed statistically against clinical scales and tested for interactions. Results All individuals (aged 18–65), including healthy controls exhibited VDR greater than 0 (P Conclusion The robot can detect and quantify VDR that captures information relevant to UL spasticity. Results suggests a better categorization of VDR is possible and supports further development of rehabilitation robotics for assisting spasticity assessment.

The purpose of this study is to explore the dimensions of e-service quality (e-SQ) in the context of the Indian banking sector and establish its relationship with customer satisfaction. Using a structured questionnaire, data was collected from 323 bank's customers. Exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) were used to evolve a validated factor structure for measuring e-SQ in the Indian banking sector. Multiple regression analysis was used to assess the relations between e-SQ and customer satisfaction. The study identified a nine factor structure to measure e-SQ. The study also identified a positive relationship between e-SQ and customer satisfaction. The findings of this study can be used as a basis to provide the guidelines for improvement and training in e-SQ and would prove to be very useful to professionals. The findings have scalability from a single branch of the bank to the bank as a whole. This study is the first attempt to assess e-SQ dimensions in the Indian banking context using primary data. Copyright - 2019 Inderscience Enterprises Ltd. Scopus

With the accelerated pace of change the organizations are striving towards delivering product and services better then their known competitor. This is essential for their survival and sustainability. In this era of rapid changes, acquisitions and mergers, fast product changes, increasing customer demands, global pressures, information technology, the organizations need to continuously measure and monitor the quality delivered to the end customer. The ever changing demands of customers further makes the organizations working as a complex job. While, the future trends in the manufacturing can be predicted, but for the services it becomes difficult to predict on account of factors like perishability, heterogeneity, and intangibility. In such a scenario TQM becomes important. The orientation towards TQM helps in dealing with not only external pressures (customers, suppliers and distributors/dealers etc) but also with in organization (internal employees). Further, Today's economies are dominated by service industries; typically Indian GDP has more percentage of services as compared to manufacturing (www.indianbusiness.nic.in). This accelerated rise in this sector is mainly derived from the pressures of liberalizations and privatization. For example, the education, fast foods, retails, telecommunications, transportation and banking sectors have shown higher growths in the past decade The review of literature highlighted that the studies towards service sector in India are very few. In the developing economies of India, where services contribute a major portion of Indian GDP, the management can't be left on the chance; rather there is a need for its systematic management. In this light the present paper gains importance. Further, the present paper is proposed to study the drivers of TQM in the context of Indian service industries. The present paper is an attempt to highlight challenges and opportunities in Indian service sector. This paper will benefit researchers and practitioners to suggest the directions for growth and also it will help in identifying the areas of weakness and the ways for improvements.

The objective of present research paper is to highlight the importance of measuring advertisement effectiveness in print media and to develop a conceptual model for advertisement effectiveness. The developed model is based on dimensions on which advertisement effectiveness depends and on the dimensions which are used to measure the effectiveness. An in-depth and extensive literature review is carried out to understand the concept of advertisement effectiveness and its various determinants in context of print media. Based on the insights gained, a conceptual framework for advertisement effectiveness is presented. The model is an attempt to uncover the relatively less explored area of advertisement effectiveness in Indian advertising scenario. It is believed that present work will encourage scholars and academicians to further explore the area and will offer conceptual assistance and a fresh direction in the domain of advertisement effectiveness., {"references":["M.T. 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PurposeThe objective of this paper is to propose a model for assessing the quality of service at various interfaces of supply chain using third party logistics.Design/methodology/approachBased on a rich combination of extensive literature review and insights gained through exploratory interviews, gap analysis methodology is used in developing the model. This was followed by an in‐depth analysis of gaps at various interfaces in supply chain. Further, both qualitative and quantitative techniques are suggested for data collection and analysis.FindingsThe key gaps in both the directions (forward and reverse) that are likely to affect the service quality at different levels are extensively defined. These gaps may exist between a 3PL service provider and the manufacturer, the marketing function and the 3PL service provider, etc. The paper also proposes frameworks such as data envelopment analysis for measurement of these gaps. A set of possible performance indicators is also proposed at various interfaces in supply chain.Practical implicationsThis proposed model is an attempt to explore the relatively less explored area. It is expected that this research will further motivate researchers to work in this area. This supply chain service quality tool will be beneficial to practising managers in identification of opportunities for improvements in service quality.Originality/valueThis paper explores some critical issues in the less explored area and offers practical help to researchers and practitioners in providing a direction for supply chain service quality improvement.

PurposeThe main objective of this paper is to critically appraise various service quality models and identify issues for future research based on the critical analysis of literature.Design/methodology/approachThe paper critically examines 19 different service quality models reported in the literature. The critical review of the different service quality models is intended to derive linkage between them, and highlight the area for further research.FindingsThe review of various service quality model revealed that the service quality outcome and measurement is dependent on type of service setting, situation, time, need etc factors. In addition to this even the customer's expectations towards particular services are also changing with respect to factors like time, increase in the number of encounters with a particular service, competitive environment, etc. This paper provides a rich agenda for future research in the subject.Research limitations/implicationsThis research developed a linkage between the different service quality models.Practical implicationsThe growth of literature in the field of service quality seems to have developed sequentially, providing a continuous updating and learning from the findings/observations of predecessors. This paper provides new directions to service quality researchers.Originality/valueThis paper explores new directions in service quality research and offers practical help to researchers and practitioners in providing a direction for service quality improvement.

E-service quality plays a significant role to achieve success or failure in any organization, offering services online. It will increase the competition among the organizations, to attract the customers on the basis of the quality of service provided by the organization. Better e-service quality will enhance the relationship with customers and their satisfaction. So the measurement of eservice quality is very important but it is a complex process due to the complex nature of services. Literature predicts that there is a lack of universal definition of e-service quality. The e-service quality measures in banking have great importance in achieving high customer base. This paper proposes a conceptual model for measuring e-service quality in Indian Banking Industry. Nine dimensions reliability, ease of use, personalization, security and trust, website aesthetic, responsiveness, contact and fulfillment had been identified. The results of this paper may help to develop a proper scale to measure the e-service quality in Indian Banking Industry, which may assist to maintain and improve the performance and effectiveness of e-service quality to retain customers.

In today’s highly competitive, dynamic and technology driven business circumstances, marketers are under steady pressure to deliver the best. Organizations are continuously improving and upgrading themselves to meet customer expectations and demands. Technology has not only changed the way in which business is done in modern times but has also transformed the way to reach out to target audience. Marketers have identified most recent media options to communicate and convince potential customers. Numerous scholars have studied the research domain of advertising and have tried to recognize different measures of advertisement effectiveness in context of various media. The objective of this paper is to critically review accessible literature on advertisement effectiveness in context of varied advertising media, recognize major gaps in the literature and identify future research prospects on the basis of critical analysis of literature.

This study examines several critical dimensions of eservice quality overlooked in the existing literature and proposes a model and instrument framework for measuring customer perceived e-service quality in the banking sector. The initial design was derived from a pool of instrument dimensions and their items from the existing literature review by content analysis. Based on focused group discussion, nine dimensions were extracted. An exploratory factor analysis approach was applied to data from a survey of 323 respondents. The instrument has been designed specifically for the banking sector. Research data was collected from bank customers who use electronic banking in a developing economy. A nine-factor instrument has been proposed to measure the e-service quality. The instrument has been checked for reliability. The validity and sample place limited the applicability of the instrument across economies and service categories. Future research must be conducted to check the validity. This instrument can help bankers in developing economies like India to measure the e-service quality and make improvements. The present study offers a systematic procedure that provides insights on to the conceptual and empirical comprehension of customer perceived e-service quality and its constituents., {"references":["Al-Tarawneh, K. A. (2012), \"Measuring E-Service Quality from the\nCustomers' Perspective: An Empirical Study on Banking Services\",\nInternational Research Journal of Finance and Economics, 91, 123-197","Bauer, H. H., Falk, T., and Hammerschmidt, M., (2006), \"eTransQual: A\ntransaction process-based approach for capturing service quality in\nonline shopping\", Journal of Business Research, 59, 866-875.","Bawumia, M. (2007), \"Banking in Ghana in the Last 50 Years-\nChallenges and Prospects\", A Keynote Address Brady & Cronin, 2001","Cho, Y.K. and Menor, L.J. 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(2002), \"Marketing to and serving\ncustomers through the internet: an overview and research agenda\",\nJournal of the Academy of Marketing Science, 30(4), 286-95.\n[20] Parasuraman, A. Zeithaml, V.A. and Malhotra, A. (2005), \"E-S-QUAL:\nA Multiple Item Scale for Assessing Electronic Service Quality\",\nJournal of Service Research, 7 (3), 213-233.\n[21] Rust, R.T.; Kannan, P.K. (2003), \"E-service: a new paradigm for\nbusiness in the electronic environment\", Communications of the ACM,\n46, 36–42\n[22] Santos, J. (2003), \"E-service quality: A model of virtual service quality\ndimensions\", Managing Service Quality, 13(3), 233 – 246.\n[23] Sohn, C., & Tadisina, S. K. (2008), \"Development of e-service quality\nmeasure for internet-based financial institutions\", Total Quality\nManagement & Business Excellence, 19(9), 903-918.\n[24] Sureshchandar, G. S., Rajendran, C., & Anantharaman, R. N. (2002),\n\"Determinants of customer-perceived service quality: a confirmatory\nfactor analysis approach\", Journal of services Marketing, 16(1), 9-34.\n[25] Swaid, S.I. and Wigand, R.T. (2009), \"Measuring the quality of eservice:\nscale development and initial validation\", Journal of Electronic\nCommerce Research, 10 (1), 13-28.\n[26] Sylvie, R. and Ina, F. (2010), \"A new measure of e-service quality in\nFrance\", International Journal of Retail & Distribution Management,\n38(7), 497-517\n[27] Tih, S. and Ennis, S. (2004), \"Internet retailing: determinants of\nconsumers' intentional repurchases of internet services\", Proceedings of the 33rd EMAC Conference, Universidad De Murcia, Murcia, 18-21\nMay.\n[28] Van Riel, A.C.R.; Semeijn, J. and Janssen, W. (2003), \"E-Service\nQuality Expectations: A Case Study\", Journal of Total Quality\nManagement and Business Excellence, 14 (4), 437 – 451\n[29] Voss, C. A. (2003), \"Rethinking Paradigms of Service: Service in a\nVirtual Environment\", International Journal of Operations &\nProduction Management, 23(1), 88-104.\n[30] Wolfinbarger, M. F. and Gilly, M.C. (2002), \"ETailQ:\nDimensionalization, measuring and predicting Etail quality\", Journal of\nRetailing, 79 (3), 183-198.\n[31] Yang, C.C. (2003), \"Establishment and applications of the integrated\nmodel of service quality measurement\", Managing Service Quality,\n13(4), 310-24.\n[32] Yang, Z. (2001), \"Consumer perceptions of service quality in Internet\nbased electronic commerce\", Proceedings of the EMAC Conference, 811\nMay 2001, Bergen.\n[33] Yang, Z. and Jun, M. (2002), \"Consumer perception of e-service quality:\nFrom Internet purchaser and non purchaser perspectives\", Journal of\nBusiness Strategies, 19 (1), 19-41.\n[34] Hair Jr, J.F., Anderson, R.E., Tatham, R.L. and Black, W.C., (1995),\n\"Multivariate Data Analysis\", 4th ed., (Prentice-Hall, NJ)\n[35] Seth, N., Deshmukh, S. G. and Vrat, P. (2006), \"SSQSC: a tool to\nmeasure supplier service quality in supply chain\", Production Planning\n& Control, 17(5), 448–463\n[36] Zeithaml, V.A., Parasuraman, A. and Malhotra, A. (2002), \"Service\nquality delivery through web sites: A critical review of extant\nknowledge\", Journal of the Academy of Marketing Science, 30(4), 362-\n375.\n[37] Zeithaml, V.A., Parasuraman, A., and Malhotra, A. (2000), \"A\nConceptual framework for understanding e-Service Quality:\nImplications for future Research and managerial Practice\", Marketing\nScience Institute, Working paper, Report no: 00–115"]}

It’s an era of high competition, dynamism and complexities which have forced organizations to change dramatically due to rising customer expectations. Marketers are under constant pressure to deliver finest to their customers. With the advent of technology, marketers have identified latest advertising media options to reach out to target audience. But the conventional ways of print advertisements still holds a deeper penetration and coverage. Various researchers and practitioners have studied the area of print media advertising and have tried to identify and implement advertisement effectiveness enablers. The purpose of this paper is to suggest select enablers for print media in Indian context using an integrated approach of review of literature and investigative interviews with academicians and experts from the area of advertising., {"references":["D. Bovet and Y. Sheffi, \"The Brave New World of Supply Chain\nManagement,\" Supply Chain Management Review, pp. 14–23, Spring\n1998.","G. A. Akerlof, \"The Market of 'Lemons': Quality Uncertainty and the\nMarket Mechanism,\" The Quarterly Journal of Economics, vol. 84 (3),\npp. 488–500, August 1970.","C. Shapiro, \"Premiums for High Quality Products as Returns to\nReputations,\" The Quarterly Journal of Economics, vol. 42, no. 4, pp.\n247–2608, Mar. 1983.","C. L. Bovee and F. A. William, \"Contemporary Advertising,\"\nHomewood, IL: Irwin, 1992.","M. Bendixen, \"Advertising Effects and Effectiveness,\" European\nJournal of Marketing, vol. 27, no. 10, pp. 19–32, 1993.","R. Jeffrey, \"Missing from the Indian Newsroom,\" in The Hindu, April 9,\n2012.","A. S. Raghunath, \"5 Reasons Why Print Media Still Relevant in India\"\nin www.mxmindia.com, September 11, 2012.","R. Suttle, \"Definition of Advertising Effectiveness,\" in\nwww.smallbusiness.chron.com, April, 2009.","E. Corvi and M. Bonera, \"The Effectiveness of Advertising: A Literature\nReview,\" in Xth Global Conference on Business and Economics, October\n15-16, 2010.\n[10] The Power of a Billion: Realizing the Indian Dream, FICCI-KPMG\nIndian Media and Entertainment Industry Report, pp. 43-48, 2013.\n[11] D. Starch, \"Testing the Effectiveness of Advertisement,\" Harvard\nBusiness Review, Vol. 19, No. 3, pp. 1-23, 1964.\n[12] T .Hudson, \"Cross-national Standardization of Advertisements: A Study\nof the Effectiveness of TV Advertisements Targeted at Chinese\nCanadians in Canada\", International Journal of Advertising, Vol. 21, pp.\n345-366, 2002.\n[13] K. Coulter, \"The Influence of Print Advertisement Organization on Oddending\nPrice Image Effects\", Journal of Product and Brand\nManagement, Vol. 11, No. 5, pp. 319-334, 2002.\n[14] D. Starch, \"Advertisement Effectiveness in Print Media,\" Harvard\nBusiness Review, Vol. 21, No. 4, pp. 23-28, 1966.\n[15] R. K Srivastava, \"Effectiveness of Global Advertisements on Culture of\nIndia: An Emerging Market\", International Journal of Emerging\nMarkets, Vol. 5, No. 1, pp. 102-113, 2010.\n[16] J. Sheth, \"Measurement of Advertising Effectiveness: Some Theoretical\nConsiderations\", Journal of Advertising, Vol. 3, pp. 6-11, 1974.\n[17] P. Keshari, \"Constituents of Advertising Effectiveness: A Study of\nSelect Service Advertising\", Journal of Services Research, Volume 12,\nNo.2, pp. 111-127, 2013.\n[18] B. Loken and B. Pitney, \"Effectiveness of Cigarettes Advertisements on\nWomen: An Experimental Study\", Journal of Applied Psychology, Vol.\n73, No. 3, pp. 378-382, 1988.\n[19] A. Wang, \"The Effects of Consumer and Expert Endorsements on\nAudience Response\", Journal of Advertising Research, Vol. 34, No. 7,\npp. 402-412, 2005.\n[20] Alpert et al., \"The Impact of Repetition on Advertisement\nMiscomprehension and Effectiveness\", Journal of Advances in\nConsumer Research, Vol. 8, No. 2, pp. 130-135, 2001.\n[21] R. Manville, \"How Much does an Industrial Logotype add to the\nEffectiveness of an Advertisement\", Journal of Marketing, Vol. 29, pp.\n57-59, 1965.\n[22] T. K. Panda, \"Effectiveness of Product Placements in Indian Films and\nits Effects on Brand Memory and Attitude with Special Reference to\nHindi Films\", The IUP Journal of Brand Management, Vol. 6, N0.3-4,\npp.45-62, 2004.\n[23] K. Newstead and J. Romaniuk, \"The Relative Effectiveness of 15 and\n3second Television Advertisements\", Journal of Advertising Research,\nVol. 10, pp.68-77, 2009.\n[24] Recognition, Recall and Persuasion, MindC16, pp. 164-169, 2005.\n[25] S. Yoo and J. Pena, \"Do Violent Video Games Impair the Effectiveness\nof In-game Advertisements? The Impact of Gaming Environment on\nBrand Recall, Brand Attitude and Purchase Intention\", Cyber\nPsychology, Behavior and Social Networking, Vol. 14, No. 7-8, pp. 439-\n446, 2011.\n[26] M. Petty., \"Central and Peripheral Routes to Advertising Effectiveness:\nThe Moderating Role of Involvement\", Journal of Consumer Research,\nVol. 10, pp. 135-146, 1983.\n[27] T. Patterson and P. Richards, \"Newspaper Advertisement Characteristics\nand Consumer Preferences for Apples: A MIMIC Model Approach\",\nJohn Wiley & Sons, Vol. 16, No.2, pp. 159-177, 2000.\n[28] D. Hanssens and B. Weitz, \"The Effectiveness of Industrial Print\nAdvertisements across Product Categories\", Journal of Marketing\nResearch, Vol. XVII, pp. 294-306, 1980.\n[29] A. Mehta and P. Scott, \"Reconsidering Recall and Emotion in\nAdvertising\" Journal of Advertising Research, Vol.13, pp. 112-18, 2006.\n[30] Y.L. Long and Y.L. Ching, \"The Influence of Corporate Image,\nRelationship Marketing and Trust on Purchase Intention: The\nModerating Effect of Word of Mouth\", Emerald Group Publishing Ltd.,\nVol. 65(3), pp. 16-34, 2010."]}

Total quality management (TQM), which employs a set of principles and practices for improving organizational performance developed for industrial purposes, is now attracting researchers attention in the field of education. In this paper TQM implementation criterions were examined for their relative importance for better implementation in engineering education. Decision support method, Analytic Hierarchy Process AHP has been applied to prioritize and rank 13 TQM implementation criterions, 68 sub criterions and 4 Performance measure criterions by calculating their local and global weights. To effectively implement TQM, engineering education institutions (EEIs) should focus on the most important TQM practices such as Resource Management, Student Focus and Service Culture, and address the less important ones at a later stage. By doing so, they would gradually reduce employee resistance to change, especially if positive results are obtained. http://dx.doi.org/10.13033/ijahp.v6i1.197 Â

In this era of competitiveness, there is a growing need for supply chains also to become competitive enough to handle pressures like varying customer’s expectations, low cost high quality products to be delivered at the minimum time and the most important is throat cutting competition at world wide scale. In the recent years, supply chain competitiveness has been, therefore, accepted as one of the most important philosophies in the supply chain literature. Various researchers and practitioners have tried to identify and implement strategies in supply chains which can bring competitiveness in the supply chains i.e. supply chain competitiveness. The purpose of this paper is to suggest select strategies for supply chain competitiveness in the Indian manufacturing sector using an integrated approach of literature review and exploratory interviews with eminent professionals from the supply chain area in various industries, academia and research. The aim of the paper is to highlight the important area of competitiveness in the supply chain and to suggest recommendations to the industry and managers of manufacturing sector., {"references":["Rajagopal, A. (2010), Impact of quality programs on supply chain performance, Global Management Review, 4(3), 1-14.","Mentzer, J.T. (2008) \"Supply Chain Management\", Response Books, New Delhi.","Economic Survey of India, 2012","Shang, K.H., Zhou, S.X. and Houtum, G.V. (2010), Improving Supply Chain Performance: Real-Time Demand Information and Flexible Deliveries, Manufacturing and Service Operations Management, 12(3), 430–448.","Federation of Indian Chambers of Commerce & Industry (FICCI) Quarterly survey on Indian Manufacturing Sector, 2011, 2011","Global Finance India Country Report, 2012","Sahay, B.S., Gupta, J.N.D., and Mohan, R. (2006), \"Managing supply chains for competitiveness: the Indian scenario\", Supply Chain Management: An International Journal, Vol. 11 No. 1, pp. 15–24.","Mohanty, R.P., and Deshmukh, S.G. (2012), \"Supply chain management: theories and practices\", Biztantra Publication, Delhi.","Verma, A. and Seth, N. (2011), \"A conceptual framework of supply chain competitiveness\", International Journal of Human and Social Sciences, Vol. 6, Issue 1, pp. 5-10.\n[10]\tVerma, A. Seth, N. and Singhal, N. (2011), Enablers of supply chain competitiveness: an Interpretive Structural Modelling, International Journal of Value Chain Management, 5(3/4), 212-231.\n[11]\tPace, R.W. and Stephan, E.G. (1996), \"Paradigms of competitiveness\", Competitiveness Review, Vol. 6 No. 1, pp. 8-13.\n[12]\tBravo, B. Cortes, K., Aguilar, M. Granados, S. and Amaya-Leal J. (2007), Competitiveness in the supply chain management: An overview in an oils and greases manufacturer, Ingeniería and Desarrollo. Universidad del Norte. 22, 38-53.\n[13]\tMurths, T.P. (1998) \"Country Capabilities and the Strategic State: How National Political Institutions Affect MNC Strategies\", Strategic Management Journal, Vol. 15, pp 113-129.\n[14]\tLambert, D.M. and Cooper, M.C. (2000), \"Issues in Supply Chain Management\", Industrial Marketing Management, Vol. 29, 45-56.\n[15]\tVerma, A. and Seth, N. (2010). \"Achieving supply chain competitiveness:\tSome critical issues\". International Journal of Science Engineering and Technology, Vol. 2 No. 11, pp. 6209-6213.\n[16]\tChristopher, M., (2012), \"Logistics and Supply Chain Management-Strategies for Reducing Cost and Improving Services\", Second Edition, Pearson Education Ltd., New Delhi.\n[17]\tAnderson, J.C. and Narus, J.A. (1990), A model of distributor firm and Manufacture ring firm working partnerships, Journal of Marketing, 54, 42-58.\n[18]\tLewis, J.D. (1999), Trusted Partners: How Companies Build Mutual Trust and Win Together, The Free Press, New Delhi, NY.\n[19]\tMorgan, C. (2004), Structure, speed and salience: performance measurement in the supply chain, Bradford, 10(5), 522.\n[20]\tWu, W.Y., Chiag, C.Y. Wu, Y.J. and Tu H.J. (2004), The influencing factors of commitment and business integration on supply chain management, Industrial Management and Data Systems, 104(4), 322-333.\n[21]\tStern, L.W. and Reve, T. (1980), Distribution channels for political economies: A framework for comparative analysis, Journal of Marketing, 44 (Summer), 52-64.\n[22]\tCooper, M. C., Lambert, D. M. and Pagh, J. D. (1997), Supply Chain Management: More Than a New Name for Logistics. The International Journal of Logistics Management, 8(1), 1-14.\n[23]\tChan, F.T.S., Qi, H.J., Chan, H.K., Lau, H.C.W., and Ip, R.W.L. (2003), A conceptual model of performance measurement for supply chains, Management Decision, 41(7), 635-642.\n[24]\tStock, J.R. (1988), The maturing of transportation: An expanded role for freight carriers, Journal of Business Logistics, 9(2), 15-31.\n[25]\tGoodstein, L.D. and Butz, H.E. (1998), Customer value: The linchpin of organizational change, Organizational Dynamics, 27(1), 21-33.\n[26]\tSeth, N., Deshmukh, S.G. and Vrat, P. (2006), A conceptual model for quality of service in the supply chain., International Journal of Physical Distribution & Logistics Management, 36(7), 547-575.\n[27]\tBovet, D. and Sheffi Y. (1998), The Brave New World of Supply Chain Management, Supply Chain Management Review, 34(4), 14-22."]}

The purpose of this study is to identify the critical success factors (CSFs) for the effective implementation of Six Sigma in non-formal service Sectors. Based on the survey of literature, the critical success factors (CSFs) for Six Sigma have been identified and are assessed for their importance in Non-formal service sector using Delphi Technique. These selected CSFs were put forth to the panel of expert to cluster them and prepare cognitive map to establish their relationship. All the critical success factors examined and obtained from the review of literature have been assessed for their importance with respect to their contribution to Six Sigma effectiveness in non formal service sector. The study is limited to the non-formal service sectors involved in the organization of religious festival only. However, the similar exercise can be conducted for broader sample of other non-formal service sectors like temple/ashram management, religious tours management etc. The research suggests an approach to identify CSFs of Six Sigma for Non-formal service sector. All the CSFs of the formal service sector will not be applicable to Non-formal services, hence opinion of experts was sought to add or delete the CSFs. In the first round of Delphi, the panel of experts has suggested, two new CSFs-“competitive benchmarking (F19) and resident’s involvement (F28)”, which were added for assessment in the next round of Delphi. One of the CSFs-“fulltime six sigma personnel (F15)” has been omitted in proposed clusters of CSFs for non-formal organization, as it is practically impossible to deploy full time trained Six Sigma recruits., {"references":["Antony, J., \"Six Sigma for Service Processes\", Business Process Management Journal, Vol. 12 No. 2, 2006, pp. 234-48.","Antony, J. and Banuelas, R., \"Key Ingredients for the Effective Implementation of a Six Sigma Program\", Measuring Business Excellence, Vol. 6 No. 4, 2002, pp. 20-7.","Antony, J., \"Six Sigma in the UK Service Organisations: Results from a Pilot Survey\" Managerial Auditing Journal, Vol. 19 No. 8, 2004, pp. 1006-1013.","Antony, J., Kumar, M. and Madu, C.N., \"Six Sigma in Small and Medium Size UK Manufacturing Enterprises\", International Journal of Quality & Reliability Management, Vol. 22 No. 8, 2005, pp. 860-74.","Axelrod, R., \"Structure of Decision\", University of Princeton Press, Princeton, 1976.","Banuelas, R., Antony, J. and Brace, M., \"An Application of Six Sigma to Reduce Waste\", Quality and Reliability Engineering International, Vol. 21 No. 6, 2005, pp. 553-70.","Bhote, K.R., \"The Ultimate Six Sigma: Beyond Quality Excellence to Total Business Excellence\", AMACOM/American Management Association, New York, NY, 2002.","Boynton, A. and Zmud, R., \"An Assessment of Critical Success Factors\", Sloan Management Review, Vol. 25 No. 4, 1984, pp. 17-27.","Brady, J.E. & Allen, T.T., \"Six Sigma Literature: A Review and Agenda for Future Research\" Quality & Reliability Engineering International, Vol.22, No. 3, 2006, pp. 335–367.\n[10]\tBreyfogle, F.W. III , \"Better Fostering Innovation: 9 Steps that Improve Lean Six Sigma\", Business Performance Management Magazine, Vol. 6 No. 3, 2008, pp. 16-20.\n[11]\tBrotherton, B. and Shaw, J., \"Towards an Identification and Classification of Critical Success Factors in UK Hotels Plc\", International Journal of Hospitality Management, Vol. 15 No. 2, 1996, pp. 113-35. \n[12]\tBrun, A., \"Critical Success Factors of Six Sigma Implementations in Italian Companies\", International Journal of Production Economics, Vol.5, No. 8, 2011, pp.158-164\n[13]\tBryson N., Mobolurin A., Joseph A., \"Generating Consensus Fuzzy Cognitive Maps\", Intelligent Information Systems Vol. 8, No.10, 1997, pp. 231–235. \n[14]\tBueno S., Salmeron J.L., \"Fuzzy Modeling Enterprise Resource Planning Tool Selection\", Computer Standards & Interfaces, Vol. 30, No. 3, 2008, pp. 137- 147 \n[15]\tByrne, G., \"Ensuring Optimal Success with Six Sigma Implementations\", Journal of Organizational Excellence, Vol. 22 No. 2, 2003, pp. 43-50.\n[16]\tChakrabarty, A. and Tan, K., \"The Current State of Six Sigma Application in Services\", Managing Service Quality, Vol. 17 No. 2, 2007, pp. 194-208.\n[17]\tChakrabarty, A. and Tan, K. C., \"An Exploratory Qualitative and Quantitative Analysis of Six Sigma in Service Organizations in Singapore\", Management Research News, Vol. 32, No. 7, 2009, pp. 614-632.\n[18]\tCho, J. H. and Jang, J. S., ''Six Sigma Key Ingredients for Successful Implementation of Six Sigma in Korean Companies'', 4th ANQ Congress Proceedings, 2006, pp. 1-10. \n[19]\tCoronado, R.B. and Antony, J., \"Critical Success Factors for the Successful Implementation of Six Sigma Projects in Organisations\", The TQM Magazine, Vol. 14, No. 2, 2002, pp. 92-99.\n[20]\tEden, C. And Sims, D., \"On the Nature of Problem in Consulting Practice\", Omega, Vol. 7, 1979, pp. 119-127.\n[21]\tEden, C., \"Cognitive Mapping and Problem Structuring for System Dynamics Model Building\", System Dynamics Review, Vol.10, 1994, pp. 257-276.\n[22]\tEden, C., \"Analysing Cognitive Maps to Help Structure Issues or Problems\", European Journal of Operational Research, 2004, pp. 673-686. \n[23]\tGoldstein, M. D., \"Six Sigma Program Success Factors\", Six Sigma Forum Magazine, Vol. 1, No. 1, 2001, pp.:36–45.\n[24]\tHahn, G.J., \"Six Sigma: 20 Key Lessons Learned: Experience Shows What Works and Does Not Work\", Quality and Reliability Engineering International, Vol. 21 No. 3, 2005, pp. 225-33. \n[25]\tHarary, F., \"Graph Theory\", Addison Wesley Reading, 1972. \n[26]\tHarary, F., Norman, R., Catwright, D., (1965), \"Structural Models: An Introduction to the Theory of Directed Graphs\", Willey, New York.\n[27]\tHarry, M. and Schroeder, R., \"Six Sigma: The Breakthrough Management Strategy Revolutionizing the World's Top Companies\", Currency/Doubleday, New York, NY, 2000.\n[28]\tHenderson, K, and Evans, J., \"Successful Implementation of Six Sigma: Benchmarking General Electric Company\", Benchmarking and International Journal Vol. 7, No. 4, 2000, pp. 260–281.\n[29]\tKelly, G.A., \"The Psychology of Personal Construct\", Norton, New York, 1955. \n[30]\tLinderman, K., Schroeder, R.G., Zaheer, S. and Choo, A.S., \"Six Sigma: a Goal-Theoretic Perspective\", Journal of Operation Management, Vol. 21, No. 2, 2003, pp. 193-203.\n[31]\tMagd, H., \"ISO 9001:2000 in the Egyptian Manufacturing Sector: Perceptions and Perspectives\", International Journal of Quality & Reliability Management, Vol. 25 No. 2, 2008, pp. 173-200.\n[32]\tMahanti, R. and Antony, J., \"Six Sigma in the Indian Software Industry: Some Observations and Results from a Pilot Survey\" The TQM Journal, Vol. 2, No. 6, 2009, pp. 549-564.\n[33]\tMittal, D., Singla, V., Goyal, A., \"Comparison of TQM Success Factors in Northern India in Manufacturing and Service Industries: A Survey\", International Journal of Engineering Science and Technology, Vol. 3 No. 2, 2011, pp. 1368-1377. \n[34]\tNonthaleerak, P. and Hendry, L., ''Exploring the Six Sigma Phenomenon Using Multiple Case Study Evidence'', International Journal of Operations and Production Management, Vol. 28 No. 3, 2008, pp. 279-303. \n[35]\tPyzdek, T., \"The Six Sigma Handbook: A Complete Guide for Greenbelts, Blackbelts, and Managers at All Levels\", McGraw-Hill, New York, NY, 2003.\n[36]\tRockart, J., \"Chief Executives Define Their Own Data Needs\", Harvard Business Review, Vol. 57, No.2, 1979, pp. 238-241.\n[37]\tSoti, A., Shankar, R., Kaushal, O.P., \"Modeling the Enablers of Six Sigma Using Interpreting Structural Modeling\", Journal of Modeling in Management, Vol. 5 No. 2, 2010, pp. 124-141\n[38]\tSuresh, S., Antony, J., Kumar M., Douglas, A., \"Six Sigma and Leadership: Some Observations and Agenda for Future Research\", The TQM Journal Vol. 24 No. 3, 2012, pp. 231-247\n[39]\tTalankar, A., Verma, P., Seth, N., \"A Conceptual Framework for Application of Six Sigma Improvement Methodology in Non-Formal Service Sector\", Int. J. Six Sigma and Competitive Advantage, Vol. 6, No. 4, 2011, pp. 321-338.\n[40]\tViseras, E.M., Baines, T. and Sweeney, M., \"Key Success Factors When Implementing Strategic Manufacturing Initiatives\", International Journal of Operations and Production Management, Vol. 25 No. 2, 2005, pp. 151-79."]}

In this era of competitiveness, there is a growing need for supply chains also to become competitive enough to handle pressures like varying customer’s expectations, low cost high quality products to be delivered at the minimum time and the most important is throat cutting competition at world wide scale. In the recent years, supply chain competitiveness has been, therefore, accepted as one of the most important philosophies in the supply chain literature and researchers have tried to identify variables of supply chain competitiveness. This paper highlights some of the concepts of supply chain competitiveness and tries to identify select variables on the basis of literature review. Further, the paper tries to highlight the importance of the identified variables in the achievement of supply chain competitiveness. The aim is to explore the concept and to motivate researchers to further investigate the unexplored areas of this important subject domain., {"references":["Mentzer, J.T. (2008) \"Supply Chain Management\", Response Books, New Delhi.","Rajagopal, A. (2010), Impact of quality programs on supply chain performance, Global Management Review, 4(3), 1-14.","India Economy Profile, 2012","FICCI Quarterly survey on Indian Manufacturing Sector, 2011","Shang, K.H., Zhou, S.X. and Houtum, G.V. (2010), Improving Supply Chain Performance: Real-Time Demand Information and Flexible Deliveries, Manufacturing and Service Operations Management, 12(3), 430–448.","Sahay, B.S., Gupta, J.N.D., and Mohan, R. (2006), \"Managing supply chains for competitiveness: the Indian scenario\", Supply Chain Management: An International Journal, Vol. 11 No. 1, pp. 15–24.","Mohanty, R.P., and Deshmukh, S.G. (2012), \"Supply chain management: theories and practices\", Biztantra Publication, Delhi.","Verma, A. and Seth, N. (2011), \"A conceptual framework of supply chain competitiveness\", International Journal of Human and Social Sciences, Vol. 6, Issue 1, pp. 5-10.","Pace, R.W. and Stephan, E.G. (1996), \"Paradigms of competitiveness\", Competitiveness Review, Vol. 6 No. 1, pp. 8-13.\n[10]\tBravo, B. Cortes, K., Aguilar, M. Granados, S. and Amaya-Leal J. (2007), Competitiveness in the supply chain management: An overview in an oils and greases manufacturer, Ingeniería and Desarrollo. Universidad del Norte. 22, 38-53.\n[11]\tMurths, T.P. (1998) \"Country Capabilities and the Strategic State: How National Political Institutions Affect MNC Strategies\", Strategic Management Journal, Vol. 15, pp 113-129.\n[12]\tLambert, D.M. and Cooper, M.C. (2000), \"Issues in Supply Chain Management\", Industrial Marketing Management, Vol. 29, 45-56.\n[13]\tVerma, A. and Seth, N. (2010). \"Achieving supply chain competitiveness:\tSome critical issues\". International Journal of Science Engineering and Technology, Vol. 2 No. 11, pp. 6209-6213.\n[14]\tChristopher, M., (2012), \"Logistics and Supply Chain Management-Strategies for Reducing Cost and Improving Services\", Second Edition, Pearson Education Ltd., New D Alvarado, U. Y. and Kotzab, H. (2001), Supply Chain Management: The Integration of Logistics in Marketing, Industrial Marketing Management, 30(2), 183–98.\n[15]\tMentzer, J. T., DeWitt, W., Keebler, J. S., Soonhoong M., Nix, N. W., Smith, C. D. and Zacharia, Z. G. (2001), Defining Supply Chain Management, Journal of Business Logistics, 22(2), 1-25.\n[16]\tWilliams, B. (1999), Advanced Supplier Partnerships, Seminar organized by the Institute of Operation and Management (IOM) and the University of Huddersfield, Huddersfield, UK, July 1999.\n[17]\tBagchi, P.K., and Ha, B.C. (2005), Supply chain integration: a European survey, The International Journal of Logistics Management, 16(2), 275-294.\n[18]\tSo, S. and Sun, H. (2010), Supplier integration strategy for lean manufacturing adoption in electronic-enabled supply chains, Supply Chain Management: An International Journal, 15(6), 474-487.\n[19]\tAltekar, R. V., (2008), Supply chain management: concepts and cases, Sixth Edition, PHI Learning Private Ltd., New Delhi, India.\n[20]\tCohen, M. A. and Lee, H.L. (1989), Siktrategic Analysis of Integrated Production-Distribution Systems: Models and Methods, Operations Research, 36(2), 216-228.\n[21]\tVogt, J. J., Pienaar, W. J. and DeWit, P. W. C. (2005), Business logistics management: Theory and practice, Oxford: Oxford University Press.\n[22]\tChen, I. J. and Paulraj, A. (2004), Towards A Theory of Supply Chain Management: The Constructs and Measurements, Journal of Operations Management, 22(2), 119- 50.\n[23]\tKoh, S.C.L. and Simpson, M. (2007), Could enterprise resource planning create a competitive advantage for small businesses?, Benchmarking; An International Journal, 14(1), 59-76.\n[24]\tLevi D.S., Kamansky P., Levi E.S. (2005), \"Designing and Managing the Supply Chain-Concepts, strategies and case studies\", Tata McGraw-Hill publishing company Ltd. Second edition.\n[25]\tVerma, A., Seth, N. and Singhal, N. (2011), \"Enablers of supply chain competitiveness: an Interpretive Structural Modelling approach\", International Journal of Value chain Management, 5(3/4), 212-231.\n[26]\tMesquita L.Z., Lazzarini S.G., Cronin P. 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In present days market environment, supply chains has to be competitive enough to handle pressures like varying customer’s expectations, low cost high quality products to be delivered at the minimum time and the most important is throat cutting competition at world wide scale. Recently, supply chain competitiveness has been, therefore, accepted as one of the most important philosophies in the supply chain literature. Various researchers and practitioners have tried to identify and implement enablers in supply chains which can bring competitiveness in the supply chains i.e. supply chain competitiveness. The purpose of this paper is to suggest select enablers for supply chain competitiveness in the Indian manufacturing sector using an integrated approach of literature review and exploratory interviews with eminent professionals from the supply chain area in various industries, academia and research. 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The purpose of this study is to identify the critical success factors (CSFs) for the effective implementation of Six Sigma in non-formal service Sectors. Based on the survey of literature, the critical success factors (CSFs) for Six Sigma have been identified and are assessed for their importance in Non-formal service sector using Delphi Technique. These selected CSFs were put forth to the panel of expert to cluster them and prepare cognitive map to establish their relationship. All the critical success factors examined and obtained from the review of literature have been assessed as being of some importance with regard to their contribution to Six Sigma effectiveness in non formal service sector. The study is limited to the non-formal service sectors involved in the organisation of religious festival only. Future research could utilise use a broader sample of other non-formal service sectors like temple/ashram management, religious tours management etc. The research suggests an approach to identify CSFs of Six Sigma for Non-formal service sector. All the CSFs of the formal service sector will not be applicable to Non-formal services, hence opinion of experts was taken to add or delete the CSFs. As suggested by the experts, two new CSFs-"competitive benchmarking (F19) and resident's involvement (F28)" were added and one of the CSFs-"fulltime six sigma personnel (F15)" has been omitted in proposed clusters of CSFs for non-formal organisation.

The purpose of this paper is to highlight the importance of the concept of competitiveness in the supply chain and to present a conceptual framework for Supply Chain Competitiveness (SCC). The framework is based on supply chain activities, which are inputs, necessary for SCC and the benefits which are the outputs of SCC. A literature review is conducted on key supply chain competitiveness issues, its determinants, its various dimensions followed by exploration for SCC. Based on the insights gained, a conceptual framework for SCC is presented based on activities for SCC, SCC environment and outcomes of SCC. The information flow in the conceptual framework is bi-directional at all levels and the activities are interrelated in a global competitive environment. The activities include the activities of suppliers, manufacturers and distributors, giving more emphasis on manufacturers- activities. Further, implications of various factors such as economic, politicolegal, technical, socio-cultural, competition, demographic etc. are also highlighted. The SCC framework is an attempt to cover the relatively less explored area of supply chain competitiveness. It is expected that this work will further motivate researchers, academicians and practitioners to work in this area and offers conceptual help in providing a directions for supply chain competitiveness which leads to improvement in the supply chain and supply chain performance.

Background Spasticity is a motor disorder that causes significant disability and impairs function. There are no definitive parameters that assess spasticity and there is no universally accepted definition. Spasticity evaluation is important in determining stages of recovery. It can determine treatment effectiveness as well as how treatment should proceed. This paper presents a novel cross sectional robotic pilot study for the primary purpose of assessment. The system collects force and position data to quantify spasticity through similar motions of the Modified Ashworth Scale (MAS) assessment in the Sagittal plane. Validity of the system is determined based on its ability to measure velocity dependent resistance. Methods Forty individuals with Acquired Brain Injury (ABI) and 45 healthy individuals participated in a robotic pilot study. A linear regression model was applied to determine the effect an ABI has on force data obtained through the robotic system in an effort to validate it. Parameters from the model were compared for both groups. Two techniques were performed in an attempt to classify between healthy and patients. Dynamic Time Warping (DTW) with k-nearest neighbour (KNN) classification is compared to a time-series algorithm using position and force data in a linear discriminant analysis (LDA). Results The system is capable of detecting a velocity dependent resistance (p