Purpose: The purpose of this paper is to identify the non-value-adding activities (NVAs) of core making process and to eliminate them through the standardization-of-work (SW) procedures in a manufacturing company. Design/methodology/approach: The action-research methodology was adopted for the current study. First, various lean tools were identified through literature review, and the bottleneck area was identified in discussion with the shop-floor executives. NVAs were recorded after a continuous process study including method study and motion analysis followed by the standard operating procedure. Second, the standardized work combination tables were prepared and NVAs were eliminated using the SW procedures. SW has been opted because it is a set of actions which helps in analyzing, improving and controlling the process and it leads to continual improvement. Findings: The production logbook revealed that the capacity in this particular workstation was 54 pieces per 7 h work shift against the current production of approx. 45–50 pieces (past data). SW saved 31.6 s per cycle which boosted the production up to 58 pieces per 7 h work shift. Finally, the authors came to know that the productivity of this particular process increased up to 6.5 percent which may upsurge if this action is executed continually with the support from shop-floor executives and management. These results were also compared with previous research works in this area and found significant relevance, and hence, the results appear to be reliable. Research limitations/implications: This is a unique study in itself which explores the lean model by assessing NVAs of core making process. The proposed approach needs to be tested across different other core making processes of the case company so as to generalize the effectiveness of SW as well as the results obtained in the current study. Practical implications: The current study illustrates an important step to give more visibility to the lean concept by addressing the problem of lack of standard procedures. This study will help the shop-floor executives and managers to focus their efforts in achieving high performance through effective implementation of SW. The study should be of the interest of researchers in the area of lean manufacturing, operations management, productivity analysis, etc. Originality/value: The findings of this study are based on the problem formulation for productivity gains using SW procedures in the case company. The study introduces a new perspective for the execution of SW for core making processes. SW created transparency in workflow, enhanced the safety and eliminated the 3Ms. The outcome of the current study was discussed with the production team and management of the company to validate the productivity gains and received an optimistic response. Most importantly, these improvements were achieved with no investment in machinery or tooling.

Dairy farming is a subsidiary profession of agriculture in India where dairy cooperatives are an important part of rural development. The current study explores the critical factors in the dairy supply chain, and provides an initial decision framework for its implications. The necessary data were collected from dairy producer members including dairy farmers, executives, and key informants of processing units, to summarize the strengths, weaknesses, opportunities, threats (SWOT) of the milk processing system in India. This includes identifying the objectives of the dairy industry, along with the internal and external critical factors (CFs). SWOT exploration does not offer any investigative basis for evaluating the priorities of CFs, therefore the analytic hierarchy process is applied to define the priorities of identified CFs. The CFs have also been ordered according to relative importance. The findings of this study depict that the SWOT based methodology offers vital sensitivity in assessing the supply chain strategies for the dairy industry.

Increased globalization and the surging count of the population across the world indicate the need for more sustainable supply chains, especially those allied with the food industry. Nowadays, the demand for processed food items is increasing and establishing new markets globally. The sequence of activities starting from the farm and ending at the fork determines the sustainability within processed food supply chain (FSC) dynamics. Emphasizing sustainability-based performance systems in the processed FSC marks an effective and efficient utilization of resources, strengthening the dimension of economic, environmental, and societal benefits. The presented work aimed to review the avenues for adopting sustainability in the actions of Indian processed FSCs. For the same relation hierarchical models, clustering the various key enactors of sustainability in processed FSCs, every functional tier was developed. This relational, hierarchical framework was contemplated by implying the Pythagorean fuzzy set. The proposed methodology handled the mutual interrelation between the enactors and the uncertainty associated with human judgments, establishing the sequence of sustainability enactors. Outcomes of the presented study have implications in developing the framework, policy formulation, decisional attributes, facilitating field practitioners in streamlining, and embedding sustainability within the actions of processed FSCs.

Background: Bread, a basic need for the survival of human beings, is highly perishable, has a short shelf-life, and loses its quality and potency after its date of expiry. This leads to a considerable amount of bread waste and loss in the economy. This study explores and analyses the most common causes of wastage in the bread supply chain and proposes key strategies for waste mitigation in bread-producing industries in the context of Indian bakeries. Methods: Based on a systematic literature review and pilot studies, Monte-Carlo simulation techniques were applied to conduct the analysis. Results: The results indicate that bread should be recalled from the market after three days rather than the usual six, and the strategy used by companies A and E (in this study) is recommended. Conclusions: These tactics ensure that any bread returned to the company is in great condition, giving us two to three days to transform the bread into some by-products. It will help managers, decision makers, and specialists create a successful waste-reduction strategy.