udbhava

IN THIS ISSUE

January

February 2013

Volume 3 | Issue 6

Magical Hands that Define the Competitive

Edge

Articles

1 2

3 4

Technologies in SCM & Logistics

ERP on Cloud Rethinking Business Intelligence

Transition from KYC to PYC

5 6 What Success Really Feels Like

POD Trailer 7 8 Red Tagging—A Useful Sorting Tool

Why Depend on Others, When the Potential

Lies Within 9

UDBHAVA | 2

TEAM UDBHAVA

EDITOR’S DESK

LEAN OPERATION & SYSTEMS VOLUME 3 | ISSUE 4

Greeting readers!!! “It is good to have an end to journey toward; but it is the journey that matters, in

the end.” ― Ernest Hemingway

As the journey of MBA comes to an end and begins for

a few, a tangible aura of apprehension pervades the

campus.The question in each of our minds is the same-

what awaits us out there? Though our time here en-

deavours to equip us with the conceptual arsenal for

the corporate blitz, nothing seems to have prepared

us for the more important hands on knowledge from

those out there.

A journey of thousand miles begins with a single step,

so far the UDBHAVA‗s journey has been a splendid

experience right from the time when we the current

team of Udbhava has been given the opportunity to

take on the responsibility from our previous senior

batch to continue the legacy, there has been tremen-

dous endeavours from each one of us towards the

quest for knowledge.

Prof. Sirish Venkatagiri

Faculty Coordinator | Udbhava

Happy reading!

Regards,

Team Udbhava

We would like to express our heartfelt gratitude

to Mr Sirish Venkatagiri, faculty coordinator,

udbhava for his immense support and guidance

without whom this magazine would not have

been possible. As Udbhava hopefully accomplishes in providing in-

sights into the world of lean operations and systems

that would be carried on by our enthusiastic juniors, this

issues provides reminiscences down the memory lane

by providing a snapshot of the best articles published in

this academic year.

Magical Hands that Define the Competitive Edge

Vrinda K | MBA B

In today‘s world, technology has

overpowered humans in every field.

The success of any manufacturing

industry depends largely on the

extent of automation and updating

of technology. Currently, robots

perform numerous jobs in every field

and the amount of work delegated

to them is increasing. The term

robot comes from the Czech word

robota, which means "forced la-

bour." An industrial robotic arm is

made up of seven metal segments,

joined by six joints, each of which is

rotated by step motors controlled

by a computer . It resembles the

human arm with a shoulder, an

elbow and a wrist, and the shoulder

is mounted to a stationary base.

The largest number of inventions is

being made all around the world.

Some of the recent innovations

made in 2012-‗13 are as follows:

Farms- Recently, in Japan, ro-

bots that harvest strawberry every 8

seconds were developed that re-

duces the workload by two-third. It

calculates the degree of ripeness

from the colour of the strawberry,

which it observes with two digital

cameras.

Automobile- Robots made by

the Danish Comany, Universal Ro-

bots are being used at BMW‘s South

Carolina plant and at the Volks-

wagen plant in Salzgitter Germany

to assist workers perform the final

door assembly. Its integrated safety

mode allows the machine to di-

rectly collaborate with workers with-

out protective guards.

UDBHAVA | 3

LEAN OPERATION & SYSTEMS

Medicine- The Da Vinci Surgical

System is a robotic surgical system

made by the American company

Intuitive Surgical to facilitate com-

plex surgery using a minimally inva-

sive approach, and is controlled

by a surgeon from a console. By

January 2013, more than 2,000

units had been sold worldwide. By

substituting robots for humans for

recurring tasks, the industries can

cut down the work load by a large

percentage. This will enhance the

productivity of the employees and

help them focus on research and

innovation that requires cognitive

skills of humans. Thus, the robotic

arms are powerful hands that de-

fine the competitive edge in the

Service- The Japanese govern-

ment has allocated ¥2.39 billion in

the 2013 budget for the develop-

ment of robots to help the elderly

handle daily tasks.

Entertainment- Artworks were

created by a Viennese artist, Alex

Kiessling simultaneously in three

cities- Vienna, London and Berlin

uses robotic arms that were used in

manufacturing.

VOLUME 3 | ISSUE 6

S upply Chain Management is the art of managing a network of interconnected business

used in the provision of products and services required by the consumers who are at

the end of the supply chain. Over the years the trend in SCM has shifted from ortho-

dox legacy systems to more modern technologies. The top technologies adopted in

this competitive business scenario which help SCM to stay one step ahead of the competitors

can be summarised as follows.

Comprehensive connectivity – Various forms of wireless connectivity’s used are Blue-

tooth (personal area networking ) , 802.11 wireless local area networking and cellular wide

area wireless networking enabling voice and data communication that enables voice and

data communication. Although these technologies are not new, how companies have

started applying them to enhance business performance have eased work for both users

and IT personnel’s. Cell phones and PDAs were used earlier but they could not fulfil all the

business demands so companies have begun the use of handheld computers but the latter

lack the abilities of cellular devices.

2) Voice and GPS – Nowadays most companies have combined the voice communica-

tion , data collection, data communication and cell phone functionality into the rugged

handheld computer so that employees do not have to switch between devices to go about

their daily tasks. It has cut down the number of devices used by the organization and that

has led to operations cost saving. These devices have Bluetooth enabled in them and they

can connect these devices for accessing the internet. Connectivity convergence has taken

place by integrating GPS communication into mobile computers.

Speech recognition – Data entry into computer using mere voice and thus saving the

time taken to look at the computer screen every time to type, has been a major break-

through in the field of voice technology for supply chain operations. Speech synthesis /

recognition can be embedded into the legacy system now due to the advances in the field

of IT.

Terminal Emulation (TE) speech recognition technique abolishes the use of an extra

speech server between the speech system and the application software. This technique

reduces the time required for data entry although bar code scanning technique is consid-

ered more accurate and reliable source. Speech recognition is only 4% behind the bar

code scanning technique in terms of speed, accuracy and reliability. But speech recognition

technique reduces the number of people required for work when compared to the tradi-

tional bar code method.

Anupam LOS

Technologies in

SCM and Logistics

UDBHAVA | 4

LEAN OPERATION & SYSTEMS VOLUME 3 | ISSUE 6

Digital imaging – Digital imaging enables the delivery personnel to capture images thus

creating a proof of delivery. The cameras integrated in their mobile computers capture the

images common for shipment labelling and the 2D bar codes help in tracking the package

for identification. Barcode scanners nowadays can scan barcode 50 feet away!! Thus com-

panies can start using this technique in their legacy system to save time and have a more

rigid and fast technique to identify and track their goods.

RFID – By using RFID tags the U.S. army reduced the data entry time in critical missions

by almost 98%. TNT logistics reduced its truck loading time by 24% using RFID tags to

identify goods being loaded in their trucks. The reduction in time to identify vehicles bear-

ing RFID tags has been phenomenal and all major industries use this technology rather

than using personnel to identify goods which is time consuming and may lead to errors.

Logistics – Logistics is the technique of managing the flow of resources from the point of

origin to the point of delivery in order to meet some requirements. The field of logistics

which is usually unorganised can be transformed into a disciplined field by the use of tech-

nology. Use of technologies like bar-coding and RFID tags has improved the delivery time

of the final product. Data acquisition methods like Optical scanning, e-notepads, voice rec-

ognition and robotics for information control has helped this cause significantly. The tech-

nologies noted above are simple to implement are easy to integrate. Most of these de-

vices can be used as plug and play if an enterprise system already exists in the logistics

company. These technologies which are being evolved further on a continuous basis are

widely available in India. Currently, logistics companies are either importing these systems

from abroad or are sourcing them locally. The upcoming applications are Warehouse Man-

agement and Distribution System and Automated package movement system. With right

technologies at right the place, a logistics company can aim to reduce operational expenses

by over 30 %. A perfect example of a logistic company which uses the advantages of mod-

ern technology to reap benefits is the famous logistic company – ‘USP’.Advanced technol-

ogy is a huge part of logistics. UPS ‘Quantum View ‘provided the logistics team at London

2012 the ability to fore-see, track and manage everything that was coming in or going out,

from the smallest package to the largest pallet of freight. Along with Quantum View, UPS

has one of the most comprehensive tracking delivery devices in the industry. It is known as

the ‘Delivery Information Acquisition Device (DIAD)’. Using this device, their delivery per-

sonnel can enter shipment data from almost anywhere by simply scanning a bar code. This

has increased tracking efficiency, as well as the customer service that they provide.

Thus we can conclude that the use of modern technology in the day to day work of SCM and

logistics has benefited the organisations in many ways with almost negligible disadvantages.

UDBHAVA | 5

LEAN OPERATION & SYSTEMS VOLUME 3 | ISSUE 6

Value Stream Mapping

Cloud ERP is an approach to enterprise resource planning (ERP) that makes use of cloud computing platforms and services to provide a business with more flexible business process transformation. OnDemand ERP is Business Management Software that is hosted off-site. This allows you to implement a powerful ERP system without the huge price tag. A low monthly subscription is paid instead of a large upfront cost. In today's global economy, businesses are forced to respond faster to competitive and customer challenges. OnDemand ERP tightly integrates sales, materials planning, inventory, manufacturing, finance and human resource functions. BusinessIntelligence On-Demand ERP allows you to dig deep into your data and find the secrets to your company's successes and failures. Unlocking this data gives you the power to improve your business. Get the answers to important financial and work flow questions immediately. EnterpriseTechnology On-Demand ERP was developed with quality and scalability in mind. The enterprise application was developed with a 3-tier architecture. Whether it is from a client computer, PDA, web browser or a cell phone, each request is received and processed by the application server layer. This provides the customer with a very flexible, yet robust software system. Software as a service( SaaS) With no software to install or expensive servers to purchase, you don't have to wait weeks or months to get going

ERP on Cloud

Sindhu

Why go for on-demand erp?

UDBHAVA | 6

LEAN OPERATION & SYSTEMS VOLUME 3 | ISSUE 6

Value Stream Mapping

Rajiv Pillai

Lower Total Cost of Ownership (TCO) There is little question that SaaS solutions generally provide lower computing costs initially

and over a five year useful life.

Decreased implementation risk Eliminating the computer hardware and platform software components (such as relational

databases, operating systems, security appliances, maintenance management tools, etc.) and

decreasing the overall implementation time lowers the probability for project delays and im-

plementation failure risk.

Accelerated software implementations Without the incurred time and technical issues associated with the installation and configura-

tion of data center appliances, hardware servers, platform software and related computing

hardware, ERP system implementations generally achieve a jump-start and a decreased im-

plementation period.

Outsourced skills and expertise Outsourcing the IT (Information Technology) management of ERP systems and related busi-

ness applications to experts allows internal IT resources to focus their time on core compe-

tencies, higher priority projects and strategic services.

Hosted software delivery The more reputable SaaS business systems guarantee anytime, anywhere access and back up

that guarantee with a Service Level Agreement (SLA) backed by financial penalties for sys-

tem down time. ERP browser-based system access is especially valuable to highly decentral-

ized companies who have staff accessing the business system from multiple office locations,

home office locations or while traveling.

Subscription pricing model The market has enthusiastically embraced the pay-as-you-go software utilization pricing

model over the pay-and-pray procurement method, eliminating the all too common cost

overruns associated with on-premise ERP systems implementations.

ERP on Cloud

Be

nefits

Sindhu

UDBHAVA | 7

LEAN OPERATION & SYSTEMS VOLUME 3 | ISSUE 6

Value Stream Mapping

Rajiv Pillai

Post-recession period, small enterprises are fast realizing the benefits of deploying ERP

(enterprise resource planning) applications on a software-as-a-service (SaaS) model,

which promises to offer benefits of traditional ERP at a fraction of the cost.

Delivering ERP on a SaaS model is a revolutionary approach in enterprise software and

offers enterprises a viable, scalable and flexible model that will take them to the next level

in terms of benefiting from technology.

ERP on Cloud

Gro

wth

Op

po

rtun

ity

On demand ERP certainly has an edge over the erp on premise.ERP and cloud computing

go hand in hand as its provides ERP software developed specifically for cloud computing

Environments will include new feature sets that were simply not possible using old

technology. Until then, cloud ERP is seen as being good for startup organizations and new

business divisions within an existing company.

Co

ncl

usi

on

http://www.accenture.com/SiteCollectionDocuments/Microsites/cloudstrategy/Accenture Cloud-ERP-PoV.pdf

http://searchcloudapplications.techtarget.com/definition/cloud-ERP

Sindhu

UDBHAVA | 8

LEAN OPERATION & SYSTEMS VOLUME 3 | ISSUE 6

Rethinking Business Intelligence By Shohan Shetty | MBA E

In today‘s competitive business

world the availability of quality infor-

mation is crucial in making quick

and a rational decision, however

the huge amounts of data that are

at disposal of the organizations can

bury the decision makers under a

mass of irrelevant and inconsistent

data.

This is where Business intelligence

comes to the rescue of the organi-

zations. Business intelligence (BI) is a

set of theories, methodologies,

processes, and technologies that

transform raw data into meaningful

and useful information which are

used by the organizations for busi-

ness decisions, to cut cost and find

new business opportunities.

Business intelligence has come a

long way over the last several dec-

ades, transforming from a back

office process to a technology that

is used almost by every enterprise,

from hospitality to pharmaceutical,

IT to Automotive today all industry

rely on Business intelligence and

with an exponential growth in tech-

nology, industries are coming up

with variations in BI like mobile BI,

self service BI, BI with sentimental

analysis and many more. While

much can be boasted about the

benefits of Business Intelligence and

why firms need them in order to

sustain its position in the interna-

tional market, there is also a great

degree of truth in the premise that

Business Intelligence is not a cure-all

measure to every solution that the

firm might undergo. Some of the

downsides to BI can be the cost of

implementation, complexity and

time involved in implementation

and lack of real time analysis of

data.

This has led to a development of

new discipline of BI called the Op-

erational Business Intelligence (OBI)

which is an emerging discipline that

helps organizations make better

day-to-day decisions in the context

of key business processes. Rather

than just the post-operational data

collection and analysis typically

associated with BI, this discipline

integrates BI into operational envi-

ronments to deliver relevant infor-

mation, often in near real time,

whenever and wherever it's

needed. This enables BI to be better

integrated into call centres, ERP

systems or other business processes

and enterprise applications. The

main advantages of implementing

BI can be summarized as a tool to

increase profitability and to make

well informed decisions in every

field of work. Thus it can be very

well said that a well designed BI is a

must in today‘s business scenario as

it helps in taking decisions sooner

than later- because time as always,

is of the essence.

UDBHAVA | 9

LEAN OPERATION & SYSTEMS VOLUME 3 | ISSUE 6

http://searchbusinessanalytics.techtarget.com/podcast/Rethinking-BI-Understanding-the-benefits-of-

operational-business-intelligence REFERENCE

Transition from KYC to PYC Divya Elizabeth John | MBA B

Man has always been engrossed in

knowing the future beforehand.

Therefore, astrology, sun-signs,

prophecies and foretelling always

allured man‘s curiosity and interest.

Print and digitized means have ca-

tered to the above curiosities in

several ways. Today the age old

system of prediction has been used

for intelligent quick service predic-

tions of customer needs. This is a

logical prediction based on humon-

gous volumes of historical and

transactional data which have ac-

cumulated over the years.

Today‘s retailers bank on prediction

analytics to empower customers.

Once a customer walks into an ap-

parel store to pick up a shirt of his

size, related information like match-

ing trousers, ties and other accesso-

ries would be listed out along with

their location details in the store. This

would urge customers to buy prod-

ucts that they may not have thought

of or on the contrary it could make

their job easier in knowing the possi-

ble combinations and related avail-

abilities. This would no more require a

busy spouse or tired friend to hang

out with you while shopping. Instead

a digital friend would assist you

through all of it. The same experi-

ence could be used to customize

any retail store.

India‘s major occupation lies in the

field of agriculture. Prediction ana-

lytics would help farmers in a great

way by helping them identify effec-

tive methods of sowing the right

type of seed at the right time which

in turn would increase yields. By

collecting real-time data on

weather, soil, air quality, crop ma-

turity, equipment labour costs and

availability, Predictive Analytics can

be used to make smarter decisions.

This is in better terms known as pre-

cision agriculture. IBM predicts 25%

reduction in crop damage by pre-

dictive whether modelling and pre-

cision agriculture techniques. Incor-

porating this system would mean a

boon to the sorry state of affairs in

the Indian Agricultural sector.

Though Prediction Analytics offers

cool solutions, the not so cool arena

of data security comes into play.

When snooping and privacy dic-

tate the dirty part of harnessing

effective structures from large vol-

umes of unstructured data. Predic-

tive Analytics is and will continue to

dominate decisions in the future. A

transition from customer satisfaction

to customer delight has been ob-

served. But prediction analytics if

fully harnessed could lead into cus-

tomer insight and ‗customer elite‘.

Here on the march would not be for

KYC but PYC – ―Predict your cus-

tomer‖.

UDBHAVA | 10

LEAN OPERATION & SYSTEMS

If the mantra is KYC (Know your

customer), I think that today‘s edge

should be PYC (Predict your cus-

tomer‘s choice). Technically called

Prediction Analytics, the subject

deals with technical know-how of

customer behaviours from accumu-

lated data and effectively putting

to use the knowledge obtained to

enhance customer experience.

accumulated data and effectively

putting to use the knowledge ob-

tained to enhance customer ex-

perience. Tapping into customer

buys with a prior knowledge of past

trends and maximizing them would

enhance business. That‘s exactly

what Predictive Analytics are dealt

with. Initially, supermarkets began

with customers picking up their pref-

erences without a middleman inter-

vention, then it went into placing

products which are most likely to be

bought in nearby aisles.

Obama‘s second winning streak

could also be associated with Big

Data and Prediction Analytics. His

campaign began the election year

confident as it knew the name of

each of the 69,456,897 Americans

whose votes had put him in the White

House in the previous elections. They

may have cast those votes by secret

ballot, but Obama‘s analysts could

look at the Democrats‘ votes in each

precinct and identify the people

most likely to have backed him. Be-

fore addressing any public gathering,

he would have access to details

etching the needs of people in that

area. This is one reason why Obama

could directly connect to people

thereby winning their confidence.

VOLUME 3 | ISSUE 6

UDBHAVA | 3

LEAN OPERATION & SYSTEMS VOLUME 3 | ISSUE 5

What Success Really Feels Like ?

In the article, the author Dibeyendu Ganguly

from The Economic Times tries to give an

overview how the youth should be responsi-

ble enough to look into their career. The au-

thor pens down what Robert Steven Kaplan

of Harvard‘s says – ―People have to take re-

sponsibility for managing their careers, you

can‘t be a bystander in your own life‖.

often visited by many students seeking ca-

reer advice. Most of us do what our family

and friends expect to do, and most likely it is

successful and for unfortunates it‘s a trag-

edy. They are the key to our car, whom we

drive to wherever our life moves, so it‘s obvi-

ous we have to opt the direction what they

expect us, or else we will be unnoticeable

around our societal circle. Similarly the au-

thor points certain things what Kaplan said –

What Success Really Feels Like?

UDBHAVA | 11

LEAN OPERATION & SYSTEMS VOLUME 3 | ISSUE 6

Article Review—Alwin Thomas

After post graduation especially after com-

pleting the three word degree MBA, every

individual points there career to be all set

and only what they require is a job achieved

through MBA. Everyone thinks that three

word thing will make one‘s life happy. Every-

one feels MBA is a socially recognizable

status quo. As a vice chairman of the Gold-

man-Sachs-Group turned Harvard Business

School professor, Robert Steven Kaplan is

Kaplan narrates numerous cases of accom-

plished individuals who no longer enjoy what

they really do. ―They don‘t feel successful

though everyone around them thinks they

are‖, says Kaplan. ―In mid-career executives

it maintains itself in a feeling of confusion

about where to turn and a concern that

they have painted themselves into a corner.

In older executives and professionals, it‘s

sometimes reflected in feelings of bitterness

and regret.

T he increased focus on quality assurance is increasing the demand on

producers, manufacturers, distributors and logistics providers to en-

sure that quality is maintained across all stages of the supply chain in-

creased focus on quality assurance is increasing the demand on pro-

ducers, manufacturers, distributors and logistics providers to ensure that quality

is maintained across all stages of the supply chain

Developing supply chain management solutions that guarantee product integrity

and provide cost-effective benefits, both short and long-term, is paramount to

sustainable growth and survival in today's economic climate.

Innovative technology such as the CRT Pod Trailer has revolutionised bulk han-

dling processes, according to CRT group using a contamination free process. The

CRT Pod Trailer contains a mounted stainless-steel chamber that rapidly and

safely transfers the product from a container into a silo using a vacuum pressure

cycle, thus eliminating employee exposure to industry hazards.

CRT Pod Trailer technology is having a significant impact on industry, by eliminat-

ing the need for repeated material handling through repackaging and tanker

cleaning and accordingly has greatly reduced the risk of contamination, damage

and loss of product.

According to the company, the efficiencies of bulk handling technology, such as

the CRT Pod Trailer, are passed onto the customer, as they reduce the costs re-

lated to packaging as well as labour and improve the safety while maintaining high

quality levels for the product.

Jose Varghese LOS

POD TRAILER

New technology creates logistics

solution

Status of Supply Chain Management in India M. Venkata Ramana Reddy

Associate Professor, Department of Mechanical Engineering, G.Narayanamma Institute of Tech. and Science, Shaikpet, Hyderabad, India

Source

UDBHAVA | 12

LEAN OPERATION & SYSTEMS VOLUME 3 | ISSUE 6

UDBHAVA | 13

LEAN OPERATION & SYSTEMS VOLUME 3 | ISSUE 6

During the sorting step of 5S, unnecessary items are removed from a work area. Red tagging is used for identifying the items that need to be either relocated, thrown out, sold or recycled. They are very simple but powerful tool to remove clutter, which can truly make the work to be far more productive. These tags easily communicate visually to staff members that the tagged items are unwanted

The red tag process follows the basic flow:

Staffs identify a tool or an item that is in question.

Staffs then fill out a red tag and stick it to the item, then wait for the input on the action of

red tagging the item.

If other staffs question the red tag, the decision makers for that particular area decide on

whether to keep the item or not.

The red tag is removed from the item, if it is to be kept. If it is to be removed, it is disposed

of to a red tag area (Basically a holding area for items with value but no places).

An unneeded item in one area can still be put into use in another area.

In some organizations an approval is required to remove a red tagged item.

Red Tagging

Pratyusha

A USEFUL SORTING TOOL

Red Tagging

Pratyusha

A USEFUL SORTING TOOL

Items that are in the red tag area, if not claimed by a designated date, should be removed to

keep the area from turning into a dump warehouse. The disposal ranges from the equipment

selling, to auctioning it or giving it to staffs, to scrapping it.

The red tag system is a safety process that prevents eager improvement teams from taking

necessary equipment from an area. If an item’s red tag is removed, the item should have a lo-

cation designated and should be labelled as per its use. This will keep future teams from red

tagging the equipment over and over. The red tagging is very simple but powerful tool to re-

move clutter, which can truly make the work far more productive.

http://www.leanhealthcareexchange.com

http://www.leankaizen.co.uk

UDBHAVA | 14

LEAN OPERATION & SYSTEMS VOLUME 3 | ISSUE 6

Toyota's Kanban strategy still en-

courages lean adoption

Lean optimisation is the key to a

more comfortable business, accord-

ing to Essentia, the only natural

memory foam mattress manufactur-

ers in the world. The company‘s new

philosophy is entirely centered

around lean principles through its

adoption of the ‗Just in Time‘ strat-

egy which looks to reduce stagnant

inventory and associated costs with

the goal of maximizing its return on

investment . Toyota‘s original Kan-

ban system is another being repli-

cated by Essentia through the con-

trol it aims to have from a logistics

point of view, aligning inventory

levels with end consumption, using

the rate of demand to control the

rate of production of its globally

renowned memory foam mat-

tresses.

Why Depend on Others, When the Potential Lies KShama Upadhyay | MBA A

If Flipkart can capture the Indian

market in the presence of Amazon

and e-Bay, definitely we can think

of some better alternative for Wal-

mart. The major issue which is faced

in setting up such an enterprise, i.e.

Paucity of funds, has its own way to

be dealt with; as proven by Flipkart.

A new set of investors, including

Morgan Stanley, Sofina and Vulcan

Capital and Dragoneer Investment

Group, boarded Flipkart helping the

domestic e-commerce leader to

clinch the largest ever funding for

the internet business in India. Flipkart

closed $360 million fund raise, as

against $ 200 million it had an-

nounced in July this year.

This is a positive sign for the industry

as compared to the past year,

funding environment has been

tough. It has been difficult to raise

money through external investors.

This is a good message for the e-

commerce ecosystem. Such a

great success in online retail is cre-

ating a wave of opportunity for

young ventures offering services

ranging from warehousing and in-

ventory management to logistics

and data analytics for e-commerce

portals. Such as "Delhivery",

founded in 2011 by a group of IIM

and IIT alumni, manages procure-

ment and warehousing, packaging

and last mile deliveries to a number

of online retailers. New Delhi-based

Unicommerce, which was founded

by three

IIT Delhi alumni in 2012, has created

its own software Uniware, a web-

based solution, to manage com-

plete order accomplishment lifecy-

cle and inventory. There is a clear

demand for such services, and such

ventures can step in and build cross

-platform technologies filling the

gap that's been created. This is the

next wave of evolution of e-

commerce in India. The change to

a marketplace model by ecom-

merce portals has mostly come

about after the government clari-

fied last year that it would not al-

low foreign direct investment in any

consumer facing retail businesses

transacted over the internet. Fur-

ther, risk capital investors were also

disallowed from investing directly in

e-commerce companies.

UDBHAVA | 15

LEAN OPERATION & SYSTEMS

As according to a report by World

Bank electronic payments can

save 1.6 per cent of India‘s gross

domestic product, we can think

over promoting e-commerce

which may result in the growth of

Indian economy to some extent.

And the success of Flipkart clearly

shows that we have enough po-

tential and ideas, the only thing

required is the execution. So now

it‘s high time to take a call and

think ahead.

NEWS FEED

REFERENCE

http://articles.economictimes.indiatimes.com/2013-10-09/

news/42864496_1_warehousing-marketplace-model-data-

analytics

http://timesofindia.indiatimes.com/topic/Ecommerce-in-India

VOLUME 3 | ISSUE 6

UDBHAVA | 16

VOLUME 3 | ISSUE 4

CREATIVE & DESIGN

ALWIN THOMAS

udbhava TEAM

ASWATHY

CORPORATE EXPOSURE

RAJIV PILLAI

NEWS FEED

SIRISH VENKATAGIRI

FACULTY COORDINATOR

ROSHNA

INDUSTRY BUZZ

LEAN OPERATION & SYSTEMS

ARTICLE REVIEW

SINDHU

PRATYUSHA B

DANIEL

ART & CROSSWORD

Udbhava is the official newsletter of Kenosys - the Lean

Operations and Systems club of Kengeri Campus.

It’s objective is to keep everyone up-to-date on the

latest happening in the worlds of

Lean Operations and Systems

UDBHAVA | 17

VOLUME 3 | ISSUE 6

(For private circulation only)

Udbhava

The word KENOSYS is derived from the Greek word Kenosis which means self-emptying of

one‘s own will and becoming entirely receptive to God‘s divine will, to eulogise the

benefit of the group than to self and to contribute to common good than to individual

goal. In our context it means to spread knowledge among our fellow LOS students. The

word was slightly modified from Kenosis to Kenosys so that it goes with Kengeri Operations

System.

CHRIST UNIVERSITY INSTITUTE OF MANAGEMENT

KENGERI CAMPUS

BANGALORE

E-MAIL: udbhava@mba.christuniversity.in

BLOG: www.leanopsys.wordpress.com

WEBSITE: www.christuniversity.in

KENOSYS—The Lean Operation & Systems Club,

Kengeri Campus

The Kenosys club is an initiative by the students of LOS (Lean Operations & Systems) of

Christ University Institute of Management, Kengeri. Kenosys stands for KENgeri Operations

and SYStems. Kenosys represents the Lean Operations and Systems (LOS) club of MBA stu-

dents at Kengeri campus of Christ University. The club is the brain child of 2010-12 batch

of MBA-LOS student.

Kenosys is a LOS student‘s initiative which organises LOS related student activities so that

value addition happens to LOS students in addition to course curriculum. This is also a

platform for LOS students to showcase their talents in organising events. The regular ac-

tivities under Kenosys are Udbhava news letter, corporate interface, Workshops, panel

discussions etc. Under Kenosys platform, students are encouraged and supported for

their innovative and creative value addition exercises in the arena of Lean Operations

and Systems.

LEAN OPERATION & SYSTEMS