Operations Management - Science topic

Dear Mahshad Ghazali,

Taking into account your research interests in operational management, including the issues of sustainable development and supply chain management, I propose the following research topic: Improving sustainable supply chain management, including the analysis of the determinants of operational (business continuity) and strategic (development, investment) management and operational risk factors by implementing new information technologies, ICT and Industry 4.0. As part of this issue, it is also possible to include the analysis of the possibilities of applying new green energy technologies and eco-innovations in order to improve the sustainable management of the supply chain, including increasing the scale of energy savings and switching to renewable and zero-emission energy sources. This issue is important in the context of the currently developing energy crisis and the prospective climate crisis, which is likely to deepen in the coming decades.

Kind regards,

Dariusz Prokopowicz

Dear All,

Please access the link below for your reference on the 10 Must-Read Digital Transformation Books in 2022.

https://www.techtarget.com/searchcio/tip/10-must-read-digital-transformation-books.

You can customize your options on this subject.

Good luck to your careers!

Kenneth David Strang Thank you so much for a detail reply.

I have already done some work related to Risk Management in Cybersecurity projects. Will try to convert it into a Book chapter as per your template and will submit.

Thanks for the opportunity.

Can I include some of you as Co-author?

Capabilities and competencies of firms to improve operational performance in a disrupted situation

Operations Management: Sustainability and Supply Chain Management by Heizer and Render

Dear Cenk Çalışkan ,

Norbert Tihanyi one little warning, if you look whether a particular journal is mentioned in the Beall’s list you should not only check the journal title in the stand-alone journal list (https://beallslist.net/standalone-journals/) but also the publisher behind it (if any). In this case the publisher is not mentioned in the Beall’s list (https://beallslist.net/). Anis Hamza I suppose you mean ISSN number, this journal with ISSN 1547-5816 and/or E-ISSN:1553-166X is mentioned in Scopus (https://www.scopus.com/sources.uri?zone=TopNavBar&origin=searchbasic) and Clarivate’s Master journal list (https://mjl.clarivate.com/home).

Back to your question, it is somewhat diffuse. There are signs that you are dealing with a questionable organization:

-Contact info renders in Google a nice residence but does not seem to correspond to an office and I quote “The American Institute of Mathematical Sciences is an international organization for the advancement and dissemination of mathematical and applied sciences.” https://www.aimsciences.org/common_news/column/aboutaims

-Both websites https://www.aimsciences.org/and http://www.aimspress.com/ function more or less okay but not flawless

-The journal “Journal of Industrial & Management Optimization (JIMO)“ is somewhat vague about the APC. It positions itself as hybrid (with an APC of 1800 USD), but all papers I checked can be read as open access (although not all have a CC etc. license). It mentions something like open access for free when an agreement is signed with your institution but how much this cost is unclear

-No problem by itself but the majority of authors are from China, makes you wonder about American Institute…

-Editing is well…sober

On the other hand it looks like and I quote “AIMS is a science organization with two independent operations: AIMS Press (www.aimspress.com) and the American Institute of Mathematical Sciences (AIMS) (www.aimsciences.org ).” AIMS Press is focused on Open Access journals while the journals published by AIMS (www.aimsciences.org) are/used to be subscription-based journals. Pretty much like Springer has there BioMed Central (BMC) journal portfolio and Bentham has their Bentham Open division.

Facts are:

-AIMS ( www.aimsciences.org ), more than 20 of their journals are indexed in SCIE and indexed in Scopus as well (under the publisher’s name: American Institute of Mathematical Sciences)

-AIMS Press (www.aimspress.com ), four journals are indexed in SCIE and thus have an impact factor and 14 journals are indexed in Clarivate’s ESCI. 7 journals are indexed in Scopus.

-AIMS Press, 20 of their journals are a member of DOAJ

-Journal of Industrial & Management Optimization (JIMO) https://www.aimsciences.org/journal/1547-5816 is indexed in Clarivate’s SCIE (impact factor 1.801, see enclosed file for latest JCR Report) and Scopus indexed CiteScore 1.8 https://www.scopus.com/sourceid/12900154727.

-For the papers I checked the time between received and accepted varies between 6 and 9 months and an additional 3-4 months before publication (it is well… not fast but not unusual)

So, overall, I think that the publisher has quite some credibility and it might be worthwhile to consider.

Best regards.

Hi Abhishek Chakraborty

Please see my paper below on how we used improved communication and recognition aligned with Maslows need theory to improve the engagement of Lean Manufacturing Systems and Tools.

Hope it might be of some use to you.

Best Regards

Martin

To what do you want to use the total factor productivity? Calculation is easy , but as Simon (1979) and others have shown, Cobb-Douglas (or CES) production functions are fake ones. They represent accounting identity as something that represent production relations (input-output relations). We should doubt all arguments based on TFP such as Solow-Swan growth theory and more refined Romer-Lucas endogenous growth theory.

Ok. Unfortunately, your questionnaire is closed.

I have seen many analysis models for the operation of services, but I have not seen a model to determine the strategies. I think it may be a good idea.

This link

Custom blockchain development for supply chain industry from Aetsoft

15 day is enough....

Managing in a time of VUCA will require strong, knowledgeable and ethical leadership. Leaders must have integrity and be agile in terms of sudden change, and implementation of agile strategies. Hence good governance becomes a key factor. However, there are many more factors as well.

Single period inventory models are used typically for determining the optimal order quantity for a perishable product. The most famous example is the Newsboy (Newsvendor) problem, in which the demand for newspapers for a given day is random, there is a cost of overstocking (unsold papers) and understocking (lost profits). The objective is to minimize the expected daily cost and the decision variable is the number of papers to buy (for reselling). this model is useful for any other item that cannot be stocked to be sold in another period, you have to sell it during the period or it is wasted. Many products fit this category: Christmas trees, Halloween costumes, or any other item that is special day or event themed. Fresh produce and meat can be though of in this category as well.

On the other hand, multi-period models are used for items that can be stocked for long periods of time, and demand in subsequent periods can be satisfied from the inventory. The basic EOQ model is the simplest of these models.

It will stay the same. No proof needed, it's obvious, but you can try it in simulation software - that is a good way to develope intuition about discrete event simulation.

Thank you so much

For design and construction of a building. I recommend you the work on the risks existing in the interactions Human - Means, Human - Methods and Human - Work Environment. These are the risks due to ergonomic hazards (Ergonomic Factors). Good luck.

This is a challenging problem, specially for manufacturing companies, needless to say this problem is undergoing lots of research and practically there are no viable examples of companies that have achieved success, best cases have hit a 90% mark (but the metrics of such proclaimed achievements have been highly debatable). As inventory management is being driven by close to real time demand and supply data(analytics) plugged to AI and Machine Learning tools, the potential to reach close to 99% efficiency in CLSCM might become a reality -- but how do we identify and embed external disruptions like COVID19 into this model? and to what extent will these external disruptions impact CLSCM based inventory dynamics?

Hi Diana Cardenas is there any update on the research. I would be interested in reading your findings. Best Regards Martin

Dear

Cycle counting of Inventory is using in Industries for some of the other purposes

It for ----- How many time This inventory in the organization , what is consumption resio , what is value impact on the organisation , through this we can reduce

1-: inventory carrying cost .

2-: Inventory testing Cost

3-: and avoid to product manufacturing or supply loss

Keep it simple.

Any operational design should answer some questions, but always has some main questions to answer, previously.

Step 1 (mandatory)

Define your competitive strategy. Then design your Supply Chain, once this design is done. You can continue designing your operational process, do you need now the flows (operational, informational and financial) and cost numbers to decide about the next step.

Questions

a) What is the strategy that this operational process to feed?

b) What is the demand that this process should provide?

c) In that part of the Supply Chain, this process acts?

d) How this design maximize profits and minimize costs?

e) Is the main process or a support process within our Value Chain?

f) Which are your goals and objectives? What did we expect of the process? this is very important due to that you must design based on these objectives.

g) Define your Q&A standard, so this is your base of comparison, to in the future build you KPI's. Based on it's you can develop your control objectives and for consequence the KPI's.

1. How to split tasks between operational routines (repetitive tasks, business as usual) and dynamic routines (transformations, NPD, innovation etc.) for different functions (sales, manufacturing, HR, etc.)?

This question is answered for my past comments, without it, you only made an incomplete work that as always in the text is a theoretical misrepresentation of the reality.

Your design process considers certain restrictions or thinking in unexpected, that isn't the norm, your design is for your central limit of the process, any deviation must be treated as that it's an exception.

2. Once you know the operational number you need to define with that resources you will develop any process, this could be with people, machines, automation or other means. if you decide to use people you need measure times in each part of the process and build a "Line Balance" and if is productive to define machine and times a Mass Balance"

3. KPI's are only control measures that we design to measures relevant or critical operations or processes, that we need to keep in or near to the central limit (search SPC). You should develop it when you have mapped your processor when you are followed all the before steps.

Greetings

Alfredo

Dear Phil,

The complexity of the refining business grows every day with new markets, new feedstocks and new regulations. Additionally, refineries are facing declining profit margins. I think, to sustain their profitability, refineries must leverage process simulation technology and capabilities to achieve best-in-class operational excellence. I think advance process simulation could be more helpful towards the inclining profit margin. Couple of areas where it can use effectively to reduce the market burden.

1. Heat exchanger maintenance and monitoring-thorough simulation of heat exchanger operations within the broader process simulation model. The heat exchanger design tool must also simulate all major heat exchanger types used in the refining industry. Furthermore, the solution should allow process engineers to easily develop and integrate their heat exchangers’ simulation as part of the refinery flowsheet without leaving their familiar process simulation environment.

2. Column operations troubleshooting-an integrated process simulator that accurately simulates the thermal and hydraulic behavior of the column unit to provide enough information to support column operations. With the correct process simulation software, users can accurately simulate thermo-hydraulic functioning of columns based on their construction and operating conditions. As a result, they can better understand the columns’ behavior and avoid operational mishaps. Simulating the operation of the column in the broader setting of the overall process enables users to identify root causes of the problems and determine the optimal point of operation for the overall process unit.

3. Integrated refining and gas plant analysis-Refineries need a solution that meticulously simulates the entire gas plant including acid gas treatment units, sulfur recovery, tail gas units and flare systems together with the mainstream refining process units, such as distillation units and reactor units. Advanced simulation technology would provide the refiners enough confidence to push the levels of sour crudes closer to the limit the refinery can process while meeting regulations. Feed flexibility, capacity creep and operating expenditure optimization, enabled using integrated refining and gas plant process simulation, can save refiners millions each year in operating margins while ensuring maximum reliability and plant uptime. In addition, the rigorous simulation of the gas plant operation offers refineries visibility and the ability to better document their emission levels. This capability is valuable for boosting their profit margins.

4. Planning model update for refineries-The ideal option is to give refinery process engineers the ability to maintain the planning models with the help of advanced process simulation software that can offer a streamlined workflow to update the planning models, enabling frequent updates when the models become out of sync with the operating range of the refinery.

5. Refinery-wide process analysis-With an advanced integrated solution for process simulation and refinery planning, refineries can develop a refinery-wide process model out of their refinery-wide planning model in a relatively short period of time. The accuracy of the simulation model can be enhanced by selectively incorporating rigorous models of reactor units to the refinery-wide flowsheet.

Ashish

Operations Management is responsible to improve the overall efficiency in the organization.

M M Zaman Tanim Institutional Process Improvement and Implementation

It is now seen that traditional project management from the pre-World War II is on the shelf in modern times. Many practitioners oppose the fact that there is a planning element in the projects and that it is desired to know everything from the beginning. Thousands of projects carried out in real terms have found that the traditional method works with a flawless linearity and straight logic, and that it is well understood. Many governments and companies have been thinking about improving processes and making them faster and more functional for decades. In this respect, it is inevitable for all kinds of companies to engage in a process improvement and total quality practice in order to meet the increasing needs and demands. It is now impossible for firms that act otherwise to respond to market needs and succeed. Today, many companies have personnel to think about business processes and strive to achieve excellence by improving these processes. Agile project management is an inevitable technique for companies for these reasons.

The difficulty of reverse logistics includes many more transactions than the forward supply chain and the various actions relating to product returns will span across many functional departments – finance, sales, customer service, warehouse, repairs and transportation. For the mainstream of these functions, product returns are likely seen as much more of irritation rather than a priority.

Yes, you can use the secondary data but make sure data quality is good.

Improve the processes, Reduce the waste, use some techniques to improve the workflows and production method, consider the production and process quality control and then document the processes using work-study techniques

Dear Sir, it depends so many factor and environment like demand, product nature and product life cycle, it may be linear, quadratic, exponentially, stock-dependent etc.,

Since your tags include supply chain management, I wonder if that is the area in which you plan to do your research?

In any case, usually if your research is specific to certain topic area, you can purchase a list, or you may be able to obtain one via a membership organization or other existing organizing / coordinating organization (because they may have privacy agreements with those who provided their email address, they may require you to send through them, and often want something in return - first access to results for their members, etc).

If you just need people, you might also try Amazon's Mechanical Turk: https://www.mturk.com/

1. Not clear about the extent of business that the company wants to outsource.

2. Not treating the other company as a business partner.

3. Not sharing information and knowledge with the other company.

Thank you

Guilherme - my opinion is the same as it is for any discipline. Qualitative insight is equally important as quantitative. To me, regardless of topic, it is a limited worldview if we only view our disciplines according to numerical outcomes i.e. 'how often does something happen' if we don't compliment it it with narrative insight i.e. 'what is the experience of what happened'. Better still, for me, is that we don't 'divorce' qualitative from quantitative if we can avoid it - especially in adopting mixed method approaches. We also need to be clear about paradigm positions. For instance, you classify action research as qualitative here. I don't. Action research, to me, is mixed methods (the 3rd paradigm). Action research can contain as much quantitative, if not more, methods than qualitative. The same say with Delphi - which can be more quantitative than qualitative - yet is still often classified as qualitative.

The two attached resources may assist. One - an article that links action research with project management - a common approach in operations management. The other is a mixed methods chapter - containing action research. Note that it is not a qualitative research chapter.

Mahamad Nabab Alam Thank you for your guidance. I will definitely try these examples for better understanding.

Thank you for your time!

I have also been on the search for SLR reporting protocols for studies that are a mix of quantitative, qualitative, and mix-methods studies within the social sciences (disasters). Pettricrew & Roberts' book, "Systematic reviews in the social sciences: a practical guide" is pre-PRISMA so I'm looking for updated perspectives. enough back story!

Tonight I dug into the equator Network (Enhancing the QUAlity and Transparency Of health Research) and it might have some examples for you to look at. I see they have some example reporting guidelines for Case Reports:

Search on Case Report:

I know it is not your discipline; however there might be examples that can be used as models.

It is not sufficient to attribute it just to the difference in the orientation between the CCR and the BCC models since "maximizing the outputs subject to the given inputs" and "minimizing the inputs subject to the given outputs" under CRS assumtpion provide reciprocal efficiency scores. Thus, we firstly have to consider the additional free in sign variable in the multiplier BCC model and the additional constraint about the lambdas (Σλ=1) in its envelopment counterpart. This changes the shape of the frontier (BCC efficient frontier) and allows, besides CRS, for increasing and decreasing returns to scale. The above, in conjuction with the orientation that guides the projections, provides non-reciprocal efficiency scores between input and output orientation under VRS assumption.

For a schematic represenation of the above check the attached image.

Dear Abu Hashan Md Mashud ,

Kindly clarify your question.

Interesting.

Agree with Rai Waqas Azfar Khan all are important.

Hi...

Adis is right.

Dear sir

Thank for your interests in my project.

I have working in congestion to min cost of traffic and i use queue in this area i work on new concept that called multi congestion and multi network in supply chain.

Best wishes

Arvin

Advances in Pre and post operative optimisation of patient and overall bone health and rehab part should play good role in making most patients lead optimal outcome and should be the focus than stem cells as of now.

transportation cost

Is JIT refers to Just In Time? If yes agreed above points except "decreased profit margins" - why JIT decreases profit margin? Is it because JIT can reduce production cost & hence the product can sell at lower price for better competitive strategy?

Think another advantage includes reduce or minimal warehouse / storage cost of finished goods.

There is no guarantee to obtain a global optimal solution with any metaheuristic, unless you make near infinite iterations. Also, because GAs are random, the solution obtained may be different in any moment. If you can use another method to obtain a good approximation to the optimal solution, GA will improve it.

While experimenting with traffic scheduling on multicast trees, we found that in some cases, the inter-dependency across multicast flows can result in fair sharing offering better mean times (and tail) than SRPT and FCFS:

It depends on what is the objective of research. Time study, work study or questionnaires based survey depending on on your objective

what you mentioned is actually project procurement management which can be divided into 4 process groups; Planning, executing, monitoring and closing. I suggest you to refer pmbok guide since it is widely used as standard reference of industry best practices for project management

Thankyou, Himadri Nath Saha for your Answer.

facilities management is a traditional direction and well-recognized in the field of operations management

Two relatively recent articles in Journal of Operations Management have discussed this extensively. Check:

Dear Parag

1. The dual values or shadow prices produced by solving the dual equation set that you display, are values for the constraints and they have the same units as the objective function. However, you don’t need to solve the dual, since once you solve the primal problem you also get the dual values.

2. For a certain constraint, say ‘Inspection capacity’ its dual value indicates how much will the objective function increase when this capacity is incremented in one unit.

Let’s see:

The solution to your primal problem is x1 = 933 units an x2 = 133 units with a Z=  $346,667.

The respective shadow prices are only for constraints ‘Soldering capacity’ and ‘Assembly capacity’ which respective values are: u2= 233.33 and u3 = 33.33. The other restrictions don’t have shadow prices and thus don’t play any role for this objective. Therefore, these are the only two restrictions or criteria you are interested on.

Consequently, if you increment one unit the soldering capacity from 1200 to 1201, the functional Z will increase as Z + u2 = 346,667 + 233= $346,900 (rounding).

If you further increment in one unit the assembly capacity from 2000 to 2001, the functional Z will increase as Z + u3 = 346,900 + 33 = $346,933.

I did this by each constraint but you can increment both criteria simultaneously and get the same results.

Now, how much can you increment the soldering capacity? Indefinitely?

No, you can increment its capacity up to a certain limit, and the same for the assembly capacity. These limits are given automatically by the LP software.

The increase of the objective function will then change and it will be a curve instead of a straight line, because the slope changed since you have now a new shadow price corresponding to the new criterion.

3. Why can’t the objective function be minimized?

If instead of profits you put costs as Z coefficients, they will be minimized.

The same concept as explained holds. The only difference is that a unit increment of the corresponding criterion will decrease the Z function value, which is what you want.  If instead of incrementing one unit you decrement one unit, the same holds, and Z will increase.

4. I don’t understand your last paragraph. If you consider costs, your objective function must be minimized and not maximized as you imply with your ‘OK’ .

In addition, in your example, constraints are not related with profits and costs; they are only related to the available existing capacities.

Suppose that you want to minimize your cost. You can do that, however, because in your example all criteria call for maximization the minimum cost of the solutions polygon will be 0, that is, no solution. You can see this graphically and very easily since you have only two products. You will see that the minimum point of the polygon that the Z can tangent is the origin of coordinates, or zero.

In you example  you can change it by changing one of the criterion to a minimum, say for instance  ‘Inspection capacity’ and you also have to reduce  the availability, for instance  to 3000 from 5000. In that case the optimal solution is to produce 600 units of  x2, and zero units of x1.

5. I don’t know which LP software you are using but I recommend SOLVER that is an Excel Add in. There you will see that you can choose maximise or minimize the objective function and even equalizing it.

I believe that you are confused regarding criteria and objectives.

You can have a criterion calling for maximization of your costs and another for maximization for your profits, but in this case the objective function must call for maximization or minimization for something different, for instance ‘Inspection capacity’.

If my explanation does not satisfy you for whatever reasons, just write me in RG or privately to nolmunier@yahoo.com. I will be very happy to help is I can.

This article may be useful for you.

Best regards

backorder costs are typically considered as a penalty or discount rate. Lost sales costs on the contrary depend upon what happens in the stockout condition. Usually the company should carry out a specific analysis for this (percentage of delayed purchase, in-brand or out-brand substitution, etc.). Additionally there can be a reputation cost. The first cost is generally linked (proportional) to the expected shortage the second one is generally modelled as a fixed fee incurred when sotckout condition occurs. Cleary the quantities must be determined with a specific analysis, however the first one is quite easy to evaluate, the second one is more difficult, and, frequently, underestimated.

INFORMS is very broad and will always include the topics you mention. POMS would be another very good one to attend, and more focused on the O.M. topics you list.

K means clustering  with hadoop 

thanks for your valuable comment its really useful

Hello mister Hindolo George-Williams,

Thanks a lot for the proposed favor. If this is no object, I would be very grateful to read your article about the maintenance strategy. We also have some ideas in our articles. It is possible to work together on issues of operational reliability and publish general ideas in one or more articles.

With the greatest respect

Anton Georgiev

Can you provide some insight regarding the objective function for this model?  The influence of each variable must be made clear.

EITHER 1. Make your response adaptable to change

OR 2. Make your response resilient to change

then you are proof against uncertainty

German and Belgian chemical companies like BASF. Bayer, Solvay are good examples.

Dear Michiel

it is complex to model and measure production capacity in MTO environments.

First of all let's talk about the model. I invite you to refer to the model of Grando & Turco, that you can find here:

Grando*, A., and F. Turco. "Modelling plant capacity and productivity: conceptual framework in a single-machine case." Production Planning & Control 16.3 (2005): 309-322.

This model defines the production capacity of a plant in a period of time (quantity / period) as the multiplication of the following 3 effects:

- the velocity, or rate (pieces / hour)

- the time used to produce (hours / period)

- the yield of the process (%)

Given that you can manufacture so differtiated products, in a MTO context it is better to define and measure the production capacity as hours / period => you don't need the first term, but just the other two.

So, in practice in order to correctly measure the available production capacity it is important to:

a). identify the bottleneck resource within the system - be careful because it can be either a specific machine or a type of resource (often labor)

b). evaluate the limitations existing on this resource's availability, and any potential elasticity in them. For instance, about labor you can have a limited amount of people, maybe with fixed competences and worktime, but you typically always have somebody that shares more than one competence (and so can perform several different jobs) and somebody that is available to perform overtime shifts.

c). examine wether there are limitations to the bottleneck resource that are set by other resources. For instance, in the case of labor, when a machine breaks down, this might imply that the corresponding worker runs idle as a result. So, even if the machine availability is not a constraint in itself (since machine capacity is abundant), in that precise moment it sets a (further) limitation on the availability of labor, which in turn is the bottleneck resource.

Please, keep in mind that in TCO contexts you should typicaly plan with infinite capacity, and then adapt capacity to the time profile implied by the customers' orders portfolio. So it is of paramount mportance to keep one all the alternatives and flexibilities available, such as:

- external production as an alternative to internale

- alternative machines

- alternative bills of materials

- mutiple skills

- etc.

Very interesting viewpoint. Is looking at the performance of the team vs the performance of the individual an issue?

This should be the sequential process. The very first thing you should check is whether you could meet the demand based on the actual capacity of the plant by regular hours of operations. Else you could check whether to extend hrs of operation or go for three shifts or to lease another production capacity if you are bound to complete the orders. Then depend on the delivery schedules u have to go for Aggregate plan based on MPS. Based on AP, you could order the inventory taking into account lead times and EoQ's etc.

Dear Anna,

Achieving consistent and acceptable cost structures to satisfy all retailers is a great problem to the alliance. More so, satisfying all demands without backlogging poses a great challenge; especially for items with demand uncertainty.

Shakir: Yes, I agree, in recent years, management styles have been altered by many organisations for their betterment and growth. There are many new technologies and strategies, which when employed affects our technical teams and managers. I believe, managers do require additional skills or equivalent knowledge for applying such newer styles.

You may find your answer to:

" What type of management style is appropriate for technical teams?"  in the following article: 

Take a look. Thanks.

I think the objectives are the same - to create new or improved services - but the tools and approaches are likely to be from different areas. As you suggest in the question, service design mostly comes from the design community and may employ methods used in interaction design or user centred design for example. Service Development tends to come from marketing, operations or other management disciplines, so uses the tools of those communities, such as service blueprinting. This might be an oversimplification, but I would suggest service design might be more about designing the service around the user, whereas service development focuses on the service and its customers.

You can try lekin, a very simple but flexible tool

I am not familiar with the FEAR package, but in response to your question there is  a very general and short answer. Simply use square matrices, with each column and each row in turn having a specific order, pertaining to the same (role-playing) entity.

Hi Asela,

The attached article may provide some general links to your topic.

if you have nonlinear relationship or quadratic relations is better to use warp pls, other wise try to use smart pls. its important to know what type of correlation you have.

Hi,  CPM is much better than PERT that uses virtual tasks that are not natural att all. CPM is easier to understand and to implement in any situations. However the two methods bring the same result. Best regards. Joel Colloc

hello Gautam, To add up i think in a start up managing the new raw management setup also becomes an added task until we bring it to a standard calm zone.

Ethics and jugaad both should be used to establish your management.