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International Journal of Engineering Applied Sciences and Technology, 2019Vol. 4, Issue 4, ISSN No. 2455-2143, Pages 365-377Published Online August 2019 in IJEAST (http://www.ijeast.com)INTERPRETIVE STRUCTUREMODELLING FOR CHALLENGES OFMAN POWER PLANNING IN A SMALLSCALE INDUSTRYDr. Vikram Singh (professor)Mechanical DepartmentJ.C BOSE YMCAUSTFaridabad Haryana IndiaAshok Kumar (Student M.Tech)Mechanical DepartmentJ.C BOSE YMCAUSTFaridabad Haryana Indiamasses.Effective manpower planning needsseveral levels of approaches, which have been dealtin detail in the present thesis. The thesis deals andanalyzes the approach by way of constructing amodel on how to effectively utilize the manpowerby means of scientific analysis. It stresses on therelationship between the driving factors with thedependency factors in an industry and examines itsinterdependency.Abstract: The small scale manufacturingindustry faces many challenges in market suchas price, quality of a product, manpowerplanning, and funding problem. The excellenceoperation and effective utilization of manpowerand machine are the key factor to over-come theproblem.The accurate forecasting of themanpower and effective utilization of manpowerto overcome this problem.This researchrecommended to small-scale industry improvestheir utilization of manpower in order toimprove effectiveness and efficiency day to day.Improve their daily activity in order to achievetheir targets. The planning of manpower ensurethat adequate supply, right quantity ofmanpower at right time, at right place. Thispaper develop an ISM model for a man powerplanning in a small scale industry.Interpretivestructural modelingis one of the wellestablished methodologies for identifyingrelationships among specific items and whichdefines the problems of an issue. This approachhas been used by various researchers torepresent the interrelationships among variouselements related to the issue.II.In small-scale industry, production schedule isdelayed due to different reasons there is some delayin production due to a variety of reasons viz. delayin procurement and availability of raw material,machine break down, loss in manpower hours dueto ineffective manpower planning.III.OBJECTIVEAim of this thesis is to identify the following:(i) Identify the factors, which are affecting themanpower planning in small scale industry.(ii) To develop a model using an InterpretiveStructural Modelling technique for a small-scaleindustry by plotting a graph between driving powerand dependence power.Keywords: Manpower, ISM, MICMAC Analysis,I.PROBLEM STATEMENTINTRODUCTIONManpower planning in an industry is foremost forthe sustenance of the industry and deals in thegrowth in the productivity of the industry by betterutilization of the most critical asset of the industryi.e. the manpower. In a small-scale industry,manpower planning increases its significancemultifold wherein the productivity of theorganization is mainly based on the properutilization of the available manpower resource. Ithas been seen that a country’s prosperity is directlylinked with the prosperity among the workers inMedium and Small Scale Industries, who are thedriving factor of an economy and present inIV.SCOPE(i) To identify the factors affecting manpower planning.(ii) To generate an ISM model for prioritising factoraffecting manpower planning.(iii) To plot an ISM graph for taking decision ineffective utilisation of manpower.V.LITERATURE REVIEWManpower must do significant job for steadexpeditiousdevelopmentofeconomic365
International Journal of Engineering Applied Sciences and Technology, 2019Vol. 4, Issue 4, ISSN No. 2455-2143, Pages 365-377Published Online August 2019 in IJEAST (http://www.ijeast.com)advancement of a nation. Because of this reason,point of the Ministry Of Human Resources tosubsist plans the arrangement for viable use the HRaccessible all through the nation for theirdevelopment and nation's Development.The first step identifies the important barrierswherein the experts taken into consideration hastheir range of experience between 5 to 30 years.The second step establishes the relationshipbetween the dependency, which is based onrelationship among identifiable factors, and drivingpower, which signifies the effectiveness of themanpower planning.Manpower usage influences the other control asfinancial aspects, brain research, law and opencompany Manpower planning is a sophisticatedprocess. So that before manpower planning lot ofliterature steady required. Now a day’s challengeof manpower planning and optimum use such thateconomic grow. Research is going on in each fieldfor their improvement and manpower planningdoes not persevere behind. VII.CHALLENGES OF MANPOWERPLANNING IN SMALL SCALEORGANIZATIONObasan and Yomi et al, in its paper titled―Conceptual Approach to Manpower Planningin Organizations‖ in 2011 has outlined theproblems of effective manpower planning and hasmade its observation to include - politicization ofmanpower planning effort, manpower planners,dearth of professional trained, lip service paid tomanpower planning, lack of commitment bystakeholders and inconsistency in governmentpolicies.Manpower planning is seen as aconscious and rational decision making processgeared towards defining the various courses ofaction that need to be carried out within anorganization. Accordingly, some of the reasons forthese failures are discussed below:Zaini Abdullah, Nilufar Ahsan andSyed Shah Alam et al (2009) proposedthat training methodology and team workhave positive impact on the organisation,and analysed the performance of theorganisation, before the tanning and afterthe tanning.Adekunle et al ( 2014) explained that themanpower planning is a process by whichan organization gets required no. of peoplefor the desired work on time, alsoexplained about the reduction of labourcost and eliminated the chance of the ofexcess staffing. It also focuses on theimportant issues on manpower planning.Mohammad Tufail khan et al (2018)explained the importance of man powerplanning in the education sector and alsoexplained the various steps that are to beadopted in manpower planning.Koltnerová,Kristína,AndreaChlpeková, and Jana Samáková et al(2012) explained the human resourceplanning can help in forecasting the manpower requirement in the future, also foroptimum utilization of the human resourcealso explained that the success of theorganization basically depends on factorslike right number of people with rightskills and at right time.VI.8.1. Lack of Communication: It is one of theestablished issues and is of basic nature in anorganization. Manpower planning is a sophisticatedprocedure, wherein the positioning is done by thespecialists. The experts collect real time and exactdata from the organization. With the end of theresult, if any issue emerges, suitable move is made.Okhakhu and Adekunle et al (2013) suggested acorrespondence channels to be proper andaccommodative input. This may help a lot inhaving comprehensive and functional manpowerplan for the organizations.Absence ofcorrespondence issue makes for effectivemanpower planning.8.2. The Lack of Sensitivity to Problems andSolutions of issues: The major roadblock to theimplementation of effective manpower planning isbrought about by the general line administrators.The executives is mainly worried about monetaryand material assets and tends to disregard the basicfactor of Human resources. In the recent decades,efficiency of the manpower has expanded becauseof improved innovation and creation, yet anyfurther improvement will depend on the variousagile parameters. Due to several issues, theexecutives demonstrate a more noteworthy regardto the job of labour in seeking after andaccomplishing authoritative objectives and goals.If by chance, any issue emerges and note heeded toMETHODOLOGYThe first objective to identify the driving factors,which are affecting evaluation of manpowerplanning in a small-scale industry. After theliterature review and questionnaire of expert is toidentify the factors. The second objective is todevelop a model using an interpretive structuralmodelling technique. Based on the model, a graphwas plotted between the dependency of identifiablefactor and driving power of the identifiable factor.366
International Journal of Engineering Applied Sciences and Technology, 2019Vol. 4, Issue 4, ISSN No. 2455-2143, Pages 365-377Published Online August 2019 in IJEAST (http://www.ijeast.com)promptly, the issues goats aggravated, and needs amajor course correction approach.If not working properly and quality being notmaintained, the major impact goes on manpowerplanning. Human resources department assumenormal days to be 10% workers absent and festivalseason approximately 20% worker absent. In thiscase, new workers are recruited who are unskilled.The workers have no idea about work. It is themajor problem to provide individual training to theworker. The new worker takes more time to settledown and efficiently resume to work. Therefore,absenteeism is one major concern, whichinfluences manpower planning.8.3. Short Term Profit Goals: In the short‐term, itis necessary to view manpower planning foreffectiveness such that the labour can be arrangedeffectively according to their requirement forpresent scenario, cost increment, and cost planninge.g., expenses of faculty, overhead costs, indirectcost ,direct recurring costs. It is fundamental theadministration survey the issue, and gauge theadvantages against the expenses. This absence ofworry over labour arranging could be ascribed tothe absence of data. In the event that data isn'tprospective, at that point labour arranging is arogue workout. It is accordingly basic thatassociations obtain imperative data that will stay upwith the latest in their different exercises.8.8. (i) Wages/salary as per government norms:Wage is a very sensitive factor for manpowerplanning.Amount paid at regular intervalsespecially by the day to day or weekly or monthlyfor time during which worker is employed isknown as salary. According to Government lawsand legislations such as Minimum wages Act,payments of wages Act, etc. which is taken intoconsideration seriously, and implementation oftheir own policies on salary and wages. They haveto be satisfying the legal requirements.Current going wages and salary in the country; thesalary paid by the neighbouring companies for thesimilar type of a job. Before they implement theirown wage policy, they should take intoconsideration, competition’s, company’s salary.Supply and demand of labouring the case ofshortage of manpower they should keep flexibilityin the wage structure.(ii) Time of salary: Salary should be provided tothe workers on time, because workers depend onsalary to fulfil their day-to-day needs. If salary isnot provided on time than he/she could not paytimely rent and they will face day to day problems.In that case, they will leave the company and joinanother company.8.9. Job security: Worker expects job securityfrom the company. The company has to providefacility to both permanent and temporary workers.If the worker has completed a certain amount oftime with the company viz. a year or two year’speriods, they should be provided permanentemployee status8.10. (i)Loan facility: Loan facility plays a majorrole in holding the employee. Some small skillindustry provides loan facility but major smallscale industry does not provide loan facility.Employee expected loan facility to fulfil theirimmediate requirements, which arises due tocertain exigencies. Loans with minimal rate ofinterest binds the employee to the organization asthe employee feels morally indebted to theorganization as it acted in the time of the worker’sneeds.(ii)Medical facility: The workers expect medicalfacility from the company. If the company did not8.4. Complexity of the Organization: Manyassociations have expanded massively as comparedto the previous year and a few people seem toexperience issues in deciding the different sizes ofthe labour group. They give off an impression ofbeing unequipped for refreshing the retrievabledata, which is basic to labour arranging. In light ofthe expanding intricacy of associations, it is endingup progressively basic to keep a track on thedevelopment of the labour.8.5. Rapid changes : Rapid changes in technologyin the concerned sector of organization effectsmanpower planning because some time is requiredfor the worker to learn new things, getsaccustomed to the new technologies, best methodof training is required for the worker . Onepossible method of overcoming this resistance tochange on the part of the existing staff is tointroduce new employees, with new ideas fromoutside of the organization and the worker to begiven formal training in the changed scenario.8.6. Working environment: The workingenvironment plays a major role for manpowerplanning. Workers always prefer to work in aconducive environment.Some facilities viaproper ventilation, fan, cleaning, air, and lighting,dust free shop floor are always a pleasant option forthe workers to enhance their productivity. .Workers always expect good behaviour from staffmembers. If staff members politely talk to workers,then workers think about industry and attachesthemselves to the organization with an emotionalbond and work more efficiently.Variouspsychological changes in the worker could create agood environment.8.7. Absenteeism: Those workers who are notregular, the efficiency drops to approximately half.367
International Journal of Engineering Applied Sciences and Technology, 2019Vol. 4, Issue 4, ISSN No. 2455-2143, Pages 365-377Published Online August 2019 in IJEAST (http://www.ijeast.com)provide medical facility, eventually the worker willleave the company. Further, medical facilitiesbring in a bond of security with the workers. Themanpower’s working with the environment worksin a free manner assuming that he is covered undersome or other medical cover which will take careof him in case of medical exigencies.(iii) Bonus: The workers want bonus time to timeas it helps them in saving some money for futureuse. Bonus impact on manpower planning which isa motivating factor for the workforce. Bonus at thetime of festivals takes care of the workers specialneeds during the festivals.8.11. Safety equipment: If safety equipments arenot provided by the company, than worker facemany problem and after some they time leave thecompany. Further, safety equipment ensures defectfree product thereby increasing the revenue growthin the long run. A safe and secure employee giveshis best service to the organization, which becomesan asset in due course of time.8.12. (i) Working time/shift: Generally workerswant to work in day shift as it does not effect andkeeps them in good health condition. In the nightshift, workers do not prefer to work. Change inshifts creates undue life style changes in theworkers, which directly or indirectly takes a toll onthe working capability of the worker, therebyreducing the productivity of the organization in thelong run.(ii)Over time: Workers expected overtime 2 to 3hours daily because it helps in some extra earning.Workers use over time salary for rent, travellingand others personal works. If workers do not get anover time for the extra work done, it may compelthem to search for new opportunities.8.13. Training facilities: Workers expect trainingfacility provided by the company such that helearns new technology and gain some skills. Afterthe training, he converts unskilled to skilled workerand his earning capability increases. A skilledemployee becomes an asset for the company, whoare in demand. Regular and correct training,imparted to a worker increases his productivitymany fold which has proportional relation to thecompany’s growth. .8.14. Attitudes of workers: Workers’ attitudedefines the approach towards the work assigned toa worker at the instant. It is one of the contributingfactors while deciding the manpower planning. Itis seen that the workers who are available in thevicinity of an organization are abundant; however,their attitude at work is generally not soencouraging. Further, the Local workers availablealso cast aspiration on the workers coming fromfar-flung places, and available at cheap rates. Thegovernment regulations favouring regionalaspirations also contribute to a factor on the roughattitude of workers. This factor, therefore, must betaken into account while manpower planning.8.15. Earned Leaves/Casual Leaves/ Loss on PayLeaves: Workers expect some yearly leaves andconsider it as their rights.Leaves can besegregated into earned leaves, whereby a worker isgranted a specific period of days of leaves, forwhich the organization has to pay the worker.Further, in certain exigencies, a worker needs totake urgent leave, which can be classified intocasual leave, wherein the organization grants adefined period of paid leave, yearly. If in case, aworker needs an extended period of leave, thereshould be provision to grant the leave, but theorganization need not pay for the leave, as it wouldmean paying to workers without any work.However, these leaves are a part of manpowerplanning of an organization, and should be given,so as to keep the worker motivated and give themtime to balance their work and personal life.8.16. Availability of basic needs such asDrinking water, Tea, First Aid etc: In anyorganization, particularly a small-scale industry,micro management of the resources plays a majorrole in retaining the talent pool. Availability offirst aid kit according to the working environmentis one of them to make the worker feel secure.Potable drinking water, tea-snacks, etc are amongthe other items to be considered so as to giveemployee a mid-break of few minutes and furthermake them feel that the organization they areworking for is taking proper care of their basicneeds. These small items of consideration make amajor impact on the psychology of workers, whichmay attract or distract the workers, particularly in asmall-scale industry, towards the industry.TABLE: 1 LIST OF BARRIERS OF MANPOWER PLANNINGS. NOBARRIERSAUTHORS AND EXPERT OPINION1Lack of CommunicationOkhakhu and Adekunle (2013)2The Lack of sensitivity about problem andsolution of the issuesShort Term Profit GoalsLack of Criteria& Complexity of theOrganizationAdiele, 200634368Adekunle, S.A.(2014)Okhakhu and Adekunle (2013)
International Journal of Engineering Applied Sciences and Technology, 2019Vol. 4, Issue 4, ISSN No. 2455-2143, Pages 365-377Published Online August 2019 in IJEAST (http://www.ijeast.com)5Rapid changeAdekunle, S.A.(2014)678Working environmentAbsenteeismWages/salary as per government norms& Timeof salaryJob securityLoan facility& Medical facility& BonusSafety equipmentWorking time/shift& Over timeTraining facilityExpert viewHR opinionExpert viewAttitudes of workersEarned Leaves/Casual Leaves/ Loss on PayLeaves:Availability of basic needs such as Drinkingwater, Tea, First Aid etcPlant head opinionWorker opinion910111213141516VIII.ISM APPROACHPfeffer(1998)Expert viewEngineering opinionHR opinionZaini Abdullah, AhsanAlam(2009)Worker opinionIf in SSIM, value of i and j is A, correspondingvalue in IRM becomes 0 and the value of j and ibecomes 1.Table: 1 influential roles of important 16 barriersare identified using ISM approach. Basic stepsinvolved in ISM approach is discussed below:For value of i and j is X in SSIM, correspondingvalue in IRM becomes 1 and the value of j and ibecomes 1.Warfield (1974) introduced ISM approach which isused to stab list the interrelation between factorsgiven in list and identify the influential role of theidentified factors. This approach is made byexperts, using various techniques like nominaltechnique, brainstorming etc9.1 Steps involved in ISM approach are asfollows:If in SSIM, value of i and j is O, correspondingvalue in IRM becomes 0 and the value of j and ibecomes 0.STEP 4: Final Reachability Matrix (FRM),represented in Table 4, is constructed by findingtransitivity in the matrix, which is an indirectrelation between factors. If transitivity is found inthe matrix, the final transitivity matrix value is putas 1*.STEP 1: Manpower planning challenges whichresults into barriers are identified and representedin tabular form in Table .1.STEP 5: Further, iteration matrix is developed bysegregation of reachability set, antecedent set andinteraction set of both, as shown in Table 5. Inthis, the value is obtained from FRM. 1 in thecorresponding row is taken in reachability set. 1 inthe corresponding column is taken in accident set.value common in both reachability set andantecedent set is taken in Intersection set. Iterationis done afterwards, level is assigned, and thecorresponding values are omitted in next iterationuntil all the values are omitted.STEP 2: Structural Self-interactive matrix (SSIM)is being made by identifying relations betweenfactors, which is an outcome of discussion with theexperts and is represented in Table 5.2 with thehelp of symbols as per the below list: (i, j) - i represents column of table and jrepresents rows. v – forward relation (i is related to j) A– reverse relation (j is related to i) o– no relation between i and j x - represents reversible relation between iand j.STEP 6: On the base iteration performed barriersare arranged from the most critical i.e. last level toleast critical i.e. the first level and is represented infigure 2STEP 3: In Structural Self- Interaction matrix(SSIM), if the value of i and j is V, thecorresponding value in Initial Reachability Matrix(IRM) becomes 1 and the reverse of it i.e. the valueof j and i becomes 0.STEP 7: Conical matrix is developed with the helpof FRM along with the iteration level to find drivepower and dependence power as shown in Table 9.369
International Journal of Engineering Applied Sciences and Technology, 2019Vol. 4, Issue 4, ISSN No. 2455-2143, Pages 365-377Published Online August 2019 in IJEAST (http://www.ijeast.com)STEP 8: A digraph is made in ascending order oflevel, which means the most critical barrier will berepresented at last in the digraph, and the leastcritical at the top of the digraph interconnected bynodes.STEP 10: In case of any conceptual inconsistency,the above steps are repeated. Else, the process iscontinued.STEP 11: MICMAC Analysis on the basis ofconical matrix is analysed wherein dependencypower and driving power are plotted on a graph.Graph is dividing into Autonomous, Dependent,Linkages, and Independent factors. The values ofthe graph were derived from conical matrix.STEP 9: Nodes are replaced by statements, whichleads to creation of Model from the digraph. Modelhelps in analyzing the most and least critical factorsin real time.STEP 12: Necessary modification and theoreticaldiscrepancies are integrated and is shown in figure6.3 Steps involved in ISM approach are as detailed as belowTable 2 Structural self- interactive 6Table 3 Initial Reachability Matrix 001
International Journal of Engineering Applied Sciences and Technology, 2019Vol. 4, Issue 4, ISSN No. 2455-2143, Pages 365-377Published Online August 2019 in IJEAST (http://www.ijeast.com)Table 4 Final Reachability Matrix 0000111*11*1*1*1*1*01*0101000Table 5 Iteration I (Level Partitions of Drivers)s. noReachability setAntecedent set11, 2, 3, 4, 5, 6, 7, 9, 10, 11, 12, 1, 2, 3, 4, 5, 6, 7, 10, 11, 12,13, 14, 15, 16,15,21, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 1, 2, 3, 4, 5, 6, 7, 12, 13, 15,13, 14, 15, 16,16,31, 2, 3, 4, 5, 6, 7, 9, 10, 11, 12, 1, 2, 3, 4, 5, 6, 7, 9, 12, 15,13, 14, 15, 16,41, 2, 3, 4, 5, 6, 7, 9, 10, 12, 13, 1, 2, 3, 4, 5, 6, 7, 9, 10, 12,14, 15, 16,13, 15, 16,51, 2, 3, 4, 5, 6, 7, 9, 10, 11, 12, 1, 2, 3, 4, 5, 6, 7, 9, 12, 13,13, 14, 15, 16,15, 16,61, 2, 3, 4, 5, 6, 7, 9, 10, 11, 12, 1, 2, 3, 4, 5, 6, 7, 12, 15,13, 14, 15, 16,71, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 1, 2, 3, 4, 5, 6, 7, 9, 12, 15,13, 14, 15, 16,88, 9, 13, 14, 15,2, 7, 8, 9, 16,93, 4, 5, 7, 8, 9, 13, 14, 15,1, 2, 3, 4, 5, 6, 7, 8, 9,101, 4, 10, 14, 16,1, 2, 3, 4, 5, 6, 7, 10, 12,111, 11, 14,1, 2, 3, 4, 5, 6, 7, 9, 11, 13,121, 2, 3, 4, 5, 6, 7, 10, 12, 14, 15, 1, 2, 3, 4, 5, 6, 7, 12, 15, 16,13142, 4, 5, 11, 13, 14,14,151, 2, 3, 4, 5, 6, 7, 12, 15,162, 4, 5, 16,1, 2, 3, 4, 5, 6, 7, 8, 9, 13,1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11,12, 13, 14,1, 2, 3, 4, 5, 6, 7, 8, 9, 12,15,1, 2, 3, 4, 5, 6, 7, 10, 010161*11*1*1*1*1*001000001Intersection set1, 2, 3, 4, 5, 6, 7, 10,11, 12, 15,1, 2, 3, 4, 5, 6, 7, 12,13, 15, 16,1, 2, 3, 4, 5, 6, 7, 9,12, 15,1, 2, 3, 4, 5, 6, 7, 9,10, 12, 13, 15, 16,1, 2, 3, 4, 5, 6, 7, 9,12, 13, 15, 16,1, 2, 3, 4, 5, 6, 7, 12,15,1, 2, 3, 4, 5, 6, 7,9,12, 15,8, 9,3, 4, 5, 7,8, 9,1, 4,10,1, 11,1, 2, 3, 4, 5, 6, 7,12, 15,2, 4, 5, 13,14,level1, 2, 3, 4, 5, 6, 7, 12,15,2, 4, 5, 16,III
International Journal of Engineering Applied Sciences and Technology, 2019Vol. 4, Issue 4, ISSN No. 2455-2143, Pages 365-377Published Online August 2019 in IJEAST (http://www.ijeast.com)Table 6. Iteration II (Level Partitions of Drivers)s. noReachability setAntecedent set11, 2, 3, 4, 5, 6, 7, 9, 10, 11, 1, 2, 3, 4, 5, 6, 7, 10, 11, 12,12, 13,21, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 1, 2, 3, 4, 5, 6, 7, 12, 13,12, 13,31, 2, 3, 4, 5, 6, 7, 9, 10, 11, 1, 2, 3, 4, 5, 6, 7, 9, 12,12, 13,41, 2, 3, 4, 5, 6, 7, 9, 10, 12, 1, 2, 3, 4, 5, 6, 7, 9, 10, 12,13,13,51, 2, 3, 4, 5, 6, 7, 9, 10, 11, 1, 2, 3, 4, 5, 6, 7, 9, 12, 13,12, 13,61, 2, 3, 4, 5, 6, 7, 9, 10, 11, 1, 2, 3, 4, 5, 6, 7, 12,12, 13,71, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 1, 2, 3, 4, 5, 6, 7, 9, 12,12, 13,88, 9, 13,2, 7, 8, 9,93, 4, 5, 7, 8, 9, 13,1, 2, 3, 4, 5, 6, 7, 8, 9,101, 4, 10,1, 2, 3, 4, 5, 6, 7, 10, 12,111, 11,1, 2, 3, 4, 5, 6, 7, 9, 11, 13,121, 2, 3, 4, 5, 6, 7, 10, 12,1, 2, 3, 4, 5, 6, 7, 12,132, 4, 5, 11, 13,1, 2, 3, 4, 5, 6, 7, 8, 9, 13,Table 7 Iteration III (Level Partitions of Drivers)s. noReachability setAntecedent set11, 2, 3, 5, 6, 7, 9, 12, 13,1, 2, 3, 5, 6, 7, 12,21, 2, 3, 5, 6, 7, 8, 9, 12, 13,1, 2, 3, 5, 6, 7, 12, 13,31, 2, 3, 5, 6, 7, 9, 12, 13,1, 2, 3, 5, 6, 7, 9, 12,51, 2, 3, 5, 6, 7, 9, 12, 13,1, 2, 3, 5, 6, 7, 9, 12, 13,678912131, 2, 3, 5, 6, 7, 9, 12, 13,1, 2, 3, 5, 6, 7, 8, 9, 12, 13,8, 9, 13,3, 5, 7, 8, 9, 13,1, 2, 3, 5, 6, 7, 12,2, 5, 13,1, 2, 3, 5, 6, 7, 12,1, 2, 3, 5, 6, 7, 9, 12, 13,2, 7, 8, 9,1, 2, 3, 5, 6, 7, 8, 9,1, 2, 3, 5, 6, 7, 12,1, 2, 3, 5, 6, 7, 8, 9, 13,Table 8 Iteration IV (Level Partitions of Drivers)s. noReachability setAntecedent set11, 2, 3, 6, 7, 9,1, 2, 3, 6, 7,21, 2, 3, 6, 7, 8, 9,1, 2, 3, 6, 7,31, 2, 3, 6, 7, 9,1, 2, 3, 6, 7, 9,61, 2, 3, 6, 7, 9,1, 2, 3, 6, 7,71, 2, 3, 6, 7, 8, 9,1, 2, 3, 6, 7, 9,88, 9,1, 2, 7, 8, 9,93, 7, 8, 9,1, 2, 3, 6, 7, 8, 9,372Intersection set1, 2, 3, 4, 5, 6, 7,10, 11, 12,1, 2, 3, 4, 5, 6, 7,12, 13,1, 2, 3, 4, 5, 6, 7,9, 12,1, 2, 3, 4, 5, 6, 7,9, 10, 12, 13,1, 2, 3, 4, 5, 6, 7,9, 12, 13,1, 2, 3, 4, 5, 6, 7,12,1, 2, 3, 4, 5, 6, 7,9,12,8, 9,3, 4, 5, 7,8, 9,1, 4,10,1, 11,1, 2, 3, 4, 5, 6, 7,12,2, 4, 5, 13,levelIIIIIIIntersection set1, 2, 3, 5, 6, 7, 12,1, 2, 3, 5, 6, 7, 12, 13,1, 2, 3, 5, 6, 7, 9, 12,1, 2, 3, 5, 6, 7, 9, 12,13,1, 2, 3, 5, 6, 7, 12,1, 2, 3,5, 6, 7, 9,12,8, 9,3, 5, 7,8, 9,1, 2, 3, 5, 6, 7, 12,2, 5, 13,Intersection set1, 2, 3, 6, 7,1, 2, 3, 6, 7,1, 2, 3, 6, 7, 9,1, 2, 3, 6, 7,1, 2, 3, 6, 7, 9,8, 9,3, 7,8, 9,levelIVIVIVlevelIIIIIIIII
International Journal of Engineering Applied Sciences and Technology, 2019Vol. 4, Issue 4, ISSN No. 2455-2143, Pages 365-377Published Online August 2019 in IJEAST (http://www.ijeast.com)Table 9 Iteration V (Level Partitions of Drivers)s. noReachability setAntecedent set11, 2, 6, 7,1, 2, 6, 7,21, 2, 6, 7,1, 2, 6, 7,61, 2, 6, 7,1, 2, 6, 7,71, 2, 6, 7,1, 2, 6, 7,Tables 10 Conical MatrixBarrier7 6 2 111001011111010114Intersection set1, 2, 6, 7,1, 2, 6, 7,1, 2, 6, 7,1, 2, 6, 7,levelVVVV9 83 11101111001110123641101011000000000046 7Digraph Representation for affecting 61510515611153515491161Rank12124726329728510
International Journal of Engineering Applied Sciences and Technology, 2019Vol. 4, Issue 4, ISSN No. 2455-2143, Pages 365-377Published Online August 2019 in IJEAST (http://www.ijeast.com)ISM Model for affecting driversEarned Leaves/CasualLeaves/ Loss on Pay Leaves:Lack of Criteria&Complexity in theOrganizationWorking time /shift & Over timeTraining facilityShort Term Profit GoalsLack ofCommunicationRapid changeWages/salary as per government norms& Time of salaryWorkingenvironmentThe Lack of Sensitivity toProblems and issues.Job securityAbsenteeism Independent driverAutonomous driver shows weak drive power andweak dependence power. Dependent driverexplain strong dependency power and weakdriver power. Linkage explains both strongdriving and dependence power. It is unstable.Any change in this may give positive or negativeeffect on manpower planning. Independent driveexplains strong driver
Ashok Kumar (Student M.Tech) Mechanical Department J.C BOSE YMCAUST Faridabad Haryana India Dr. Vikram Singh (professor) Mechanical Department J.C BOSE YMCAUST Faridabad Haryana India Abstract: The small scale manufacturing industry faces many challenges in market such as price, qual
August 2, 2021 15 August 2, 2021 16 August 2, 2021 17 August 3, 2021 18 August 4, 2021 19 August 5, 2021 20 August 6, 2021 21 August 9, 2021 22 August 9, 2021 23 August 9, 2021 24 August 10, 2021 25 August 11, 2021 26 August 12, 2021 27 August 13, 2021 28 August 16, 2021 29 August 16, 2021 30 August 16, 2021 31
Oct 30, 2020 · August 2019 2017 CHEVROLET BOLT Used 18 279,794 August 2019 2017 CHEVROLET VOLT Used 12 191,083 August 2019 2017 FIAT 500E Used 1 12,588 August 2019 2017 FORD FOCUS BEV Used 2 31,703 August 2019 2017 KIA SOUL EV Used 1 15,900 August 2019 2017 NISSAN LEAF Used 101 1,304,259 August 2019
2019 Alfa Romeo Giulia 2019 BMW X7 2019 Alfa Romeo Stelvio 2019 BMW Z4 2019 Audi A3 2019 Buick Cascada 2019 Audi A4 2019 Buick Enclave 2019 Audi A5 2019 Buick Encore 2019 Audi A6 2019 Buick Envision 2019 Audi A7 2019 Buick LaCrosse 2019 Audi A8 2019 Buick Regal 2019 Audi Allroad
HONOUR BOARD VOLUNTEERS 2019 - CURRENT David Staniforth Boorowa 2019 Bruce Gruber Boorowa 2019 Lindsay Cosgrove Boorowa 2019 Dennis Osborne Boorowa 2019 John Cook Boorowa 2019 Sue Cook Boorowa 2019 Mick Hughes Boorowa 2019 Daryl Heath Boorowa 2019 Lesley Heath Boorowa 2019 Russell Good Boorowa 2019 John Peterson Boorowa 2019 Heather Bottomley Boorowa 2019 James Armstrong Boorowa 2019
August 2nd—Shamble "Queen of the Green" August 9th—President's Club (Eclectic Week 1) August 16th—President's Club (Eclectic Week 2) August 23rd—Criss-Cross (1/2 Handicap) August 30th—Stroke Play (HSTP Qualifying) August Play Schedule August Theme — Queen of the Green! P utting prodigies, our next General Meeting and theme day is August
807 Katherine Golf Club YES ONLINE 808 Palmerston G & CC YES ONLINE 809 RAAF Darwin GC YES ONLINE 810 Tennant Creek GC YES ONLINE 811 RAAF Tindal GC YES ONLINE 812 Elliott GC YES ONLINE 20010 National Assoc Left-handed Golfers - NSW YES ONLINE 20011 The Sydney Veteran's Golfers Assoc. YES ONLINE
2019-2021 CALENDAR Calendars are also available online at hccs.edu/calendar ACADEMIC CALENDAR 2019-2020 2020-2021 Sessions Fall 2019 Fall 2020 RT (16 weeks) August 26 - December 15 August 24 - Decemb er 13 F4A (First 4 weeks) August 26 - September 22 August 24 - September 20 F4B (Second 4 weeks) September 23 - October 20 September 21 - October 18
The aim of IMTS is to record all goods which add to or subtract from the stock of material resources of a country by entering (imports) or leaving (exports) its economic territory. . KH 2015 - 2019 2015 - 2019 2015 - 2019 2015 - 2019 2010 - 2019 2010 - 2019 2010 - 2019 2010 - 2019 2000 - 2019 2000 - 2019 2000 - 2019 2000 - 2019 .
