Application of theory of constraints to foster the services of Indian power transmission system

Abstract

Purpose This paper aims to present a practical and sequential application of the theory of constraints (TOC) to eliminate the critical barriers to Indian power transmission system (IPTS) that were limiting the entire power service quality. Design/methodology/approach This study uses a well-known management technique known as TOC, which has the capability and positive force to eliminate the barrier through sequential managerial procedures. TOC framework can provide practical guidance to stakeholders of the power transmission sectors through situational assessment, conflict resolution, planning and implementing changes required in the IPTS. Findings This study explains the utility of five-steps thinking process (TP) of TOC especially in the IPTS sector. The study also describes how each step of TP can improve the performance of IPTS against its specified goal. The study brings management’s attention on the system’s weak links that must be leveraged by eliminating them from the system. Major types of constraints are related to the restrictive policy of the sector that mainly include lack of strategic planning, lack of investments and lesser participation of the private players in the IPTS. This study further identifies and suggests various strategies to eliminate the critical barriers of IPTS. Originality/value The five-step process of TOC has been successfully applied in manufacturing sector and service sector processes, such as banking and medical services. This paper has uniquely applied TOC in the area of power sector, which is considered as one of key service sectors that form an important share for the Indian economy.

Organizational Influences on the Motivation to Transfer Soft Skill Training in an Indian Power Organization

“…The findings provide an intersection between research on prominent work and individual-related antecedents on MTT and organizational initiatives needed to sustain HRD experiments (inclusive of training) in the Indian power sector. Moreover, these results are insightful for the Indian power transmission sector where budgetary allocations for training are perceived as an expenditure rather than an investment (Upreti et al, 2020). Although extant research reinforces the requirements of soft skills in the Indian power sector, our study goes further in modelling organizational antecedents that motivate trainees to transfer these skills to the workplace.…”

“…Further, deregulation in the power sector has created a threat for state-controlled entities (Muduli & McLean, 2021). Initiating relevant training programmes in hard and soft skills is one of the imperative remedial lines of action proposed for this sector (Upreti et al, 2020). Soft skills are not only helpful in building customer focus but also help in building a positive outlook in employees in a sector that is difficult to work in given the harsh physical climate, constant stress and strict regulations (Upreti et al, 2020; Yadav et al, 2019).…”

“…Initiating relevant training programmes in hard and soft skills is one of the imperative remedial lines of action proposed for this sector (Upreti et al, 2020). Soft skills are not only helpful in building customer focus but also help in building a positive outlook in employees in a sector that is difficult to work in given the harsh physical climate, constant stress and strict regulations (Upreti et al, 2020; Yadav et al, 2019). Mohanty and Arunprasad (2020), in a study on employee engagement in the Indian power sector, concluded that regular training in both hard and soft skills was required to boost the morale of employees.…”

Building a Lean House With the Theory of Constraints for Construction Operations in Zimbabwe: A Conceptual Framework

“…However, organizations' constraints hinder the achievement of this goal to make a profit. TOC identifies critical constraints and suggests improvement of activities that would elevate the constraints and inherently prioritize them (Upreti et al, 2020). Hence, TOC is a continuous improvement process because no matter how successful an organization is in achieving its goals, constraints will always exist; hence, TOC focuses on identifying and managing these constraints within organizations (Pegels and Watrous, 2005).…”

Assessment of TOC and TPM in Indian SME Auto Manufacturing Industries

“…An organization's performance takes time to reach its superior status (Sharma & Modgil, 2019). In TOC, elimination of the constraints starts with identification of the specific change (Upreti et al, 2019). Operational performance further depends on reducing the cost of manufacturing operations and enhancing the firm's innovation capabilities (Sharma & Modgil, 2019).…”