Microbial dynamics during various activities in residential areas of Lahore, Pakistan

Bioaerosols are ubiquitous in the atmosphere with their levels affected by a variety of environmental factors as well as type of activities being carried out at any specific time. The present study investigated how indoor activities influence bioaerosol concentrations in five residential houses of Lahore. Agar coated petri plates were exposed face upwards for twenty minutes in kitchens and living rooms during activity and non-activity periods. The temperature and relative humidity levels were noted as well. The bioaerosol concentrations in kitchens during the activity time ranged between 1022 to 4481 cfu/m3 and in living rooms from 1179 to 3183 cfu/m3 . Lower values were observed during non-activity periods. A paired-t test revealed a significant difference in bacterial loads during activity and non-activity times in both micro-environments (p = 0.038 in kitchen and p = 0.021 in living room). The predominant species identified were Micrococcus spp., Staphylococcus spp., and Bacillus spp. which are a common constituent of the indoor environment and are known to be opportunistic pathogens as well

Measurement of NO2 indoor and outdoor concentrations in selected public schools of Lahore using passive sampler

Higher levels of NO2 are a danger to human health especially for children. A seven day study was carried to find out the ambient concentrations of NO2in 27 schools of Lahore with the help of passive samplers. In each school three sites were selected, viz: laboratory, corridor and outdoors. After 7 days exposure the tubes were subjected to spectrophotometric analysis. Results showed that the maximum values measured in laboratory, outdoor and corridors were 376µg/m3 , 222µg/m3 and 77µg/m3 . Minimum values for laboratory, outdoor and corridors were 10µg/m3 , 20µg/m3 and 8µg/m3 . Factors affecting these values were laboratory activities and proximity to main roads. These values were significantly higher than the standard values defined by EPA. Therefore children in schools were at risk of developing health complications

The Transmission of Monetary Policy through Conventional and Islamic Banks

We investigate the differences in banks’ responses to monetary policy shocks across bank size, liquidity, and type, i.e., conventional versus Islamic, in Pakistan between 2002:II to 2010:I. We find that following a monetary contraction, small banks with liquid balance sheets cut their lending less than other small banks. In contrast large banks maintain their lending irrespective of their liquidity positions. Islamic banks, though similar in size to small banks, respond to monetary policy shocks as large banks. Hence ceteris paribus the credit channel of monetary policy may weaken when Islamic banking grows in relative importance.

Myxoid Neurothekeoma: A Rare Soft Tissue Tumor of Hand in a Male Toddler

Neurothekeomas are rare benign neoplasms, typically occurring in young patients with a remarkable predilection for the female population. Patients usually present with a small nodule in different anatomical sites, commonly  involving the face and the upper limb. We report a case of a three.year.old  boy, who presented with a nontender nodule on the left thumb. Surgical biopsy and immunostaining confirmed the diagnosis as myxoid neurothekeoma. The rarity of this unusual skin tumor in a toddler prompted the following report.Keywords: Neurothekeoma, soft tissue tumor, toddle

A K-Chart based implementation framework to attain lean & agile manufacturing

[EN] Lean manufacturing has always ensured production optimization by eliminating wastes, and its implementation has helped in improving the operational performance of the organization since it eliminates the bottlenecks from the processes, thus making them efficient. In lean scenarios, the focus is on “waste” elimination, but in agile manufacturing, the focus is on the ability of comprehension of changing market dynamics and the resilience. One of the major factors in the combined implementation of lean and agile approaches is inadequate planning, monitoring and lack of awareness regarding changing market trends, and this can be countered by utilizing the effective tool of K-Chart. Through a systematic literature review, the authors establish the requirement of effective planning and monitoring in the implementation of integrated lean and agile approach, concluding that K-Chart is a handy tool to adopt for their effective implementation. The result provides a new vision of lean implementation through K-Chart, whereas it provides clarity to practitioners by presenting a K-chart based implementation framework for achieving favourable results. Being a literature review the research work can be validated through a case study approach in future through a comparative analysis between various implementation techniques and K-Chart.Zaheer, S.; Amjad, M.; Rafique, M.; Khan, M. (2020). A K-Chart based implementation framework to attain lean & agile manufacturing. International Journal of Production Management and Engineering. 8(2):123-135. https://doi.org/10.4995/ijpme.2020.12935OJS12313582Abdullah, M. K., Mohd Suradi, N., Jamaluddin, N., Mokhtar, A. S., Abu Talib, A., & Zainuddin, M. F. (2006). K-chart: a tool for research planning and monitoring. J. of Quality Management And Analysis, 2(1), 123-130.Abdullah, M. K., Suradi, N. R. M., Jamaluddin, N., Mokhtar, S., Talib, A. R. A., & Zainuddin, M. F. K-chart: a tool for research planning and monitoring, 7.Abdulmalek, F. A., & Rajgopal, J. (2007). Analyzing the benefits of lean manufacturing and value stream mapping via simulation: A process sector case study. International Journal of Production Economics, 107(1), 223-236. https://doi.org/10.1016/j.ijpe.2006.09.009Abu, F., Gholami, H., Saman, M. Z. M., Zakuan, N., & Streimikiene, D. (2019). The implementation of lean manufacturing in the furniture industry: A review and analysis on the motives, barriers, challenges, and the applications. Journal of Cleaner Production, 234, 660-680. https://doi.org/10.1016/j.jclepro.2019.06.279Alfaris, M., Edikuncoro, G., Savitri, A., Yogiari, D., & Sulistio, J. (2019). A Literature Review of Sustain Enterprise Resource Planning. Paper presented at the IOP Conference Series: Materials Science and Engineering. https://doi.org/10.1088/1757-899X/598/1/012128Anand, G., & Kodali, R. (2010). Development of a framework for implementation of lean manufacturing systems. International Journal of Management Practice, 4(1), 95. https://doi.org/10.1504/IJMP.2010.029705Anvari, A., Ismail, Y., & Hojjati, S. M. H. (2011). A Study on Total Quality Management and Lean Manufacturing: Through Lean Thinking Approach. World applied sciences journal, 12(9), 1585-1596.Baker, P. (2006). Designing distribution centres for agile supply chains. International Journal of Logistics Research and Applications, 9(3), 207-221. https://doi.org/10.1080/13675560600859136Baramichai, M., Zimmers, E. W., & Marangos, C. A. (2007). Agile supply chain transformation matrix: an integrated tool for creating an agile enterprise. Supply Chain Management: An International Journal, 12(5), 334-348. https://doi.org/10.1108/13598540710776917Bhamu, J., & Singh Sangwan, K. (2014). Lean manufacturing: literature review and research issues. International Journal of Operations & Production Management, 34(7), 876-940. https://doi.org/10.1108/IJOPM-08-2012-0315Bhasin, S., & Burcher, P. (2006). Lean viewed as a philosophy. Journal of Manufacturing Technology Management, 17(1), 56-72. https://doi.org/10.1108/17410380610639506Botti, L., Mora, C., & Regattieri, A. (2017). Integrating ergonomics and lean manufacturing principles in a hybrid assembly line. Computers & Industrial Engineering, 111, 481-491. https://doi.org/10.1016/j.cie.2017.05.011Carvalho, H., Azevedo, S. G., & Cruz-Machado, V. (2012). Agile and resilient approaches to supply chain management: influence on performance and competitiveness. Logistics Research, 4(1-2), 49-62. https://doi.org/10.1007/s12159-012-0064-2Chen, J. C., Li, Y., & Shady, B. D. (2010). From value stream mapping toward a lean/sigma continuous improvement process: an industrial case study. International Journal of Production Research, 48(4), 1069-1086. https://doi.org/10.1080/00207540802484911Christian, P.H., Zimmers Jr, E.W. (1999). Age of agile manufacturing puts quality to the test. Quality Progress, 32(5), 45.Chun Wu, Y. (2003). Lean manufacturing: a perspective of lean suppliers. International Journal of Operations & Production Management, 23(11), 1349-1376. https://doi.org/10.1108/01443570310501880Constantinescu, C., Matarazzo, D., Dienes, D., Francalanza, E., & Bayer, M. (2014). Modeling of system knowledge for efficient agile manufacturing: Tool evaluation, selection and implementation scenario in SMEs. Procedia CIRP, 25, 246-252. https://doi.org/10.1016/j.procir.2014.10.035Costantino, N., Dotoli, M., Falagario, M., Fanti, M. P., & Mangini, A. M. (2012). A model for supply management of agile manufacturing supply chains. International Journal of Production Economics, 135(1), 451-457. https://doi.org/10.1016/j.ijpe.2011.08.021Duguay, C. R., Landry, S., & Pasin, F. (1997). From mass production to flexible/agile production. International Journal of Operations & Production Management, 17(12), 1183-1195. https://doi.org/10.1108/01443579710182936Elkins, D. A., Huang, N., & Alden, J. M. (2004). Agile manufacturing systems in the automotive industry. International Journal of Production Economics, 91(3), 201-214. https://doi.org/10.1016/j.ijpe.2003.07.006Elnadi, M. (2015). An innovative framework for implementing lean principles in product-service system.Fagerholm, F., Ikonen, M., Kettunen, P., Münch, J., Roto, V., & Abrahamsson, P. (2015). Performance Alignment Work: How software developers experience the continuous adaptation of team performance in Lean and Agile environments. Information and Software Technology, 64, 132-147. https://doi.org/10.1016/j.infsof.2015.01.010Gani, W., & Limam, M. (2013). On the use of the K-chart for phase II monitoring of simple linear profiles. Journal of Quality and Reliability Engineering, 2013. https://doi.org/10.1155/2013/705450Ghobadian, A., Talavera, I., Bhattacharya, A., Kumar, V., Garza-Reyes, J. A., & O'Regan, N. (2020). Examining legitimatisation of additive manufacturing in the interplay between innovation, lean manufacturing and sustainability. International Journal of Production Economics. 219, 457-468. https://doi.org/10.1016/j.ijpe.2018.06.001Ghobakhloo, M., & Azar, A. (2018). Business excellence via advanced manufacturing technology and lean-agile manufacturing. Journal of Manufacturing Technology Management, 29(1), 2-24. https://doi.org/10.1108/JMTM-03-2017-0049Goldsby, T. J., Griffis, S. E., & Roath, A. S. (2006). MODELING LEAN, AGILE, AND LEAGILE SUPPLY CHAIN STRATEGIES. Journal of Business Logistics, 27(1), 57-80. https://doi.org/10.1002/j.2158-1592.2006.tb00241.xGrewal, C. (2008). An initiative to implement lean manufacturing using value stream mapping in a small company. International Journal of Manufacturing Technology and Management, 15(3-4), 404-417. https://doi.org/10.1504/IJMTM.2008.020176Gunasekaran, A. (1998). Agile manufacturing: Enablers and an implementation framework. International Journal of Production Research, 36(5), 1223-1247. https://doi.org/10.1080/002075498193291Gunasekaran, A. (1999). Agile manufacturing: A framework for research and development. International Journal of Production Economics, 62(1-2), 87-105. https://doi.org/10.1016/S0925-5273(98)00222-9Gunasekaran, A., Lai, K., & Edwincheng, T. (2008). Responsive supply chain: A competitive strategy in a networked economy. Omega, 36(4), 549-564. https://doi.org/10.1016/j.omega.2006.12.002Gunasekaran, A., Yusuf, Y. Y., Adeleye, E. O., & Papadopoulos, T. (2018). Agile manufacturing practices: the role of big data and business analytics with multiple case studies. International Journal of Production Research, 56(1-2), 385-397. https://doi.org/10.1080/00207543.2017.1395488Gunasekaran, A., Yusuf, Y. Y., Adeleye, E. O., Papadopoulos, T., Kovvuri, D., & Geyi, D. A. G. (2019). Agile manufacturing: an evolutionary review of practices. International Journal of Production Research, 57(15-16), 5154-5174. https://doi.org/10.1080/00207543.2018.1530478Hines, P., & Rich, N. (1997). The seven value stream mapping tools. International journal of operations & production management, 17(1), 46-64. https://doi.org/10.1108/01443579710157989Immawan, T., Arkeman, Y., & Maulana, A. (2015). Sustainable supply chain management for Make To Stock-Make To Order production typology case study: batik industry in Solo Indonesia. Supply Chain Management (SSCM), 7(11).Inman, R. A., Sale, R. S., Green, K. W., & Whitten, D. (2011). Agile manufacturing: Relation to JIT, operational performance and firm performance. Journal of Operations Management, 29(4), 343-355. https://doi.org/10.1016/j.jom.2010.06.001Iskanius, P., Haapasalo, H., & Page, T. (2006). Requirements for change in a traditional industry to be competitive: transformation towards an agile supply chain. International Journal of Agile Systems and Management, 1(3), 258. https://doi.org/10.1504/IJASM.2006.010942Ismail, H. S., & Sharifi, H. (2006). A balanced approach to building agile supply chains. International Journal of Physical Distribution & Logistics Management, 36(6), 431-444. https://doi.org/10.1108/09600030610677384Jasiulewicz-Kaczmarek, M. (2013). Sustainability: Orientation in Maintenance Management: Case Study. In P. Golinska (Ed.), EcoProduction and Logistics (pp. 135-154). Berlin, Heidelberg: Springer Berlin Heidelberg. https://doi.org/10.1007/978-3-642-23553-5_9Jin‐Hai, L., Anderson, A. R., & Harrison, R. T. (2003). The evolution of agile manufacturing. Business Process Management Journal, 9(2), 170-189. https://doi.org/10.1108/14637150310468380Keyte, B., & Locher, D. A. (2004). The complete lean enterprise: Value stream mapping for administrative and office processes: Productivity Press. https://doi.org/10.1201/b16650Khalfallah, M., & Lakhal, L. (2020). The impact of lean manufacturing practices on operational and financial performance: the mediating role of agile manufacturing. International Journal of Quality & Reliability Management. https://doi.org/10.1108/IJQRM-07-2019-0244Khodeir, L. M., & Othman, R. (2016). Examining the interaction between lean and sustainability principles in the management process of AEC industry. Ain Shams Engineering Journal.Konecka, S. (2010). Lean and agile supply chain management concept in the aspect of risk management. LogForum, 6(4), 23-31.Koskela, L. (1992). Application of the new production philosophy to construction (72). Stanford: Stanford University. Retrieved from http://www.leanconstruction.org.uk/media/docs/Koskela-TR72.pdfKumar, S., Choudhary, A., Kumar, M., Shankar, R., & Tiwari, M. (2006). Kernel distance-based robust support vector methods and its application in developing a robust K-chart. International Journal of Production Research, 44(1), 77-96. https://doi.org/10.1080/00207540500216037Leite, M., & Braz, V. (2016). Agile manufacturing practices for new product development: industrial case studies. Journal of Manufacturing Technology Management, 27(4), 560-576. https://doi.org/10.1108/JMTM-09-2015-0073Lian, Y.-H., & Van Landeghem, H. (2007). Analysing the effects of Lean manufacturing using a value stream mapping-based simulation generator. International Journal of Production Research, 45(13), 3037-3058. https://doi.org/10.1080/00207540600791590Losonci, D., Demeter, K., & Jenei, I. (2011). Factors influencing employee perceptions in lean transformations. International Journal of Production Economics, 131(1), 30-43. https://doi.org/10.1016/j.ijpe.2010.12.022Mamat, R.C., Md Deros, B., Ab Rahman, M.N., Khalil Omar, M., Abdullah, S. (2015). Soft Lean Practices for Successful Lean Production System Implementation in Malaysia Automotive Smes: A Proposed Framework. Jurnal Teknologi, 77(27). https://doi.org/10.11113/jt.v77.6910Maqbool, Y., Rafique, M. Z., Hussain, A., Ali, H., Javed, S., Amjad, M. S., . . . Atif, M. (2019). An Implementation Framework to Attain 6R-Based Sustainable Lean Implementation-A Case Study. IEEE Access, 7, 117561-117579. https://doi.org/10.1109/ACCESS.2019.2936056Marodin, G., Frank, A. G., Tortorella, G. L., & Netland, T. (2018). Lean product development and lean manufacturing: Testing moderation effects. International Journal of Production Economics, 203, 301-310. https://doi.org/10.1016/j.ijpe.2018.07.009Martin, C., & Towill, D. R. (2000). Supply chain migration from lean and functional to agile and customised. Supply Chain Management: An International Journal, 5(4), 206-213. https://doi.org/10.1108/13598540010347334Martínez Sánchez, A., & Pérez Pérez, M. (2001). Lean indicators and manufacturing strategies. International Journal of Operations & Production Management, 21(11), 1433-1452. https://doi.org/10.1108/01443570110407436Matt, D. T., & Rauch, E. (2013). Implementation of Lean Production in Small Sized Enterprises. Procedia CIRP, 12, 420-425. https://doi.org/10.1016/j.procir.2013.09.072McCullen, P., & Towill, D. (2001). Achieving lean supply through agile manufacturing. Integrated Manufacturing Systems, 12(7), 524-533. https://doi.org/10.1108/EUM0000000006232Mejabi, O. O. (2003). Framework for a lean manufacturing planning system. International Journal of Manufacturing Technology and Management, 5(5/6), 563. https://doi.org/10.1504/IJMTM.2003.003710Metternich, J., Bechtloff, S., & Seifermann, S. (2013). Efficiency and Economic Evaluation of Cellular Manufacturing to Enable Lean Machining. Procedia CIRP, 7, 592-597. https://doi.org/10.1016/j.procir.2013.06.038Moyano‐Fuentes, J., Sacristán‐Díaz, M., & José Martínez‐Jurado, P. (2012). Cooperation in the supply chain and lean production adoption: Evidence from the Spanish automotive industry. International Journal of Operations & Production Management, 32(9), 1075-1096. https://doi.org/10.1108/01443571211265701Näslund, D. (2008). Lean, six sigma and lean sigma: fads or real process improvement methods?. Business process management journal, 14(3), 269-287. https://doi.org/10.1108/14637150810876634Nawanir, G., Kong Teong, L., & Norezam Othman, S. (2013). Impact of lean practices on operations performance and business performance: Some evidence from Indonesian manufacturing companies. Journal of Manufacturing Technology Management, 24(7), 1019-1050. https://doi.org/10.1108/JMTM-03-2012-0027Nesensohn, C. (2014). An innovative framework for assessing lean construction maturity. Liverpool John Moores University.Nordin, N., Deros, B.M., Wahab, D.A. (2010). A survey on lean manufacturing implementation in Malaysian automotive industry. International Journal of Innovation, Management and Technology, 1(4), 374.Nordin, N., Deros, B. M., Wahab, D. A., & Rahman, M. N. A. (2012). A framework for organisational change management in lean manufacturing implementation. Int. J. Services and Operations Management, 12(1), 101-117. https://doi.org/10.1504/IJSOM.2012.046676Pawlowski, K., & Pawlowski, E. (2015). Modern manufacturing practices and agile enterprise. Anticipated scope of implementation and empirical results from Polish enterprises. Procedia Manufacturing, 3, 464-471. https://doi.org/10.1016/j.promfg.2015.07.209Rafique, M. Z., Ab Rahman, M. N., Saibani, N., & Arsad, N. (2017). A systematic review of lean implementation approaches: a proposed technology combined lean implementation framework. Total Quality Management & Business Excellence, 30(3-4), 386-421. https://doi.org/10.1080/14783363.2017.1308818Rafique, M. Z., Ab Rahman, M. N., Saibani, N., Arsad, N., & Saadat, W. (2016). RFID impacts on barriers affecting lean manufacturing. Industrial Management & Data Systems, 116(8), 1585-1616. https://doi.org/10.1108/imds-10-2015-0427Rahani, A., & Al-Ashraf, M. (2012). Production flow analysis through value stream mapping: a lean manufacturing process case study. Procedia Engineering, 41, 1727-1734. https://doi.org/10.1016/j.proeng.2012.07.375Rahman, N. A. A., Sharif, S. M., & Esa, M. M. (2013). Lean Manufacturing Case Study with Kanban System Implementation. Procedia Economics and Finance, 7, 174-180. https://doi.org/10.1016/S2212-5671(13)00232-3Rahman, S., Laosirihongthong, T., & Sohal, A. S. (2010). Impact of lean strategy on operational performance: a study of Thai manufacturing companies. Journal of Manufacturing Technology Management, 21(7), 839-852. https://doi.org/10.1108/17410381011077946Rehman, A. U., Alkhatani, M., & Umer, U. (2018). Multi Criteria Approach to Measure Leanness of a Manufacturing Organization. IEEE Access, 6, 20987-20994. https://doi.org/10.1109/ACCESS.2018.2825344Robson, C., & McCartan, K. (2016). Real world research: John Wiley & Sons.Rohani, J. M., & Zahraee, S. M. (2015). Production line analysis via value stream mapping: a lean manufacturing process of color industry. Procedia Manufacturing, 2, 6-10. https://doi.org/10.1016/j.promfg.2015.07.002Rother, M., & Shook, J. (2003). Learning to see: value stream mapping to add value and eliminate muda: Lean Enterprise Institute.Sabbagh, O., Ab Rahman, M. N., Ismail, W. R., & Wan Hussain, W. M. H. (2016). Methodology implications in automotive product-service systems: a systematic literature review. Total Quality Management & Business Excellence, 28(13-14), 1632-1668. https://doi.org/10.1080/14783363.2016.1150169Sahwan, M. A., Rahman, M. N. A., & Deros, B. M. (2012). Barriers to Implement Lean Manufacturing in Malaysian Automotive Industry. Jurnal Teknologi, 59, 107-110. https://doi.org/10.11113/jt.v59.2571Salonitis, K., & Tsinopoulos, C. (2016). Drivers and barriers of lean implementation in the Greek manufacturing sector. Procedia CIRP, 57, 189-194. https://doi.org/10.1016/j.procir.2016.11.033Sartal, A., Llach, J., Vázquez, X. H., & de Castro, R. (2017). How much does Lean Manufacturing need environmental and information technologies? Journal of Manufacturing Systems, 45, 260-272. https://doi.org/10.1016/j.jmsy.2017.10.005Saunders, M., Lewis, P., & Thornhill, A. (2009). Understanding research philosophies and approaches. Research methods for business students, 4, 106-135.Saunders, M. N. (2011). Research methods for business students, 5/e: Pearson Education India.Serrano Lasa, I., Ochoa Laburu, C., & de Castro Vila, R. (2008). An evaluation of the value stream mapping tool. Business process management journal, 14(1), 39-52. https://doi.org/10.1108/14637150810849391Seth, D., & Gupta, V. (2005). Application of value stream mapping for lean operations and cycle time reduction: an Indian case study. Production Planning & Control, 16(1), 44-59. https://doi.org/10.1080/09537280512331325281Sharifi, H., & Zhang, Z. (2001). Agile manufacturing in practice ‐ Application of a methodology. International Journal of Operations & Production Management, 21(5/6), 772-794. https://doi.org/10.1108/01443570110390462Sindhwani, R., & Malhotra, V. (2017). A framework to enhance agile manufacturing system. Benchmarking: An International Journal. https://doi.org/10.1108/BIJ-09-2015-0092Singh, B., Garg, S. K., & Sharma, S. K. (2011). Value stream mapping: literature review and implications for Indian industry. The International Journal of Advanced Manufacturing Technology, 53(5-8), 799-809. https://doi.org/10.1007/s00170-010-2860-7Srichuachom, U. (2015). The impact of lean approaches to support quality developments in Thailand: an investigation of a claim of universality of lean thinking. University of Southampton.Sriparavastu, L., & Gupta, T. (1997). An empirical study of just‐in‐time and total quality management principles implementation in manufacturing firms in the USA. International Journal of Operations & Production Management, 17(12), 1215-1232. https://doi.org/10.1108/01443579710182954Sundar, R., Balaji, A. N., & Kumar, R. M. S. (2014). A Review on Lean Manufacturing Implementation Techniques. Procedia Engineering, 97, 1875-1885. https://doi.org/10.1016/j.proeng.2014.12.341Swank, C. K. (2003). The Lean Service Machine. Harvard Business Review, 9.Tao, F., & Zhang, M. (2017). Digital twin shop-floor: a new shop-floor paradigm towards smart manufacturing. IEEE Access, 5, 20418-20427. https://doi.org/10.1109/ACCESS.2017.2756069TER JI-XI, J. (2013). Object Locator for People With Dementia (DEMICATOR). Universiti Teknikal Malaysia Melaka.Vonderembse, M. A., Uppal, M., Huang, S. H., & Dismukes, J. P. (2006). Designing supply chains: Towards theory development. International Journal of Production Economics, 100(2), 223-238. https://doi.org/10.1016/j.ijpe.2004.11.014Waters, C. D. J. (2007). Supply chain risk management: vulnerability and resilience in logistics. London ; Philadelphia: Kogan Page.Womack, J. P., & Jones, D. T. (1996). Beyond Toyota: How to Root Out Waste and Pursue Perfection. 13.Womack, J. P., Jones, D. T., & Roos, D. (1990). The Machine That Changed The World. New York, NY: Rawson Associates.Yadav, G., Luthra, S., Huisingh, D., Mangla, S. K., Narkhede, B. E., & Liu, Y. (2020). Development of a lean manufacturing framework to enhance its adoption within manufacturing companies in developing economies. Journal of Cleaner Production, 245, 118726. https://doi.org/10.1016/j.jclepro.2019.118726Yahaya, S.M.B. (201

Spin texture on the Fermi surface of tensile strained HgTe

We present ab initio and k.p calculations of the spin texture on the Fermi surface of tensile strained HgTe, which is obtained by stretching the zincblende lattice along the (111) axis. Tensile strained HgTe is a semimetal with pointlike accidental degeneracies between a mirror symmetry protected twofold degenerate band and two nondegenerate bands near the Fermi level. The Fermi surface consists of two ellipsoids which contact at the point where the Fermi level crosses the twofold degenerate band along the (111) axis. However, the spin texture of occupied states indicates that neither ellipsoid carries a compensating Chern number. Consequently, the spin texture is locked in the plane perpendicular to the (111) axis, exhibits a nonzero winding number in that plane, and changes winding number from one end of the Fermi ellipsoids to the other. The change in the winding of the spin texture suggests the existence of singular points. An ordered alloy of HgTe with ZnTe has the same effect as stretching the zincblende lattice in the (111) direction. We present ab initio calculations of ordered Hg_xZn_1-xTe that confirm the existence of a spin texture locked in a 2D plane on the Fermi surface with different winding numbers on either end.Comment: 8 pages, 8 figure

Exposure to NO2 in occupational built environments in urban centre in Lahore

Increased economic growth, urbanisation and substantial rise in automobile vehicles has contributed towards the elevated levels of air pollution in major cities in Pakistan. Aone week study was conducted by using passive samplers to assess NO2 concentration in occupational built environments at two most congested and populated sites of Lahore. Both sites were locatedon the busy roads of Lahore. At Site-I the highest concentration was in outdoors followed by corridor and indoor. While at Site II all the sampling location wereindoors and level were comparable to that of outdoor levelsat Site I. The results suggest the likely contribution of ambient sources in exposure to indoor NO2 in educational and other occupational built environments in urban centres

Defining pharmacy and its practice: a conceptual model for an international audience

Background: There is much fragmentation and little consensus in the use of descriptors for the different disciplines that make up the pharmacy sector. Globalization, reprofessionalization and the influx of other disciplines means there is a requirement for a greater degree of standardization. This has not been well addressed in the pharmacy practice research and education literature. Objectives: To identify and define the various subdisciplines of the pharmacy sector and integrate them into an internationally relevant conceptual model based on narrative synthesis of the literature. Methods: A literature review was undertaken to understand the fragmentation in dialogue surrounding definitions relating to concepts and practices in the context of the pharmacy sector. From a synthesis of this literature, the need for this model was justified. Key assumptions of the model were identified, and an organic process of development took place with the three authors engaging in a process of sense-making to theorize the model. Results: The model is “fit for purpose” across multiple countries and includes two components making up the umbrella term “pharmaceutical practice”. The first component is the four conceptual dimensions, which outline the disciplines including social and administrative sciences, community pharmacy, clinical pharmacy and pharmaceutical sciences. The second component of the model describes the “acts of practice”: teaching, research and professional advocacy; service and academic enterprise. Conclusions: This model aims to expose issues relating to defining pharmacy and its practice and to create dialogue. No model is perfect, but there are implications for what is posited in the areas of policy, education and practice and future research. The main point is the need for increased clarity, or at least beginning the discussion to increase the clarity of definition and consistency of meaning in-and-across the pharmacy sector locally, nationally and internationall