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

Pigmentation “clue” in yellow raspberries: an insertion/mutation in anthocyanidin synthase gene

Genetic control of fruit pigmentation in raspberries is a complex phenomenon. Pigmentation itself is one of the most important traits where a range of colour patterns from deep purple to yellow exists. Anthocyanins and carotenoids are known to be the main pigments in raspberries; however colour of fruits is mainly considered due to varying anthocyanin contents (1). These compounds have been described to have potential health beneficial effects against cancer, aging, inflammation and neuro-degenerative diseases (2). Aside from the health benefits, anthocyanins play basic role as an indicator of fruit quality and consumer acceptance. The role of anthocyanins in planta is not known exactly, however protective role against biotic and abiotic stresses has been discussed. Apparently it seems that carotenoids are responsible for colour in yellow raspberries, due to the loss of masking effect of anthocyanins (3). Thus, in yellow raspberries there might be a block of anthocyanin biosynthesis and that can be the possible reason behind the yellow pigmentation

Analysis of anthocyanidin synthase step in red and yellow raspberry

Pigmentation is one of the most important quality traits in fruits. Not only color appeals to consumers but the presence of different pigments contributes to the overall health beneficial properties of fruit. Raspberries in particular are a rich source of health promoting nutrients, minerals, and vitamins and have significantly high levels of phenolic flavonoid phytochemicals including anthocyanins but also non phenolic carotenoids (1, 2, 3). Anthocyanins are water soluble polyphenolic pigments responsible for the colors of many flowers, fruits and other plant parts. These compounds have been described to have potential health beneficial effects against cancer, aging, inflammation and neuro-degenerative diseases (4). Aside from the health benefits, anthocyanins play basic role as an indicator of fruit quality and consumer acceptance. Raspberries with variation in color that range from deep purple to yellow are available, and raspberry color is determined by varying anthocyanin contents (3). Among yellow cultivars of raspberry, “Anne” is commercially important due to its excellent flavor, firm nature, large berry size and sweetness. Despite the interest in raspberry anthocyanins, little is known about the genetic control and their regulation process during fruit development. In yellow raspberries there seems to be a block of anthocyanin biosynthesis, even though there is no study on where in the pathway this block might occur. It is being investigated the reason behind the block responsible for yellow cultivars of raspberry, particularly “Anne”. Sequence and transcriptional analysis of the gene encoding anthocyanidin synthase was performed on yellow and red cultivars to get insight into the flavonoid biosynthesis pathway in raspberry

Anthocyanin raspberry mutants: loss-of-function mutation of anthocyanidin synthase reveals pathway block in yellow Rubus Idaeus L.

Fruit pigmentation in raspberries (Rubus idaeus L.) is a complex phenomenon and one of the most important traits where many colour patterns ranging from deep purple to yellow are available. Anthocyanins and carotenoids are known to be the main pigments, while colour of red fruits is mainly considered due to varying anthocyanin contents (1). However, carotenoids seem to be responsible for the yellow colour and they might be just masked by anthocyanins in the case of red varieties (2). Despite the interest in raspberry anthocyanins, little is known about the genetic control and their regulation process during fruit development. A detailed study was conducted to identify the key structural genes involved in genetic block or control and regulation processes during fruit development in order to investigate the phenomenon involved in pigmentation of yellow raspberry fruits. Raspberry varieties, “Anne” (yellow) and “Tulameen” (red), fruits were analyzed to get insights into the origin of colour differences among raspberry fruits. Here, we describe the molecular cloning and characterization of an ANS gene from raspberry and identified a five base pairs insertion of homozygous nature at position 731 bp of the coding region of “Anne” ANS. The ANS mutant led to a truncated protein of 28.9 kDa (789 bp) in comparison to “Tulameen” ANS (45.4 kDa; 1239 bp) which lacks conserved regions for substrate, co-substrate and iron binding sites in “Anne” (Fig. 1). Most likely the truncated protein is inactive and is apparently the reason for the lack of the red colour at-least in this yellow variety. The expression analysis of key steps of the flavonoid pathway on “Anne” and “Tulameen” also indicates the down-regulation of gene coding for ANS enzyme in later fruit development stages. Furthermore, functional characterization of ANS gene through recombinant protein expression and transformation to ANS mutant line of Arabidopsis thaliana elaborates the role of this gene in the flavonoid biosynthesis pathway in raspberr

Loss-of-function mutation of anthocyanidin synthase results in yellow pigmented fruits in Rubus idaeus L.

Yellow raspberry fruits have reduced anthocyanin content and offer an unique possibility to study the genetics of anthocyanin biosynthesis in this important soft fruit. A key step in the biosynthesis of coloured pigments is catalyzed by anthocyanidin synthase (ANS) by the conversion of leucoanthocyanidin to anthocyanidin. Here, we describe the cloning and characterisation of an ANS gene from raspberry and identification of one mutated ANS allele in the yellow variety “Anne”. A 5-bp insertion in the coding region was identified. This insertion creates a premature stop codon and is predicted to result in a truncated protein of 264 amino acids (AA), compared to 414 AA for the wild type (WT) ANS found in red variety “Tulameen”. The level of ANS mRNA in turning stage of yellow fruits is reduced leading to loss of visible anthocyanin pigments. Taken together, our data shows that the mutation in raspberry ANS gene is responsible for yellow phenotypes at least in the variety studied her

A systematic planning scheme for deployment of technology combined lean implementation framework

In this modern age, use of technology combined lean implementation framework seems beneficial which not only helps in lean implementation but also contributes to speed up the process with the availability of proper planning scheme. However, based on previous literature available, a gap has been observed regarding the availability of “Systematic Planning Scheme” which is essential for the deployment of technology combined lean implementation frameworks. Based on this, the aim of this study is to propose “Systematic Planning Scheme” for such frameworks and since, lean has its stakes in a wide range of sectors but carries the maximum stake in the automotive industry (based on literature review utilized) so it is feasible to develop planning scheme for automotive sectors. With the help of data collection methods that have been utilized were field observations, on-site plant visits, and organizational documents in case study, a Systematic Planning Scheme has been developed. The designed systematic planning scheme critically required three steps which were team selection, phase wise distributions of work, and access to lean tools for lean implementation (by the team to implement framework. The contribution and significance of this study is the provisions of new planning strategy which carried originality in its structure by following three goal steps and visions to implement modern frameworks in a systemized way