The purpose ofthis paper is to perform structural analysis of facilitators of modular architecturein healthcare services by applying interpretive structural modeling (ISM).Inputs were taken from healthcare industry experts and academicians inidentifying and understanding interdependencies among facilitators of modulararchitecture in healthcare services. Further these interdependencies arestructured into a hierarchy in order to derive structural models to deliveruseful insights for theory and practice. Using the ISM approach the facilitatorsof modularity in healthcare services were clustered according to their drivingpower and dependence power. Patient centricity is at the bottom level of thehierarchy implying highest driving power and requires higher attention todeliver quality care outcomes. Facilitators like value dense environment, knowledgeand competence, goal alignment and le-agile strategies have medium driverand dependence powers. The study added insights to the theory of modularsystems. Theauthors recognize that modularity helps in enhancing the patientcentric orientation. The findings provide potentially important information tohealth service managers and providers, enabling them to understand therequisites of modular architecture. This is the first study exploring therelationships between facilitators of modularity in healthcare services. Thestudy complements literature on service modularity with reference to specializedcare unit of maternity services.

The purpose of this paper is to explore and integrate the role of human resources with the internal practices of the Indian manufacturing industries towards successful implementation of lean manu-facturing (LM). An extensive literature survey is carried out. An attempt is made to build an ex-haustive list of all the input manifests related to human resources and internal practices necessary for LM implementation, coupled with a similar exhaustive list of the benefits accrued from its suc-cessful implementation. A structural model is thus conceptualized, which is empirically validated based on the data from the Indian manufacturing sector. Hardly any survey based empirical study in India has been found to integrate human resources with the internal processes towards success-ful LM implementation. This empirical research is thus carried out in the Indian manufacturing in-dustries. The analysis reveals six key input constructs and three output constructs, indicating that these constructs should act in unison to maximize the benefits of implementing lean. The structural model presented in this paper may be treated as a guide to integrate human resources with internal practices to successfully implement lean, leading to an optimum utilization of resources. This work is one of the very first researches to have a survey-based empirical analysis of the role of human resources and internal practices of the Indian manufacturing sector towards an effective lean im-plementation.