2017
DOI: 10.1108/bij-09-2015-0092
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A framework to enhance agile manufacturing system

Abstract: Purpose The purpose of this paper is to identify and analyze the interactions among different enablers of agile manufacturing system (AMS). The existing enablers available in the past literature are scattered and not able to meet specific requirements of the customers. So, it becomes a necessity to encapsulate these enablers in appropriate proportions to enable traditional organizations to AMS. To fill this gap total interpretive structural modeling (TISM) and MICMAC analysis-based framework model have been de… Show more

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Cited by 77 publications
(21 citation statements)
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“…• OA is seen as a response to continual and unpredictable changes and is, therefore, particularly necessary and effective in a constantly changing, volatile, and unpredictable business environment (Iyer and Nagi 1997;Lu and Ramamurthy 2011;Sindhwani and Malhotra 2017;Teece et al 2016;van Oosterhout et al 2006;Vinodh and Aravindraj 2015;Yusuf and Adeleye 2002). • A functional focus is on speed and responsiveness (Gunasekaran and Yusuf 2002;Lu and Ramamurthy 2011;Sambamurthy et al 2003;Tallon and Pinsonneault 2011;Vickery et al 2010;Zhang and Sharifi 2007).…”
Section: Definition Of Organizational Agility and Effects On Performancementioning
confidence: 99%
See 1 more Smart Citation
“…• OA is seen as a response to continual and unpredictable changes and is, therefore, particularly necessary and effective in a constantly changing, volatile, and unpredictable business environment (Iyer and Nagi 1997;Lu and Ramamurthy 2011;Sindhwani and Malhotra 2017;Teece et al 2016;van Oosterhout et al 2006;Vinodh and Aravindraj 2015;Yusuf and Adeleye 2002). • A functional focus is on speed and responsiveness (Gunasekaran and Yusuf 2002;Lu and Ramamurthy 2011;Sambamurthy et al 2003;Tallon and Pinsonneault 2011;Vickery et al 2010;Zhang and Sharifi 2007).…”
Section: Definition Of Organizational Agility and Effects On Performancementioning
confidence: 99%
“…Sharp et al (1999) added a focus on core competencies; a multi-skilled, flexible, and empowered workforce; continuous improvement and change and risk management; and information technology. The following enablers were also identified: the use of internet-based and advanced technology, the modularization of products, cross-functional integration, a culture of market orientation, the improvement of supplier relationships, customized manufacturing, service management, the active support of top management, a supportive organizational structure, optimal manpower and machine utilization, pull production, optimal inventory, and an agile strategy (Brown and Bessant 2003;Cheng et al 2000;Guisinger and Ghorashi 2004;Lin 2004;Sindhwani and Malhotra 2017).…”
Section: Agility Enablersmentioning
confidence: 99%
“…The intensity of global competition and the growing importance of customers have made the manufacturers change their strategy from the efficient system to the responding one so give priority to their consumers [23]. In that respect, agility plays a major role in competitive marketing and supply chain and also helps manufacturers supply suitable products at the right time [24].…”
Section: Literature Reviewmentioning
confidence: 99%
“…In that respect, agility plays a major role in competitive marketing and supply chain and also helps manufacturers supply suitable products at the right time [24]. Quick production response, as one of the most important features of agility, aimed at reducing the LT and responded to the consumer's requirements [1,23]. To date, many papers are published investigating agility in the different levels of supply chains.…”
Section: Literature Reviewmentioning
confidence: 99%
“…Leite and Braz (2016) Survey & Case Study The authors suggest that agile manufacturing practices contribute positively to financial performance of the industry, however it remains a relatively unknown approach. Sindhwani and Malhotra (2017)…”
Section: Surveymentioning
confidence: 99%