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 developed to understand the mutual interactions between among the enablers. Design/methodology/approach Identification of enablers followed by application of TISM, which is an innovative version of ISM and MICMAC analysis, is used to study and analyze the mutual interactions between identified enablers. Findings The result reveals that top management support, organizational structure and information technology integration have strong driving power and weak dependence power and are at the lowest level in the TISM model hierarchy, while the outcome enablers of AMS have low-driving power but have high-dependence power. Research limitations/implications This model is developed on the basis of inputs from few experts and may not reflect the opinion of whole industry community. Practical implications Top management must stress on enablers having strong driving power for efficient implementation of AMS. Managers in the area of manufacturing may drive useful insights from the empirical study presented in this paper. Managers should plan an effective strategy for proper implementation of AMS which makes organization more agile, productive, competitive and profitable. Originality/value TISM-based framework structural model has been proposed for industry or organization which is a new effort for implementation of AMS.

Organizational agility: ill-defined and somewhat confusing? A systematic literature review and conceptualization

“…• 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).…”

“…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).…”

Impact of Adopting Quick Response and Agility on Supply Chain Competition with Strategic Customer Behavior

“…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].…”

“…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.…”

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

“…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)…”