A methodology for achieving agility in manufacturing organisations: An introduction

Sharifi, Hossein; Zhang, Zhengwen

doi:10.1016/s0925-5273(98)00217-5

Cited by 597 publications

(528 citation statements)

References 7 publications

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“…It would be similarly erroneous to think that all the limitations behind the way we view agility in ISD can be overcome by simply sourcing a suitable and universally accepted concept from elsewhere. Conceptual research across disciplines has shown agility to be highly polymorphous and not amenable to simple definition (Sharafi and Zhang 1999, Towill and Christopher 2002, Vokurka and Fliedner 1998, Sharafi et al 2001, Katayama and Bennet 1999, Dove 1995. In fact, agility in manufacturing has been described as "a ragbag collection of tools and practices looking for a purpose in order to become a concept" (Sharafi et al 2001).…”

Section: Research Approachmentioning

confidence: 99%

Agility from First Principles: Reconstructing the Concept of Agility in Information Systems Development

Conboy

2009

Information Systems Research

579

431

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Awareness and use of agile methods has grown rapidly among the information systems development (ISD) community in recent years. Like most previous methods, the development and promotion of these methods have been almost entirely driven by practitioners and consultants, with little participation from the research community during the early stages of evolution. While these methods are now the focus of more and more research efforts, most studies are still based on XP, Scrum, and other industry-driven foundations, with little or no conceptual studies of ISD agility in existence. As a result, this study proposes that there are a number of significant conceptual shortcomings with agile methods and the associated literature in its current state, including a lack of clarity, theoretical glue, parsimony, limited applicability, and naivety regarding the evolution of the concept of agility in fields outside systems development. Furthermore, this has significant implications for practitioners, rendering agile method comparison and many other activities very difficult, especially in instances such as distributed development and large teams that are not conducive to many of the commercial agile methods. This study develops a definition and formative taxonomy of agility in an ISD context, based on a structured literature review of agility across a number of disciplines, including manufacturing and management where the concept originated, matured, and has been applied and tested thoroughly over time. The application of the texonomy in practice is then demonstrated through a series of thought trials conducted in a large multinational organization. The intention is that the definition and taxonomy can then be used as a starting point to study ISD method agility regardless of whether the method is XP or Scrum, agile or traditional, complete or fragmented, out-of-the-box or in-house, used as is or tailored to suit the project context.

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Section: Research Approachmentioning

confidence: 99%

Agility from First Principles: Reconstructing the Concept of Agility in Information Systems Development

Conboy

2009

Information Systems Research

579

431

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“…According to Trzcielinski, agility is the ability to use emerging opportunities thanks to such features as cleverness, flexibility, intelligence and smartness [7]. Hence, agility is a comprehensive response to the business challenges of achieving profitability in dynamically changing global markets characterized by high quality, performance and personalization of the goods and services offered [8]. Agility is achievable if it is understood as a set of interrelated changes in marketing, production, design and organization [9].…”

Section: Agile Management Ideamentioning

confidence: 99%

“…One of the most important models of agility is Sharif and Zhang's agility model, which covers three key aspects: agility drivers, agility competences, and agility features [8,12]. The model logic assumes gaining agility competency through specific practices, methods, and tools within the agility strategy implemented.…”

Section: Model Of Maturity To Agility Assessment (Mmaa)mentioning

confidence: 99%

Implementation of the Model of Maturity to Agility Assessment

Stachowiak¹,

Mazur²

2017

Topics in Economics, Business and Management (EBM)

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The goal of this paper is to present the authors' model of organizational maturity assessment taking into account the context of agility of enterprises together with the framework of method of assessment of organizational maturity. The developed model is utilitarian, the authors implement triangular fuzzy numbers and the fuzzy index of organizational maturity as the way of assessing organizational maturity. This paper also presents the way to implement and benefit from the assessment of the level of organizational maturity in the context of agile management on the example of the company operating within the furniture industry in Poland.

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“…Goldman et al [10] identified four basic dimensions of agility: enriching customers, cooperating to enhance competitive advantages, organizing to master change and uncertainty and leveraging the impact of people and information. The definition provides a basic conceptual view with the relevant elements of agility, stressing the responses to changes and capturing changes as opportunities [11].…”

Section: Literature Reviewmentioning

confidence: 99%

“…A large number of studies illustrate the strategic importance of agile manufacturing [11,16]. Specifically, in the automotive industry supply chain which is heavily dependent on the whole supply chain, a single agile manufacturing enterprise may have difficulties responding rapidly to changing market requirements due to limited resources [15].Employing an IT system that links customers and suppliers at various stages through real time communication and information exchange may enable innovative and cost-effective product design [17].…”

Section: Literature Reviewmentioning

confidence: 99%

Achieving Agility of Supply Chain Management through Information Technology Applications

Angelis

Advances in Production Management Systems

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Agility in supply chains is critical for competitive advantages as it helps to explore and exploit opportunities in fast changing markets. Firms are increasingly dependent on information technology (IT) for supply chain management as a competitive tool to facilitate such agility. However, little research has been done on the role of IT on supply chain agility. The paper aims to address this gap by further investigating how IT applications affect supply chain agility. We propose that IT infrastructure integration, consisting of data consistency and cross-functional application integration is critical to achieve agility as various integration processes in agile supply chains can be hampered by fragmented IT infrastructures which enable information flow and coordination activities across function units and network partners. We further illustrate IT infrastructure integration impacts on agility in various operational dimensions, such as speed, flexibility across the supply chain.

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A methodology for achieving agility in manufacturing organisations: An introduction

Cited by 597 publications

References 7 publications

Agility from First Principles: Reconstructing the Concept of Agility in Information Systems Development

Agility from First Principles: Reconstructing the Concept of Agility in Information Systems Development

Implementation of the Model of Maturity to Agility Assessment

Achieving Agility of Supply Chain Management through Information Technology Applications

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