An evaluation of agile manufacturing initiatives in the Indian manufacturing industry

Kumar, Rahul; Singh, Kanwarpreet; Jain, Sanjiv Kumar

doi:10.1108/ijqrm-12-2018-0353

Cited by 6 publications

(5 citation statements)

References 60 publications

(90 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Alpha Cronbech (α) measures the extent the correlation answers of questionnaire questions with each other by estimate the variance in a set of questionnaire responses [13]. It provides a simple way to measure the reliability and internal consistency of the questionnaire in addition to measure of scale reliability and it ranges between 0 and 1 as shown in Table 1 and more than 0.7 is considered acceptable value and a high alpha value shows that factors in test are highly correlated [14,15,16].…”

Section: Exploratory Factor Analysismentioning

confidence: 99%

Investigation and Assessment the Level of Adoption Lean Philosophy in SMES Under Uncertainty by EFA/FAHP/FTOPSIS Integrated Model

Al-baldawi,

Kassam,

Al-Zubaidi

2024

Management Systems in Production Engineering

View full text Add to dashboard Cite

Small and Medium Enterprises (SMEs), thus it is pursues to improve their performance to stay in the global competitive markets through adopting an efficient manufacturing systems, one of them is lean production (LP). LP is a continuous improvement philosophy that based on using various lean activities to improve enterprise performance by eliminating various type of waste. In this paper, a Lean Level Assessment Methodology is proposed which integrated Exploratory Factor Analysis (EFA), Fuzzy Analytic Hierarchy Process (FAHP) and Fuzzy Technique for Order of Preference by Similarity to Ideal Solution (FTOPSIS) to identify level of importance of lean activities and assess the level of SMEs leanness concerning five dimensions of lean activities. SMEs lean activities have surveyed through a comprehensive literature review, where twenty six lean activities have identified as the most common SMEs activities that classifying into five lean dimensions. A questionnaire was developed to collect data related to the levels of adoption of these lean activities by SMEs using a triple Likert scale. EFA was used to extract the most influencing lean activities on SMEs leanness based on questionnaire data. FAHP was used to determine the weights and the level of importance of these lean activities, while FTOPSIS was employed to investigate and assess the level of SMEs’ leanness related to the five lean dimensions activities. The proposed methodology has applied in four Iraqi SMEs (A1, A2, A3, and A4) for producing healthy water and soft drink in Baghdad. The results have explained that only 19 lean activities are the most influencing on SMEs leanness. Efficient manager is an important lean activity that has 58.90% level of importance. Although the four Iraqi SMEs have approximately acceptable level of leanness related the five lean dimensions, there is variation in adoption these lean dimensions activities by SMEs. SMEs management should develop a continuous improvement strategy based on utilizing SMEs’ efforts and resources to improve activities of the weaker dimension for improving their competitiveness and ensuring sustainability in the rapidly changing business environment. One limitation of this paper is the difficulty in obtaining data related to lean activities and their performance through SMEs’ processes and activities.

show abstract

Section: Exploratory Factor Analysismentioning

confidence: 99%

Investigation and Assessment the Level of Adoption Lean Philosophy in SMES Under Uncertainty by EFA/FAHP/FTOPSIS Integrated Model

Al-baldawi,

Kassam,

Al-Zubaidi

2024

Management Systems in Production Engineering

View full text Add to dashboard Cite

show abstract

“…Major outcomes because of agile manufacturing implementation are sustainability [57,62,63], short lead time [16,64], responsiveness [60], reduced inventory level [58], and high employee morale [65]. Return on investment, multiskilled workforce, and flexibility in manufacturing are direct outcomes of the AM.…”

Section: Agile Manufacturing Outcomesmentioning

confidence: 99%

Innovative Framework for Assessing the Impact of Agile Manufacturing in Small and Medium Enterprises (SMEs)

Ali

Ahmad

2022

Sustainability

View full text Add to dashboard Cite

In the competitive manufacturing era, agile manufacturing has evolved as a revolutionary manufacturing strategy that manages quality, innovation, responsiveness, introduction time of product, and uncertainties to maximize profit and to satisfy fluctuating demands of customers. The decision of implementing agile manufacturing is always complicated for organizations because they fear failure during the implementation process. This paper presents an innovative framework that can help decision-makers well before the implementation of agile manufacturing practices by evaluating the potential impact on an organization. The framework is based on three components, including agility cost, agility fitness, and agility outcome. The framework has been developed after intensive literature investigation, field study of manufacturing SMEs, and interviews with experts. Based on the framework, a knowledge-based system (KBS) has been developed to aid SMEs in decision-making at the implementation stage. The system is validated by case studies and by industrial experts through detailed interviews.

show abstract

“…This study highlights that managers must create an ambidextrous learning environment, where employees are involved in quality and lean implementations, in order to allow knowledge transfer and effectively implement both set of practices. Manufacturing practices should be implemented as an integrated approach of different practices (Kumar et al, 2019;Tasleem et al, 2019).…”

Section: Managerial Implicationsmentioning

confidence: 99%

“…The view that lean manufacturing yield superior operational performance has been widely researched (Negrão et al, 2017;Garza-Reyes et al, 2018;Alexander et al, 2019;Kumar et al, 2019;Sfakianaki and Kakouris, 2019); however, little research has been done on the role of quality practices in the effectiveness of lean practices and their synergetic impact on factory fitness. Wiengarten et al (2013) highlighted the importance of investments in quality practices in the successful implementation of lean practices.…”

Section: Introductionmentioning

confidence: 99%

Quality and lean practices synergies

Onofrei¹,

Fynes²,

Nguyen³

et al. 2020

IJQRM

View full text Add to dashboard Cite

PurposeThe purpose of this study is to investigate the relationship between investments in quality and lean practices, and their impact on factory fitness. Using concepts originating in the theory of swift even flow, this study asserts that manufacturers, in order to improve their production swiftness and evenness, must leverage the potential synergetic effects between quality and lean practices.Design/methodology/approachThis research uses data from the Global Manufacturing Research Group (GMRG) survey project (with data collected from 922 manufacturing plants, across 18 countries). The constructs and measurement model were assessed using confirmatory factor analysis (CFA) and the hypotheses were tested using ordinary least square (OLS) models.FindingsThis study highlights that both investments in quality and lean practices have direct impact factory fitness. The results provide insights into the efficacy of the investments in manufacturing practices and their role in augmenting the operational performance. The investments in quality practices were found to enhance the efficacy of investments in lean practices, which in turn impact the factory fitness.Practical implicationsFrom a practical perspective, the study informs managers on how to leverage investment in quality practices to enhance the impact of lean practice on performance. The results provide empirical evidence to support management decision-making concerning the development of competences in quality and lean practices, which may create competitive advantage.Originality/valueThis study contributes to the quality and lean literature and provides empirical evidence of the synergetic effects between investments in quality and lean practices. The analysis offers a greater understanding of the mechanisms that can be used to maximise the impact of investments in lean practices, from a global perspective. The findings are important to the advancement of theory in operations management, as it integrates three research streams: quality practices, lean practices and swift even flow research.

show abstract

An evaluation of agile manufacturing initiatives in the Indian manufacturing industry

Cited by 6 publications

References 60 publications

Investigation and Assessment the Level of Adoption Lean Philosophy in SMES Under Uncertainty by EFA/FAHP/FTOPSIS Integrated Model

Investigation and Assessment the Level of Adoption Lean Philosophy in SMES Under Uncertainty by EFA/FAHP/FTOPSIS Integrated Model

Innovative Framework for Assessing the Impact of Agile Manufacturing in Small and Medium Enterprises (SMEs)

Quality and lean practices synergies

Contact Info

Product

Resources

About