An integrated approach for implementation of agile manufacturing system in an Indian manufacturing industry

Abstract

Purpose The advent of globalization not only made the manufacturing sector highly competitive but also facilitated best-quality products. The trend is further augmented by e-Commerce which increases the penetration to the targeted customer with the easy availability of customized product. In this backdrop, Indian manufacturing industries are striving hard to seek out best systems which will yield maximum profitability. Time is ripe to realize the true potential of agile manufacturing system (AMS). Infusion of AMS in manufacturing industry will bring forth the elusive mix of customer needs and products at lowest possible cost. But adoption and implementation of AMS is a challenging task in itself. There are certain facilitators and criteria which not only facilitate the system but also help in the effective and smooth implementation of this system. The purpose of this paper is to identify the criteria to weightage and ranking to AMS facilitators. This study was carried out by different approaches, namely, entropy approach, multi-objective optimization on the basis of ratio analysis (MOORA) method, Vlsekriterijumska Optimizacija I Kompromisno Resenje (VIKOR) analysis and a cross-sectional survey of manufacturing firms in India. Design/methodology/approach The criteria and facilitators are identified followed by the application of entropy approach, MOORA method and VIKOR analysis to study and analyze the criteria weight and provide the ranking to AMS facilitators. Findings The result of the entropy approach concludes that beneficiary and non-beneficiary criteria carry 48.43 and 51.56 percent weight, respectively. MOORA method and VIKOR analysis conclude that organization structure and virtual enterprise facilitators are carrying the first and second rank, respectively. Research limitations/implications This study is completed on the basis of responses from few experts from industry and academicians who may not reflect the attitude of entire industry community. Practical implications This research is expected to facilitate policy makers in government and industries to frame policies for optimum utilization of resources and infrastructure for better performance. This paper helps the researcher to do a case study on the implementation of AMS and then finally helps to society in getting the high-quality product in an easy way. Originality/value Integration of entropy approach, MOORA method and VIKOR analysis with identification of AMS criteria weightage and ranking to AMS facilitators has been recommended for an industry which is an innovative effort for the execution of AMS.

A combined AHP and TOPSIS approach for prioritizing the attributes for successful implementation of agile manufacturing

“…Goswami and Kumar (2018) empirically analyzed critical success factors of agile manufacturing and their associated correlations for auto component industry. Sindhwani and Malhotra (2018) applied entropy approach to assign weightages to the criteria, and MOORA and VIKOR to obtain rankings of agile manufacturing system enablers.…”

“…The agility level required by an agile organization is determined by the degree of the turbulence in its business environment (Zhang and Sharifi, 2000). An agile manufacturer has the capability to produce and deliver customized products with shorter lead time, maintaining superior quality in a cost-effective manner (Sindhwani and Malhotra, 2018). Calvo et al (2008) mentioned two features of agility: flexibility and complexity.…”

Agile manufacturing: an evolutionary review of practices

“…In addition, agile manufacturing involves a series of capabilities and practices that are more accomplished using an alliance with supply network partners (Sindhwani and Malhotra 2018). The unanticipated changes in customer demands and design specifications require intensive sharing of information across the supply chain to facilitate new product and process development (Fridgen, Stepanek, and Wolf 2015;Trentin, Forza, and Perin 2012).…”

“…The challenge of agile manufacturing design is to put in place structures and systems supportive to the timely delivery of innovative products ahead of competitors (Dubey and Gunasekaran 2015;Gunasekaran 1998;Gunasekaran, Subramanian, and Papadopoulos 2017;Hallgren and Olhanger 2009;Sharifi and Zhang 2001;Sindhwani and Malhotra 2018). Crucial to this challenge is the need to master change through transparent added value to current products and customers as a means of surviving intense competition and market instability (Gilmore and Pine 1997;Routroy, Potdar, and Shankar 2015).…”

An evaluation of agile manufacturing initiatives in the Indian manufacturing industry

“…et al (2009),Eshlaghy et al (2010),Goswami and Kumar (2018),Sindhwani and Malhotra (2018) Human resourcerelated issuesRen et al (2003),Hasan et al (2009),Eshlaghy et al (2010),Zhang (2011),Dubey and Gunasekaran (2015), Atiq-Ur-Rehman (2017),Sindhwani and Malhotra (2018) Organizational culture-related issues Gunasekaran (1998),Eshlaghy et al (2010),Zhang (2011),Dubey and Gunasekaran (2015), Atiq-Ur-Rehman (2017),Goswami and Kumar (2018), Sindhwani and Malhotra (2018) Supplier-related issues Ren et al (2003), Eshlaghy et al (2010), Zhang (2011), Dubey and Gunasekaran (2015) Customer-related issues Ren et al (2003), Zhang (2011), Dubey and Gunasekaran (2015) Innovation Ren et al (2003), Hasan et al (2009), Eshlaghy et al (2010), Zhang (2011), Dubey and Gunasekaran (2015), Atiq-Ur-Rehman (2017), Goswami and Kumar (2018) Concurrent engineering Gunasekaran (1998), Ren et al (2003), Hasan et al (2009), Atiq-Ur-Rehman (2017) Information technology Gunasekaran (1998), Hasan et al (2009), Eshlaghy et al (2010), Zhang (2011),Dubey and Gunasekaran (2015), Atiq-Ur-Rehman (2017),Sindhwani and Malhotra (2018) …”