Analysis of Relationship Between Manufacturing Flexibility and Lean Manufacturing Using Structural Equation Modelling

Solke, Nitin S.; Singh, T. P.

doi:10.1007/s40171-017-0181-5

Cited by 20 publications

(10 citation statements)

References 64 publications

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“…Each of the selected managers was asked to assess the relevance of each type of risk already described in Table 2 , employing the 4-point Likert rating scale (Croasmun and Ostrom 2011 ; Solke and Singh 2018 ), shown in Fig. 4 .…”

Section: Resultsmentioning

confidence: 99%

Flexibility and Resilience in Corporate Decision Making: A New Sustainability-Based Risk Management System in Uncertain Times

Settembre-Blundo

González-Sánchez

Medina-Salgado

et al. 2021

Glob J Flex Syst Manag

165

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Risk management plays a key role in uncertain times, preventing corporations from acting rashly and incorrectly, allowing them to become flexible and resilient. A global turbulence such as the COVID-19 pandemic has had a strong impact on individual companies and entire economic sectors, raising the question of whether a paradigm shift is necessary, in order to enable a new cycle of development that is much environmentally, socially and economically sustainable. This environmental and socio-economic context of profound uncertainty forces organizations to consider more carefully the risk factors affecting their business continuity, as well as how these factors relate to sustainability issues. However, there is a gap in knowledge about how risk management systems relate to sustainability management systems, and how both of them exert influence on business performance, especially from a theoretical point of view. The aim of this study is to address this gap, by developing a new interpretative framework for the analysis of risk management strategies in organizations. This approach has been identified in economic hermeneutics as an innovative methodological tool to improve the knowledge of risk and design the most appropriate management strategies. The paper provides two main results: the first one is the construction of a theoretical model that relates risk management to sustainability management; the second one is an operational framework of multidimensional risk assessment useful for analysis at different levels (business, competitive scenario and system). Finally, the model also makes it possible to carry out a sustainability assessment through risk evaluation in the perspective of the sustainable development goals.

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Section: Resultsmentioning

confidence: 99%

Flexibility and Resilience in Corporate Decision Making: A New Sustainability-Based Risk Management System in Uncertain Times

Settembre-Blundo

González-Sánchez

Medina-Salgado

et al. 2021

Glob J Flex Syst Manag

165

View full text Add to dashboard Cite

show abstract

“…This study concurs with the vast literature that considers SCF an extension of the flexibility beyond the manufacturing enterprise (MF) to a broader concept from the viewpoint of the entire value chain (Vickery et al 1999;Blomé 2013;Tiwari et al 2015;Yu et al 2015;Kumar and Mishra 2017). Unlike MF, defined as an ability to react effectively (Mishra et al 2014;Solke and Singh 2018;Pérez-Pérez et al 2018) to competitive threats (Oberoi et al 2007) adopting a firm specific view that considers merely the physical resources employed in manufacturing processes, "SCF entails the implicit requirement of flexibility within and between all partners in the chain" (Tiwari et al 2015, p. 768). Thus, SCF complements flexibility inherent at the firm level together with flexibility at the inter-firm level (Stevenson and Spring 2007) derived from inter-organizational core processes in procurement/sourcing and distribution/logistics (Duclos et al 2003;Singh and Sharma 2014;Esmaeilikia et al 2016).…”

Section: Resultsmentioning

confidence: 99%

“…The earliest research on flexibility -commonly called manufacturing flexibility (MF) -considered it as part of operations strategy, examining its role among other competitive priorities, including cost, quality and delivery (Hayes and Wheelwright 1984). Particularly, manufacturing flexibility has been defined as the capability to react effectively (Mishra et al 2014;Solke and Singh 2018) to competitive threats (Oberoi et al 2007) adopting an internal and firm specific view. MF research has a history of at least three decades (Koste et al 2004) and its maturity is evident from the large body of research on this topic encompassing multiple conceptualizations and frameworks (Beach et al 2000;Jain et al 2013, Mishra et al 2014Yu et al2015;Pérez-Pérez et al 2016;Kumar andMishra 2017 or Pérez-Pérez et al 2018,).…”

Section: Introductionmentioning

confidence: 99%

Manufacturing and Supply Chain Flexibility: Building an Integrative Conceptual Model Through Systematic Literature Review and Bibliometric Analysis

Pérez-Pérez

Kocabasoglu‐Hillmer

Bedia

et al. 2019

Glob J Flex Syst Manag

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“…Indian SMEs are highly dependent on higher management consignment, long-run plan for endurance and development (Kumar et al, 2015). Solke and Singh (2018) observed that uncertainties and dynamic market situations of automobile component industry can be managed by machine flexibility in lean manufacturing. Singh et al (2018) studied that varying customer's requirement, demographic precedencies; advance engineering, life cycle of electronic goods, and varying attitudes create threats for running business plans and affects the competitiveness of electronics manufacturing industries in India.…”

Section: Scm Practicesmentioning

confidence: 99%

Strategic issues in supply chain management of Indian SMEs due to globalization: an empirical study

Singh

Kumar

2020

BIJ

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PurposeIn globalized market, organizations of all sizes are having huge opportunities for growth. However, due to various resource constraints, it has become challenging for small and medium enterprises (SMEs) of growing economies to survive in this global competition. Effective supply chain management (SCM) can be a major driving factor for success of Indian SMEs in dynamic world economy. SMEs face many operational challenges while implementing effective SCM. The purpose of this paper is to study different strategic issues for successful implementation of SCM in Indian SMEs.Design/methodology/approachA survey has been conducted in Indian SMEs of different sectors. Major constructs of survey instrument are motivations, hindrances, investment priorities, supply chain practices and performance. In total, 1,500 Indian SMEs have been approached for collecting response through survey instrument. 257 complete responses were finalized. Statistical analysis of data acquired from survey is performed by using SPSS software.FindingsIt is observed that managing customers, organization resources, and inventory are main SCM practices. Major investment areas are systems for developing quick response and quality management. Currently, human resource and knowledge management have been found to be less priority areas for SMEs. The major focus of Indian SMEs is on cost and lead time reduction by having effective SCM.Originality/valueNovelty of this study is that strategic issues for effective SCM in context to Indian SMEs have been analyzed. The findings of the study will help Indian SMEs in doing strategic planning for being competitive in the global market.

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Analysis of Relationship Between Manufacturing Flexibility and Lean Manufacturing Using Structural Equation Modelling

Cited by 20 publications

References 64 publications

Flexibility and Resilience in Corporate Decision Making: A New Sustainability-Based Risk Management System in Uncertain Times

Flexibility and Resilience in Corporate Decision Making: A New Sustainability-Based Risk Management System in Uncertain Times

Manufacturing and Supply Chain Flexibility: Building an Integrative Conceptual Model Through Systematic Literature Review and Bibliometric Analysis

Strategic issues in supply chain management of Indian SMEs due to globalization: an empirical study

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