Enabling technologies of agile manufacturing and its related activities in Korea

Cho, Hyunbo; Jung, Mooyoung; Kim, Moonho

doi:10.1016/0360-8352(96)00001-0

Cited by 129 publications

(74 citation statements)

References 2 publications

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“…The taxonomy was extracted from the work of earlier researchers [e.g., (Cho, Jung, & Kim, 1996), (Gehani, 1995), (Burgess, 1994)]. It is still being used as the basis for many current agility studies due to its comprehensiveness and validity.…”

Section: Agile Enablersmentioning

confidence: 99%

A hybrid approach to achieve organizational agility

Nejatian

Zarei

Nejati

et al. 2018

BIJ

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Purpose In today’s intense global competition, agility is advocated as a fundamental characteristic for business survival and competitiveness. The purpose of this paper is to propose a practical methodology to achieve and enhance organizational agility based on strategic objectives. Design/methodology/approach In the first step, a set of key performance indicators (KPIs) of the organization being studied are recognized and classified under the perspectives of balanced scorecard (BSC). Critical success factors are then identified by ranking the KPIs according to their importance in achieving organizational strategic objectives using the Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS). In the second step, three houses of quality (HOQs) are constructed sequentially to identify and rank the main agile attributes, agile enablers, and improvement paths. In addition, in order to translate linguistics judgments of practitioners into numerical values in building HOQs, fuzzy logic is employed. Findings The capability of the proposed methodology is demonstrated by applying it to a case of a multi-national food company in Iran. Through the application, the company could find the most suitable improvement paths to improve its organizational agility. Research limitations/implications A limited number of KPIs were chosen due to computational and visual constraints related to HOQs. Another limitation, similar to other agility studies, which facilitate decision making among agility metrics, was that the metrics were more industry-specific and less inclusive. Practical implications A strong practical advantage for the application of the methodology over directly choosing agility metrics without linking them is that through the methodology, the right metrics were selected that match organization’s core values and marketing objectives. While metrics may ostensibly seem unrelated or inappropriate, they actually contributed to the right areas where there were gaps between the current and desired level of agility. It would otherwise be impossible to choose the right metrics without a structured methodology. Originality/value This paper proposes a novel methodology for achieving organizational agility. By utilizing and linking several tools such as BSC, fuzzy TOPSIS, and quality function deployment (QFD), the proposed approach enables organizations to identify the most appropriate agile attributes, agile enablers, and subsequently agile improvement paths.

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Section: Agile Enablersmentioning

confidence: 99%

A hybrid approach to achieve organizational agility

Nejatian

Zarei

Nejati

et al. 2018

BIJ

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show abstract

“…The requirement for organisations and facilities to become more flexible and responsive to customers led to the concept of the "agile" manufacturing as a differentiation from the "lean" organisation. Cho 1996 Capability, Competitive Environment, Customer-designed, Agile manufacturing can be defined as the capability of surviving and prospering in a competitive environment of continuous and unpredictable change by reacting quickly and effectively to changing markets, driven by customer-designed products and services Gould 1997 Competitive environment, More flexible Agility is about casting off of those old ways of doing things that are no longer appropriate-changing patterns of traditional operation. In a changing competitive environment, there is a need to develop organisations and facilities significantly more flexible and responsive than current existing ones Devor 1997 New expression, Ability, Continuous change, Alliances, Core competence, Uncertainty, Agile manufacturing is a new expression that is used to represent the ability of a producer of goods and services to thrive in the face of continuous change.…”

Section: Evolution or Revolution?mentioning

confidence: 99%

“…Response to change and uncertainty, Iacocca Institute 1991; Gould, 1997;Cho, Jung, Kim, 1996;Devor, Graves, Mills, 1997;Goldman, Nagel,, 1993 andGoldman, Nagel, 1995. Building core competencies, Gould, 1997 andYusuf et al, 1999. Supply highly customised products, Iacocca Institute, 1991; Yusuf et al, 1999;Gould, 1997;Bullinger, 1999;Cho, Jung, Kim, 1996;Devor, Graves, Mills, 1997and Goldman, Nagel, 1993 Synthesis of diverse technologies, Iacocca Institute 1991; Kidd, 1994;Gould, 1997;Bullinger, 1999;Devor, Graves, Mills, 1997 andBooth, 1996. Intra-enterprise and inter-enterprise integration, Yusuf et al, 1999;Devor, Graves, Mills, 1997 andBooth, 1996. In essence, we conclude that the concept of agile manufacturing embodies the ability to cope with change by the application of partners' core competencies to supply customised products. It requires the synthesis of diverse technologies within an integrated system.…”

Section: The Nature Of Real Agile Manufacturingmentioning

confidence: 99%

The evolution of agile manufacturing

Anderson

Harrison

2003

Business Process Management Journal

129

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This paper provides an exploration of the concept and content of agile manufacturing (AM). It describes the nature of the content of AM and synthesises the literature to propose a comprehensive definition of purpose and process. Real agile manufacturing (RAM) is viewed as a strategic process; it is about surviving and prospering in the competitive environment of continuous and unpredictable change by reacting quickly and effectively to changing markets. The paper argues that RAM is evolutionary, in that it is developed from existing systems of management and technologies. However, it is also revolutionary because the full application of RAM involves a departure from existing systems. RAM is shown to be based upon four fundamentals. First, each partner must benefit; thus multiple winners (manufacturers, suppliers, customers) is the objective. Second, integration (recourses, methods, technologies, departments or organisations) is the means of achieving RAM. Third, IT is demonstrated to be an essential condition. Finally, core competence is seen to be the key.

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“…Today, global competition and advanced manufacturing technology have dramatically increased the need for enterprises to produce high-quality and competitively priced products quickly and efficiently. Agile manufacturing can be defined as the ''capability of surviving and prospering in a competitive environment of continuous and unpredictable change by reacting quickly and effectively to changing markets, driven by 'customer-defined' products and services'' (Cho, Jung, & Kim, 1996). The academic research has established a link between agility and enterprise competitiveness (Cao & Dowlatshahi, 2005;Ganguly, Nilchiani, & Farr, 2009;Giachetti, Martinez, Saenz, & Chen, 2003;Sharifi & Zhang, 2001;Vinodh et al, 2008;Vokurka, Zank, & Lund, 2002;Yusuf & Adeleye, 2002;Yusuf, Adeleye, & Sivayoganathan, 2003).…”

Section: Literature Reviewmentioning

confidence: 99%