Flexible systems methodology

Sushil, Sushil

doi:10.1007/bf02173497

Cited by 42 publications

(12 citation statements)

References 24 publications

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“…Importance has been given to take opinion of experts from the industry keeping the usability and practical application of this study in mind. The firms have been analyzed applying the SWOT and SAP-LAP paradigm (Sushil, 1994). The methodology followed is graphically represented in Figure 1.…”

Section: Methodology For Case Studymentioning

confidence: 99%

Implementation of technology innovation in MSMEs in India

Singh

2019

JSTPM

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Purpose In the present age of globalization, micro, small and medium enterprises (MSMEs) are consistently causative to productivity growth and, consequently, competitiveness and aggregate economic growth by providing the training opportunities, basic services and are believed to be especially effective job creators and enjoy the reputation of being sources of income. But technological progressions have increased greatly, the competition impelled by the globalization of the world economies and even MSMEs are no more protected to the challenges that the globalization brings about. It is a remarkable, and in certain instances, a worrying situation because MSMEs play an important role in most economies, including in India, in that they comprise the largest business block and offer the bulk of employment. The purpose of this paper is to assess the status of problems faced by MSMEs and study the technology innovation implementation (TII) dimensions in the selected small firms in the Northern region in India. Design/methodology/approach The methodology used for this study is a combination of literature review, expert opinion, comparative case study and a flexible systems methodology, SWOT and situation-actor-process-learning-action-performance analysis. Longitudinal studies of technology innovation at the two small firms have been conducted, and the case analysis and synthesis have been developed based on important inputs and insights shared by key personnel in the select firms. Findings The study finds that two different firms have faced similar kind of challenges in this competitive environment. Also the findings suggest that an effective TII can contribute to enhance manufacturing performance in MSMEs in India. Originality/value The research presents a better understanding of the problems that are preventing the successful implementation of technology innovation in small firms. Further, the two cases provide valuable insights into TII dimensions in two firms and highlight the methodology to be adopted by the companies toward their manufacturing performance enhancement.

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Section: Methodology For Case Studymentioning

confidence: 99%

Implementation of technology innovation in MSMEs in India

Singh

2019

JSTPM

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“…A detailed case study in an Indian textile machinery manufacturing company has been conducted with an objective to analyze minutely the practices being followed for managing resource (labour and machine) flexibility and to look into the difficulties and constraints being faced by the industry while implementing lean manufacturing in their systems using the FSM framework (Sushil, 1994). For the present study, Koste et al (2004) form the basis for identification of the resource flexibility factors and Soriano- Meier and Forrester (2002) for the lean manufacturing factors.…”

Section: Methodsmentioning

confidence: 99%

“…This paper aims to present an analysis of the status of resource flexibility and lean manufacturing through conducting a case study in an Indian textile machinery manufacturing company and also demonstrate the various areas of future scope for improving lean manufacturing. Design/methodology/approach -The case study has been conducted using the flexible system methodology (FSM) framework (Sushil, 1994). For measuring resource (labour and machine) flexibility and lean manufacturing, various factors contributing towards labour flexibility, machine flexibility and lean manufacturing are identified.…”

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confidence: 99%

An analysis of the status of resource flexibility and lean manufacturing in a textile machinery manufacturing company

Chauhan

2016

International Journal of Organizational Analysis

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Purpose – As the manufacturing industry is under pressure to face the global competition, it is necessary to improve productivity and reduce costs through minimization of wastage of resources for their survival. This paper aims to present an analysis of the status of resource flexibility and lean manufacturing through conducting a case study in an Indian textile machinery manufacturing company and also demonstrate the various areas of future scope for improving lean manufacturing. Design/methodology/approach – The case study has been conducted using the flexible system methodology (FSM) framework (Sushil, 1994). For measuring resource (labour and machine) flexibility and lean manufacturing, various factors contributing towards labour flexibility, machine flexibility and lean manufacturing are identified. To determine their relative weights, an analytical hierarchy process (AHP) has been used. A specially designed questionnaire is used to collect the information during case study on different aspects of resource flexibility and lean manufacturing. SAP-LAP analysis has also been carried out to look in to the ways the company is building up resource flexibility and lean manufacturing. Findings – The status of labour flexibility, machine flexibility and lean manufacturing is merely 49.30, 47.10 and 47.40 per cent, respectively. The most important factors of labour flexibility and machine flexibility attained a value of 59.50 and 61.17 per cent, respectively. Similarly, only 39.09 per cent wastes are eliminated through lean manufacturing. There is a huge scope to achieve a higher degree of lean manufacturing through focusing on continuous improvement, just in time (JIT) and resource flexibility factors. Research limitations/implications – The present study includes only labour and machines to compute the resource flexibility. Other resources may also be included to compute the overall resource flexibility. Practical implications – The present study provides guidelines to analyze the status of resource flexibility and lean manufacturing. According to conclusions, frail areas in the manufacturing system can be identified and a suitable course of action could be planned for the improvement. Hopefully, this study will help the firm’s management to identify the problems to manage resource flexibility and implement an effective lean manufacturing. Originality/value – In this work, the theoretical perspective has been used not only to update the original instrument, but also to study the subject from a perspective beyond that usually associated with resource flexibility and lean manufacturing.

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“…But, most companies hesitate to implement all measures simultaneously to acquire lean manufacturing because of some practical/ capital constraints. Therefore, the purpose of this paper is to develop a phase-wise approach to implement lean manufacturing.Design/methodology/approach -The paper opted for an exploratory study using the qualitative flexible system methodology framework proposed by Sushil (1994) and options field methodology proposed by Warfield (1982Warfield ( , 1990 including rigorous group discussion comprising the employees representing middle and senior management with productivity improvement backgrounds. The response of experts was recorded using a specially designed instrument in the light of the parameters suggested in group discussion.…”

mentioning

confidence: 99%

“…Design/methodology/approach -The paper opted for an exploratory study using the qualitative flexible system methodology framework proposed by Sushil (1994) and options field methodology proposed by Warfield (1982Warfield ( , 1990 including rigorous group discussion comprising the employees representing middle and senior management with productivity improvement backgrounds. The response of experts was recorded using a specially designed instrument in the light of the parameters suggested in group discussion.…”

mentioning

confidence: 99%

A phase-wise approach to implement lean manufacturing

Chauhan

2019

IJLSS

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Purpose Today, manufacturing companies are facing a fierce competition and are under great pressure to cut costs for survival in the market. So emphasis is given to enhance quality, minimize waste, customer delight and increasing productivity through reduction in wastage of resources. But, most companies hesitate to implement all measures simultaneously to acquire lean manufacturing because of some practical/ capital constraints. Therefore, the purpose of this paper is to develop a phase-wise approach to implement lean manufacturing. Design/methodology/approach The paper opted for an exploratory study using the qualitative flexible system methodology framework proposed by Sushil (1994) and options field methodology proposed by Warfield (1982, 1990) including rigorous group discussion comprising the employees representing middle and senior management with productivity improvement backgrounds. The response of experts was recorded using a specially designed instrument in the light of the parameters suggested in group discussion. The measures/ actions were arranged in the decreasing order of their cumulative score. Findings The paper provides a phase-wise approach to implement lean manufacturing. Mixed approach is preferred over the other three approaches to implement lean manufacturing. Thirty measures/actions contributing to mixed approach are identified to implement lean manufacturing in three phases. A three-phase approach is developed: 10, 14 and six measures in the first, second and third phases, respectively, are identified to implement lean manufacturing after considering the practical constraints faced by the companies. Research limitations/implications All the measures/actions suggested to implement lean manufacturing are focused on the engineering manufacturing industry. Thus, the research results may lack generalizability and are limited to engineering manufacturing industry. The model developed in this research is based upon experts’ opinions. The experts’ opinion may be biased. The results of the model may vary in the real-world setting. Practical implications The present paper provides guidelines to practitioners for implementing lean manufacturing in phases. Hopefully, this study will motivate the firm’s management for implementing lean manufacturing and limiting the effect of practical constraints and scarcity of resources. Originality/value This paper fulfills and identifies the need to develop an approach to implement lean manufacturing phase wise because of practical constraints.

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Flexible systems methodology

Cited by 42 publications

References 24 publications

Implementation of technology innovation in MSMEs in India

Implementation of technology innovation in MSMEs in India

An analysis of the status of resource flexibility and lean manufacturing in a textile machinery manufacturing company

A phase-wise approach to implement lean manufacturing

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