Human factors in agile manufacturing: A brief overview with emphasis on communications and information infrastructure

Forsythe, Chris

doi:10.1002/(sici)1520-6564(199724)7:1<3::aid-hfm1>3.0.co;2-7

Cited by 56 publications

(21 citation statements)

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“…Top management support and employee involvement and empowerment Sharp et al (1999), Sharifi and Zhang (1998, Zhang and Sharifi (2000), Gehani (1995), Sheridan (1996), Gunasekaran (1999aGunasekaran ( , 1998, Gunasekaran and Yusuf (2002), Forsythe (1997), Yusuf et al (1999), Gehani (1995), Sahin (2000), Meredith and Francis (2000), Goldman and Nagel (1993) and Fliedner and Vokurka (1997) Team working, self-directed teams, cross-functional teams Sharp et al (1999), Zhang (1998, 2001), Zhang and Sharifi (2000), Gehani (1995), Gunasekaran (1999aGunasekaran ( , 1998, Gunasekaran and Yusuf (2002), Yusuf et al (1999), Gehani (1995), Sahin (2000), Jin-Hai et al (2003), Meredith and Francis (2000), Goldman and Nagel (1993) and Fliedner and Vokurka (1997) Job rotation, multifunctional workforce, job enrichment (responsibility on multiple tasks) Gehani (1995), Gunasekaran (1999a), Forsythe (1997), Sahin (2000) and Jin-Hai et al…”

Section: Human Resourcesmentioning

confidence: 99%

Agility drivers, enablers and outcomes

Vázquez-Bustelo

Avella

Fernández

2007

International Journal of Operations &Amp; Production Management

238

141

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Purpose -Despite the fact that agile manufacturing has been frequently promoted as a means of improving business competitiveness, little empirical evidence exists in the literature validating its positive link with business performance. The purpose of this research paper is to analyse agile manufacturing in Spain and study whether it is a critical factor for success in different industries. Design/methodology/approach -A conceptual model is drawn up, based on the literature and a previous case study, to relate turbulence in the environment with agile manufacturing practices and business performance. The model is tested on a large sample of Spanish manufacturers using a survey methodology to obtain information and a structural equation model to analyse the data. Findings -The results obtained show that, in turbulent environments, the integrated use of agile manufacturing practices promotes manufacturing competitive strength, leading to better operational, market and financial performance. Research limitations/implications -This study has two main limitations. First, it is difficult to determine the most suitable unit of analysis when studying agile manufacturing. Second, single respondent bias may be considered a limitation. Practical implications -Managers should consider the integrated implementation of agile manufacturing practices in order to develop manufacturing strength and to outperform competitors in turbulent business environments. Originality/value -This study adopts a systematic approach to the analysis of agile manufacturing, considering various agility practices or enablers in an integrated way and relating them not only to environmental characteristics but also to business performance. This approach is especially interesting because most of the literature on agile manufacturing deals with agility strategies or techniques in an isolated way. The study also tests the suitability of agile manufacturing in real organisations -for the first time in the Spanish context.

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Section: Human Resourcesmentioning

confidence: 99%

Agility drivers, enablers and outcomes

Vázquez-Bustelo

Avella

Fernández

2007

International Journal of Operations &Amp; Production Management

238

141

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“…The ability of employees to support top management's plans and strategies and implement the organizational response to internal and environmental changes [17,31,38,43] Creation of a culture of learning and change (C 11 )…”

Section: Dimensions Factors Description Referencesmentioning

confidence: 99%

Developing a practical evaluation framework for identifying critical factors to achieve supply chain agility

2015

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“…Having defined agility, we should discuss what makes an organization agile. The existing body of literature provides some criteria to decide whether an enterprise is agile, for example Forsythe (), Huumonen (), and Sherehiy and Karwowski (). We believe that one of the best classifications distinguishes the following features: brightness, flexibility, intelligence, and shrewdness (Trzcieliński & Trzcielińska, ).…”

Section: Agile Enterprisementioning

confidence: 99%

Agile Enterprise: A Human Factors Perspective

Ragin-Skorecka

2014

Hum. Factors Man.

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The results of the case study showed that the organizational identity includes the attributes that affect the organization's ability to be agile. Comparison of 2 companies, one of which has the characteristics of an agile organization and the other that operates in the traditional manner, showed that the evaluation of these attributes is some kind of a prerequisite for assessing the agility of the organization. This issue may become the next research problem. The article also presents the results of a study concerning the values important for Wielkopolska residents. Analysis of the results shows that Wielkopolska residents have the potential to take agile action and develop agile organizations. The role of managing staff in this organizations is to make the proper use of available social capital and to develop entrepreneurial and pro‐innovative attitudes among their subordinates.

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Human factors in agile manufacturing: A brief overview with emphasis on communications and information infrastructure

Cited by 56 publications

References 0 publications

Agility drivers, enablers and outcomes

Agility drivers, enablers and outcomes

Developing a practical evaluation framework for identifying critical factors to achieve supply chain agility

Agile Enterprise: A Human Factors Perspective

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