Human Factors in Agile Manufacturing

Forsythe, Chris; Grose, Eric

doi:10.1201/9780203010457.ch27

Cited by 4 publications

(12 citation statements)

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“…Researchers must identify the critical methods and factors (from both technical and social subsystems) that enable collaborative teams to achieve optimal performance while handling high levels of complexity. Once these elements are clearly identified, (a) designers can intervene with appropriate technological support and (b) management can intervene with appropriate training, protocols, and methods to facilitate virtual workgroup success (Carey & Kacmar, 1997;Forsythe & Ashby, 1996;Gallupe, DeSanctis, & Disckson, 1988;King & Majchrzak, 1996).…”

Section: Overviewmentioning

confidence: 99%

“…The effectiveness of distributed teams or the sociotechnical issues associated with distributed collaboration have received limited research (Forsythe & Ashby, 1996;Hacker & Kleiner, 1996;Hartman & Ashrafi, 1996;Kovac, 1993). In Hammond et al's (2001) review of pertinent literature, she illustrated that collaborative processes are fundamentally affected by the medium through which participants interact (Burleson, Levine, & Samter, 1984;Carey & Kacmar, 1997;Harvey, 1997;Hill, 1982;Hiltz, Johnson, & Turoff, 1987;King & Majchrzak, 1996;Michaelsen, Watson, & Black, 1989;Williams, 1977).…”

Section: Introductionmentioning

confidence: 99%

“…The agility of a firm, its ability to succeed in a climate of rapid, constant, and unanticipated change, has become paramount. This paradigm for success has been labeled agile manufacturing (Forsythe & Ashby, 1996;Hacker & Kleiner, 1996;Hartman & Ashrafi, 1996).…”

Section: Introductionmentioning

confidence: 99%

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Distributed Collaborative Design Teams: Media Effects on Design Processes

Hammond¹,

Harvey

Koubek³

et al. 2005

International Journal of Human-Computer Interaction

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Collaborative manufacturing, a growing competitive structure for manufacturing companies and government agencies, is based on flexible design and production processes, with multiple companies pooling strengths on a product-by-product basis to create distributed collaborative corporations. This experimental research uses a sociotechnical theory as a framework to explore differences in engineering design team decision making as a function of various media of communication. Results indicate that design teams communicating via an electronic medium perceive an increase in mental workload and interact less frequently, but for a greater total amount of time. No evidence was found to suggest that face-to-face teams spend a greater proportion of their time discussing design issues or alternatives than do their dispersed counterparts. Realizing that critical decisions throughout design have a tremendous effect on cost, time to production, and overall quality, the study's results lead to broad implications and suggestions for the management of distributed design teams.

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Section: Overviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Distributed Collaborative Design Teams: Media Effects on Design Processes

Hammond¹,

Harvey

Koubek³

et al. 2005

International Journal of Human-Computer Interaction

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“…As customer demands become increasingly complex, firms strive to increase flexibility of design and production processes while maintaining a necessary focus (Hacker & Kleiner, 1996). The new paradigm for success has been labeled "agile manufacturing," where agility refers to a firm's ability to succeed in a climate of rapid, constant, and unanticipated change (Forsythe & Ashby, 1996;Hacker & Kleiner, 1996;Hartman & Ashrafi, 1996). Forsythe and Ashby (1996) explained, "an awareness of corporate strengths and a willingness to form 'virtual corporations,' on a product-by-product basis, with other companies offering complimentary strengths" (p. 15) is becoming a vital part of fulfilling ever more complex customer demands (Greiner & Metes, 1995;Hartman & Ashrafi, 1996).…”

Section: Introductionmentioning

confidence: 99%

Distributed collaboration for engineering design: A review and reappraisal

2001

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Collaborative manufacturing is aimed to increase the flexibility of design and production processes through multiple organizations pooling strengths on a product‐by‐product basis to create distributed collaborative corporations. These collaborations involve multidisciplinary, geographically dispersed teams of engineers who often communicate only through voice, video, or computer‐mediated interfaces. Utilizing sociotechnical theory as a framework, this article reviews multiple sources of literature on collaboration and interprets them in light of the collaborative engineering design process. A conceptual model of distributed engineering collaboration based on a sociotechnical theory framework is proposed to understand how technology changes both the social interaction and the technical design process. © 2001 John Wiley & Sons, Inc.

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“…The article concludes that a new production system where human factors play a central role will be needed to help workforce members achieve greater success in meeting these demands. Forsythe (1997) and Forsythe and Ashby (1996) summarize experiences from A-PRIMED (Agile Product Realization for Innovative Electro-Mechanical Devices) and many of the contributions of human factors/ergonomics to agile manufacturing obtained from the development of this project. A-PRIMED is an agile manufacturing pilot project, with the aim of creating a much faster design-to-productio n cycle for precision electro-mechanical devices.…”

Section: Human Factorsmentioning

confidence: 99%

A review of agile manufacturing systems

Sánchez¹,

Nagi²

2001

International Journal of Production Research

242

124

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About a decade ago, the agile manufacturing paradigm was formulated in response to the constantly changing`new economy' and as a basis for returning to global competitiveness. While agility means di erent things to di erent enterprises under di erent contexts, the following elements capture its essential concept: agility is characterized by cooperativeness and synergism (possibly resulting in virtual corporations), by a strategic vision that enables thriving in face of continuous and unpredictable change, by the responsive creation and delivery of customer-valued, high quality and mass customized goods/services, by nimble organization structures of a knowledgeable and empowered workforce, and facilitated by an information infrastructure that links constituent partners in a uni®ed electronic network. During this period, a signi®cant amount of attention from both the academic and industrial communities has produced a large body of results in research and development related to this topic. Each contribution has tackled a di erent aspect of this large ®eld. In this paper, we review a wide range of recent literature on agile manufacturing. About 73 papers from premier scienti®c journals and conferences have been reviewed, and a classi®cation scheme to organize these is proposed. We critique these bodies of work and suggest directions for additional research and identify topics where fruitful opportunities exist.

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Human Factors in Agile Manufacturing

Cited by 4 publications

References 0 publications

Distributed Collaborative Design Teams: Media Effects on Design Processes

Distributed Collaborative Design Teams: Media Effects on Design Processes

Distributed collaboration for engineering design: A review and reappraisal

A review of agile manufacturing systems

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