Leagile manufacturing: a review paper

Virmani, Naveen; Saha, Rajeev; Sahai, Rajeshwar

doi:10.1504/ijpqm.2018.10010600

Cited by 4 publications

(4 citation statements)

References 141 publications

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“…Thus, firms are obliged to ponder the practical advantages that new manufacturing systems, such as leagile systems, can generate before their actual utilization. For instance, firms should consider the benefits of leagile systems, such as flexibility, information and collaboration, costeffectiveness and waste elimination and shortening the supply chain length (Bhamra et al, 2020;Virmani et al, 2018). Thus, clear comprehension of these benefits over current legacy systems would facilitate leagile system adoption and augment supply chain processes in manufacturing firms, thereby offering additional business opportunities.…”

Section: Discussionmentioning

confidence: 99%

“…Relative advantage reflects "the perception of the extent to which an innovation is better than the idea it supersedes" (Rogers, 2003). The concept is crucial for firms operating in a competitive environment for adopting leagile manufacturing systems as it involves maintaining flexibility, cost-effectiveness, waste elimination, lead-time reduction, product availability, low prices, less rework, reduced inventory and customer value (Virmani et al, 2018;Nayak and Choudhary, 2022). Empirical research has revealed a positive relationship between relative advantage and implementing lean (So and Sun, 2011) and agile practices (Chaudhary et al, 2017).…”

Section: Research Model and Hypothesis Developmentmentioning

confidence: 99%

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Leagile manufacturing system adoption in an emerging economy: an examination of technological, organizational and environmental drivers

Hashem

Aboelmaged

2023

BIJ

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PurposeRapid changes in the global environment and the effects of existing economic issues triggered by COVID-19 and the war in Ukraine have posed several challenges for manufacturing firms. A hybrid strategy integrating lean and agile (leagile) systems is viable for firms to enhance their capabilities in such dynamic contexts. This paper examines the critical drivers of leagile manufacturing system adoption in an emerging economy from the technological, organizational and environmental (TOE) perspective.Design/methodology/approachA cross-sectional survey is carried out to obtain data from 438 managers working in 219 manufacturing firms. Multiple regression analysis is applied to test the effect of technological, organizational and environmental drivers on the adoption of leagile systems.FindingsThe results show that organization capacity, environmental uncertainty and relative advantage demonstrate the most significant positive relationships with the leagile systems adoption wherein complexity and resistance to change appear to exhibit significant negative associations. Unexpectedly, firm size unveils no significant effect on the adoption of leagile systems.Practical implicationsTo deal effectively with critical challenges triggered by ever-changing environment, firms have sought to adopt innovative systems for achieving products' availability in the markets at the right quality and price. A hybrid strategy integrating lean and agile (leagile) systems is viable to enhance a firm's capabilities in such dynamic contexts. The findings of our study help top management and policymakers identify and assess the critical drivers that may facilitate or hinder the successful adoption of leagile systems.Originality/valueA major trend of studies in the field of manufacturing systems has focused on the critical success factors of adopting either lean or agile systems. Furthermore, research work concerning leagile as a hybrid system focuses primarily on the conceptual development rather than empirical grounds of leagile systems. Given the lack of empirical research in this field, this study offers an early attempt to predict leagile system adoption in an emerging economy. It also contributes to the manufacturing systems research by extending the extant knowledge about the role of firm-level drivers in leagile system adoption from the TOE perspective.

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Section: Discussionmentioning

confidence: 99%

Section: Research Model and Hypothesis Developmentmentioning

confidence: 99%

Leagile manufacturing system adoption in an emerging economy: an examination of technological, organizational and environmental drivers

Hashem

Aboelmaged

2023

BIJ

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“…In the TBDA implementation framework presented in this study, the conceptions and the concepts of lean, agile, and leagile, which are known in management and computer sciences, were proposed to be incorporated, suggested as a method for addressing the temporal component of BDA as a solution. Up to this point, research on and application of these ideas have been conducted in a variety of fields, including but not limited to the following: manufacturing (Virmani et al, 2018); project and software project management (Craddock, Roberts, Richards, Godwin, and Tudor 2012;Iqbal, 2015;Zafar, Nazir, and Abbas 2017); reverse logistics (Banomyong, Veerakachen, and Supatn 2008); digital entrepreneurship (Ghezzi and Cavallo, 2018); healthcare management (Mishra, Samuel, and Sharma 2018); SCM (Rahiminezhad Galankashi and Helmi, 2016;Raj, Jayakrishna, and Vimal, 2018;Shahin, Gunasekaran, Khalili, and Shirouyehzad 2016); software development (Anwer, Aftab, Waheed, and Muhammad 2017;Rodríguez et al, 2019;Wang et al, 2012).…”

Section: Literature Reviewmentioning

confidence: 99%

Reception of the New Framework for Implementing Temporal Big Data Analytics in Organizations

Mach‐Król¹

2022

Informatyka Ekonomiczna

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The main goal of this study was to present the reception of the new framework for implementing temporal big data analytics (TBDA) in organizations. This research also aimed at verifying the correctness and usefulness of the proposed framework by means of a focus group interview. The need for TBDA is described, and the proposed framework briefly outlined. Finally, the results of the focus group interview are presented. The proposed conceptual framework was positively verified. The most important findings of this study are: proving that effective implementation of big data analytics in companies requires consideration of time; demonstrating the usefulness of the leagile approach in the implementation of TBDA in companies; positive verification of the comprehensive conceptual framework for TBDA implementation in organizations.

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“…Agile and lean management principles have co-existed for a long time and have been researched together in the context of construction management (Naim and Gosling, 2011; Virmani et al , 2018). Agile is understood as an ability to quickly respond to changes required by customers in an uncertain and changing environment (Owen and Koskela, 2006).…”

Section: Literature Reviewmentioning

confidence: 99%

Exploiting digitalization for the coordination of required changes to improve engineer-to-order materials flow management

Chen

Adey

Haas

et al. 2021

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Purpose The dynamic nature and complexity of construction projects make it challenging to ensure that the engineer-to-order (ETO) materials supplied onsite match changing needs. The quick and efficient communication of required changes in material fabrication, delivery and use, due to changes in the design and construction schedules, is needed to address the challenges. This study aims to provide a novel integrated management framework with its embedded informatics to help major stakeholders efficiently absorb agility during communication to deal with required changes and improve workflows. Design/methodology/approach An integrated management framework is developed that integrates the milestones in look-ahead plans and structured iterative processes for major supply chain stakeholders to quickly disseminate information emanating from changes in design, schedules, production and transportation. A prototype system is devised including the informatics to support the framework, which consists of BIM-RFID functional modules and a central database and uses a client-server architecture. The usefulness of the prototype is illustrated using a construction of part of a fictive but realistic high-rise building. Findings The integrated management framework with the informatics provides major stakeholders with the ability to coordinate their activities efficiently and stimulate their agility (measured by process time) in planning and controlling material information. Although only a fictive example was used, it is shown that the use of the system is likely to result in a substantial reduction in the time required to deal with required changes when delivering ETO materials onsite (by 18% in the example). Research limitations/implications The functionalities of the prototype system can be easily scaled up to coordinate changes in the design and scheduling of other types of materials. More functional developments are needed to show the extent of the possible improvement for entire construction projects. Future work should focus on investigating the possible improvements for other types and sizes of construction projects, and eventually in real-world construction projects. Practical implications By fitting the look-ahead plans into structured iterative processes through digital data sharing, stakeholders increased their capability to quickly capture required change information and resolve associated problems. This is particularly useful for the management of ETO supply chain processes, where prefabricated elements such as ductwork, plumbing, and mechanical systems typically have to be modified because of last-minute design and schedule changes. Originality/value Unlike traditional information technology (IT) based supply chain management practices, this research is characterized by a process-centered management framework that provides explicit decision points over iterative planning processes for major stakeholders to manage material information. The iterations through digital data sharing allow stakeholders to quickly respond to last-minute changes on site, which fundamentally achieves workflow agility in the construction supply chain context.

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Leagile manufacturing: a review paper

Cited by 4 publications

References 141 publications

Leagile manufacturing system adoption in an emerging economy: an examination of technological, organizational and environmental drivers

Leagile manufacturing system adoption in an emerging economy: an examination of technological, organizational and environmental drivers

Reception of the New Framework for Implementing Temporal Big Data Analytics in Organizations

Exploiting digitalization for the coordination of required changes to improve engineer-to-order materials flow management

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