The Cobasa Architecture as an Answer to Shop Floor Agility

Barata, José

doi:10.5772/5044

Cited by 15 publications

(4 citation statements)

References 20 publications

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“…One can cite Brussel et al (1998), Giret and Botti (2009), Barata (2006), andLeitão andRestivo (2006). The Anemona methodology (Giret and Botti, 2009) relies on a problem decomposition approach based on a "divide and conquer" principles.…”

Section: Related Workmentioning

confidence: 98%

“…The Anemona methodology (Giret and Botti, 2009) relies on a problem decomposition approach based on a "divide and conquer" principles. The PROSA model (Brussel et al, 1998), Cobasa (Barata, 2006) and ADACOR approaches (Leitão and Restivo, 2006) are specific to Holonic Manufacturing Systems and as such make hypothesis specific to manufacturing systems. These approaches do not integrate the use of feedback loops as a first class engineering concept.…”

Section: Related Workmentioning

confidence: 99%

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Engineering multi-agent systems using feedback loops and holarchies

Basso

Cossentino

Hilaire

et al. 2016

Engineering Applications of Artificial Intelligence

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Section: Related Workmentioning

confidence: 98%

Section: Related Workmentioning

confidence: 99%

Engineering multi-agent systems using feedback loops and holarchies

Basso

Cossentino

Hilaire

et al. 2016

Engineering Applications of Artificial Intelligence

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“…The move from supplier-driven manufacturing to customer-driven manufacturing and implicitly to productdriven manufacturing, is affecting the information flow in the system and service orientation proves to be the best architectural choice in this context. Current research is focused on service orientation of holonic manufacturing systems and is based on new concepts such as Service Oriented Architecture (SOA), Enterprise Service Bus (ESB), Web Services, Manufacturing Service Bus (MSB), Distributed Intelligence (DI) and product-driven automation, Service-oriented MultiAgent Systems (SoMAS), resource service access model (RSAM) [8,9,10,11,12]. At the aggregate level of a manufacturing enterprise, SOA is the standard for business process modeling and management.…”

Section: Manufacturingmentioning

confidence: 99%

Multi-agent system for heterarchical product-driven manufacturing

Morariu

Răileanu

Morariu

et al. 2014

2014 IEEE International Conference on Automation, Quality and Testing, Robotics

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Product-driven manufacturing has gained a lot of traction recently among practitioners as it has the potential to take flexibility and agility of the manufacturing system to a new level compared to hierarchical control models. The advances in embedded technology have created the premises for the emergence of truly intelligent products that are capable not only of identification and information storage, but also of complex behavior and local decision making. In this context, this paper proposes a multi-agent control system that aims to solve the new challenges introduced by the shift to product-driven manufacturing, specifically addressing the special needs for information flow between shop floor entities and the MES system. The paper presents the pilot implementation, using the JADE multi-agent platform, a backtracking scheduler, an artificial neural network (ANN) for local decision making and the experimental results outlining the agent processing requirements during the product lifecycle.

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“…departments and business units) since agility is driven by decentralised and self-organised entities (Arell et al, 2012). Furthermore, it is widely recognised that key entities of the value chain must be included in an agile strategy if higher levels of organisational agility are aspired (Barata, 2006;Gothelf, 2014;Sharma and Bhat, 2014). Consequently, distributed power at MM levels allows mid-level executives to define appropriate measures to increase the agility performance of their entities (Eyrich et al, 2019;Worley et al, 2014).…”

Section: Introductionmentioning

confidence: 99%

Agile strategies for middle managers

Kahl

Klerk

Ogulin

2021

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PurposeThis paper takes a holistic and process-based view on agility from a Middle Management (MM) perspective. Its purpose is to identify subjective factors of agility emerging from people's interpretations and perceptions and to integrate them into the process of agile strategy-making.Design/methodology/approachTo provide a theoretical foundation, literature was reviewed in the area of agile diversity and strategy-making. A qualitative study based on interviews was conducted to uncover the hidden subjective factors from the personal experiences and perceptions of the participants.FindingsThe study has revealed that individual opinions in terms of agility can originate from three sources: individual understandings, contextual drivers and personal beliefs.Research limitations/implicationsThe research contributes to dynamic capability theory by providing a better understanding of agile diversity at the MM level. The findings can help mid-level executives to cope with the complexities and ambiguities in managing agility by aligning the different understandings and people's perceptions. This is crucial, as missing alignment of team members can lead to poor dynamic capabilities of business entities and thus threatens overall organisational agility.Originality/valueA model was developed to align the subjective factors of agility during the process of agile strategy-making at the MM level. The framework allows a flexible adaptation to the individual demands of organisational units, as well as concentrated measures for effective agile management. It contributes to organisational agility and business success by scaling the dynamic capabilities of MM.

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The Cobasa Architecture as an Answer to Shop Floor Agility

Cited by 15 publications

References 20 publications

Engineering multi-agent systems using feedback loops and holarchies

Engineering multi-agent systems using feedback loops and holarchies

Multi-agent system for heterarchical product-driven manufacturing

Agile strategies for middle managers

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