Understanding the barriers in implementing leagile manufacturing system

Virmani, Naveen; Saha, Rajeev; Sahai, Rajeshwar

doi:10.1504/ijpqm.2017.087866

Cited by 11 publications

(11 citation statements)

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“…While some authors believe that lean and agile strategies can be practised distinctly without co-existing (Harrison, 1997), the integrated approach has continuously been proven to boost a firm's performance. A significant part of the literature believes that the pursuance of both strategies in isolation may undermine the benefits derived from both (Christopher and Towill, 2000; Virmani et al , 2017). The additional value that Industry 4.0 technologies offer an established lean and agile environment is undoubted.…”

Section: Methodsmentioning

confidence: 99%

“…Thus, this study examines the impact of the technologies on specific lean and agile practices. Impact of Industry 4.0 on lean and agile SC 2.3 Lean and agile SCM in the Industry 4.0 Lean and agile integration has been proven to boost firm's performance by proffering advantages of efficiency, waste elimination and swift response to diverse and unpredictable customers' requirements (Naylor et al, 1999;Virmani et al, 2017;Raji et al, 2021). Proponents of integrated lean and agile strategies believe that pursuance of both paradigms in isolation may undermine the benefits derived from both (Christopher and Towill, 2000;Virmani et al, 2017).…”

Section: Industry 40mentioning

confidence: 99%

“…Lean and agile integration has been proven to boost firm's performance by proffering advantages of efficiency, waste elimination and swift response to diverse and unpredictable customers' requirements (Naylor et al , 1999; Virmani et al , 2017; Raji et al , 2021). Proponents of integrated lean and agile strategies believe that pursuance of both paradigms in isolation may undermine the benefits derived from both (Christopher and Towill, 2000; Virmani et al , 2017). Industry 4.0 signifies a promising new trend (Mayr et al , 2019) and strategy to improve product quality, process efficiency (Tortorella and Fretterman, 2017; Tortorella et al ., 2019a) as well as the responsiveness of manufacturing systems (Ahuett-Garza and Kurfess, 2018; Kamble et al , 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Mrugalska and Wyrwicka, 2017; Tortorella and Fretterman, 2017; Duarte and Cruz-Machado, 2017; Tortorella et al ., 2019a, etc.). Indeed, very few authors have studied how Industry 4.0 can affect the practices of lean (Buer et al , 2018; Rosin et al , 2019) and to the best of our knowledge, no work empirically has addressed the connection between Industry 4.0 technologies and the integrated lean and agile strategies despite literature backing of the complementary nature of the two SC strategies (see Naylor et al , 1999; Christopher and Towill, 2000; Virmani et al , 2017; Raji et al , 2021). The current research bridges the existing gap by presenting an exploratory study towards investigating the relationships and linkages of Industry 4.0 technologies with lean and agile SC strategies.…”

Section: Introductionmentioning

confidence: 99%

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Industry 4.0 technologies as enablers of lean and agile supply chain strategies: an exploratory investigation

Raji

Shevtshenko

Rossi

et al. 2021

IJLM

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PurposeLean and agile are essential supply chain management (SCM) strategies that enhance companies' performance. Previous studies have reported the capabilities of different SCM strategies to enhance performance; however, the emergence of Industry 4.0 technologies has bred focus on the possibility of attaining more levels of operational performance. Despite being demonstrated helpful at enabling supply chain (SC) strategies, the literature linking Industry 4.0 with SCM strategies is still in its infancy. Thus, this work investigates the degree to which “Industry 4.0 technologies” enable the implementation of lean and agile practices and subsequently assesses the potential performance implications of integrating Industry 4.0 technologies with the SC operations.Design/methodology/approachThe work employs an exploratory case study approach using empirical data from selected organisations drawn from an Estonian manufacturing cluster and digital solution providing companies. The data collected via interviews were used to assign numerical scores and subsequently aggregated across the five cases for the research variables of interest. The work is crowned with a model grounded on the cross-case analysis to depict which technologies impact each of the lean and agile practices.FindingsThe analysis enabled comprehension of the potential impact and level of importance of the main Industry 4.0 technologies on lean and agile practices and ultimately the potential implication on performance. The findings revealed that the technologies have a high impact on the practices. Although the impacts are of varying degrees, the analysis provides means to identify the technologies with the most significant impact on lean and agile SCM and the sets of practices with the greatest likelihood of being enabled by various digital technologies.Practical implicationsThe work presents various lean and agile practices that practitioners can deploy to operations, alongside the technologies that could support the implementation of the practices towards achieving the various performance measures. Also, it provides some guides for the digital solution providing companies towards understanding the SCM practices that can be improved upon by various digital technologies. This enables them to have more saleable proposals for intending companies who might be sceptical about transiting into the digital operation phase.Originality/valueThis is the first attempt to empirically address the connection between Industry 4.0 technologies and the integrated lean and agile strategies despite literature backing of the complementary nature of the two SCM strategies.

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Section: Methodsmentioning

confidence: 99%

Section: Industry 40mentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Industry 4.0 technologies as enablers of lean and agile supply chain strategies: an exploratory investigation

Raji

Shevtshenko

Rossi

et al. 2021

IJLM

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“…Few experiences were oriented toward changing the production system itself through converting workshop system into production line or into fixed process system. The scarcity of these experiences may be due to special specifications of each system and how deep it fits to the nature of products and available machines (Virmani, Saha, Sahai, 2017).…”

Section: Converting Production Systemsmentioning

confidence: 99%

The Effect of Converting Workshop System into Production Line System on Production Lead-time and Raw Materials’ Consumption

2021

JSISD

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This paper aims to analyze the impact of converting production workshop system into production line system on production lead-time and raw material consumption. We apply a case study approach on Secured Food Company specialized in chocolate biscuits. The average of raw materials consumption and requested commands lead times were compared between two years: 2012 when the adopted production system was based on workshop system and 2020 when the production system was converted to production line system. We find that this shift has resulted in a large decline in production lead-time but in only a slight decrease in raw materials consumption. Hence, we recommend adopting production line system if there is a sufficient demand. Otherwise, production stations must be placed in a U shape to reduce distances and lead times.

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Analyzing the Influence of Leagile Manufacturing Tools in Peru Context

Pinto

2021

Lecture Notes in Mechanical Engineering

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Understanding the barriers in implementing leagile manufacturing system

Cited by 11 publications

References 0 publications

Industry 4.0 technologies as enablers of lean and agile supply chain strategies: an exploratory investigation

Industry 4.0 technologies as enablers of lean and agile supply chain strategies: an exploratory investigation

The Effect of Converting Workshop System into Production Line System on Production Lead-time and Raw Materials’ Consumption

Analyzing the Influence of Leagile Manufacturing Tools in Peru Context

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