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Article
Publication date: 13 November 2007

Daniel Vázquez‐Bustelo, Lucía Avella and Esteban Fernández

Despite the fact that agile manufacturing has been frequently promoted as a means of improving business competitiveness, little empirical evidence exists in the literature…

8408

Abstract

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.

Details

International Journal of Operations & Production Management, vol. 27 no. 12
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 1 May 2001

Amir M. Hormozi

Agile manufacturing is a new and revolutionary way of manufacturing and assembling products. It is the next logical step in the evolutionary chain of manufacturing technologies…

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Abstract

Agile manufacturing is a new and revolutionary way of manufacturing and assembling products. It is the next logical step in the evolutionary chain of manufacturing technologies, following on the heels of its predecessors, craft production, mass production, and lean production. This paper explains what agile manufacturing is, and what needs to be done to successfully pave the way for its implementation. Successful implementation requires changes in five areas: government regulation, business cooperation, information technology, reengineering, and employee flexibility. The potential benefits of successfully implementing agile manufacturing are much too great for an organization to overlook, as are the potential consequences of failing to implement it. Though many organizations have made strides toward implementing agile manufacturing, there is much work that needs to be done. Corporations need the backing of strong infrastructure to make agile manufacturing successful. This will require cooperation between government and business.

Details

Benchmarking: An International Journal, vol. 8 no. 2
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 3 May 2016

Marco Leite and Vanessa Braz

For decades multiple management philosophies directed toward lean production and mass were assumed as to respond to process inefficiencies and rampant consumerism, optimizing…

3068

Abstract

Purpose

For decades multiple management philosophies directed toward lean production and mass were assumed as to respond to process inefficiencies and rampant consumerism, optimizing operation costs. However, new customization and flexible productions philosophies have been gaining ground in some industries, such as the agile manufacturing. From a literature review that addresses the history of this philosophy, it is clear that agile manufacturing is not fully comprehended, with very scarce information about practical cases. The paper aims to discuss these issues.

Design/methodology/approach

In this paper the authors describe an exploratory methodology approach, with three semi-structured case study interviews. The goal is to study which of agile manufacturing practices are being applied in the studied companies and what is the perceived effect that these have on operational performance. Since most of these companies develop highly customized products, the role of agility on new product development can have a huge impact on their operational performance.

Findings

Agile manufacturing is not yet a widespread philosophy of managing for the companies studied, being virtually unknown as a global concept. However, it was found that many of the practices of agile manufacturing are already implemented in these companies without association with this philosophy. It was also concluded, by the finding through respondents opinions, that agile practices contribute positively to the studied companies operating performance.

Originality/value

The novelty of this research derives from observation of agile manufacturing practices in SMEs. This research is useful to SMEs implementing agile manufacturing principles.

Details

Journal of Manufacturing Technology Management, vol. 27 no. 4
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 5 September 2018

Mohit Goswami and Gopal Kumar

This paper aims to analyze the agile manufacturing practices in small and medium enterprises (SMEs) within the auto-ancillary sector spread across eastern India. Using statistical…

Abstract

Purpose

This paper aims to analyze the agile manufacturing practices in small and medium enterprises (SMEs) within the auto-ancillary sector spread across eastern India. Using statistical method, a number of crucial insights have been captured and discussed in detail.

Design/methodology/approach

A structural equation model (SEM) encapsulating pertinent agile manufacturing attributes and enablers as the focal construct is conceptualized and validated in this research. The SEM model is evolved in a manner that agile attributes and agile enablers are modeled as latent dependent and manifest variable, respectively.

Findings

A number of key hypothesis entailing interactions of key agility enablers, i.e. manufacturing responsiveness agility, manufacturing strategy agility, workforce agility, technology agility, manufacturing management agility, etc. are conceptualized and validated.

Originality/value

The authors specifically focus on evolving agile manufacturing framework (characterized by agility enablers and attributes) that lies at the intersection of SMEs, automotive sector and an emerging economy.

Details

Measuring Business Excellence, vol. 22 no. 3
Type: Research Article
ISSN: 1368-3047

Keywords

Article
Publication date: 5 October 2012

S. Vinodh, T. Selvaraj and T. Praveen

The purpose of this paper is to conceptualise and develop various phases of agile product development cycle (PDC) for a manufacturing organization.

Abstract

Purpose

The purpose of this paper is to conceptualise and develop various phases of agile product development cycle (PDC) for a manufacturing organization.

Design/methodology/approach

The literature on agile manufacturing (AM) has been reviewed. Agile PDC has been conceptualised and the implementation study has been conducted in a rotary switches manufacturing organisation. The various phases of agile PDC have been performed and the inferences have been derived.

Findings

The outcome of this research indicated the power of agile PDC as an enabler of agility in contemporary manufacturing organisations.

Research limitations/implications

The developed PDC has been test implemented in a single manufacturing organization. However, the model could be extended to several organisations.

Practical implications

The various phases of agile PDC have been systematically explored and the practical inferences have been derived.

Originality/value

The conceptualisation and development of various phases of agile PDC is an original contribution of the authors.

Article
Publication date: 18 May 2021

Rahul Kumar, Kanwarpreet Singh and Sanjiv Kumar Jain

Agility addresses vibrant solutions for running companies to meet the dares of customers asking for high quality and low- cost goods and services. The purpose of this study is to…

Abstract

Purpose

Agility addresses vibrant solutions for running companies to meet the dares of customers asking for high quality and low- cost goods and services. The purpose of this study is to identify the practices for the successful implementation of agile manufacturing and measure their relationship with business performance measures of the manufacturing industry.

Design/methodology/approach

The data for the pilot study were collected from 26 respondents through a questionnaire survey. After confirming the normality and reliability of the data, it was analyzed to examine the relationship between agile manufacturing practices and business performance measures.

Findings

The results show that there are strong relationships between agile manufacturing practices and business performance. Further, these attributes significantly contribute to delivering better business performance.

Originality/value

The study signifies the need for agile manufacturing in enhancing business performance for the growth and sustainability of the organization.

Details

Journal of Science and Technology Policy Management, vol. 13 no. 2
Type: Research Article
ISSN: 2053-4620

Keywords

Article
Publication date: 2 September 2019

Ángel Martínez Sánchez, Manuela Pérez-Pérez and Silvia Vicente-Oliva

The purpose of this paper is to analyze in a sample of Spanish manufacturing firms the relationship between agile manufacturing and the firm’s management capacities related to…

1025

Abstract

Purpose

The purpose of this paper is to analyze in a sample of Spanish manufacturing firms the relationship between agile manufacturing and the firm’s management capacities related to innovation and production flexibility. Complementarily the survey addresses the implementation of agile production and its measurement.

Design/methodology/approach

For data collection, a survey through mail to operations and human resource managers of manufacturing firms and telephonic interviews with managers from 25 selective firms was carried out. The population of the study included firms from the Sistema de Análisis de Balances Ibéricos database with NACE codes 24–32 and at least 200 employees. Quantitative methods (linear hierarchical regression and mean differences) were used to test research hypotheses, and a qualitative method (interview analysis) was used to analyze an implementation and measurement model of agile production.

Findings

The results of the study show that high-agile firms use more intensively a comprehensive set of agile facilitators (design, manufacturing and supply). They also innovate and cooperate externally more on innovation than low-agile firms. The authors have found that external technological cooperation moderates the firm’s production flexibility.

Research limitations/implications

The implications of this research indicate, on one hand, that firms interested in implementing agile production should focus on the agility management of supply chains, the skills and knowledge development of human resources and in the implementation of agile manufacturing technologies. On the other hand, firms in less cooperative environments should focus more on their internal manufacturing systems to reinforce the relationship between production flexibility and agility that offers broader scenarios to compete under this production paradigm. The main limitations of the research design are the use of cross-sectional data and the use of managerial perceptions to assess most of the variables.

Originality/value

This paper offers a model of agile production implementation that it is complemented with measurement indicators to analyze the firm’s evolution toward agility. The combination of multivariate analysis and managers’ interviews to obtain and validate results creates a value for managers interested in agile production.

Details

Baltic Journal of Management, vol. 14 no. 4
Type: Research Article
ISSN: 1746-5265

Keywords

Article
Publication date: 8 March 2021

Meriem Khalfallah and Lassaad Lakhal

This empirical study aims to explore the relationship between Total quality management (TQM), Total productive/preventive maintenance (TPM) and Just-in time (JIT). It also seeks…

1470

Abstract

Purpose

This empirical study aims to explore the relationship between Total quality management (TQM), Total productive/preventive maintenance (TPM) and Just-in time (JIT). It also seeks to examine the relationship between Just-in time (JIT) and agile manufacturing.

Design/methodology/approach

Data for the study were collected from a survey of 205 industrial companies and the relationships proposed in the framework were tested using structural equation modeling.

Findings

The results indicate that (1) TPM has a positive impact on TQM and JIT, (2) TQM has a positive effect on JIT and (3) JIT has a direct positive relationship with agile manufacturing. In addition, the results reveal an indirect effect of TPM and TQM on agile manufacturing through JIT.

Research limitations/implications

The conceptual model proposed and tested in this study can be used by researchers for developing Lean manufacturing practices (TQM, TPM and JIT) and agile manufacturing theory. In addition, this model shows to practitioners the importance of integrating TQM, TPM and JIT in manufacturing firms. In other words, this study shows practitioners how firms can support their agile manufacturing system.

Originality/value

This research presents an innovative approach since it examines simultaneously the interdependencies between TQM, TPM and JIT and their direct and indirect link with agile manufacturing using structural equation modeling.

Details

The TQM Journal, vol. 33 no. 8
Type: Research Article
ISSN: 1754-2731

Keywords

Article
Publication date: 4 October 2019

Rahul Kumar, Kanwarpreet Singh and Sanjiv Kumar Jain

The purpose of this paper is to investigate the effects of agile manufacturing practices on business performance of Indian medium and large-scale manufacturing industry.

Abstract

Purpose

The purpose of this paper is to investigate the effects of agile manufacturing practices on business performance of Indian medium and large-scale manufacturing industry.

Design/methodology/approach

A survey questionnaire was designed to attain the research objectives. Agile manufacturing questionnaire was sent to around 500 randomly selected manufacturing organizations in the northern spectrum of India through e-mails and posts, out of which 154 usable responses have been received. This study investigates the inter-relationships between various agile manufacturing implementation practices and business performance measures using various statistical techniques. This paper deploys Games–Howell hoc test to establish the statistical significance of business performance improvements, progressively accrued over a reasonable period of time, through holistic agile manufacturing implementation.

Findings

The paper validates the contribution of agile manufacturing toward realization of the significant improvements in various business performance measures such as customer-related achievements, financial achievements, business-related achievements, operational achievements, employee-related achievements, and supplier-related achievements. Further, the discriminant validity test has been used in this paper for classifying highly successful and moderately successful organizations.

Research limitations/implications

The paper only concentrated on manufacturing organizations in northern India. The results of this paper cannot generalize across all the sectors and spectrum of Indian manufacturing organizations.

Originality/value

This paper develops an insight into the strong potential of agile manufacturing implementation practices in affecting business performance measures.

Details

World Journal of Science, Technology and Sustainable Development, vol. 17 no. 1
Type: Research Article
ISSN: 2042-5945

Keywords

Article
Publication date: 29 May 2007

Rajesh Krishnamurthy and Charlene A. Yauch

To propose a theoretical model of leagile manufacturing as it applies to a single corporate enterprise with multiple business units and to generate research questions stemming…

8761

Abstract

Purpose

To propose a theoretical model of leagile manufacturing as it applies to a single corporate enterprise with multiple business units and to generate research questions stemming from the model that should be addressed in the future.

Design/methodology/approach

A case study company was analyzed to determine whether the concept of leagility could be applied to a single corporation with multiple business units and whether a decoupling point would be necessary to distinguish the lean and agile portions of the enterprise. The case study findings are used as the basis for describing a theoretical corporate leagile infrastructure and for stimulating new research questions.

Findings

It is possible for a corporation to simultaneously pursue both lean and agile manufacturing strategies by adopting a leagile infrastructure. The organizational structure consists of three main levels: a corporate headquarters, a sales and service group, and multiple lean production units. There is a decoupling point that separates the lean and agile portions of the enterprise. This organizational structure matches the front‐back approach, one of the large/small strategies defined by Lawler in 1997.

Research limitations/implications

A single company was examined. Studying a broader range of companies would make the described theoretical leagile corporate infrastructure more robust.

Practical implications

Manufacturing corporations might find the infrastructure described to be a beneficial way to structure their own organizations in order to capitalize on the benefits of both the lean and agile manufacturing strategies.

Originality/value

This paper expands on the concept of leagility, previously discussed in the literature with respect to supply chains and individual manufacturing plants, by applying it to a single corporation with multiple business units. Similar to other characterizations of leagile manufacturing, it was found that the corporation operates with a decoupling point between the agile and lean portions of the business. Several new avenues for further research are outlined.

Details

International Journal of Operations & Production Management, vol. 27 no. 6
Type: Research Article
ISSN: 0144-3577

Keywords

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