Evaluating key performance indicators of leagile manufacturing using fuzzy TISM approach

This paper provides a literature review study to investigate how Agile Manufacturing (AM) capabilities could be used in different plants within a company's Global Production Network (GNP). To do this, this paper makes use of Ferdows, Vereecke, and De Meyer (2016) subnetworks positions framework. Each of the subnetwork positions has its own manufacturing characteristics and missions. From the four subnetworks, this paper focused on the main two, footloose and rooted. 17 articles were analyzed and this paper found that there are four major AM capabilities categories, namely responsiveness, flexibility, integration, and competency. Each of the AM capabilities categories could be used differently in each of the subnetworks depending on the focus factors emphasized in each category. With that, this paper has presented how AM system capabilities could help plants in the footloose and rooted subnetworks to achieve their missions. Further, this study provides an early phase to understand how AM system could accommodates different plants positions in the GPN. This study also set out an insight that, despite being founded 29 years ago, AM system with their capabilities, is still relevant to be continuously implemented in the present time. This paper does not provide any empirical validation yet for the findings. Thus, this paper also provide avenues for future research.

PurposeThe purpose of this paper is to develop a set of key performance indicators (KPIs) for agile manufacturing (AM) and to propose a methodology for its performance evaluation.Design/methodology/approachThe proposed methodology was developed using fuzzy analytic hierarchy process (FAHP) and performance value analysis (PVA) to evaluate and analyze the AM performance. The FAHP is applied to determine the importance of KPIs, and PVA is used to evaluate AM performance.FindingsThe proposed methodology is applied to an Indian auto component manufacturer, and it is observed that there is an improvement of performance along the timeline.Research limitations/implicationsThe proposed approach is generic in nature and can be applied to different agile business environments for performance evaluation.Practical implicationsThis study provides insights into the AM performance evaluation. The managers can establish the impact of each significant area (SA) on AM and each KPI on its corresponding SA by capturing their manufacturing environments.Originality/valueAlthough many issues related to AM have been widely researched, only a few studies have been carried out to quantify, analyze and evaluate the AM performance in the Indian manufacturing environment. The proposed model has the ability to capture the performance of AM along the KPIs to draw fruitful conclusions.

In reaction to the necessity, the manufacturing processes evolved from mass production technique, through its implementation on agile manufacturing system (AMS). The most complicated part of AMS is an understanding of the barriers and evaluates the performance for each barrier. This article presents an intangible framework of various barriers associated with AMS along with their performance. Using fuzzy performance importance index (FPII) approach, the barriers of AMS presented in the form of a single numerical index value. The proposed model is relatively adaptable from the point of analysis that it provides a prospect to integrate new barriers which could impact on manufacturing processes. In the present work, an effort has been made to develop a mathematical model of these barriers using FPII approach. An index value for each of AMS barriers is proposed which calculate the inhibiting power of these barriers.

Lean manufacturing and agile manufacturing have been two prominent manufacturing paradigms over the past decades, with the respective aims of reducing waste to achieve low-cost and being flexible in production processes. Industry 4.0 is transforming traditional manufacturing systems into smart ones. The current competitive market requires manufacturing companies to improve both cost-efficiency and flexibility with the application of Industry 4.0 technologies. This study is the first systematic literature review linking Industry 4.0 with both lean and agile manufacturing. A conceptual framework is proposed concerning their relationships. It shows Industry 4.0 supports both manufacturing systems, and they, in turn, facilitate the implementation of Industry 4.0. The integration of Industry 4.0 with lean manufacturing mainly enhances cost-competitiveness in the performance dimension; with agile manufacturing, it mainly enhances flexibility. The finding implies Industry 4.0 is the enabling technology that allows two manufacturing systems to co-exist while overcoming the trade-off among various competitive objectives.

This article drew on the resource-based view of the firm and assessed how manufacturing firms—particularly in developing countries—can leverage their IT resources in support of lean manufacturing and agile manufacturing. The data collection was conducted via a survey of Iranian automobile manufacturers that supply international automobile makers. The result showed that IT resources are crucial to the development of lean manufacturing and agile manufacturing. The value of IT is truly transformed to performance improvement when IT resources are effectively leveraged in support of these manufacturing systems. Lean and agile manufacturing are two manufacturing strategies that can co-exist in one system and agile manufacturing may flourish under lean manufacturing circumstances. Complementarities exist among different practices of lean manufacturing as well as different dimensions of agile manufacturing. The authors' findings offer theoretical insights regarding the values of IT-enabled lean manufacturing and agile manufacturing at operation and strategic levels.

In this chapter, we describe the case study of a real-time database system for a specific kind of operational data generated by an agile manufacturing system. The term agile manufacturing refers to a manufacturing system that can fabricate various products simultaneously without long downtimes for retooling. The agile manufacturing increases competitiveness of companies in the market by decreasing the downtime and reconfiguration overhead incurred due to product changes. The agile manufacturing concept is already in a stage of practical use in some companies, for example, pager manufacturing at Motorola [19], or customized bicycles from Panasonic [5].

PurposeThe purpose of this paper is to present a comprehensive survey of workplace productivity key performance indicators (KPIs) used in the office context. Academic literature from the past 10 years has been systematically reviewed and contextualized through a series of expert interviews.Design/methodology/approachThe authors present a systematic review of the literature to identify KPIs and methods of workplace productivity measurement, complemented by insights semi-structured interviews to inform a framework for a benchmarking tool. In total, 513 papers published since 2007 were considered, of which 98 full-length papers were reviewed, and 20 were found to provide significant insight and are summarized herein.FindingsCurrently, no consensus exists on a single KPI suitable for measuring workplace productivity in an office environment, although qualitative questionnaires are more widely adopted than quantitative tools. The diversity of KPIs used in published studies indicates that a multidimensional approach would be the most appropriate for knowledge-worker productivity measurement. Expert interviews further highlighted a shift from infrequent, detailed evaluation to frequent, simplified reporting across human resource functions and this context is important for future tool development.Originality/valueThis paper provides a summary of significant work on workplace productivity measurement and KPI development over the past 10 years. This follows up on the comprehensive review by B. Haynes (2007a), providing an updated perspective on research in this field with additional insights from expert interviews.

Lean and agile manufacturing for work-in-process (WIP) control

Development of a Flexible and Agile Multi-robot Manufacturing System

Recently a Key Performance Indicators (KPIs) performance measurement tool is developing very rapidly. KPIs have a very important meaning for a company. This paper aims to identify KPIs and classify them based on different perspectives such as publication by region, publication of industrial sector, publications by years, benefits implementing and development for perfomance measurement. This research is based on a literature review of artikel based on KPIs in the European region between 2015-2020. The implementation of these KPIs can be implemented in many organizations, such as manufacturing, service, health and research. KPIs can provide changes to an organization that implements them. KPIs themselves can be distinguished in many ways. There are KPIs for information technology, finance, maintenance management, production processes, design dan PPIC. This paper provides benefits for further research to increase literature and understanding regarding the implementation of KPIs.

Agile manufacturing (AM) system focuses on the customised production with shorter lead time in a cost effective manner. Conceptual design is a vital phase of product development and AM obliges towards it. Selecting appropriate conceptual design often involves consideration of multiple factors, multi criteria decision making (MCDM) techniques facilitates in resolving this problem. In this study, hybrid fuzzy analytical hierarchical process (AHP) and fuzzy VIKOR approach was used for selecting the best conceptual design of instrument panel (IP). The article focuses on development of various concept designs for IP considering the recent manufacturing and technological aspects. Appropriate agile criteria were identified through several brainstorming sessions conducted among the stakeholders of the organisation. Fuzzy AHP model was used to compute the weights of the proposed conceptual designs and fuzzy VIKOR was used to select the best suited conceptual design. The case study was also practically validated in a manufacturing scenario.

To quickly satisfy customer needs and to respond to market changes it is eminent to develop agile manufacturing systems. These have to support integration of flexible and reconfigurable production systems as well as IT technologies across the entire value chain. While implementing advanced technologies or integrating these into new system solutions, manufacturers and system developers have to understand the current and the desired technological capabilities of the system application. Before constructing a robust technology backbone for agile manufacturing systems, it is therefore important to make a clear picture of existing standardized solutions. Though a vast variety of assessment techniques is presented in literature, it is still unclear which approach is appropriate for a technology gap analysis, especially when developing agile manufacturing system solutions. Therefore, the harmonization of assessment techniques is essential for the analysis of the technological compliance among various systems. This paper presents a harmonized approach with exemplary results in order to navigate system developers and stakeholders towards effective and robust technology solutions that are compliant with Industry 4.0 goals and independent of manufacturing application fields.

Fuzzy Multi Criteria Approach for Sustainable Maintenance Evaluation in Rubber Industry

The research reported in this paper was carried out to provide a model for facilitating leagile manufacturing in the production of air compressors. Leagile manufacturing incorporates lean and agile manufacturing elements. This research begins by reviewing the literature and observing the manufacturing of air compressors. Using this knowledge, a model called LEAGICOM (LEAGIle implementation in the COMpressor manufacturing industry) was designed. LEAGICOM involves plant layout, the development of a human resource system and the conducting of training and educational programmes for effectively implementing the leagile manufacturing paradigm. The practicality of implementing the LEAGICOM model was explored by conducting a case study in a medium-sized air compressor manufacturing company. The experiences of conducting this case study revealed that the LEAGICOM model has the potential to enable air compressor manufacturing companies to gain competitive strength.

Companies in either manufacturing or servicing have to be restructured or re-organized in order to overcome with challenges of the 21st century in which customers are not only satisfied but also delighted. In this competitive environment, organizations should use a flexible, adaptive and responsive paradigm that can be entitled by a unique term: agile manufacturing (AM). An AM system is able to develop a variety of product at low cost and in a short time period. For this, it has some of useful enabling technologies and physical tools. Among these, concurrent engineering (CE) is a systematic approach to the integrated, concurrent design of product and their related processes, including manufacture and support. It is then a useful and beneficial approach to reduce the development time and manufacturing cost, while simultaneously improving the quality of a product in order to better respond to the customer expectations. The aim of this study is to underline the synergistic impact of new product development (NPD) and CE, (which can be called CNPD), and to survey their methods and tools in association with the AM.