Showing papers in "International Journal of Agile Management Systems in 1999"
TL;DR: In this article, the authors review the thinking behind the extended enterprise and virtual enterprise models of manufacturing systems, identify the characteristics of each and the similarities and differences between them, and identify the differences between the two models.
Abstract: In today’s global economy, manufacturing enterprises must be viewed in the context of their contribution to the total value chain. Extended or virtual enterprises, consisting of tele‐computing mediated chains of suppliers, manufacturers, assemblers, distributors and customers, compete to supply quasi‐customised products to discerning markets. This paper reviews the thinking behind the extended enterprise and virtual enterprise models of manufacturing systems, identifies the characteristics of each and the similarities and differences between them.
261 citations
TL;DR: In this paper, the authors examine Internet technology's contributions to agility in the form of corporate intranets and the Internet, and show that it can be an important enabler of agility.
Abstract: To compete effectively in many developed and emerging global markets firms must develop the capacity to react quickly and successfully to change – they must become agile. Internet technology, in the form of corporate intranets and the Internet, can be an important enabler of agility. Internet technology makes possible the intra‐ and inter‐organizational sharing of data and information in the form of text, graphics, audio, and video, enabling various tasks, activities and processes that help a firm to become agile and ready to compete in the twenty‐first century. This manuscript examines Internet technology’s contributions to agility.
82 citations
TL;DR: The competitive advantage in manufacturing has shifted from the mass production paradigm to the one that is based on fast responsiveness and flexibility as discussed by the authors, which has far-reaching implications in production practice beyond that of mass customization.
Abstract: The competitive advantage in manufacturing has shifted from the mass production paradigm to the one that is based on fast‐responsiveness and flexibility. A worldwide wave of industrial restructuring and the re‐emergence of “small firms” have paved ways for the evolution of dispersed manufacturing networks in various degrees of complexity. With the rapid advances in internet technology, the emerging Factory‐on‐Demand mode of electronic production will create a greater opportunity for both producers and customers in the co‐creation of products and markets. Such a change will have far‐reaching implications in production practice beyond that of mass customization.
67 citations
TL;DR: In this article, the authors analyzed the agility of enterprises from two perspectives: business and organizational agility, and operational and logistics agility in terms of error detection and recovery and conflict resolution.
Abstract: The agility of enterprises is analyzed in this article from two perspectives: business and organizational agility, and operational and logistics agility. Because of the powerful support of information technologies, mainly AI and networking, companies can seek collaborators to accomplish complex customers’ requirements without investing to expand their own capacity. The emerging alliances of enterprises are virtually formed for various customers’ and markets’ needs. This concept sustains business and organizational agility. In terms of operational and logistics agility, this article suggests that the connection between the autonomy functions and agility requires further study. Our research has proposed that error detection and recovery, and conflict resolution are two significant functions of operational and logistics agility, and determine the expected benefits from the business and organizational agility. The link between a given enterprise flexibility and agility is also analyzed.
66 citations
Metz1
TL;DR: In this paper, the authors define manufacturing agility as the ability to closely align manufacturing enterprise systems to changing business needs to achieve competitive performance, and define three fundamental dimensions: organisation, technology and human, in addition to financial aspects.
Abstract: Manufacturing agility can be defined as the ability to closely align manufacturing enterprise systems to changing business needs to achieve competitive performance. Agility has therefore three fundamental dimensions: organisation, technology and human, in addition to financial aspects. The paper discusses organisation, technological and human aspects of agility with respect to product design, manufacturing system design and innovation management.
61 citations
TL;DR: In this article, the authors compare a comparison of Beer's VSM and modern business process thinking and demonstrate how they combine to provide a powerful structure for planning and managing today's modern organisation in an uncertain and dynamic environment.
Abstract: This paper shares the conclusions of the authors with respect to a comparison of Beer’s viable systems model (VSM) and modern business process thinking. These conclusions have been arrived at as a result of extensive empirical research over the past five years. Modern business process thinking and the VSM provides the foundations for a viable business structure which maximises opportunities for managing agility. The paper provides a brief background to the research and explains VSM and modern business process thinking. It then goes on to demonstrate how VSM and modern business process thinking combine to provide a powerful structure for planning and managing today’s modern organisation in an uncertain and dynamic environment. In developing the theorythe paper also provides empirical evidence to support and demonstrate the application of the theory. The paper concludes with a summary of key messages and lessons learned.
58 citations
TL;DR: In this article, the application of Agile manufacturing in a telecommunications context is described, and examples of ways in which it is being used in BT are presented, as well as some examples of how it can be used in other industries.
Abstract: Agile manufacturing, a strategy developed from lean production methods, is aimed at providing companies with the capabilities to succeed in the twenty‐first century, serving ever more sophisticated customer demand. In this paper, the application of this strategy, originally developed for manufacturing industry, is described in a telecommunications context. Examples of ways in which it is being used in BT are presented.
54 citations
TL;DR: In this paper, the authors discuss the role of governmental agencies in economic development and discuss the nature of clusters, giving some examples of the role that governmental agencies can play in supporting economic development.
Abstract: As manufacturing becomes a truly global affair, the basis of competition will switch from individual companies and their supply chains to regional clusters. Large multi‐nationals can relocate operations to any part of the world, with significant impact on the regions into and out of which they move. This will introduce new considerations for managers seeking to achieve agile manufacture. In particular, they must recognise the interdependence of all the stakeholders in the economic infrastructure of their part of the world. This contribution discusses the nature of clusters giving some examples. It comments on the role of governmental agencies in economic development.
52 citations
TL;DR: In this article, the authors proposed to improve the distribution function of the supply chain by employing hub-and-spoke network designs, which have proven to be effective with third party logistics carriers such as Federal Express, UPS, Norfolk Southern, and Yellow Freight.
Abstract: The distribution function in a supply chain is an important internal service function for any firm, and has been increasingly recognized as playing a strategic role in achieving competitive advantage. This paper proposes improving the distribution function of the supply chain by employing hub‐and‐spoke network designs. Such designs have proven to be effective with third party logistics carriers such as Federal Express, UPS, Norfolk Southern, and Yellow Freight. Several models and heuristic solution techniques have been introduced in the literature in the past ten years. However, the performance of such heuristics, under different transportation environments, has not been examined. This paper acts as a first step in this direction. The performance of two heuristics to solve a hub‐and‐spoke network is compared against the performance of an optimal technique, for various configurations of data. With the results of this study, business managers can, by analyzing the structure of their data, assess the “risk” associated with applying one of the two heuristics. Heuristic developers can also exploit the results of this study to give them insight into areas where heuristics can be developed or strengthened in order to give rise to more robust heuristics.
50 citations
TL;DR: In this paper, the implications for value chain performance measures arising from the rapidly emerging requirement for agility both within individual business units and across sophisticated manufacturing value chains are discussed, and some of the issues that need to be developed further in support of the concept of agility.
Abstract: This paper will focus on the implications for value chain performance measures arising from the rapidly emerging requirement for agility both within individual business units and across sophisticated manufacturing value chains. Recent developments in the way companies are expected to respond to rapid and unpredictable change in the external environment have resulted in new paradigms for manufacturing which comprise a combination of leanness, agility and virtual enterprises. The primary focus of academic researchers has been in the area of determining how agility is attained in order that organisational structures can best be designed. However, the concept that “what you measure is what you get” is equally valid for virtual organisations as it has always been for stand‐alone manufacturing businesses. This paper therefore discusses the requirements for new approaches to performance measures and raises some of the issues that need to be developed further in support of the concept of agility.
47 citations
TL;DR: In this article, the authors present a system for concurrent and integrated management of MTO manufacturing organizations, which is conceived mainly as an agile management system for MTO environment, is also presented.
Abstract: This paper relates to make‐to‐order (MTO) manufacturing environment. Initially, the various issues of concern and problems encountered in relation to typical MTO systems are presented to emphasize why agility is required in such systems. The need to have better performance measures is discussed. How some of the problems related to typical MTO systems were dealt with in the past is discussed, by highlighting the salient features of some selected contributions made towards enhancing agility in MTO systems. An outline of the system presently being developed by the author for concurrent and integrated management of MTO manufacturing organisations, which is conceived mainly as an agile management system for MTO environment, is also presented.
TL;DR: This paper focuses on the definition of an object oriented manufacturing data model that can provide a consistent data structure for the construction of a manufacturing model for a virtual enterprise.
Abstract: An integrated, exchangeable, sharable and distributed information environment is one of the crucial factors to ensure the competitive advantage of a virtual enterprise. A manufacturing model that describes an enterprise’s manufacturing capability information is an important part of such a distributed information infrastructure. This paper focuses on the definition of an object oriented manufacturing data model that can provide a consistent data structure for the construction of a manufacturing model for a virtual enterprise. The methodology that is employed to carry out the analysis and design of an object oriented manufacturing data model complies with the open distributed processing reference model. Unified modelling language (UML) class diagrams have been employed to represent the object oriented manufacturing data model with links to relevant ISO standards, which can be instantiated to generate a virtual, global manufacturing model. An experimental software system has been developed using ObjectStore OODBMS and Visual C++. An example manufacturing model for a simple virtual enterprise has been populated and can potentially be used to support product design and manufacturing decisions across a virtual enterprise.
TL;DR: In this article, the authors explore the use of interorganisational systems and the impact they have on flexibility, arguing that it has four dimensions: temporal, range, intention and focus.
Abstract: This paper explores the use of inter‐organisational systems (IOS) and the impact they have on flexibility. The experiences of ten organisations that constitute two value chains enrich and extend previous survey findings. The paper first defines flexibility, arguing that it has four dimensions: temporal, range, intention and focus. It then investigates inter‐organisational systems, assessing how they impact on organisational flexibility. The paper also demonstrates how the case firms perceive flexibility. Next the types of IOS used are outlined, followed by a discussion on how IOS technology affects flexibility. An analysis of the impact of IOS on the flexibility of the complete value chain is presented and conclusions drawn.
TL;DR: In this paper, the authors focus on one major characteristic of a world-class agile management system, namely, employee involvement and human resources development, and provide a method of forming teams for the purpose of improving management systems in an agile environment.
Abstract: This paper focuses on one major characteristic of a world‐class agile management system, namely, employee involvement and human resources development. The paper provides a method of forming teams for the purpose of improving management systems in an agile environment. It demonstrates that such management systems are progressive and proactive in achieving their goals and objectives and cultivate close communication with their employees and customers. Agile management systems create “people oriented organizations” that highly value their customers and employees. In the paper, the strategic importance of communication and employee involvement for agile world‐class management systems has been discussed. Also, a model for employee involvement for agile management systems has been discussed. The paper concludes that the driving force behind employee involvement and human resource development in agile management systems is good communication.
TL;DR: In this paper, the authors demonstrate how a concurrent engineering environment and quality function deployment techniques can be brought together to provide an extended design team with valuable, shared information throughout the design process, so that the design effort can focus on satisfying a functional specification, imperfectly translated from customer requirements.
Abstract: Companies needing to establish competitive advantage must ensure their products are brought to market quickly, with the quality features sought by potential customers. Concurrent Engineering techniques can reduce time scales, but quality issues are more difficult, as customers’ needs are not readily available to the project team throughout the design process, so design effort may focus on satisfying a functional specification, imperfectly translated from customer requirements, rather than on satisfying the real customer needs as perceived in the market. The research reported here demonstrates how a Concurrent Engineering environment and Quality Function Deployment techniques can be brought together to provide an extended design team with valuable, shared information throughout the design process.
TL;DR: In this article, the authors compare the aerospace industry with a well-established model of a lean and in some cases agile manufacturing system already well established in the automotive manufacturing industry and make some attempts to overcome the difference in output volume of the two industries.
Abstract: Considers how far the aerospace industry has travelled on the long journey towards lean and agile manufacturing. Starts by comparing the industry with a well‐established model of a lean and in some cases agile manufacturing system already well established in the automotive manufacturing industry. Makes some attempts to overcome the difference in output volume of the two industries. Asks whether lean manufacturing can be applied to the aerospace industry. Draws on observations made both by academics and during visits to aerospace supply companies. Evidence is put forward as to deployment of lean practices in the industry and why lean manufacturing must be deployed throughout the industry. Focuses on the tentative steps towards the first phases of agile manufacturing, through Lean production, in an industry that produces a high technology leading‐edge product using outdated manufacturing systems.
TL;DR: In this paper, the authors trace the development of agile manufacturing in Australia from the early 1980s to the present day, looking at relevant projects and studies in the field such as the JITVIC program which focused on just-in-time manufacturing during 1985 and major studies carried out by the Australian Manufacturing Council in the early 1990s.
Abstract: Traces the development of agile manufacturing in Australia from the early 1980s to the present day. Looks at relevant projects and studies in the field such as the JITVIC program which focused on just‐in‐time manufacturing during 1985 and major studies carried out by the Australian Manufacturing Council in the early 1990s. Notes that a foundation for the development of agile manufacturing has been laid in Australia and that progress has been made by large companies. Points out, however, that smaller companies still require an initial push.
TL;DR: In this paper, the authors examined the diversities of problems that occur in three different companies and compared their systems to the ideals of agile manufacturing and found that the effect is inadequate or fragmented information systems (IS) that do not address the demands of operational or the wider strategic needs of the company.
Abstract: The necessity of maintaining optimal operations and becoming an agile and responsive enterprise is becoming increasingly important to survive in the global market. Consequently, all resources in the companies need to be effectively marshalled. Traditionally SMEs have concentrated on the 4Ms ± money, materials, machine and manpower but have often neglected the effective management of information, which many authors suggest is at the heart of any agile organisation. The effect is inadequate or fragmented information systems (IS) that do not address the demands of operational or the wider strategic needs of the company. The study reported here examines the diversities of problems that occur in three different companies and, compares their systems to the ideals of agile manufacturing.
TL;DR: This paper discusses the key elements of the CALS strategy and derives the necessary tactics to tackle the application of the strategy and can be used to implement an agile management system.
Abstract: CALS (continuous acquisition and life‐cycle support) strategy which originated in the American military in 1985 is widely embraced by many countries to build a digitized product life‐cycle supporting environment for their industries. Given that an enterprise can find it easier to be agile through the implementation of the CALS strategy, it is apparent that CALS is an enabling strategy for an organization toward an agile management system. This paper discusses the key elements of the CALS strategy and derives the necessary tactics to tackle the application of the strategy. A practitioner can use the advice from this paper to implement an agile management system.
TL;DR: A methodology that enables a dynamic and interactive 3Dvisualization model of the assembly process to be developed from the CAD files of each part in the assembly, and an example is presented that uses virtual reality modeling language (VRML) as the 3‐D representation language.
Abstract: Propoes a methodology that enables a dynamic and interactive 3‐Dvisualization model of the assembly process to be developed from the CAD files of each part in the assembly. Makes three main contributions to the research in this area. First, a taxonomy of features for assembly is presented. Second, a process model for generating interactive 3D models of the assembly process is developed and, third, a new algorithm for creating a dynamic assembly model is derived. This algorithm, called the 3D assembly visualization (3AV) algorithm, involves instantiating the motion attributes that specify the motion of each part in the assembly. This dynamic assembly model is then converted to a 3‐D renderable format for visualization. An example is presented that uses virtual reality modeling language (VRML) as the 3‐D representation language. The result is a dynamic and interactive visual representation of the assembly operation. Such visualization can be of considerable use in DFA.
TL;DR: In this paper, a framework for integrating status information to control an automated assembly line is introduced that combines both transient information (e.g. station queue length) and steady state information obtained by observing the operation of the assembly line.
Abstract: This paper is concerned with reducing the barriers imposed on the flexibility and responsiveness of automated manufacturing systems by current control software technology. The general question that is addressed by this research is, how can insights be gained from the manufacturing system that can assist the control system in meeting this goal of responsive behavior? The approach that is taken is to investigate appropriate means of integrating available manufacturing system information into the control system. A framework for integrating status information to control an automated assembly line is introduced that combines both transient information (e.g. station queue length) and steady‐state information (e.g. station gradient estimates) obtained by observing the operation of the assembly line. It is shown that, through the use of an appropriately designed fuzzy‐logic controller (FLC), the combined information results in flow time performance superior to that achieved using the transient or steady‐state measures individually.
TL;DR: This paper deals with a systematic approach for deriving an object based information model for CIM systems and performance measures for evaluating the “quality” of the derived model are presented and discussed.
Abstract: This paper deals with a systematic approach for deriving an object based information model for CIM systems. Owing to the complex nature of CIM environment it is often difficult to identify data structures and functionality of such a system. An object based modeling methodology is presented, along with clustering based procedure for deriving a static structure model from functional requirements. Performance measures for evaluating the “quality” of the derived model are presented and discussed. A sample manufacturing application is provided in order to illustrate the approach.