Empirical assessment of critical success factors of leagile manufacturing using fuzzy DEMATEL approach

Q1 Multidisciplinary

International Journal of Agile Systems and Management Pub Date : 2018-10-09 DOI:10.1504/IJASM.2018.10016159

Naveen Virmani, R. Saha, Rajeshwar Sahai

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引用次数: 2

Abstract

Leagile manufacturing has emerged as an innovative strategy in the last two decades. In this paper, critical success factors (CSFs), affecting leagile manufacturing, have been identified through literature review and discussion with industrialists and academics. Fuzzy decision making trial and evaluation laboratory (DEMATEL) technique have been applied to divide the CSF's into cause and effect categories. It has been found that critical success factors 1 (collaborative relationship), 3 (strategic management), 5 (customer and market sensitiveness), 7 (human resource management), 11 (flexible manufacturing system), 12 (knowledge and IT management), 14 (availability of funds), and 15 (benchmarking) falls under cause group while critical success factors like 2 (management support towards implementation of policy), 4 (training and development programs), 6 (design and engineering), 8 (virtual enterprises), 9 (use of advance manufacturing technologies), 10 (supply chain management), and 13 (rapid reconfiguration) falls under effect group. The research will help the managers to identify the key factors and work accordingly in proper directions to implement leagile system in their organisations. Leagile system results in increased profitability, better quality of products, better customer satisfaction, better sales, increased productivity, increased sales, reduced manufacturing lead time, etc.

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基于模糊DEMATEL方法的leagile制造关键成功因素的实证评估

在过去的二十年里，敏捷制造已经成为一种创新战略。本文通过与工业家和学者的文献回顾和讨论，确定了影响敏捷制造的关键成功因素(CSFs)。应用模糊决策试验与评价实验室(DEMATEL)技术对脑脊液进行因果分类。研究发现，关键成功因素1(协作关系)、3(战略管理)、5(客户和市场敏感性)、7(人力资源管理)、11(柔性制造系统)、12(知识和It管理)、14(资金可用性)和15(标杆管理)属于事业组，而关键成功因素2(对政策实施的管理支持)、4(培训和发展计划)、6(设计和工程)、8(虚拟企业)、9(先进制造技术的使用)、10(供应链管理)和13(快速重构)属于有效组。该研究将帮助管理者确定关键因素，并在适当的方向上相应地工作，以在其组织中实施敏捷系统。敏捷系统可以提高盈利能力、提高产品质量、提高客户满意度、提高销售、提高生产率、增加销售、减少制造前置时间等。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

International Journal of Agile Systems and Management Multidisciplinary-Multidisciplinary

CiteScore

2.70

自引率

0.00%

发文量

期刊介绍： The objective of IJASM is to establish an effective channel of communication between academia, industry and persons concerned with the design and development of systems. Change is eternal and perpetual, irrespective of type of system. Systems created in the course of the advance of human civilization need to be functionally and operationally sustainable amid changes in technological, political, socio-economical, financial, cultural and other environmental challenges. IJASM aims to promote and harmonize knowledge developments in the emerging fields of agile systems research, sustainability and vulnerability analysis, risk assessments methodologies, complex systems science, e-organisation and e-supply chain management, with emphasis on the international dimension, particularly breaking cultural barriers, and on national contexts, globalisation and new business practices. As such, we aim to publish papers presenting new research, innovative theoretical approaches, changes in agile management paradigms, and action (both examples of successes and failures as long as there are important lessons to be learned) from leading scholars and practitioners. Papers generally fall into two broad categories: those grounded in theory and/or papers using scientific research methods (e.g., reports of original empirical studies, models, critical reviews of existing empirical research, theory pieces that clearly extend current thinking); and those focusing on innovative agile approaches that are based on well reasoned extensions of existing research, experiential knowledge, or exemplary cases (e.g., thought pieces, case studies, etc).