Ecosystem Interactions Class Discussion Presentation in Blue Green Lined Styl...
Agile Manufacturing Manufactoring and automation.ppt
1. Identification & Analysis of successful factor for the adoption of
Agile Manufacturing
GAURAV SAINI
MM-263-2K13
Guided by: DR TILAKRAJ
Prof. YMCAUST Faridabad
2. CONTAINT
• Introduction
• What is Agile Manufacturing
• Why do we need to be agile
• Key enablers of agile manufacturing
• Methodology
• Managerial implication
• Conclusion and discussion
• References
3. INTRODUCTION
• Agile manufacturing, as a new manufacturing paradigm, requires a
systematic study of its enablers to aid in successful adoption and
implementation of the concept and practice. This study identifies and
determines a relationship among the various enablers for the agile
manufacturing philosophy.
4. What is Agile Manufacturing?
• Agile manufacturing can be defined as the capability to
survive and prosper in a competitive environment of
continuous and unpredictable change by reacting quickly and
effectively to changing markets, driven by customer-designed
products and services.(1)
5. Why do we need to be agile ?
• Global Competition is intensifying.
• Mass markets are fragmenting into niche markets.
• Cooperation among companies is becoming
necessary, including companies who are in direct
competition with each other.
6. Why do we need to be agile
manufacturing?
• Customers are expecting:
1. Low cost products
2. High quality products
3. Custom products
• Very short product life-cycles, development time,
and production lead times are required.
• Customers want to treated and individuals
7. The key enablers of agile manufacturing
Enablers of agile manufacturing are:
1. Advanced manufacturing system
2. Top management support
3. Responsive supply chain
4. Rapid prototyping
5. Advanced qc technique
6. Skilled worker
7. Training and education
8. Team work
9. Employee empowerment
10. Concurrent engineering
11. Production planning and control
12. Proper database mgt. & system integration
13. Continuous improvement
14. Material requirement planning
15. Virtual enterprise
16. Use of Information technology
17. Focus on core competencies
8. Methodology
ISM was a major breakthrough in terms of interpreting the vague, inter-
twined and ill defined mental model. ISM consists of various interconnected
nodes and links. ISM interprets the nodes in terms of the definitions of
variables for each nodes and defines the links in terms of direction and
contextual relationships between the variables only, so that a clear picture of
the structural model is portrayed in term of defining the interrelationships
between the elements, however, ISM remains quiet on interpreting the links,
when it comes to the question “How”. The interpretation of the link is limited
to only the direction and contextual relationship between the variables,
therefore there is a need to interpret links in term of clarifying the way in
which the directed relationship is conceptualized or defined by the experts
(Sushil, 2012). TISM is indeed, a stepping stone in enhancing the
interpretiveness in the structural modeling thereby making the logic of the
model much more transparent, rather than leaving it open to multiple
interpretations by different users (Singh and Sushil,2013)
• Hence, in order to interpret the structural model completely, and to restrict
multiple interpretations by different users, TISM is further applied in this
research work by upgrading the ISM model formed. The main theme of ISM,
i.e. reachability matrix and level partitions is adopted as it is in the process of
TISM. We will discuss the limitations of ISM briefly as (Sushil, 2012)
• ISM does not provide explanation on interpreting the links
• ISM model lacks complete transparency
9. TISM generally incorporates the following steps (Singh and Sushil, 2013):
• Step 1: Variables affecting the system under consideration are listed, which can be objectives,
actions, individuals, barriers, enablers, among others.
• Step 2: From the variables identified in step 1, a contextual relationship is established among
variables with respect to which pairs of variables would be examined.
• Step 3: A Structural Self-Interaction Matrix (SSIM) is developed for variables, which indicates
pair wise relationships among variables of the system under consideration.
• Step 4: A reachability matrix is developed from the SSIM and the matrix is checked for
transitivity. The transitivity of the contextual relation is a basic assumption made in ISM. It
states that if a variable A is related to B and B is related to C, then A is necessarily related to
C.
• Step 5: The reachability matrix obtained in Step 4 is partitioned into different levels.
• Step 6: Based on the relationships given above in the reachability matrix, a directed graph is
drawn and the transitive links are removed.
• Step 7: The final diagraph is translated into a binary interaction matrix form depicting all
interactions by one entry. The cells with one entry are interpreted by picking the relevant
interpretation from the knowledge base in the form of interpretive matrix as shown in Table
5.3
• Step 8: Finally, TISM model is developed in which, links are also interpreted and the
interpretation is written along the side of the respective links. TISM is finally checked for
conceptual inconsistency and the necessary modifications made, if any. The final TISM model
is developed by replacing the variables nodes with statements.
13. Step3-Level partitions
ENABLERS REACHABILITY SET ANTECEDENT SET INTERSECTION SET LEVEL
13 13 13 13 I
11
11 1,2,3,4,5,6,7,8,9,10,,11,12,14,15,16,17 11
II
17
17 1,2,3,4,5,6,7,8,9,10,12,,14,15,16,17 17
III
1
1,3,4,5,6,9,10,12,14,15,16 1,2,3,4,5,6,7,8,9,10,12,14,15,16 1,3,4,5,6,9,10,12,14,15,16
IV
4
1,3,4,5,6,7,9,10,12,14,15 1,2,3,4,5,6,7,8,9,10,12,14,15,16 1,3,4,5,6,7,9,10,12,14
15 IV
10
1,4,10,14 1,2,3,4,5,6,7,8,9,10,,12,14,15,16 1,4,10,14
IV
3
3,5,6,7,9,12,14,15,16 1,2,3,5,6,7,8,9,12,14,,15,16 3,5,6,7,9,12,14,15,16
V
5
3,5,6,9,12,14,15 2,3,5,6,7,8,9,12,14,,15,16 3,5,6,9,12,14,15
V
9
3,5,6,7,9,12,14,15
16
2,3,5,6,7,8,9,12,14,15,16 3,5,6,7,9,12
14,15,16 V
12
3,5,9,12,14,15 2,3,5,6,7,8,9,12,14,15,16 3,5,9,12,14,15
V
15
3,5,6,7,12,14,15 2,3,5,6,7,8,9,12,14,15,16 3,5,6,7,12,14,15
V
6 6,7,14,16 2,4,6,7,8,14,16 6,7,14,16 VI
7 6,7,14,16 2,6,7,8,14,16 6,7,14,16 VI
14 6,7,14,16 2,6,7,8,14,16 6,7,14,16 VI
16 6,7,14,16 2,6,7,8,14,16 6,7,14,16 VI
8 8 2,8 8 VII
2 2 2 2 VIII
16. Continuous improvement
Production planning and control
Focus on core competencies
Advanced manufacturing
system
Rapid prototype Concurrent engineering
Skilled
worker
Training &
education
Virtual
enterprise
Responsive
supply chain
Advanced QC
techniques
Employee
empowermen
t
Information
technology
Material
requirement
planning
Product
database &
system
integration
Top mgt.
support
Team work
ISM Model
17. MICMAC ANALYSIS
MICMAC ANALYSIS: The purpose of MICMAC analysis is to analyze the drive power and
dependence power of factors. MICMAC principle is based on multiplication properties of
Matrices. It is done to identify the key factors that drive the system in various categories.
Based on their drive power and dependence power, the factors, have been classified into four
categories i.e. autonomous factors, linkage factors, dependent and independent factors.(Attri
et al.,2014)
• Autonomous factors: These factors have weak drive power and weak dependence
power. They are relatively disconnected from the system, with which they have few
links, which may be very strong.
• Linkage factors are advanced manufacturing system, responsive supply chain, rapid
prototype, advanced QC techniques, skilled worker, training & education, employee
empowerment, proper database mgt. & system integration, MRP & virtual enterprise.
These factors have strong drive power as well as strong dependence power. These
factors are unstable in the fact that any action on these factors will have an effect on
others and also a feedback effect on themselves
• Dependent factors are concurrent Engineering, production planning & control,
continuous improvement & focus on core competencies. These factors have weak drive
power but strong dependence power.
• Independent factors are top mgt. support, team work & use of information technology.
These factors have strong drive power but weak dependence power. A factor with a
very strong drive power, called the ‘key factor’ falls into the category of independent or
linkage factors.
20. STEP 7-INTRACTION MATRIX
• E1-E4: Advanced manufacturing lead to rapid prototype mean for advanced manufacturing tool like CAD,
pro-e etc is used to design part and used to generate input file for rapid prototype.
• E1-E6: Advanced manufacturing help to develop skill in workers
• E1-E14: Advanced manufacturing help to input production schedule and about material for new product
into the material requirement planning.
• E1-E16: Advanced manufacturing adoption help to increase use of information technology in the industry.
• E2-E8: Top management support help to build up the team work, the whole process of organizational
teamwork must begin with a management leadership team that creates a business strategy and a focus on
the critical goals of the enterprise.
• E3-E1: Responsive supply chain lead to advanced manufacturing system, responsive supply chain control
the variation of demand according to the market.
• E3-E5: Responsive supply chain improves the quality of product.
• E3-E7: Responsive supply chain adoption helps to increase the training and education.
• E3-E9: Responsive supply chain leads to employee empowerment help the employee to make important
decision.
• E3-E16: Responsive supply chain leads to increase the adoption of information technology in the industry.
• E4-E1: Rapid prototype of a product helps the manufacturing unit for designing the product according to
the customer demand.
• E4-E3: Rapid prototype adoption helps to increase the responsiveness and quality of the product in supply
chain.
21. • E4-E5: Rapid prototype indirectly supports QC technique to increase the quality of product.
• E4-E6: Rapid prototype helps to develop skill in workers.
• E4-E7: Rapid prototype adoption helps to increase the training and education.
• E4-E9: Rapid prototype leads to employee empowerment help the employee to make important decision.
• E4-E10: Rapid prototype leads to concurrent engineering help in the development of new product.
• E4-E11: Rapid prototype helps to plan production system.
• E4-E12: Rapid prototype adoption helps to increase proper data base management and system
integration.
• E4-E15: Data related to the rapid prototype of the product help to create the virtual enterprise.
• E5-E3: Advanced quality techniques are used to check the quality of product by different suppliers to
increase the effectiveness of the responsive supply chain.
• E5-E6: Advanced quality techniques help to develop skill in workers.
• E5-E9: Advanced quality techniques leads to employee empowerment help the employee to make
important decision.
• E5-E10: Advanced quality techniques to concurrent engineering help in the development of new product.
• E5-E12: Advanced quality techniques help to build up the proper database about the product quality.
• E5-E14: Advanced quality techniques adoption help to
• E6-E3: Skilled worker lead to responsive supply chain, a manager having skill can develop a effective
responsive supply chain.
• E6-E5: skilled worker can effectively apply quality techniques.
• E6-E7: skilled worker can give training to their colleagues to improve the performance of the system.
• E7-E6: By Training and education workers can develop new skills.
• E7-E14: Training and education help in the implementation of the material requirement planning.
• E8-E6: Team work by a department in a organization help to develop skill. Group members are willing to
get to know one another, particularly those with different interests and backgrounds. They are open to
new ideas, diverse viewpoints, and the variety of individuals present within the group.
22. • E8-E7: Team work lead to educate the members by sharing of knowledge.
• E8-E9: Team work leads to employee empowerment help the employee to make important decision.
• E9-E5: Employee empowerment help the employee to take the decision related to the quality of the
product.
• E9-E6: Employee empowerment develops the freedom, power, trust, autonomy, and encouragement to
carry out job-related tasks.
• E9-E7: Employee empowerment has influence to increase the training and education
• E9-E12: Employee empowerment helps to manage the proper database.
• E10-E1: Concurrent engineering: Automation, Tools, and Techniques illustrates how to design products,
components or systems, across a range of industries, while taking into account advanced manufacturing.
• E10-E4: Concurrent engineering lead to rapid prototyping, help to develop new product without losing
time and material.
• E10-E14: Concurrent engineering covers all the aspects of the field designing, bill of material and planning
of material requirement.
• E11-E13: Proper production planning and control in a organization lead to continuous improvement.
• E12-E3: Proper database management and system integration help to build up responsive supply chain.
• E12-E9: Proper database management and system integration lead to employee empowerment help the
employee to make important decision.
• E12-E14: Proper database management and system integration helps to build the proper sale forecast
input to the MRP
• E14-E3: Material requirement planning help to build up responsive supply chain.
• E14-E4: Material requirement planning has influence on amount of martial is required for the rapid
prototyping.
• E14-E7: Material requirement planning adoption leads to increase the training and education.
• E14-E9: Material requirement planning lead to employee empowerment helps the employee to make
important decision.
23. • E14-E15: Material requirement planning help to create the virtual enterprise in a organization.
• E14-E16: Material requirement planning help to increase the use of information technology.
• E15-E1: virtual enterprise helps to accelerate the use of advance manufacturing in the organization.
• E15-E5: virtual organization is the integration of complementary core competencies distributed among a
number of carefully chosen, but real organizations all with similar supply chains focusing on speed to
market, cost reduction and quality
• E15-E6: virtual enterprise helps to develop effective coordination and integration of participating peoples
at different levels of cooperation.
• E15-E7: virtual enterprise involving appropriate strategies and methodology, which will increase the
training and education,
• E15-E10: virtual enterprise helps to develop concurrent engineering for building new product.
• E16-E3: Use of information technology help to build up responsive supply chain.
• E16-E4: Use of information technology for AM should include mostly software/decision support systems
for designing the product.
• E16-E9: Use of information technology for AM should include mostly software/decision support helps the
employee to make important decision.
• E16-E14: Use of information technology for AM include planning and control operations including
materials requirements planning, design, manufacturing resource planning, scheduling, and production
planning and control
• E16-E15: Information technology helps to build up the virtual enterprise.
• E17-E11: By focusing on the core competencies we can improve proper planning and control in an
organization.
25. Managerial implications
The proposed TISM model has significant implication for the industry manager.
The manager & chief managers in the industry can focus on the key factors
such as top management support & team work and work on them for proper
implementation in the industry. So if top management of any industry provide
support for important decision then productivity & performance may be
improve further if employees are encouraged to work with team spirit than
also agility and performance of industry will improve.
26. Conclusion and discussion:
• In this present research work ISM-based model has been developed for successful
implementation of Agile manufacturing in the industries for improving
productivity, customer satisfaction and increasing market share. This ISM-based
model has been upgraded to TISM-based model so that the structural model can
be interpreted and analyzed completely by interpreting the links thereby making
the logic more transparent rather than leaving to multiple interpretations by
different users. In this study an attempt has been made to identify enablers of
agile manufacturing, implementation and its outcome variables. The major
contribution of this study is the development of contextual relationships among
identified variables through a systematic framework. The present research work
provides a ISM and TISM-based model to understand the relationships among
identified variables.
• TISM-based model developed in this paper acts as a tool for the top management
to understand the variables of agile manufacturing implementation in the
industries. The result of the study leads us to the variables on which the top
management has to lay stress in order to implement agile manufacturing
effectively and efficiently, which will help to improve organization performance in
the Indian manufacturing industry.
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