Agile manufacturing research: accomplishments and opportunities

Agile manufacturing is a new expression that is used to represent the ability of a producer of goods and services to thrive in the face of continuous change. These changes can occur in markets, in technologies, in business relationships and in all facets of the business enterprise. This paper discusses the genesis of several of the Agile Manufacturing Research Institutes (AMRIs) and their on-going activities and results to date. A vision for agile manufacturing research is articulated and initial accomplishments identified. Additional research needs are also discussed.     

A framework for measuring success of cellular manufacturing implementation

This paper analyses a part of the data collected in a survey of US firms that operate manufacturing cells. The paper identified two underlying dimensions or constructs that explain the relationships amongst the performance measures commonly used to assess the relative magnitude of success of cellular manufacturing (CM) implementation. These are: (1) delivery response (D R), and (2) quality-cost (QC). Scrap-rework and throughput time were identified as appropriate surrogate measures respectively for QC and D R, indicating that those two variables may suffice to monitor success of CM implementation. The firms report significantly greater improvements in D R variables than they do in QC. The paper also proposes a methodology to categorize relative success of CM implementation. Noting that no manager would volunteer to categorize his implementation efforts as a failure, the categorization scheme proposed can be utilized regardless of the firm's claims. Interpreting success within the framework of the proposed classification scheme, further analyses show that plants with a large number of product lines or operating a large number of cells tend to be more successful than others. However, the degree of success of CM implementation does not seem to be impacted by cell independence or whether the plant is unionized or not.     

Improving the implementation effectiveness of cellular manufacturing: a comprehensive framework for practitioners

In today's competitive environment cellular manufacturing (CM) is a well-known strategy in improving manufacturing performance. To obtain the full benefits that CM has to offer successful implementation is a critical factor. Evidence indicates that firms converting to CM often struggle with implementation and achieve results that are less than anticipated. A comprehensive review of implementation literature was undertaken and a multi-phase model developed and evaluated through a case study. The framework recognizes the importance of both technical and human aspects of CM and provides practitioners with a better understanding of the various phases in the implementation process, including the many activities and issues which need to be considered for each step. In the case study company, implementation of CM not only provided many of the benefits associated with this form of manufacturing but also allowed operators to become a value-adding link in respect to process and product improvement and new product development.     

Agile workforce evaluation: a framework for cross-training and coordination

This paper outlines approaches for assessing and classifying manufacturing and service operations in terms of their suitability for use of cross-trained (flexible) workers. We refer to our overall framework as agile workforce evaluation. The primary contributions of this paper are: (i) a strategic assessment framework that structures the key mechanisms by which cross-training can support organizational strategy; (ii) a tactical framework that identifies key factors to guide the selection of an architecture and worker coordination policy for implementing workforce agility; (iii) a classification of workforce agility architectures; (iv) a survey of a broad range of archetypical classes of worker coordination policies; (v) a survey of the literature with an operational perspective on workforce agility; and (vi) identification of opportunities for research and development of architectures for specific production environments.     

Agile manufacturing system control based on cell re-configuration

The control of an agile manufacturing system (AMS) is expected to be flexible, open, scalable and re-configurable so as to tackle the more complex and uncertain information flows. To meet these requirements, we propose agent-based control architecture for AMS, under which the functions of task planning, scheduling and dynamic control are integrated seamlessly. First of all, this paper introduces the concept of RMC (re-configurable manufacturing cell), based on which, we construct the control architecture for AMS in compliance with multi-agent system (MAS). The whole control process under the architecture comprises two hierarchies, i.e. the upper one for order planning and RMC forming and the lower one for task scheduling within each RMC. For the upper hierarchy, we establish a linear integer programming (LIP)-based mathematical model and a MAS-based dynamic process model, and present a two-step approach to order planning and RMC forming. For the lower hierarchy, we develop the scheduling model, a method based on the bidding mechanism from contract net, and describe the rescheduling mechanism in the control system. To illustrate the methodology proposed in the paper, a simulation study is thoroughly discussed. Our studies demonstrate that the RMC-based control architecture provides an AMS with an optimal, dynamic and flexible mechanism of responding to an unpredictable manufacturing environment, which is crucial to achieve agility for the whole manufacturing system.     

Critical success factor framework for the implementation of integrated-enterprise systems in the manufacturing environment

The business environment today is a collaborative business environment. These include inter- and intra-enterprise business process collaboration in the areas of supply chain management, customer relationship management, supplier relationship management, e-business and employee–business integration. To achieve this, enterprises also realize the need to implement integrated-enterprise systems, which integrate tightly their intra- and inter-enterprise business processes. With new technologies like web services, wireless applications and advanced software applications that enable collaboration, the enterprise today needs implementation frameworks that consider the requirements of collaborative business scenarios in a holistic manner. Consideration of the various critical success factors in the life cycle of the integrated-enterprise systems implementation reduces the risk of failures. A critical success factor framework is introduced for an integrated-enterprise systems implementation framework in the collaborative manufacturing environment. This framework ensures that the various critical success factors are considered at a very early stage of the project so that the integrated-enterprise system can be designed and implemented. Risks and potential problem areas are identified and mitigation plans can be put in place. A case study of an integrated-enterprise system implementation using the critical success factor framework is also presented. This framework was used successfully to design and implement a collaborative integrated-enterprise system for a manufacturing enterprise.     

Amalgamation of mass customisation and agile manufacturing concepts: the theory and implementation study in an electronics switches manufacturing company

This paper reports a research which was pursued with the purpose of indicating the need of amalgamating mass customisation and agile manufacturing principles for achieving competitiveness in organisations. The research findings and observations on these principles were used to design a model named as agile customisation programme. The implementation study of this programme was conducted in an electronics switches manufacturing company situated in India. The practical implications of this programme were studied by gathering feedback from the executives of this company. The details of these works are briefly presented in this paper. Further, the practical implications were used to propose a roadmap. Future researchers may adopt this roadmap and implement this programme in various types and sizes of companies. The performance of this programme in those companies shall be measured using agile manufacturing metrics such as responsiveness, time compression, quality improvement and profitability.     

Integrated and Intelligent Manufacturing: Perspectives and Enablers

With ever-increasing market competition and advances in technology, more and more countries are prioritizing advanced manufacturing technology as their top priority for economic growth. Germany announced the Industry 4.0 strategy in 2013. The US government launched the Advanced Manufacturing Partnership (AMP) in 2011 and the National Network for Manufacturing Innovation (NNMI) in 2014. Most recently, the Manufacturing USA initiative was officially rolled out to further “leverage existing resources... to nurture manufacturing innovation and accelerate commercialization” by fostering close collaboration between industry, academia, and government partners. In 2015, the Chinese government officially published a 10-year plan and roadmap toward manufacturing: Made in China 2025. In all these national initiatives, the core technology development and implementation is in the area of advanced manufacturing systems. A new manufacturing paradigm is emerging, which can be characterized by two unique features: integrated manufacturing and intelligent manufacturing. This trend is in line with the progress of industrial revolutions, in which higher efficiency in production systems is being continuously pursued. To this end, 10 major technologies can be identified for the new manufacturing paradigm. This paper describes the rationales and needs for integrated and intelligent manufacturing (i²M) systems. Related technologies from different fields are also described. In particular, key technological enablers, such as the Internet of Things and Services (IoTS), cyber-physical systems (CPSs), and cloud computing are discussed. Challenges are addressed with applications that are based on commercially available platforms such as General Electric (GE)’s Predix and PTC’s ThingWorx.     

Antecedents of effective performance measurement system implementation: an empirical study of UK manufacturing firms

This paper examines the antecedents to effective performance measurement system (PMS) implementation. There have been only a few studies which have investigated this topic, and to-date there is no consensus about what factors are significant. Using empirical data collected from 349 UK manufacturing firms, we identify six potential factors from an item pool derived from an extensive literature review. Subsequent regression analysis reveals that all six factors have a significant influence on PMS implementation effectiveness. We characterise these factors into two sub-sets, with the technical sub-set accounting for most of the variance in the dependent variable. We also demonstrate that ‘softer’ social factors additionally have a significant, albeit comparatively small, effect. These, we argue, are essential in order to bind an organisation’s approach to performance measurement into one cohesive whole. Our findings provide managers with a clearer view of the factors which may influence the effectiveness of their PMS implementation. Moreover, we anticipate that the findings should provide empirical stimulation of an important debate about how to ensure that organisations can implement PMSs that are adequate for their purposes. As such, while the findings have current utility, their additional value is in providing a platform for subsequent research.     

Adoption framework for advanced manufacturing technologies

The paper examines the adoption of advanced manufacturing technology (AMT). The general proposition is that the adoption of AMT reflects an interactive learning process, which is described by the extant use of AMT, firm-specific AMT knowledge accumulation, and the transfer of AMT ideas among networks of firms, suppliers, industry associations and government. This general proposition was specified as a structural equation model of Adoption of AMT. Data were based on the experiences of 224 Australian manufacturing companies that have invested and succeeded in using AMT. The results suggest that the adoption of AMT is primarily a function of a firm's assets for AMT, which comprise the resources, capabilities, and competences for developing and using AMT. The relationship between the adoption of AMT and assets for AMT was reciprocal, which implied a process of dynamic accumulation of both technology and human assets — a view consonant with the competence perspective of the firm. Overall, assets for AMT represent the AMT knowledge base of firms, and were shown to have a crucial role in determining the adoption of AMT.     

A framework for modern manufacturing economics

Modern manufacturing economics is an interdisciplinary research subject which deals with the cycles of performance measurement, cost estimation, and decision analysis that are enmeshed with quantification of ill-structured benefits of advanced manufacturing technologies (AMT). This paper proposes a framework of modern manufacturing economics by examining recent research trends of AMT economics. It underscores integrated, quantitative, global, and strategic studies of AMT economics.     

Activity-based framework for cost savings through the implementation of an ERP system

Although enterprise resource planning (ERP) has been widely adopted since its first appearance in the early 1990s, there is a lack of research regarding ERP investment justification and performance evaluation. In this paper, based on an activity-based costing (ABC) analysis, we propose a framework to quantify the cost savings that the implementation of an ERP system should achieve in order to make the investment justifiable. Exploiting the ability of ABC to trace costs to activities and products, ERP resource costs and activities are identified and the cost structure of products is analysed. It is also shown that the ABC approach can enhance the visibility of business processes with various activities and cost drivers and provide information about actions to be taken to raise profits by cost savings or increased revenues. Finally, a numerical example is used to demonstrate how an ERP system is utilized on activities and how it affects the cost of products. An extensive analysis follows to address how the results can be used to direct process improvement toward corporate goals.     

Strategic acquisition of new manufacturing technology: a review and research framework

A framework for evaluating acquisition of new manufacturing technology is presented based on extensive reviews of various approaches available in the literature. The suggested evaluation procedure involves three hierarchical levels, namely, strategic evaluation, operational evaluation and financial evaluation. The need for quantifying intangible and complex strategic benefits, and comparing them with tangible financial benefits at the same level is eliminated. The paper describes a methodology for strategic evaluation, and suggests techniques that can be used for operational and financial evaluation. The framework identifies important research areas and provides guidelines to develop a better procedure for evaluating acquisition of new manufacturing technology.     

A smart manufacturing adoption framework for SMEs

Smart Manufacturing (SM) a revolutionary paradigm that aims to improve production systems’ performance in terms of quality, time, cost, and flexibility, as well as human and machine decision-making capabilities. Most large enterprises have already taken first steps towards adopting SM. Small and Medium-sized Enterprises (SMEs) on the other hand, are struggling with developing a SM adoption roadmap. Our research builds on the real and perceived needs and challenges faced by manufacturing SMEs and advances the field by developing and evaluating an SME-specific ‘SM adoption framework’. We have employed a multiple case study approach to acknowledge the lessons learned by selected early-adopter SMEs that have recently implemented and deployed SM tools and practices. We propose an SM adoption framework with five vital steps that SMEs interested in SM should follow: (i) identify manufacturing data available within the SME, (ii) readiness assessment of the SME data-hierarchy steps, (iii) developing SM awareness of SME leadership and staff, (iv) develop a SM tailored vision for the SMEs, and (v) identify appropriate SM tools and practices necessary to realise the tailored SM vision. Moreover, the results of the case study analysis enabled us to formulate many generalisations.     

A framework to manage reconfigurability in manufacturing

Nowadays, manufacturing firms are dealing with the unpredictability of market requirements and the frequent changes induced by technological innovation. For this reason, firms are more and more addressing the need to be responsive at an affordable cost. To do so, they are required to develop a capability called reconfigurability. This paper is a review of the existing literature because the current need makes interesting to reflect on the state of the art of reconfigurability as a concept. This reflection has led to focus on reconfigurability characteristics for both their relevance and their relationships with managerial decisions in manufacturing. To this end, a framework has been proposed. It is based on system lifecycle and production levels. These two elements have been deduced from literature and identified as relevant dimensions for decision-making.     

Easing the implementation and change of manufacturing software systems

The software systems that underpin contemporary manufacturing enterprises can become the single most inflexible part of an enterprise, constraining a business that has to evolve. This paper describes an approach to manufacturing software system creation which supports system evolution. It is based on the notion that raising the level of the computing infrastructure through the use of a domain machine, can remove the need to transform the clear abstractions and decomposition identified during design into the incomprehensible maze of programming language constructs which prove difficult to maintain.

The paper provides a comparison between two implementations of a system to control a printed circuit board manufacturing line, one based on a conventional approach and the other based on the authors manufacturing domain machine. Ease of change enabled by the domain machine is illustrated through measuring the degree of modification required to each system when incorporating a new solder paste print machine in the production line.     

A decision framework for maximising lean manufacturing performance

Since the development of the original value stream mapping (VSM) by Taichi Ohno at Toyota, a number of authors have suggested several additional VSM tools to understand and improve the value stream through waste reduction. A single best VSM tool, though effective in dealing with a certain waste type, becomes redundant as other wastes take centre stage and/or organisational priorities change. To overcome this, a decision framework based on a novel formulation of the integrated analytical hierarchy process (AHP) – pre-emptive goal programming (PGP) has been proposed. This framework not only guarantees accurate selection of an ideal VSM tool, based on the current organisation's priorities, but also aids the decision maker to arrive at the optimum implementation sequence of a chosen set of VSM tools to identify and reduce all wastes present in the system, thereby maximising organisational performance in the shortest timeframe.     

Additive particle deposition and selective laser processing-a computational manufacturing framework

Many additive manufacturing technologies involve the deposition of particles onto a surface followed by selective, targeted, laser heating. This paper develops a modular computational framework which combines the various steps within this overall process. Specifically, the framework synthesizes the following:

• particle dynamics, which primarily entails: (a) the movement of the particles induced by contact with the surface, (b) particle-to-particle contact forces and (c) near-field interaction and external electromagnetic fields.
• laser-input, which primarily entails: (a) absorption of laser energy input and (b) beam interference (attenuation) from particles and
• particle thermodynamics, which primarily entails: (a) heat transfer between particles in contact by conduction and (b) subsequent thermal softening of the particles.

Numerical examples are provided and extensions are also addressed for two advanced processing scenarios involving solid-liquid-gas phase transformations.     

Lean manufacturing in Brazilian small and medium enterprises: implementation and effect on performance

The main objective of this paper is to investigate the degree to which lean manufacturing (LM) practices are being implemented within Brazilian small and medium enterprises (SMEs), by defining what LM means, in the view of SMEs in Brazil. In addition, the paper investigates the relationship between LM implementation and performance of such companies. The research method used in this paper comprised of an exploratory survey using the partial least-square method with the structural equation modelling technique (PLS-SEM). The results show that the companies studied used practices in a fragmented manner, without a holistic view of LM, which is considered to be one of the most important parts of this approach. Only the constructs of statistical process control, total productive maintenance and employee involvement are being implemented as an integrated approach for Brazilian SMEs. These companies do not take other important constructs such as customer involvement, continuous flow, pull production, set-up time reduction, supplier development and supplier feedback into consideration as part of LM systems, despite using some practices in a dispersed manner. Concerning performance, the present study shows that even in a fragmented way, the implementation of these LM practices help these companies to achieve improvement in operational performance.