The relationship between work organization and workforce agility in small manufacturing enterprises

Organizational agility requires development of an adaptable workforce that is able to deal with unexpected and dynamic changes in the business environment. However, little research has been done on the attributes and characteristics of workforce agility. Even less is known about what organization characteristics are conducive to the agile performance of employees. The main goal of this study was to explore the effect of agile strategies on work organization and employees' performance. A total of 41 managers, 82 office workers, and 52 production workers from six small manufacturing companies participated in the study. Three questionnaires, including Agility Strategy Scale, Work Organization Scale, and Workforce Agility Scale, were used for the purpose of data collection. The results support a hypothesized relationship between management strategies focused on agility development, work characteristics, and workforce agility. The results also reveal that autonomy at work is one of the most important predictors of workforce agility. A combination of job demands and job uncertainty had a significant effect on workforce agility. The study also suggests that developing strong cooperative relationships within an organization and with customers and suppliers promotes workforce agility in small manufacturing enterprises.     

Developing a lean and agile work force

This article examines the contribution that human factors practitioners can make to improve work force capabilities in the lean and agile manufacturing environments. The article addresses the demands that lean and agile manufacturing initiatives will place on the current and emerging work force to achieve increasing levels of quality and flexibility with lower costs and shorter product life cycles. The issues of worker selection, continuous skill development, work place design, equipment maintenance, process improvement, mistake proofing, and process reconfiguration for new products are discussed from a human factors perspective. The article concludes that a new production system where human factors play a central role will be needed to help work force members achieve greater success in meeting these demands. © 1997 John Wiley & Sons, Inc.     

The impact of team and work characteristics on team functioning

In this article, the authors seek to strengthen the theoretical foundation of team and cell formation through the inclusion of human factors. They distinguish three types of team characteristics: global, shared, and compositional attributes. In this last category, they also deal with diversity in teams by addressing three types of variables: demographic characteristics, skills and knowledge, and personality traits. In addition, the authors address the relevance of the structure of diversity in cells. For each of the above‐mentioned groups of team characteristics, their potential impact on team functioning is worked out and discussed with simultaneous consideration of the characteristics of the team task. Three industrial examples are included to illustrate the importance of including worker, team, and work characteristics when designing manufacturing cells. © 2006 Wiley Periodicals, Inc. Hum Factors Man 16: 1–15, 2006.     

传统软件开发团队如何转型为敏捷开发团队

通过在一个团队中推行敏捷开发流程,探讨团队如何根据自身的情况选取相应的敏捷开发方法以及团队由原有的开发方法转为使用敏捷开发方法的初期用何种方法才能有效的使团队接受敏捷,并阐述使用这些方法的原因。     

Successful extreme programming: Fidelity to the methodology or good teamworking?

ContextDeveloping a theory of agile technology, in combination with empirical work, must include assessing its performance effects, and whether all or some of its key ingredients account for any performance advantage over traditional methods. Given the focus on teamwork, is the agile technology what really matters, or do general team factors, such as cohesion, primarily account for a team’s success? Perhaps the more specific software engineering team factors, for example the agile development method’s collective ownership and code management, are decisive.ObjectiveTo assess the contribution of agile methodology, agile-specific team methods, and general team factors in the performance of software teams.MethodWe studied 40 small-scale software development teams which used Extreme Programming (XP). We measured (1) the teams’ adherence to XP methods, (2) their use of XP-specific team practices, and (3) standard team attributes, as well as the quality of the project’s outcomes. We used Williams et al.’s (2004a) [33] Shodan measures of XP methods, and regression analysis.ResultsAll three types of variables are associated with the project’s performance. Teamworking is important but it is the XP-specific team factor (continuous integration, coding standards, and collective code ownership) that is significant. Only customer planning (release planning/planning game, customer access, short releases, and stand-up meeting) is positively related to performance. A negative relationship between foundations (automated unit tests, customer acceptance tests, test-first design, pair programming, and refactoring) is found and is moderated by craftsmanship (sustainable pace, simple design, and metaphor/system of names). Of the general team factors only cooperation is related to performance. Cooperation mediates the relationship between the XP-specific team factor and performance.ConclusionClient and team foci of the XP method are its critical active ingredients.     

Hybrid lean–agile manufacturing system technical facet,in automotive sector

In the automotive sector, planners have a difficult balancing act. They benefit from commonality of vehicle parts, yet they must meet more niche demands. The challenge is to strike a balance between these extremes in a cost-effective way without compromising quality. Lean strategies could increase competitiveness and profitability by reducing manufacturing costs. Concurrently, agile strategies could enable enterprises to cope with fluctuations. A hybrid lean–agile approach can be an optimal strategic blend for a manufacturing enterprise to meet this challenge. Flexible focused factory, globalized fractal E-manufacturing, innovative value chain strategies, and designing dynamic manufacturing strategies are the four technical pillars of the proposed hybrid lean–agile manufacturing system technical facet. The study shows that hybridizing the lean and agile systems together is technically valid and can be implemented in an industrial setting. It shows how strategically a hybrid lean–agile system can be implemented. It also shows that about one third of the variation in successfully dealing with the sources of competitive advantage in automotive industry can be explained by adopting the technical facet of the hybrid lean–agile manufacturing system.     

A conceptual framework for agent-based agile manufacturing cells

Abstract. Agile manufacturing techniques are perceived as the manufacturing systems of the future. Agile manufacturing cells are dynamic and reconfigurable and the modelling of the manufacturing cells and its interaction mechanism is critical to its successful use. This paper deals with the architecture and cooperation mechanism of web‐based agile manufacturing cells. Based on an analysis of structure and organization requirements of agile manufacturing cells and a comparison of three basic architectures of manufacturing systems, the quasi‐heterarchical architecture is used for the agile manufacturing cell. Functional layers are defined in this architecture to make the cell's control system reconfigurable and reusable. Agent technology is adopted for implementation of each layer's functions to establish an agent‐based model of agile manufacturing cells. Four types of agents including cooperation agent, job management agent, resource broker agent, and resource control agent are defined, and their functions discussed. Finally, a real time interaction mechanism of the agents is presented by considering the activities during the agents’ cooperation in an agile manufacturing cell.     

Understanding agile software development practices using shared mental models theory

ContextAgile software development is an alternative software development methodology that originated from practice to encourage collaboration between developers and users, to leverage rapid development cycles, and to respond to changes in a dynamic environment. Although agile practices are widely used in organizations, academics call for more theoretical research to understand the value of agile software development methodologies.ObjectiveThis study uses shared mental models theory as a lens to examine practices from agile software methodologies to understand how agile practices enable software development teams to work together to complete tasks and work together effectively as a team.MethodA conceptual analysis of specific agile practices was conducted using the lens of shared mental models theory. Three agile practices from Xtreme Programming and Scrum are examined in detail, system metaphor, stand-up meeting, and on-site customer, using shared mental models theory.ResultsExamining agile practices using shared mental models theory elucidates how agile practices improve collaboration during the software development process. The results explain how agile practices contribute toward a shared understanding and enhanced collaboration within the software development team.ConclusionsThis conceptual analysis demonstrates the value of agile practices in developing shared mental models (i.e. shared understanding) among developers and customers in software development teams. Some agile practices are useful in developing a shared understanding about the tasks to be completed, while other agile practices create shared mental models about team processes and team interactions. To elicit the desired outcomes of agile software development methods, software development teams should consider whether or not agile practices are used in a manner that enhances the team’s shared understanding. Using three specific agile practices as examples, this research demonstrates how theory, such as shared mental models theory, can enhance our understanding regarding how agile practices are useful in enhancing collaboration in the workplace.     

A TCPN based approach to model the coordination in virtual manufacturing organizations☆

The recent developments of communication technologies and network computing have enabled the occurrence of the advanced manufacturing strategy—agile manufacturing. The essence of the agile manufacturing strategy is to form a virtual manufacturing organization (VMO), which integrates the core competencies of member enterprises in order to respond to the global market and increasing customer requirements rapidly. In a VMO, the manufacturing processes are distributed. So modeling and coordination of these processes are very complex. In this paper, we present a Petri Net based approach to model these distributed manufacturing processes and interaction relations among them. A workflow based manufacturing process execution environment is also established to support the implementation of the distributed manufacturing processes.     

Effective human utilization in an original equipment manufacturing (OEM) industry by the implementation of agile manufacturing: A POLCA approach

Agile manufacturing (AM) has been recognized as an international strategy for improving industrial competitiveness. Agility refers to the ability of an organization to adapt to changes within its environment and to utilize them for earning profit and constituting a major item of expense for any organization, having a palpable effect on its profitability. Manpower utilization is considered as one of the important attributes affecting the organization's ability to be agile. In other words, an effective manpower utilization in any agile environment can reduce the workload and enhance the profitability of any organization. The efficiency of any agile organization lies in improved production, through the utilization of a smaller workforce without impacting on its work‐life balance. Thus, this research is focused on ensuring minimum manpower utilization on the machine shop floor of an Original Equipment Manufacturing (OEM) industry by implementing the Paired‐cell Overlapping Loops of Card with Authorization (POLCA) approach. Effective manpower utilization is an important aspect requiring focus in all areas relating to manufacture. However, POLCA, despite being a powerful and multiapplicative tool for AM, has still not been used by researchers for effective manpower utilization. This article takes initiative in this area.     

The impact of agile practices on communication in software development

Agile software development practices such as eXtreme Programming (XP) and SCRUM have increasingly been adopted to respond to the challenges of volatile business environments, where the markets and technologies evolve rapidly and present the unexpected. In spite of the encouraging results so far, little is known about how agile practices affect communication. This article presents the results from a study which examined the impact of XP and SCRUM practices on communication within software development teams and within the focal organization. The research was carried out as a case study in F-Secure where two agile software development projects were compared from the communication perspective. The goal of the study is to increase the understanding of communication in the context of agile software development: internally among the developers and project leaders and in the interface between the development team and stakeholders (i.e. customers, testers, other development teams). The study shows that agile practices improve both informal and formal communication. However, it further indicates that, in larger development situations involving multiple external stakeholders, a mismatch of adequate communication mechanisms can sometimes even hinder the communication. The study highlights the fact that hurdles and improvements in the communication process can both affect the feature requirements and task subtask dependencies as described in coordination theory. While the use of SCRUM and some XP practices facilitate team and organizational communication of the dependencies between product features and working tasks, the use of agile practices requires that the team and organization use also additional plan-driven practices to ensure the efficiency of external communication between all the actors of software development.

Interpretative case studies on agile team productivity and management

ContextThe management of software development productivity is a key issue in software organizations, where the major drivers are lower cost and shorter time-to-market. Agile methods, including Extreme Programming and Scrum, have evolved as “light” approaches that simplify the software development process, potentially leading to increased team productivity. However, little empirical research has examined which factors do have an impact on productivity and in what way, when using agile methods.ObjectiveOur objective is to provide a better understanding of the factors and mediators that impact agile team productivity.MethodWe have conducted a multiple-case study for 6 months in three large Brazilian companies that have been using agile methods for over 2 years. We have focused on the main productivity factors perceived by team members through interviews, documentation from retrospectives, and non-participant observation.ResultsWe developed a novel conceptual framework, using thematic analysis to understand the possible mechanisms behind such productivity factors. Agile team management was found to be the most influential factor in achieving agile team productivity. At the intra-team level, the main productivity factors were team design (structure and work allocation) and member turnover. At the inter-team level, the main productivity factors were how well teams could be effectively coordinated by proper interfaces and other dependencies and avoiding delays in providing promised software to dependent teams.ConclusionTeams should be aware of the influence and magnitude of turnover, which has been shown negative for agile team productivity. Team design choices remain an important factor impacting team productivity, even more pronounced on agile teams that rely on teamwork and people factors. The intra-team coordination processes must be adjusted to enable productive work by considering priorities and pace between teams. Finally, the revised conceptual framework for agile team productivity supports further tests through confirmatory studies.     

Agile Enterprise: A Human Factors Perspective

The results of the case study showed that the organizational identity includes the attributes that affect the organization's ability to be agile. Comparison of 2 companies, one of which has the characteristics of an agile organization and the other that operates in the traditional manner, showed that the evaluation of these attributes is some kind of a prerequisite for assessing the agility of the organization. This issue may become the next research problem. The article also presents the results of a study concerning the values important for Wielkopolska residents. Analysis of the results shows that Wielkopolska residents have the potential to take agile action and develop agile organizations. The role of managing staff in this organizations is to make the proper use of available social capital and to develop entrepreneurial and pro‐innovative attitudes among their subordinates.     

Agility and production flow layouts: An analytical decision analysis

The term ‘agile manufacturing’ has referred to operational aspects of a manufacturing company concerning their ability to produce customized products at mass production prices and with short lead times. A core issue faced within agile manufacturing is the need for appropriate and supporting production and operations systems. Many design dimensions of agility and agile manufacturing exist. To help attain this goal for integrating the many design dimensions, operations infrastructure and capacity must be carefully planned to manage production flow, and thus production layout planning takes on an increasingly important role. Given the importance of these dimensions in response to agility, this paper seeks to make a contribution by providing insights into a decision aid for evaluating production flow layouts that support and enhance the agile manufacture of products. Layout design has a significant impact on the performance of a manufacturing or service industry system and has been an active research area for many decades. Strategic evaluation of production layouts requires consideration of both qualitative and quantitative factors (managerial, organizational, and technical). This paper makes use of the Analytical Network Process (ANP) which captures interdependencies among different criteria, sub-criteria and dimensions, an evident characteristic of production flow layouts in complex agile manufacturing environments. An application case study exemplifying the practical usefulness of this type of model describes how management, after implementation of the model, made a mid-course correction related to the production layout initially selected.     

敏捷制造框架体系结构研究

文中以系统方法论的观点探讨了敏捷制造模式的描述框架建立问题,从中阐述敏捷制造的哲理、概念特征、功能特征及与重构工程和并行工程等相关学科的联系,并给出敏捷化工程实施的总体思路。所提出的框架原理具有一定的工程实践意义。     

Design of Scheduling Decision Mechanism for Agile Manufacturing System

Design of scheduling decision mechanism is a key issue of scheduling decision method and strategy for agile manufacturing system. Effective scheduling decision mechanism helps to improve the operational agility of manufacturing system. Several scheduling decision mechanisms are discussed, including scheduling forecasting mechanism, cooperation mechanism and cell scheduling mechanism. Also soft decision mechanism is put forward as a promising prospect for agile manufacturing system, and some key techniques in soft decision mechanism are introduced.     

供需链管理系统基于CORBA的实现

本文基于分布对象技术CORBA、代理及Web技术提出了一敏捷供需链管理系统的实施方案,在分布、异构环境下实现应用系统集成。     

Primavera gets agile: a successful transition to agile development

Primavera Systems provides enterprise project portfolio management solutions that help customers manage their projects, programs, and resources. When we decided to improve how we build software and increase the quality of life for everyone on the team, we found our answer in agile software development. Adopting agile practices is a process of continuous learning and improvement. Primavera's development team is a model for others looking to adopt agile processes.     

Simultaneous engineering for self-directed work teams implementation: A case study in the electronics industry

Simultaneous engineering is based on the interaction between different disciplines and parallel consideration of design with production. This is usually taken as embracing product design and the manufacturing process (for instance in design for manufacturability), or product, manufacturing process and maintenance strategies (in design for maintainability) etc. A simultaneous engineering approach can also be of great value, however, for work organisation change, and vice versa. This paper describes a case study where problems with the product design and manufacturing process meant that these were redesigned in parallel with the implementation of self-directed work teams. In fact, the involvement of the first pilot team in this redesign enabled them to gain much of the confidence, skills and knowledge they required to operate successfully, and early decisions on the form and management of the team structure were supported.

Relevance to industry

Team work is an increasingly common choice of manufacturing and other companies to organise their production and assembly activities. The case study in this paper illustrates lessons in implementation of self-directed work teams. Moreover, it is emphasised that such implementation can be a fundamental part of simultaneous engineering, and also that teams themselves can contribute to concurrent product and process development.     

The use of prototypes to bridge knowledge boundaries in agile software development

Bridging knowledge boundaries among project team members is essential to prevent delays or complete failure of software development projects. Prior researchers have reported that software prototypes can be used to help bridge knowledge boundaries between team members in traditional software development settings, yet their use in an agile development setting remains unexplored. Agile development centers the interactions between team members on emerging representations of the prototype whose properties are prone to change over time. Therefore, we conducted an in‐depth study of an agile development project to enhance our understanding on how software prototypes are used as boundary objects in a distributed team setting. Our analyses of team member interactions during 46 virtual meetings that took place over a period of 6 months revealed four different prototype use practices (exemplifying, contrasting, relating, framing) that were effective in bridging syntactic, semantic, or pragmatic knowledge boundaries. We also provide empirically grounded evidence of how variations in object properties can afford different use practices, how the use practices take advantage of these properties, and how object properties are reshaped through these use practices as different types of knowledge boundaries are bridged. These findings bear important implications for research on prototypes as boundary objects in software development in particular and boundary object use in general.