Interrelationship of drivers for agile manufacturing: an Indian experience
by Swagatika Mishra; Saurav Datta; S.S. Mahapatra
International Journal of Services and Operations Management (IJSOM), Vol. 11, No. 1, 2012

Abstract: Change seems to be one of the enterprises' important characteristics to have competitive edge in ever-increasing competitive environment. Agile manufacturing is viewed as a winning strategy by the organisations to quickly adapt and orient themselves in changing environments. It is important to identify the agile manufacturing drivers which can be deployed collectively to make the organisation profit making one in the market place. All the agility drivers or characteristics do not require the same focus and attention on the part of decision makers. To this end, interpretive structural modelling (ISM) has been adopted to study drivers of agile concept systematically. ISM is capable of addressing the complexities and dynamics of an issue to ease the decision-making process. The technique presents a hierarchical structure that depicts the direct and indirect linkages between the various components in a system based on primacy, precedence, and causality over and among each other. The key drivers for implementation of agile concept in manufacturing have been identified in Indian environment.

Online publication date: Sat, 16-Aug-2014

The full text of this article is only available to individual subscribers or to users at subscribing institutions.

 
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.

Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Services and Operations Management (IJSOM):
Login with your Inderscience username and password:

Username:        Password:          Forgotten your password?

Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.

If you still need assistance, please email subs@inderscience.com