Pub Date : 2017-08-29DOI: 10.1504/IJASM.2017.10007187
S. Almeida, Milton Borsato
The rapid increase of waste presents a global challenge pursuing sustainability. In response, recycling is widely recognised as a friendly strategy to the environment and the proper approach to minimise the impact on the environment and the economy. However, the available recycling technology requires raw materials and energy, thus contributing to the depletion of resources. Therefore, it is vital to assess the efficiency of recycling processes to determine their real benefit. The literature suggests a series of approaches, which may be, at first sight, confusing. This study focuses on efficiency evaluation of recycling through exergy as an agile response. It performs a systematic review, based on nine significant factors in recycling, of the relevant literature, evaluating the recycling through the exergetic approach. The review makes two important contributions. First, it presents an approach for assessing such diverse literature in a single structure. In addition, revealing improvement opportunities and future research.
{"title":"Exergetic analysis as an agile approach to recycling processes: a literature review","authors":"S. Almeida, Milton Borsato","doi":"10.1504/IJASM.2017.10007187","DOIUrl":"https://doi.org/10.1504/IJASM.2017.10007187","url":null,"abstract":"The rapid increase of waste presents a global challenge pursuing sustainability. In response, recycling is widely recognised as a friendly strategy to the environment and the proper approach to minimise the impact on the environment and the economy. However, the available recycling technology requires raw materials and energy, thus contributing to the depletion of resources. Therefore, it is vital to assess the efficiency of recycling processes to determine their real benefit. The literature suggests a series of approaches, which may be, at first sight, confusing. This study focuses on efficiency evaluation of recycling through exergy as an agile response. It performs a systematic review, based on nine significant factors in recycling, of the relevant literature, evaluating the recycling through the exergetic approach. The review makes two important contributions. First, it presents an approach for assessing such diverse literature in a single structure. In addition, revealing improvement opportunities and future research.","PeriodicalId":38028,"journal":{"name":"International Journal of Agile Systems and Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2017-08-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46576089","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2017-03-16DOI: 10.1504/ijasm.2017.10003874
Muhammad Atiq-ur-Rehman
It is essential for any manufacturing organisation endeavouring to become agile to identify the relative importance of different agility enablers that contribute the most to agility of an organisation. So in this paper an attempt has been made to identify the agility enablers and the criteria of agile manufacturing from literature review and subsequently ranked the agility enablers after comparing their importance with each agile criterion by analytical hierarchy process (AHP) tool. Sensitivity analysis is performed on the results to check robustness of the ranking while future research opportunities in this research are also identified at the end. The results showed that the management response agility and the supply chain agility received first and second position as the most important enablers while the work force agility is the least important when it comes to make an organisation agile in nature.
{"title":"Determination of relative importance of agility enablers for agile manufacturing companies by analytical hierarchy process","authors":"Muhammad Atiq-ur-Rehman","doi":"10.1504/ijasm.2017.10003874","DOIUrl":"https://doi.org/10.1504/ijasm.2017.10003874","url":null,"abstract":"It is essential for any manufacturing organisation endeavouring to become agile to identify the relative importance of different agility enablers that contribute the most to agility of an organisation. So in this paper an attempt has been made to identify the agility enablers and the criteria of agile manufacturing from literature review and subsequently ranked the agility enablers after comparing their importance with each agile criterion by analytical hierarchy process (AHP) tool. Sensitivity analysis is performed on the results to check robustness of the ranking while future research opportunities in this research are also identified at the end. The results showed that the management response agility and the supply chain agility received first and second position as the most important enablers while the work force agility is the least important when it comes to make an organisation agile in nature.","PeriodicalId":38028,"journal":{"name":"International Journal of Agile Systems and Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2017-03-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48196728","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2017-03-16DOI: 10.1504/IJASM.2017.082935
E. Mohamad, Mohd Amran Bin Ibrahim, L. Sukarma, M. A. A. Rahman, A. S. Shibghatullah, M. Salleh
This study aims to enhance the efficacy of decision-making process in ascertaining waste by means of simulation. Waste involving any tasks that are unable to make any value addition to products from the consumer's side. Simulation can be deployed to improve the decision-making as well as knowledge of a lean practitioner (LP). To assess the production system and make decision-making more precise, a simulation-based approach was formulated and applied. The results established that production cost and waiting time can be reduced through worker arrangement.
{"title":"Improved decision making in lean manufacturing using simulation-based approach","authors":"E. Mohamad, Mohd Amran Bin Ibrahim, L. Sukarma, M. A. A. Rahman, A. S. Shibghatullah, M. Salleh","doi":"10.1504/IJASM.2017.082935","DOIUrl":"https://doi.org/10.1504/IJASM.2017.082935","url":null,"abstract":"This study aims to enhance the efficacy of decision-making process in ascertaining waste by means of simulation. Waste involving any tasks that are unable to make any value addition to products from the consumer's side. Simulation can be deployed to improve the decision-making as well as knowledge of a lean practitioner (LP). To assess the production system and make decision-making more precise, a simulation-based approach was formulated and applied. The results established that production cost and waiting time can be reduced through worker arrangement.","PeriodicalId":38028,"journal":{"name":"International Journal of Agile Systems and Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2017-03-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJASM.2017.082935","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45323345","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2017-03-16DOI: 10.1504/IJASM.2017.082940
A. Sadlauer, P. Hehenberger
Since modern production processes are multi-disciplinary, all relevant disciplines must be involved in product development in order to achieve good results. While established programs for design and simulation are successfully applied in preliminary and detail design, software support in the earlier design phases is poor. We summarise a variety of modelling approaches and analyse the application of general purpose modelling and model-based description languages within a step-wise iterative process model based on VDI-Guideline 2221 in the individual design phases. Our analysis is supported by an example application to the design of a bottling plant. We conclude that General Purpose Modelling and Model-Based Design Languages are useful methods for early product design and could facilitate multi-disciplinary modelling and simulation in a future product development process by thorough integration of different model views in a system model.
{"title":"Using design languages in model-based mechatronic system design processes","authors":"A. Sadlauer, P. Hehenberger","doi":"10.1504/IJASM.2017.082940","DOIUrl":"https://doi.org/10.1504/IJASM.2017.082940","url":null,"abstract":"Since modern production processes are multi-disciplinary, all relevant disciplines must be involved in product development in order to achieve good results. While established programs for design and simulation are successfully applied in preliminary and detail design, software support in the earlier design phases is poor. We summarise a variety of modelling approaches and analyse the application of general purpose modelling and model-based description languages within a step-wise iterative process model based on VDI-Guideline 2221 in the individual design phases. Our analysis is supported by an example application to the design of a bottling plant. We conclude that General Purpose Modelling and Model-Based Design Languages are useful methods for early product design and could facilitate multi-disciplinary modelling and simulation in a future product development process by thorough integration of different model views in a system model.","PeriodicalId":38028,"journal":{"name":"International Journal of Agile Systems and Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2017-03-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJASM.2017.082940","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47234810","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2017-03-16DOI: 10.1504/IJASM.2017.082922
Monireh Safaie
Organisations have experienced quality techniques to consecutive efficiency and productivity. To gain competition superiority and continuous efficiency, they require unified model including quality techniques and agile manufacturing simultaneously. This article follows with three purposes: 1) to investigate the connection between variables of CMMI, Six Sigma, and AM; 2) to prepare organisations for creation of AM using CMMI and Six Sigma; 3) to priority quality factors in three models (CMMI, Six Sigma, and proposal model) and determine best model that cover quality factors. So, a questionnaire designed and hypotheses studied in fuzzy environment. All of hypotheses are confirmed within (0.005, 0.01). On second purpose, fuzzy logic assessed preparation organisations in creation of AM. Results show organisations are prepared to execute AM. AM factors were prioritised [competency (0/27), ability to respond (0/25), speed (0/25), flexibility (0/23)]. In third purpose, quality factors are defined and measured in Six Sigma (19/7%), CMMI (17/5%), and proposal model (66/6%).
{"title":"Capability maturity model integration with approach of agile Six Sigma","authors":"Monireh Safaie","doi":"10.1504/IJASM.2017.082922","DOIUrl":"https://doi.org/10.1504/IJASM.2017.082922","url":null,"abstract":"Organisations have experienced quality techniques to consecutive efficiency and productivity. To gain competition superiority and continuous efficiency, they require unified model including quality techniques and agile manufacturing simultaneously. This article follows with three purposes: 1) to investigate the connection between variables of CMMI, Six Sigma, and AM; 2) to prepare organisations for creation of AM using CMMI and Six Sigma; 3) to priority quality factors in three models (CMMI, Six Sigma, and proposal model) and determine best model that cover quality factors. So, a questionnaire designed and hypotheses studied in fuzzy environment. All of hypotheses are confirmed within (0.005, 0.01). On second purpose, fuzzy logic assessed preparation organisations in creation of AM. Results show organisations are prepared to execute AM. AM factors were prioritised [competency (0/27), ability to respond (0/25), speed (0/25), flexibility (0/23)]. In third purpose, quality factors are defined and measured in Six Sigma (19/7%), CMMI (17/5%), and proposal model (66/6%).","PeriodicalId":38028,"journal":{"name":"International Journal of Agile Systems and Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2017-03-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJASM.2017.082922","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45777018","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-12-01DOI: 10.1108/14654650010356103
R. Hoek
Both postponement and information decoupling have been considered as relevant initiatives in making the agile supply chain a reality. It is commonly argued that the two can be combined into “leagility”, which is the combination of agility with lean capabilities within one supply chain. Based upon a one‐year study of agility in the supply chain, this paper indicates that leagility might work well in operational terms as lean capabilities can contribute to agile performance and might often be a prerequisite. If the leagility approach is to work, though, it is required to fit within a purely agile supply chain strategy, rather than a purely lean approach. Thus it is concluded that the leagility thesis does not fundamentally challenge the agility concept. Specific suggestions on how to move forward in creating the agile supply chain are then developed.
{"title":"The thesis of leagility revisited","authors":"R. Hoek","doi":"10.1108/14654650010356103","DOIUrl":"https://doi.org/10.1108/14654650010356103","url":null,"abstract":"Both postponement and information decoupling have been considered as relevant initiatives in making the agile supply chain a reality. It is commonly argued that the two can be combined into “leagility”, which is the combination of agility with lean capabilities within one supply chain. Based upon a one‐year study of agility in the supply chain, this paper indicates that leagility might work well in operational terms as lean capabilities can contribute to agile performance and might often be a prerequisite. If the leagility approach is to work, though, it is required to fit within a purely agile supply chain strategy, rather than a purely lean approach. Thus it is concluded that the leagility thesis does not fundamentally challenge the agility concept. Specific suggestions on how to move forward in creating the agile supply chain are then developed.","PeriodicalId":38028,"journal":{"name":"International Journal of Agile Systems and Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2000-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84789245","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-12-01DOI: 10.1108/14654650010356095
L. Abdel-Malek, Sanchoy K. Das, C. Wolf
Flexibility is a key component in any agile manufacturing enterprise. A methodology that a firm may use to design, build and then implement a flexible manufacturing (FM) solution is presented. An FM solution is defined as an operational intervention that helps the company counter the changes in its internal and external environments. The methodology was developed in collaboration with several industrial partners, and is easy to use and readily applicable in an industrial setting. The FM solution design method is structured as a three‐phase execution. Phase I involves identifying the flexibility needs of the company. Phase II is the actual development of the FM solution and includes models for measuring the current and target flexibility levels. Phase III incorporates a process to address the economic viability of the proposed solutions. Also reported are the results of a survey on the relative importance of the flexibility types.
{"title":"Design and implementation of flexible manufacturing solutions in agile enterprises","authors":"L. Abdel-Malek, Sanchoy K. Das, C. Wolf","doi":"10.1108/14654650010356095","DOIUrl":"https://doi.org/10.1108/14654650010356095","url":null,"abstract":"Flexibility is a key component in any agile manufacturing enterprise. A methodology that a firm may use to design, build and then implement a flexible manufacturing (FM) solution is presented. An FM solution is defined as an operational intervention that helps the company counter the changes in its internal and external environments. The methodology was developed in collaboration with several industrial partners, and is easy to use and readily applicable in an industrial setting. The FM solution design method is structured as a three‐phase execution. Phase I involves identifying the flexibility needs of the company. Phase II is the actual development of the FM solution and includes models for measuring the current and target flexibility levels. Phase III incorporates a process to address the economic viability of the proposed solutions. Also reported are the results of a survey on the relative importance of the flexibility types.","PeriodicalId":38028,"journal":{"name":"International Journal of Agile Systems and Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2000-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77006094","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-12-01DOI: 10.1108/14654650010356112
R. Narain, R. Yadav, Joseph Sarkis, James J. Cordeiro
Flexibility in manufacturing has aroused considerable interest among researchers and professionals. However, the vast body of literature on flexibility does not adequately address the kind of flexibility a company needs to meet its strategic objectives, nor how this flexibility can be achieved. An overview is provided of different types of flexibility, a classification scheme based on the strategic positioning and goals of the firm is provided, and suggestions are made on how these goals may be achieved. The importance of such a classification in the design and investment justification of flexible manufacturing is also discussed.
{"title":"The strategic implications of flexibility in manufacturing systems","authors":"R. Narain, R. Yadav, Joseph Sarkis, James J. Cordeiro","doi":"10.1108/14654650010356112","DOIUrl":"https://doi.org/10.1108/14654650010356112","url":null,"abstract":"Flexibility in manufacturing has aroused considerable interest among researchers and professionals. However, the vast body of literature on flexibility does not adequately address the kind of flexibility a company needs to meet its strategic objectives, nor how this flexibility can be achieved. An overview is provided of different types of flexibility, a classification scheme based on the strategic positioning and goals of the firm is provided, and suggestions are made on how these goals may be achieved. The importance of such a classification in the design and investment justification of flexible manufacturing is also discussed.","PeriodicalId":38028,"journal":{"name":"International Journal of Agile Systems and Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2000-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90701550","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-12-01DOI: 10.1108/14654650010356158
Katsuhiko Takahashi, N. Nakamura
As a just‐in‐time (JIT) ordering system for multi‐stage production inventory systems, both the kanban system and its alternative, the concurrent ordering system, have been proposed. For both JIT ordering systems, the reactive JIT ordering systems that adjust the buffer size responding to unstable changes in demand were proposed. In addition to the adjustment of buffer size, switching ordering systems between the kanban system and the concurrent ordering system is proposed in order to realize agile control in JIT ordering systems. In the proposed system, the time series data of demand is monitored, and switching the order release systems and adjusting the buffer size are considered when an unstable change in demand is detected with the exponentially weighted moving average charts. The effectiveness of the proposed system is analyzed using simulation experiments under unstable conditions. From these simulation experiments, it is clear that the proposed system can react to unstable changes in demand and satisfy the required level for the mean waiting time of demand. Also, to attain the required level, the proposed system must possess much less work‐in‐process inventories than the previous systems which adjust only the buffer size and do not switch ordering systems.
{"title":"Agile control in JIT ordering systems","authors":"Katsuhiko Takahashi, N. Nakamura","doi":"10.1108/14654650010356158","DOIUrl":"https://doi.org/10.1108/14654650010356158","url":null,"abstract":"As a just‐in‐time (JIT) ordering system for multi‐stage production inventory systems, both the kanban system and its alternative, the concurrent ordering system, have been proposed. For both JIT ordering systems, the reactive JIT ordering systems that adjust the buffer size responding to unstable changes in demand were proposed. In addition to the adjustment of buffer size, switching ordering systems between the kanban system and the concurrent ordering system is proposed in order to realize agile control in JIT ordering systems. In the proposed system, the time series data of demand is monitored, and switching the order release systems and adjusting the buffer size are considered when an unstable change in demand is detected with the exponentially weighted moving average charts. The effectiveness of the proposed system is analyzed using simulation experiments under unstable conditions. From these simulation experiments, it is clear that the proposed system can react to unstable changes in demand and satisfy the required level for the mean waiting time of demand. Also, to attain the required level, the proposed system must possess much less work‐in‐process inventories than the previous systems which adjust only the buffer size and do not switch ordering systems.","PeriodicalId":38028,"journal":{"name":"International Journal of Agile Systems and Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2000-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84070820","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-12-01DOI: 10.1108/14654650010356121
V. Borja, J. Harding, K. T. K. Toh
Creation of new products from existing solutions (product re‐design) shortens new product introduction phases and reduces costs. The product re‐engineering process is a new approach to the realisation of substitute components without the benefit of original design process documentation or any other documentation relating to the component. Re‐engineering comprises stages which are potentially applicable to many industries. This research applies an enterprise modelling architecture to modelling the re‐engineering process, producing descriptions of the process from several different descriptive views, namely function, information, resource and organisation. This results in a more complete description of the process, in which the model itself may be used as a reference for the implementation of a re‐design process in a particular company. This research also shows how the information modelling constructs of CIMOSA can be used to meet the particular unique requirements of the process of re‐design.
{"title":"Product re‐engineering process using an enterprise modelling architecture","authors":"V. Borja, J. Harding, K. T. K. Toh","doi":"10.1108/14654650010356121","DOIUrl":"https://doi.org/10.1108/14654650010356121","url":null,"abstract":"Creation of new products from existing solutions (product re‐design) shortens new product introduction phases and reduces costs. The product re‐engineering process is a new approach to the realisation of substitute components without the benefit of original design process documentation or any other documentation relating to the component. Re‐engineering comprises stages which are potentially applicable to many industries. This research applies an enterprise modelling architecture to modelling the re‐engineering process, producing descriptions of the process from several different descriptive views, namely function, information, resource and organisation. This results in a more complete description of the process, in which the model itself may be used as a reference for the implementation of a re‐design process in a particular company. This research also shows how the information modelling constructs of CIMOSA can be used to meet the particular unique requirements of the process of re‐design.","PeriodicalId":38028,"journal":{"name":"International Journal of Agile Systems and Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2000-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78343235","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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