{"title":"基于模糊DEMATEL方法的leagile制造关键成功因素的实证评估","authors":"Naveen Virmani, R. Saha, Rajeshwar Sahai","doi":"10.1504/IJASM.2018.10016159","DOIUrl":null,"url":null,"abstract":"Leagile manufacturing has emerged as an innovative strategy in the last two decades. In this paper, critical success factors (CSFs), affecting leagile manufacturing, have been identified through literature review and discussion with industrialists and academics. Fuzzy decision making trial and evaluation laboratory (DEMATEL) technique have been applied to divide the CSF's into cause and effect categories. It has been found that critical success factors 1 (collaborative relationship), 3 (strategic management), 5 (customer and market sensitiveness), 7 (human resource management), 11 (flexible manufacturing system), 12 (knowledge and IT management), 14 (availability of funds), and 15 (benchmarking) falls under cause group while critical success factors like 2 (management support towards implementation of policy), 4 (training and development programs), 6 (design and engineering), 8 (virtual enterprises), 9 (use of advance manufacturing technologies), 10 (supply chain management), and 13 (rapid reconfiguration) falls under effect group. The research will help the managers to identify the key factors and work accordingly in proper directions to implement leagile system in their organisations. Leagile system results in increased profitability, better quality of products, better customer satisfaction, better sales, increased productivity, increased sales, reduced manufacturing lead time, etc.","PeriodicalId":38028,"journal":{"name":"International Journal of Agile Systems and Management","volume":null,"pages":null},"PeriodicalIF":0.0000,"publicationDate":"2018-10-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"2","resultStr":"{\"title\":\"Empirical assessment of critical success factors of leagile manufacturing using fuzzy DEMATEL approach\",\"authors\":\"Naveen Virmani, R. Saha, Rajeshwar Sahai\",\"doi\":\"10.1504/IJASM.2018.10016159\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"Leagile manufacturing has emerged as an innovative strategy in the last two decades. In this paper, critical success factors (CSFs), affecting leagile manufacturing, have been identified through literature review and discussion with industrialists and academics. Fuzzy decision making trial and evaluation laboratory (DEMATEL) technique have been applied to divide the CSF's into cause and effect categories. It has been found that critical success factors 1 (collaborative relationship), 3 (strategic management), 5 (customer and market sensitiveness), 7 (human resource management), 11 (flexible manufacturing system), 12 (knowledge and IT management), 14 (availability of funds), and 15 (benchmarking) falls under cause group while critical success factors like 2 (management support towards implementation of policy), 4 (training and development programs), 6 (design and engineering), 8 (virtual enterprises), 9 (use of advance manufacturing technologies), 10 (supply chain management), and 13 (rapid reconfiguration) falls under effect group. The research will help the managers to identify the key factors and work accordingly in proper directions to implement leagile system in their organisations. Leagile system results in increased profitability, better quality of products, better customer satisfaction, better sales, increased productivity, increased sales, reduced manufacturing lead time, etc.\",\"PeriodicalId\":38028,\"journal\":{\"name\":\"International Journal of Agile Systems and Management\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2018-10-09\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"2\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"International Journal of Agile Systems and Management\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1504/IJASM.2018.10016159\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q1\",\"JCRName\":\"Multidisciplinary\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"International Journal of Agile Systems and Management","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1504/IJASM.2018.10016159","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"Multidisciplinary","Score":null,"Total":0}
Empirical assessment of critical success factors of leagile manufacturing using fuzzy DEMATEL approach
Leagile manufacturing has emerged as an innovative strategy in the last two decades. In this paper, critical success factors (CSFs), affecting leagile manufacturing, have been identified through literature review and discussion with industrialists and academics. Fuzzy decision making trial and evaluation laboratory (DEMATEL) technique have been applied to divide the CSF's into cause and effect categories. It has been found that critical success factors 1 (collaborative relationship), 3 (strategic management), 5 (customer and market sensitiveness), 7 (human resource management), 11 (flexible manufacturing system), 12 (knowledge and IT management), 14 (availability of funds), and 15 (benchmarking) falls under cause group while critical success factors like 2 (management support towards implementation of policy), 4 (training and development programs), 6 (design and engineering), 8 (virtual enterprises), 9 (use of advance manufacturing technologies), 10 (supply chain management), and 13 (rapid reconfiguration) falls under effect group. The research will help the managers to identify the key factors and work accordingly in proper directions to implement leagile system in their organisations. Leagile system results in increased profitability, better quality of products, better customer satisfaction, better sales, increased productivity, increased sales, reduced manufacturing lead time, etc.
期刊介绍:
The objective of IJASM is to establish an effective channel of communication between academia, industry and persons concerned with the design and development of systems. Change is eternal and perpetual, irrespective of type of system. Systems created in the course of the advance of human civilization need to be functionally and operationally sustainable amid changes in technological, political, socio-economical, financial, cultural and other environmental challenges. IJASM aims to promote and harmonize knowledge developments in the emerging fields of agile systems research, sustainability and vulnerability analysis, risk assessments methodologies, complex systems science, e-organisation and e-supply chain management, with emphasis on the international dimension, particularly breaking cultural barriers, and on national contexts, globalisation and new business practices. As such, we aim to publish papers presenting new research, innovative theoretical approaches, changes in agile management paradigms, and action (both examples of successes and failures as long as there are important lessons to be learned) from leading scholars and practitioners. Papers generally fall into two broad categories: those grounded in theory and/or papers using scientific research methods (e.g., reports of original empirical studies, models, critical reviews of existing empirical research, theory pieces that clearly extend current thinking); and those focusing on innovative agile approaches that are based on well reasoned extensions of existing research, experiential knowledge, or exemplary cases (e.g., thought pieces, case studies, etc).