Evaluation of Leagile Criteria Using DEMATEL Approach

Authors: Naveen Virmani, Rajeev Saha, Rajeshwar Sahai

Abstract:

There is drastic change in manufacturing era in last two decades. It has become mandatory for the industries to become aware of latest and advanced manufacturing technologies and strategies. Leagile manufacturing focuses on minimizing the wastes and meeting customers’ requirements in minimum time possible. However, it becomes difficult to implement all leagile tools simultaneously in industry. In this paper, 17 main criteria of leagile manufacturing have been found and DEMATEL (Decision Making Trial and Evaluation Laboratory) approach has been applied to analyze importance of criteria and casual relations among these criteria.

Keywords: Agile, DEMATEL approach, lean, leagile manufacturing.

Digital Object Identifier (DOI): doi.org/10.5281/zenodo.1130963

References:

[1] Liker, J.K. and Hoseus, M., “Human resource development in Toyota culture”, International Journal of Human Resources Development and Management, Vol. 10 No. 1, 2010, pp. 34-50A., Agarwal, R. Shankar, M.K. Tiwari, ‘Modeling the me trics of lean, agile and leagile supply chain: An ANP-based approach’, European Journal of Operational Research. Vol.173, 2006, pp. 211-225.
[2] A.C. Yao, J.G.H. Carlson, Agility and mixed-model furniture production, International Journal of Production Economics. Vol.81–82, 2003, pp. 95-102.
[3] Lander, E. and Liker, J.K., “The Toyota production system and art: making highly customized and creative products the Toyota way”, International Journal of Production Research, Vol. 45 No. 16, 2007, pp. 3681-3698.
[4] Alagaraja, M., “The strategic value and transaction effectiveness of HRD”, European Journal of Training and Development, Vol. 37 No. 5, 2013, pp. 436-453.
[5] L. Purvis, J. Gosling, M.M. Naim, ‘The development of a lean, agile and leagile supply network taxonomy based on differing types of Flexibility’, International Journal of Production Economics. Vol.151, 2014, pp.100-111Jusko, J., “Strategic deployment: how to think like Toyota”, Industry Week, 2007, pp. 34-37.
[6] Koenigsaecker, G., “Leading the lean enterprise transformation”, CRC Press Taylor & Francis Group, Boca Raton, FL,2013.
[7] B.J. Naylor, M.M. Naim, D. Berry, Leagility, ‘Integrating the lean and agile manufacturing paradigms in the total supply chain’, International Journal of Production Economics. Vol.62, 1999, pp. 107-118.
[8] Bonavia, T. and Marin-Garcia, J.A. (2011), “Integrating human resource management into lean production and their impact on organizational performance”, International Journal of Manpower, Vol. 32 No. 8, pp. 923-938.
[9] Brown S. and Bessant, J., ‘The Manufacturing Strategy-Capabilities Links in Mass Customization and Agile Manufacturing: An Exploratory Study’, International Journal of Operations and Production Management, Vol.23, No.7, 2000, pp. 707-730.
[10] Brown, R., The People Side of Lean Thinking, BP Books, Mukilteo, WA, 2012.
[11] Christopher, M and Towill, D. ‘Supply chain migration from lean and functional to agile and customized’, Supply chain Management, Vol.5, No.4, 2000, pp.206-13.
[12] H. Sternberg, G. Stefansson, E. Westernberg, R.B. afgennäs, E. Allenström, M.L. Nauska, ‘Applying a lean approach to identify waste in motor carrier operations’, International Journal of Productivity and Performance Management. Vol.62, 2013, pp. 47-65.
[13] Hodge, G.L., Ross, K.G., Joines, J.A. and Thoney, K.K. ‘Adapting lean manufacturing principles to the textile industry’, Production Planning and Control: The Management of Operations, Vol. 22, No. 3, 2011, pp.237–247.
[14] Naylor, J.B, Naim, M.M and Berry, D, ‘Leagility: Integrating the lean and agile manufacturing paradigms in total supply chain’, International Journal of Production Economics, Vol.62,1999, pp.107-18.
[15] I. Cil, Y. Turkan, ‘An ANP-based assessment model for lean enterprise transformation’, The International Journal of Advanced Manufacturing Technology. Vol. 64, 2013, pp. 1113-1130.
[16] Pandey, V.C. and Garg, S. ‘Analysis of interaction among the enablers of agility in supply chain’. J. Advances in Management Research, Vol. 6, No. 1, 2009, pp.99–114.
[17] Pullan, T.T., Bhasi, M. and Madhu, G., ‘Decision support tool for lean product and process development’, Production Planning and Control: The Management of Operations, Vol. 24, No. 6, 2011, pp.449–464.
[18] Quinn, F., “The lion of lean: an interview with James Womack”, Supply Chain Management Review, Vol. 9 No. 5, 2005, pp. 28-33.
[19] Ramesh, A., Banwet, D.K. and Shankar, R., ‘Modeling the barriers of supply chain collaboration’, Journal ofModeling in Management, Vol. 5, No. 2, 2010, pp.176–193.
[20] R. Dubey, and A. Gunasekaran, ‘Agile manufacturing: framework and its empirical validation’. The International Journal of Advanced Manufacturing Technology, Vol.76, No.9, 2014, pp 2147-2157.
[21] R. Mason-Jones, B. Naylor, D.R. Towill, ‘Lean, agile or leagile? Matching your supply chain to the marketplace’, International Journal of Production Research. Vol. 38, 2000, pp. 4061-4070.
[22] R. Shah, A. Chandrasekaran, K. Linderman, ‘In pursuit of implementation patterns: the context of Lean and Six Sigma’, International Journal of Production Research. Vol.46, 2008, pp. 6679-6699.
[23] Krishnamurthy R, Yauch, C., ‘Leagile Manufacturing: a proposed corporate infrastructure” International journal of operations and Management’, Vol. 27, No.6, 2007, pp.588-604.
[24] Kuhlang, P., Hempen, S., Sihn, W. and Deuse, J. ‘Systematic improvement of value streams – fundamentals of value stream oriented process management’, Int. J. Productivity and Quality Management, Vol. 12, No. 1, 2013, pp.1–17.
[25] Kumar, S., Singh, B., Qadri, M.A., Kumar, Y.V.S. and Haleem, A. (2013) ‘A framework for comparative evaluation of lean performance of firms using fuzzy TOPSIS’, Int. J. Productivity and Quality Management, Vol. 11, No. 4, pp.371–392.
[26] Lee, Y.C., Yen, T.M. and Tsai, C.H. (2008), “Using importance-performance analysis and decision making trial and evaluation laboratory to enhance order-winner criteria – a study of computer industry”, Information Technology Journal, Vol. 7 No. 3, pp. 396-408.
[27] Liker, J.K. and Convis, G.L., The Toyota Way to Lean Leadership, McGraw Hill, New York, NY,2012.
[28] Liker, J.K. and Franz, J.K., “The Toyota way: helping others help themselves”, Manufacturing Engineering, Vol. 149 No. 5, 2012, pp. 87-95.
[29] Luthra, S., Kumar, V., Kumar, S. and Haleem, A. ‘Barriers to implement green supply chain management in automobile industry using interpretive structural modeling technique: an Indian perspective’, Journal of Industrial Engineering and Management, Vol. 4, No. 2, 2011, pp.231–257.
[30] Miller, L.M., ‘Lean Culture – the Leader’s Guide’, LM Miller Publishing, Annapolis, MD, 2011.
[31] Mohanraj, R., Sakthivel, M. and Vinodh, S. ‘QFD integrated value stream mapping: an enabler of lean manufacturing’, Int. J. Productivity and Quality Management, Vol. 7, No.4, 2011, pp.501–522.
[32] Naylor, J.B, Naim, M.M and Berry, D, ‘Leagility: Integrating the lean and agile manufacturing paradigms in total supply chain’, International Journal of Production Economics, Vol.62, Volume 1-2, 1999, pp.107-18.
[33] Sisson, J. and Elsehnnawy, A., ‘Achieving success with lean: An analysis of lean factors in lean transformation at Toyota and beyond’, International Journal of Lean six sigma, Vol.6, No.3, 2015.pp. 263-280.
[34] S. Mostafa, J. Dumrak, H. Soltan, ‘A framework for lean manufacturing implementation’, Production& Manufacturing Research. Vol.1, No.1, 2013, pp. 44-64.
[35] Swafford, P.M., Ghosh, S. and Murthy, N. ‘Achieving supply chain agility through ITintegration and flexibility’, Int. J. Production Economics, Vol. 116, No. 2, 2008, pp.288–297.
[36] Scherrer-Rathje, M., Boyle, T. and Deflorin, P., “Lean, take two! Reflections from the second attempt at lean implementation”, Business Horizons, Vol. 52 No. 1, 2009, pp. 79-88.
[37] Van, Hoek, R.I., ‘The thesis of leagility revisited’, International Journal of Agile Manufacturing Systems, Vol.2, No, 3, 2000, pp. 196-201.
[38] Elmoselhy, S.A.M., ‘Hybrid lean–agile manufacturing system technical facet, in automotive sector’, Journal of Manufacturing Systems, Vol. 32, 2013, pp.598-619.
[39] Faisal, M.N. ‘Analyzing the barriers to corporate social responsibility in supply chains: an interpretive structural modeling approach’, Int. J. Logistics: Research and Applications, Vol. 13, No. 3, 2010, pp.179–195.
[40] Fullerton, R.R. and Wempe, W.F. (2009), “Lean manufacturing, non-financial performance measures and financial performance”, International Journal of Operations & Production Management, Vol. 29 No. 3, pp. 214-240.
[41] Hodge, G.L., Ross, K.G., Joines, J.A. and Thoney, K.K. (2011) ‘Adapting lean manufacturing principles to the textile industry’, Production Planning and Control: The Management of Operations, Vol. 22, No. 3, pp.237–247.
[42] Yin, R.K., “Case Study Research: Design and Methods”, 4th ed., Sage Publications, Thousand Oaks, CA, 2009.
[43] Roy, B., Misra, S., Gupta, P., ‘An integrated DEMATEL and AHP approach for personnel estimation’, International journal of computer science and information technology and security, Vol.2, No.6, 2012, pp. 1206-1212.
[44] Virmani, N., Yadav, R., ‘Identification of barriers in implementation of TQM in Indian Manufacturing Industries’, International Journal of Science Technology and Management, Vol.5, No.8, 2016, pp. 468-472.
[45] Saleeshya, P.G., Austin, D. and Vamsi, N. ‘A model to assess the lean capabilities of automotive industries’, Int. J. Productivity and Quality Management, Vol. 11, No. 2, 2013, pp.195–211.
[46] Sanchez, A.M. and Perez, M.P. ‘Lean indicators and manufacturing strategies’, Int. J. of Operation and Production Management, Vol. 21, No. 11, 2001, pp.1433–1451.
[47] Scheer, A.W., “CIM Computer Integrated Manufacturing”: Computer Steered Industry, Springer Publishing Company Inc., New York, 2000.
[48] Sharma, S.K., Panda, B.N., Mahapatra, S.S. and Sahu, S. ‘Analysis of barriers for reverse logistics: an Indian perspective’, Int. J. Modeling and Optimization, Vol. 1, No, 2, 2011, pp.101–106.
[49] Singh, H. and Khamba, J.S. ‘An interpretive structural modelling (ISM) approach for advanced manufacturing technologies (AMTs) utilization barriers’, Int. J. Mechatronics and Manufacturing Systems, Vol. 4, No. 1, 2011, pp.35–48.