To Enhancement the agility through agile manufacturing approach in Wire Mesh Industry.

ABSTRACT

PURPOSE:-This case study is based on one of the wire making industries (verities pvt ltd) in
south Gujarat GIDC. The main purpose of this paper is to study and understand importance and
core consequences of lean manufacturing system and agile manufacturing system in the
industries.Todays globalization of low cost market and dynamic demand of customers present
scenario very important to adopt lean manufacturing and agile manufacturing system and sustain
today competition. This case study we carried out huge literature survey on lean manufacturing
system and agile manufacturing system and understand its importance and study how to
implement in wire making industry by use of ideal time study data system.

DESIGN/METHODOLOGY/APPROACH:- To implement agile manufacturing system and its

quality tools it is important to implement first lean manufacturing system.Now based on
observation and literature survey we study the whole system of our selected industry(verities pvt
ltd).And we show the wire mesh machines are represent low productivity compares to their
capacity. So we carried out ideal time study on those machine and identify many problem but,
when we study that data we see that one of those problem is cross wire shortage which is caused
by wire straining machine so we also carried out ideal time study of that.

FINDING:-By ideal time study data of wire mesh machine we identify some core problems
which are possibly responsible for their low productivity and which are as follow( cross wire
shortage).Now, we also identify some problem from ideal time study data of ST machine and
which are as follow(wire mesh).

ORIGINALITY/VALUE:-The lean and agile manufacturing has many benefits because they
impact on whole system both technical model as well as on management model The lean
manufacturing system is eliminate the major wastes which is very important, and on other hand
agile manufacturing system induce flexibility in industry.So, that industry easily handle huge
work load during peak load hours without compromising the quality.

Key words:- Agility, lean manufacturing system , agile manufacturing system

1. INTRODUCTION

According to Oxford dictionary, lean means strong and efficient .The other meaning
mentioned is thin and fit.At the beginning of twenty-first century lean manufacturing system
was introduce.lean manufacturing is all about eliminating the various wastes in systematic
manner.Lean manufacturing professionals have so far identified as many as nine wastes that
occur in organizations(Sullivan et al.,2002,dahlgaard and Dahlgaard-park, 2006) namely
Overproduction, Unnecessary inventory, Delay, Transportation,processing,Unnecessary Motion,
defective parts, underutilization of people and Underutilization of facilities. . Lean
manufacturing professionals have so far identified as many as nine wastes that occur in
organizations (Sullivan et al., 2002,dahlgaard and Dahlgaard-park,2006).Now, lean
manufacturing paradigm enables an organization to achieve high degree of quality and
productivity through waste elimination due to customers dynamic demands.hence, organizations
are required to adopt a flexible strategies.on realizing this requirement first of all AGILE
MANUFACTURING SYSTEM introduce. Abdulmalek et al 2007 says that Agile
manufacturing is paradigm that enables an organization to quickly react in accordance with the
dynamic demands of the customer by making use of appropriate technologies and management
models. Agile manufacturing system prefer the cell production method because its very easy to
evolve in the task of meeting customers dynamic demand within the short time duration without
compromising the quality, productivity and profitability and all the employees becoming the
team members of this manufacturing cells (Drake, P. R., Lee, D. M. and Hussain, M.,2013).The
researchers have found out that numerous technologies and management models have to be
adopted to implement agile manufacturing paradigm(sharifi and zhang,2001).This process will
also lead to the intellectual summation of flexible manufacturing system and lean manufacturing
paradigm(Sharifi, H., Ismail, H. S. and Reid, I. 2006).The principles of agile manufacturing were
formalized, several researchers have identified the criteria that would establish agile
manufacturing environment. Naylor et al 1999,says that Most of these researchers enumerated
management-oriented criteria for attaining agility in organizations.Agile manufacturing criteria
have been grouped into four criteria under titles : management driver,technology driver ,
manufacturing strategy driver and competitive driver.these groups are arranged in the
ascending order of the quantum of the resources required for their implementation.

2. LITERATURE REVIEW

Agility is perceived as the dominant competitive vehicle for all organizations in an uncertain and
ever-changing business environment. When embracing agility, important questions must be
asked. What precisely is agility and how can it be measured? How canons adopt the appropriate
agile enablers to develop agility? How can one effectively assisting enhancing agility? For an
enterprise to achieve agility, it is critical to create an effective integrated procedure within the
business that coordinates and ensures that the agility providers can satisfy the agility capabilities
and cope with drivers, ultimately transforming all of these attributes into strategic competitive
edges. However, the existing literature on enterprise agility has failed to sufficiently address the
relevant perspectives in such analyzes. The relationship matrix in the quality function
deployment (QFD) method provides an excellent tool for deploying important concepts and
linking processes. This report suggests a new agility development method for dealing with the
interface and alignment issues among the agility drivers, capabilities and providers using the
QFD relationship matrix and fuzzy logic.(Yi-Hong Tseng, Ching-Torng Lin.2011)
The business environment is one which is ever more demanding on companies, due to its sheer
dynamism, which means that they constantly have to improve their manufacturing performance.
Organizations are continuously having to cope with changing markets that are unpredictable and
more diverted, increasing global competition and ever changing customer demands. Companies
now have to be able to not only predict variations and changes within the market and socio-
economic and political environments but must also be able to adapt and change in accordance
with these environments. As a result, this demands that an organization develops and sustains an
inherent ability to continuously change. Such a demand can be met by adopting the management
philosophy of agile manufacturing. In embracing such an approach, there are a lot of key
concepts and enabling technologies that are required to be able to implement agile manufacturing
and many companies do not know how far down the path they are towards becoming agile
manufacturing organizations. Hence, in providing a deeper understanding, this paper proposes a
conceptual model, based on joint research, which has been developed to identify where UK's best
practice companies are in their quest to become agile manufacturing organizations. In support of
this, a questionnaire has been developed and completed by best practitioners of manufacturing,
to assess the model, and establish whether they are making progress to becoming agile
manufacturing organizations.(J.M. Sharp, Z. Irani", S. Desai,1999)
This paper presents a new approach to implementing agile design and manufacturing concepts.
The approach is based on the integration of artificial intelligence (AI) and Internet technologies
with the conventional design and manufacturing techniques. Architecture based on AI and
Internet programming is proposed for remotely and quickly accessing bearing design and
manufacturing expertise at low cost and thus implementing design and manufacturing agility.
The expertise includes the intelligent selection of journal bearings and their mounting techniques
as developed so far. The expertise can be accessed globally through the Internet interface with
the selection of a bearing type and configuration for a specific rolling bearing application, the
bearing mounting details and the bearing lubrication and sealing devices design. The paper
concludes with a discussion on the potential benefits, and the future applications of AI and
Internet based agile manufacturing technology in industry (Cheng K, Harrison DK, Pan PY,
1997)
Lean supply is closely associated with enabling flow and the elimination of wasteful variation
within the supply chain. However, lean operations depend on level scheduling and the growing
need to accommodate variety and demand uncertainty has resulted in the emergence of the
concept of agility. This paper explores the role of inventory and capacity in accommodating such
variation and identifies how TRIZ separation principles and TOC tools may be combined in the
integrated development of responsive and efficient supply chains. A detailed apparel industry
case study is used to illustrate the application of these concepts and tools. (Stratton, R.,
Warburton, R.D.H., Making, G., 2003)
To compete effectively in the global marketplace of the twenty-first century, manufacturing
companies are trying to maintain a high level of flexibility and responsiveness to achieve agility
and to remain competitive. A limited number of research papers have discussed agility in
manufacturing organizations. This paper presents a case study conducted on agile manufacturing
in the GECMarconi Aerospace (GECMAe) company. GECMAe manufactures pumping systems,
pneumatic systems, electro-mechanical actuators and sub-systems, and fuel handling and
metering equipment for ground applications and for bulk fuel distribution. The study provides
the reader with an insight into the company and its agility level. An agility audit questionnaire is
used for assessing the agility level of the company. GECMAes agile manufacturing experience
is reported, including a list of recommendations for improving its competitiveness. In addition, a
framework has been formulated to highlight some important areas and to offer solution
alternatives not only to the current problems but also to the ones that may be encountered in the
future (A. Gunasekaran a, E. Tirtiroglu a , V. Wolstencroft b,2002)
Several industrial sectors, in which value chains mould making is involved, are actually
subjected to a huge demand towards the reduction of their product innovation cycles. This fact
induces a strong pressure on mould manufacturing lead times and a clear need to accommodate a
growing number of product modifications during mould manufacturing cycle without deteriorate
mould final cost and final due date. Implementing management strategies able to cope with a
one-of-a-kind production type, with changeable specifications set where delivery date is a critical
issue, assuring a continuously improved performance, is the only way to guarantee business
excellence and market leadership. In this paper the management strategies and the methodologies
to be used on the pathway to fully implement lean manufacturing will be discussed, taking into
account mound making companies classical constraints (Peas P, Ribeiro I, Silva A, Henriques
E.,2013).
Globalization and the borderless marketplace are reshaping the industrial landscape of
worldeconomies. To cope with the tremendous changes in the way, enterprises must be more
flexible, responsive and efficient to continuously evolve and adapt to their markets. This is called
agility.As businesses evolve to embrace agility, the supporting systems, tools, and structures
must also evolve. Despite the research studies on agility, there remains no study on quality
management in agile environment. In an agile manufacturing environment there is no room for
defect and error, so it needs to avoid losses by focusing on failure prevention, virtual elimination
of the possibility of premature failure, mistake-proofing, and assuring consistently high quality in
the definition and design of creation processes. Based on this context, the characteristics that are
perceived by customers as a necessity in achieving customer satisfaction in agile environment
have been identified. This paper also presents a conceptual generic model, which covers the
quality-based functions and their interrelationships. Implementing the model will assure high
quality in the eight quality creation processes of definition, design, development, production,
 Cross wire Rolling & manual Wire Payoff
welding

Problem
Wire Shortage Manual Accumulati Payoff wire
gapping, welding of on of FG loading intacklement
feeder Prob cross wire roll before
& line wire take up

Sub problem
3.1 Data collection

2016
09-09-
02:38:50 00:07:31 00:05:50 00:01:05
3. MODEL DEVELOPMENT

2016
machine for 9 days for 7 hours.
10-09-
01:54:19 00:09:33 00:07:32 0 2016
15-09-
00:18:00 00:34:35 00:09:30 00:03:55
Jantan, M., Hing, L. C. and Ayub, M. S. 2005).

2016
16-09-
01:45:15 00:03:38 0 2016
17-09-
00:19:00 00:15:00 00:05:54
2016
22-09-
00:39:49 00:30:00 00:15:36 00:04:00 00:13:53
2016
24-09-
00:02:07 00:07:14 00:28:03 00:02:28 00:43:58 00:00:00
Total
0:00:00 7:35:13 1:32:46 0:32:37 0:17:22 0:24:47
Total
3 456 93 33 18 25
Out of
2940 2940 2940 2940 2940 2940
%

0.10 15.51 3.16 1.12 0.61 0.85

mesh machine and collected the data of weld mesh.We have collected data of weld mesh
carried out in weld mesh plant, so to identify the problem we study the Ideal time of weld
First we have study the plant of the industries and we show the maximum wastage was
delivery, sales and service, use and disposal/recycle of customized product (Ndubisi, N. O.,
 Electrode Operator Sheet Tea break Lunch
Time

Problem in No reason Restarting Absence alignment Tea break Lunch Rust Overlappin Taperness Quality/sizi
electrode of machine after Time Material g of CS wire ng issue
after preset welding
meter

00:03:00 00:02:00 00:00:01 00:01:30 00:05:44 00:51:00

00:01:08 00:54:00 00:00:50 00:03:56

00:15:57 00:01:00 00:02:36 00:10:00 00:43:00 00:01:09

00:00:35 00:00:20 00:51:00 00:00:42

00:53:00 00:01:40

00:00:10 01:03:00 00:08:54

00:02:00 00:01:14

0:19:32 0:01:00 0:06:14 0:00:01 0:01:30 0:15:44 5:15:00 0:00:50 0:03:31 0:03:56 0:08:54

20 1 6 2 2 16 315 1 4 4 9
2940 2940 2940 2940 2940 2940 2940 2940 2940 2940 2940

0.68 0.03 0.20 0.07 0.07 0.54 10.71 0.03 0.14 0.14 0.31
Line wire Weld Head Cam Shaft Griper Motor Brake

Shortage changing Bush Setting Spring Break Rust in Maintance Fitting/ Powder/Sc Electro
problem problem Down Griper Setting ale on magnet
electrode adjustment

00:07:00 00:10:00

00:02:36 00:03:34 00:06:28 00:00:20

00:53:00 00:02:12

00:43:00

00:13:23 00:01:22 00:13:23 00:06:13 00:01:16 00:01:00

1:36:00 0:13:23 0:02:36 0:04:56 0:13:23 0:06:28 0:06:13 0:00:20 0:03:28 0:07:00 0:11:00

96 13 3 5 14 7 6 4 7 11
2940 2940 2940 2940 2940 2940 2940 2940 2940 2940 2940

3.27 0.44 0.10 0.17 0.48 0.24 0.20 0.00 0.14 0.24 0.37
 Electrical Bearing ball power cut Earthling Cooling Line wire
Wire system

tripping Fitting/Sett offset power cut setting No proper feeding in Rust on

ing supply of griper line wire
coolant in
system

00:17:41 00:14:54

00:04:56

01:00:00 00:01:00 00:07:05

00:04:00 00:05:00 00:08:00 00:38:17 00:17:59

00:07:32 00:04:58

0:04:00 0:05:00 0:08:00 1:00:00 0:01:00 0:55:58 0:37:49 0:07:05

4 5 8 60 8 56 38 7

Table:-1 weld mess -1 machine problem identification and ideal time analysis.
2940 2940 2940 2940 2940 2940 2940 2940

Min
Max

0
0.14 0.17 0.27 2.04 0.27 1.90 1.29 0.24

2041
15.510

These the data collection of the weld mesh 1 of dome from these table we come to know
that the most brake down come due to the shortage of the cross wire around 15.51%
 Line wire Problem

stand
feeding
feeding

Casting
operator

shortage

prepation
adjustment

Lubrication

Intacklement
sub problem

line

in
Line wire welding
Pay oFF loading by

wire
wire
00:07:50 00:02:00 00:04:35 00:01:48 00:11:42 09-09-2016
00:03:19 00:59:38 00:04:10 00:01:00 00:31:59 10-09-2016
15-09-2016
16-09-2016
00:01:59 00:02:00 00:02:34 17-09-2016
00:40:00 02:25:00 22-09-2016
00:01:17 00:02:14 23-09-2016
(3.2%), power cut(2%)& no proper supply of coolant system(1.9%).

00:05:00 00:05:06 00:02:40 24-09-2016

0:19:25 0:40:00 0:02:14 0:02:00 1:04:13 0:13:04 0:11:42 0:01:00 3:02:13 Total
19 40 2 2 64 13 12 1 183 Total
3360 3360 3360 3360 3360 3360 3360 3360 3360 out off
mesh are shortage of line wire (3.3%), manual welding of cross wire and line wire
from the overall brake down, other major problem or break down that take place in weld

0.57 1.19 0.06 0.06 1.90 0.39 0.36 0.03 5.45 %

 Inspection Electrode Cross wire

opertor
Quality
problem

grinding
Shortage

changing
alignment
overlapping

Electromagnet
feeder problem

weld inspection
00:00:15 00:00:35 00:05:07 00:06:28 00:06:12 00:00:43 00:49:11
00:05:00 00:10:20 00:14:28 00:03:28 00:13:00

00:02:16 00:04:47 00:04:37 00:00:46 00:00:34 00:00:11 00:05:35

00:08:24 00:03:40 00:10:00 02:01:00
00:49:00 00:03:49
00:00:48 00:52:38 00:00:39
00:00:51 00:01:56 00:15:18 00:06:00 00:05:30
0:01:03 0:02:51 0:04:47 0:05:07 0:05:00 0:30:40 2:05:00 0:23:43 0:00:50 0:34:35 2:59:30
1 3 5 5 5 31 125 24 1 36 180
3360 3360 3360 3360 3360 3360 3360 3360 3360 3360 3360
0.03 0.09 0.15 0.15 0.15 0.92 3.72 0.71 0.03 1.07 5.36
 Woker Machine parameters Griper Sheet Rolling

upper
Rebon

Holder
Marking

tool

QRM
setting
Traffic

voltage
welding

problem

alignment

before start
of

overcounting
&

Rebon Marking

starting defected weld

adjustment of position

co-operator not present

machine
manual

adjusting cam length in

00:00:40 00:01:38 00:02:00 00:38:06
00:00:10 00:00:05 00:25:17

00:03:21 00:12:10 00:02:30 00:22:02 00:02:09 00:02:24 00:37:32

00:02:13 00:10:00
01:05:00
00:05:28 00:05:51 00:04:20 00:04:08 00:16:39
00:00:56 00:10:09
0:01:06 0:09:29 0:05:51 1:05:00 0:12:10 0:19:12 0:22:02 0:01:38 0:06:17 0:04:29 2:07:34
1 10 6 65 12 19 22 2 6 5 128
3360 3360 3360 3360 3360 3360 3360 3360 3360 3360 3360
0.03 0.30 0.18 1.93 0.36 0.57 0.65 0.06 0.18 0.15 3.81
cooling Earthing tea break lunch Weld head Machine others
system wire setup

lunch
fitting
spring
discuss

Feeding
tea break
tool finding

nut bolt fitting

machine got heated

according to customer
wire tensing adjustment

00:00:30
00:00:32 00:10:00 00:57:00 00:02:05 00:00:05 00:00:20
07:00:00
04:23:00 00:00:53 00:06:10
00:04:00 00:49:00 00:57:00 00:13:00
00:05:46

00:04:34
0:05:46 0:00:32 0:14:00 1:46:00 0:02:05 0:57:00 0:04:39 11:36:00 0:00:53 0:06:10 0:00:50
6 1 14 106 2 57 5 696 1 6 1
3360 3360 3360 3360 3360 3360 3360 3360 3360 3360 3360
0.18 0.03 0.42 3.15 0.06 1.70 0.15 20.71 0.03 0.18 0.03
 00:07:00
problem
power cut bearing

0:07:00

3360
0.21
bearing problem

7
00:07:00
0:07:00

3360
0.21
power cut

20.71
max
0.03
min
Table:-2 weld mess -2 machine problem identification and ideal time analysis.

From the data collection of weld mesh 2 we can conclude that brake down is major due to
machine set up according to customer specification is 20.71% of overall brake down,
other major problems are line wire handling before machine (7.69%), cross wire shortage
(5.36%), wire traffic & manual welding (3.81%),electrode alignment(3.72%).
09-09-2016

15-09-2016

17-09-2016

24-09-2016
10-09-2016

16-09-2016

22-09-2016

Out of
Total
Total

Problem sub problem

Line wire %
Intackleme

00:01:30

00:10:00

00:05:00

00:14:00

0:30:30
nt

2940
1.05
31
00:08:30

00:19:48

00:33:00 00:32:34
00:41:00 00:18:12
problem
PF loading feeding

1:34:09 1:19:04

2940 2940
3.20 2.69
94 79
00:15:00

00:05:09
lunch
Rolling
Manual
welding
Electrode
Cross wire
Traffic Manual Holder grinding Alignment Shortage overlappin feeding before

lunch
welding problem g problem feeding

Problem
Mechnisam
00:55:00 00:03:00 00:38:00 00:21:00 00:01:00 00:15:10 00:00:10

01:00:00 00:09:00 00:02:00 00:49:00 00:13:00 00:17:00 00:03:50 00:11:30

01:00:00 00:00:50 00:01:31 00:17:39 00:46:35 00:01:30

01:00:00 00:02:59 00:06:49 00:38:00 00:13:09

01:00:00 00:01:00 00:13:03 00:22:16 00:54:35 00:01:30 00:01:40

00:52:00 00:16:02 00:10:39 00:07:00 00:05:50 00:22:16 00:28:55
01:00:00 00:04:00 00:05:23 01:38:08 00:04:30 00:10:35
6:47:00 0:09:00 0:29:51 2:04:25 1:38:08 1:51:55 0:01:00 2:18:19 0:27:50 0:40:06 0:39:30
407 9 30 124 98 112 1 138 28 40 40

2940 2940 2940 2940 2940 2940 2940 2940 2940 2940 2940
13.84 0.31 1.02 4.22 3.33 3.81 0.03 4.69 0.95 1.36 1.36
 Sheet
Other

Gripper
Operator
tea break

Cam shaft

Over rolling
power supply
salary

absence
tea break

alignment

maintance
Over rolling
power supply
over counting
Electro magnet
Rebon marking

hight adjustment
00:04:00 00:04:00 00:41:00 00:28:00 00:02:00

00:14:00 00:14:00 00:00:30 00:08:00

00:06:40 01:02:04 00:01:00 00:05:10

01:11:06 00:02:21 00:03:05 00:05:00

00:23:09 00:01:00 00:05:10

00:04:13 00:06:08 00:07:00
01:36:00 00:00:18 00:05:00
1:11:06 0:06:40 1:02:04 0:37:09 0:14:00 1:46:34 0:04:00 0:41:00 0:28:00 0:12:01 0:37:20
71 7 62 37 14 107 4 41 28 12 37

2940 2940 2940 2940 2940 2940 2940 2940 2940 2940 2940
2.41 0.24 2.11 1.26 0.48 3.64 0.14 1.39 0.95 0.41 1.26
 00:05:02

0:05:02
Electric break Electric break

2940
0.17
down down

5
00:03:08
3:42:20

3:45:28
line wire

2940
7.65
225
rusting line wire rusting

Max 13.84

min 0.03

Table:-3 Weld mess -3 machine problem identification and ideal time analysis.

From the data collection of weld mesh 3 we come to know that the major break down is
due to line wire rusting of 7.65% of overall brake down, other major break down are
cross wire shortage (4.69%), wire traffic & manual welding (4.22%), electrode
grinding(3.81%).

Data Analysis
 Figure:-1 Graph of ideal time study of weld mesh machine.

From the collected data we found that the Shortage of cross wire and Shortage of Raw material
are the major problem for the brake down of weld mesh machine.from ideal time study data we
make this graph and as show in this graph the main problems is breakdown for shortage of cross
wire with 15.5%,breakdown for shortage of row material with 10.7%,breakdown for line wire
feeding in griper with 3.2%,breakdown for wire intacnglement with 2.0% and brakdown for
payoff loading with 1.9%.According to our case study the main problem of this plant is to avoid
total preventive maintenance, and due to it many problem is represented in system which show
as above.
 Figure:-2 Graph of ideal time study of weld mesh machine.

From the data collection of weld mesh 2 we can conclude that brake down is major due to
machine set up according to customer specification is 20.71% of overall brake down, other
major problems are line wire handling before machine (7.69%), cross wire shortage (5.36%),
wire traffic & manual welding (3.81%),electrode alignment(3.72%).

Figure:-3 Graph of ideal time study of weld mesh machine.

From the data collection of weld mesh 3 we come to know that the major break down is due to
line wire rusting of 7.65% of overall brake down, other major break down are cross wire
shortage (4.69%), wire traffic & manual welding (4.22%), electrode grinding(3.81%).

From these data analysis we came to now that the major problem or brae down phase by us is
due to cross wire shortage from data collection for weld mesh 1 shortage of cross wire is
15.51%, for weld mesh 2 it is5.36 % and for weld mesh 3 it is 4.69% so we can say that the
shortage of cross is the frequent problem which are faced by all the 3 machines.

4. Limitation:

While we studying the industry whole system, it is very complicated task to complete, and it is
very complicated to identify the core problem due to which it represent low production rate.
Lean manufacturing system and agile manufacturing are not implement easily sometime it
disturb the production system. According to our case study data of ideal time, it required to
induce some change in working methods for which its required to give training to the worker,
and here company face limitation. And it is continuous improvement process there for
continuous observation is required to identify system problems and resolve it. In this
implementation, the higher authority has the main role. It is very important of having intense
commitment to imply been implied it.

5. Conclusion:

Agile trading systems are born as a merger to a society by the whole of an whimsical and
dynamic oblige, and by the whole of a steep degree of great unwashed customization in its
products. It is the action toward that manifold enterprises are adopting as a mix to the dressy
market opportunities. The triangulation concern which we have conducted a skim, taken
narratives from kernel matter experts and conducted nominal everything technique. For the gave
the once over, a cross examination was floated and we confirmed maximum responses and our
respondents were for the most part practitioners in the capital and labor and 70% of them have
hurt of completely 11 years. Interviews were taken of eight experts for the narrative act wherein
we asked them to narrate their hurt in the trading and the accessible roadblocks for the non-
implementation of Lean and Agile function management. NGT was conducted mutually five
experts who divided their views on the age of consent of these techniques in the transaction and
reached a common consent that these techniques are in the exploratory many a moon in India.

Major Findings:

In the manufacturing generally is too unaware of hot and beanpole project administration
techniques.

Standard practices are likewise used by and lavish and there needs subsequent an attitudinal dip
for the industry to

Evolve mutually the novel times. As via the Emergent Collaboration maturity epitome, these
techniques are further in the exploratory second that

Means the goals and fashion are for addressed notwithstanding it hasnt been occupied yet.
With 100% FDI allowed, there is immense potential for these techniques in India, mutually Agile
for used.

Reference

1. CHRISTOPHER, Martin; TOWILL, Denis. An integrated model for the design of agile supply chains,
International Journal of Physical Distribution & Logistics Management, MCB University Press: UK.
Volume 31, Number 4, p. 235-246. 2001.
2. PRAHALAD, C. K.; HAMEL, Gary. The Core Competence of the Corporation, Harvard
Business Review. Boston. P. 79-91. .May/Jun 1990.
3. ROBERTSON, Michael; JONES, Carole. Application of lean production and agile
manufacturing concepts in a telecommunications environment, International Journal of
Agile Management Systems, Bradford, 1999.
4. SCHMENNER, Roger. How Can Service Business Survive and Prosper?. Sloan
Management Review. p. 21-32. Spring 1986.
5. SNOW, Charles C.; MILES, Raymon E.; COLEMAN, Henry J. Managing 21st Century
Network Organizations. Organization Dynamics. P. 5-20. Winter, 1992b.
6. Holweg, M., "The genealogy of lean production," Journal of Operations Management, vol. 25, pp.
420-437, 2007.
7. Balle, M., "Lean attitute - Lean application often fail to deliver the Expected benefits but could
themissing link for successful Implementations be attitude?" Manufacturing Engineer, vol. 84, pp.
14-19,2005.
8. Fairris, D. and Tohyama, H., "Productive efficiency and the lean Production system in Japan and
the United States," Economic and Industrial Democracy, vol. 23, pp. 529-554, 2002.
9. Herron, C. and Braiden, P. M., "Defining the foundation of lean Manufacturing in the context of
itsorigins (Japan)," in IET International Conference on Agile Manufacturing, 2007, p. 148-157.
10. Liker, J. K. and Hoseus, M., Toyota Culture: the heart and soul of the Toyota Way. New York:
McGraw-Hill, 2008.
11. Wong, M., "The role of culture in implementing lean production System," in IFIP
InternationalFederation for Information Processing. vol. 246, J. Olhager and F. Persson, Eds.
Boston: Springer, 2007,pp. 413-422.
12. Wong, Y. C., Wong, K. Y., and Ali, A., "A study on lean manufacturing Implementation in
theMalaysian electrical and electronics industry," European Journal of Scientific Research, vol. 38,
pp. 521-535, 2009.
13. Womack, J. P., Jones, D. T., and Roos, D., The machine that changed The World: The triumph of
lean production. New York: Rawson Macmillan, 1990.
14. Schonberg, R. J., "Japanese production management: An evolution - With mixed success," Journal
of Operations Management, vol. 25, pp. 403-419, 2007.
15. Drake, P. R., Lee, D. M. and Hussain, M. (2013). The Lean and Agile Purchasing Portfolio
Model. Supply Chain Management: An International Journal, 18(1), 3-20.
16. Abdulmalek, F. W. and Rajgopal, J. (2007). Analyzing the Benefits of Lean Manufacturing
and Value Stream Mapping via Simulation: A Process Sector Case Study. International
Journal of Production Economics, 107(1), 223-236.
17. Manuel F. Surez-Barraza, Tricia Smith & Su Mi Dahlgaard-Park (2012): Lean Service: A
literature analysis and classification, Total Quality Management & Business Excellence, 23:3-4,
359-380.
18. Sharifi, H., Zhang, Z., 2001. Agile manufacturing in practice: application of a methodology.
International Journal of Operations & Production Management 21 (5/6), 772794.
19. Sharifi, H., Ismail, H. S. and Reid, I. (2006). Achieving Agility in Supply Chain through
Simultaneous Design of and Design for Supply Chain. Journal of Manufacturing
Technology Management, 17(8), 1078-1098.
20. Naylor, J.B., Naim, M.M. and Berry, D. (1999), Leagility: integrating the lean and agile
manufacturing paradigms in the total supply chain, International Journal of Production
Economics, Vol. 62, pp. 107-18.
21. Yi-Hong Tseng, and Ching-Torng Lin, (2011), Enhancing enterprise agility by deploying
agile drivers, capabilities and providers, Information Sciences, vol. 181, pp. 36933708.
22. J.M. Sharp, Z. Irani", S. Desai,(1999), Working towards agile manufacturing in the UK
industry, Int. J. Production Economics, Vol. 62 ,pp. 155-169.
23. Cheng K, Harrison DK, Pan PY (1997) Implementation of agile manufacturing-an AI and
Internet-based approach. In: Proceedings of the 13th international conference on
computer-aided production engineering, Warsaw, June, pp 273278.
24. Stratton, R., Warburton, R.D.H., Making, G., 2003. Managing demand uncertainty via
product and process innovation. In: Proceedings of the Eighth International Symposium
on Logistics, Seville, pp. 9398.
25. A. Gunasekaran a, E. Tirtiroglu a , V. Wolstencroft b,(2002), An investigation into the
application of agile manufacturing in an aerospace company, Technovation, vol- 22 ,pp.
405415.
26. Peas P, Ribeiro I, Silva A, Henriques E.,(2013), Comprehensive approach for informed
life cycle-based materials selection,Mater Des ,Vol-43,pp.222-32.
27. Ndubisi, N. O., Jantan, M., Hing, L. C. and Ayub, M. S. (2005). Supplier Selection and
Management Strategies and Manufacturing Flexibility. The Journal of Enterprise
Information Management, 18(3),pp. 330-349.