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کد محصول: M772
قیمت فایل ترجمه شده: ۲۵۰۰۰ تومان
تعداد صفحه انگلیسی: ۸
سال نشر: ۲۰۱۸
تعداد صفحه ترجمه فارسی: ۱۴ صفحه WORD
مقاله انگلیسی ترجمه شده ۲۰۱۸ : تجزیه و تحلیل عوامل ایجاد توانمندی در تولید چابک: مطالعه موردی
Analysis of Agile Manufacturing Enablers: A Case Study
هدف از این مقاله انتخاب استراتژیک و تمرکز بر توانمندسازهای تولید چابک (AMEs) برای افزایش انعطاف پذیری و چابکی می باشد. روش تحلیلی با استفاده از مدلسازی ساختاری تفسیری – آنالیز FMICMAC برای تجزیه و تحلیل AME ها با توجه به نیروی محرک و وابستگی آنها ارائه شده است. روش پیشنهادی برای شرکت تولید سخت افزار الکتریکی هندی مورد استفاده قرار گرفت. نتایج نشان داد که تلاش و تمرکز باید به منظور تسهیل در پدیدار شدن ، شفافیت ،انتقال ،اعتبار و سازگاری اطلاعات برای افزایش چابکی باشد.
کلیدواژگان: تولید چابک، توانمندسازهای تولید چابک، چابکی، مدل سازی ساختاری تفسیری، تحلیل FMICMAC
The purpose of this paper is to strategically select and focus the right Agile Manufacturing Enablers (AMEs) for agility enhancement.A methodology is proposed using Interpretive Structural Modeling – Fuzzy Matriced Impacts Croises Multiplication Appliqueeaun Classement analysis to analyze the AMEs considering their driving and dependence power. The proposed methodology was applied to an Indian electrical hardware manufacturing company. It was concluded that the effort and focus should be streamlined towards information visibility and transparency, devolution of authority, and adaptability for enhancing its agility.
Keywords Agile Manufacturing,Agile Manufacturing Enablers, Agility, Interpretive Structural Modeling, FMICMAC analysis
Agile Manufacturing (AM) has gained tremendous recognition and acceptability among the manufacturing engineers since the last decade. AM has evolved as a revolutionary way of manufacturing and assembling the products based on rapidly changing market and customer demands . AM includes both management and technological enablers. The focus on management based AM enablers are given more importance by the researchers in comparison to technology based AM enablers . Although alignment among competitive drivers, agility capabilities and providers are all very critical in making an enterprise agile, it is difficult for an enterprise to achieveagility because of the lack of an efficient approach for agile development planning .
There exists a need to comprehensively model the agile system with key enablers as well as to find the interdependency that exists between the agile enablers in an unpredictable environment . Therefore, it is essential that the right AMEs should be selected to enhance the agility level of manufacturing system in general and of AM in specific. Their current status should be assessed and gap should be identified so that efforts would be streamlined to reach the desired level of performance along these selected AMEs. This selection of AMEs is manufacturing environment specific as priority of competitive strategies, internal and external business environment, and nature of the product are the basic and relevant input for the analysis. It is complicated in nature as all the interactions in terms of their driving and dependence power have to be captured considering the manufacturing environment.
The proposed methodology using ISM-FMICMAC analysis is the systematic analysis of AMEs to select the right AMEs where the company must focus and put effort. The benchmarking approach should be developed for right AMEs for successful implementation of AM and its agility. This is an approach that has not been attempted before. A case study has been carried out to explain the salient features of the proposed methodology. Thus, the research gap has been filled.
This paper is organized as follows: the literature review on agile manufacturing and agile manufacturing enablers are in section 2 and section 2.1 respectively. The proposed methodology for successful implementation of AM is presented in Section 3. The ISM and Fuzzy MICMAC analysis for analyzing AMEs are discussed in section 3.1 and section 3.2 respectively. The application of proposed methodology in an Indian manufacturing company is presented in section 4. The results and managerial implications of the case company are discussed in section 5 and section 6 presents conclusions.