Download PDF by A. Gunasekaran: Agile Manufacturing: The 21st Century Competitive Strategy


By A. Gunasekaran

Agile production is outlined because the power of surviving and prospering in a aggressive surroundings of constant and unpredictable swap via reacting quick and successfully to altering markets, pushed through customer-designed services. serious to effectively attaining AM are a couple of allowing applied sciences similar to the traditional for the trade of goods (STEP), concurrent engineering, digital production, component-based hierarchical store flooring regulate process, details and verbal exchange infrastructure, etc.

The scope of the ebook is to offer the undergraduate and graduate scholars, senior managers and researchers in production platforms layout and administration, business engineering and data expertise with the conceptual and theoretical foundation for the layout and implementation of AMS. additionally, the ebook specializes in huge coverage directives and plans of agile production that advisor the tracking and comparing the producing thoughts and their functionality. an issue fixing strategy is taken during the publication, emphasizing the context of agile production and the complexities to be addressed.

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Extra resources for Agile Manufacturing: The 21st Century Competitive Strategy

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Virtual organisation: Internal and external co-operation are the strategies of choice. The aim is to bring agile products to market in minimum time by leveraging resources through cooperation. " This message is very similar to that found in Liberation Management (Peters, 1992). Innovative, flexible organisational structures that promote rapid decision-making are the order of the day. Agile manufacturers must have personnel who can convert change and uncertainty to growth. Knowledge-based: The key differentiators in tomorrow's world will be people and information.

It has been present since the early works published in the field of manufacturing strategy. What has some novelty is the idea that trade-offs are dynamic. ). Segments ,Range ,Mix ,Volumes Rate 9 of change Figure 3. Technology novelties =Costand time to implement Negotiation Process for the operationalization of proactivity - example for the marketing / manufacturing interface (prochno and CorrSa, 1995) Hayes and Pisano (1996) have indicated that these paths may have an important effect in the knowledge base and on the learning experience of the company.

Core competencies need to be complemented and supplemented on a dynamic basis for productive resources to be harnessed and effectively employed within the short time lines that determine success in the pursuit of agility. Figure 8: Agility Requires Flatter Hierarchies (DTI) In the arena of agile competition, the ability to form virtual companies routinely is a formidable competitive weapon. The routine formation of virtual enterprises is possible only if communication and information exchange technologies are in place that are capable of Agile Manufacturing: Concepts and Framework 37 supporting the plug-in compatibility required by the organisational structure of the VE.

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Agile Manufacturing: The 21st Century Competitive Strategy by A. Gunasekaran

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