A framework to enhance manufacturing agility using information systems in SMEs
| Published date | 01 July 2003 |
| Pages | 310-323 |
| DOI | https://doi.org/10.1108/02635570310477361 |
| Date | 01 July 2003 |
| Author | Adrian E. Coronado |
| Subject Matter | Economics,Information & knowledge management,Management science & operations |
A framework to enhance manufacturing agility using
information systems in SMEs
Adrian E. Coronado
Department of Engineering, The University of Liverpool, Liverpool, UK
Introduction
Agile manufacturing is primarily a business
concept. For a company, to be agile is to be
capable of operating profitably in a
competitive environment of continually, and
unpredictably, changing customer
opportunities (Goldman et al., 1995). In Kidd's
(1994) words, agile manufacturing is not
another programme of the month or any
other fashionable buzzword. According to
him, agile manufacturing enterprises will be
capable of responding rapidly to changes in
customer demand and will be able to take
advantage of the windows of opportunity
that, from time to time, appear in the market
place. A decade before the concept of agile
manufacturing was coined, Cooper (1983)
delineated that the next generation of process
models should be fluid, adaptable,
conditional, situational and flexible.
Smithson and Hirscheim (1998) claimed that
the key requirement for organisations to
survive in a harsh environment are
flexibility and speed of response to market
changes, as well as the ability to innovate, in
both product and process.
The literature on agile manufacturing
shows numerous methodologies and concepts
related to achieving agility in manufacturing
organisations (Kidd, 1994; Goldman et al.,
1995; Dove et al., 1996; Gunneson, 1997; Yusuf
et al., 1999; Zhang and Sharifi, 2000). Most if
not all of these works have included
information technology as an important
component of agility. In fact, some
researchers have provided guidelines for
using information systems in agile
manufacturing. For example, Gunasekaran
(1999) proposed that information systems for
agile manufacturing should include mostly
software/decision support systems for
various planning and control operations
including materials requirements planning,
design, manufacturing resource planning,
scheduling and production planning and
control. The researcher identified several
computer-integrated systems that could be
used for agile manufacturing, these include
MRP, MRPII, Internet, CAD/CAE, ERP,
multimedia and electronic commerce.
Goldman et al. (1995) in agile competitors
and virtual organisations described that
ubiquitous communication and information
are the technical elements that are bringing
into being the next industrial revolution.
They are the central, critical, and
fundamental part of the change to agility.
Gunnesson (1997) highlighted that
information technology is important and
high-level information systems will
ultimately be required for the agile
enterprise, but they do not happen overnight.
The researcher noticed that there will be a
need for ubiquitous email systems,
information systems, expert systems,
modelling and simulation systems, and
decision support systems. Organisations will
be sharing data and files world-wide with the
same security they have in their own
organisation.
Zhang and Sharifi (2000) developed a
conceptual model for implementing agility.
They described agility providers, means by
which agility capabilities could be obtained,
as the need to be fully integrated with the
support of information systems.
However, one of the problems related to the
development and implementation of
information systems for agile manufacturing
is the growing evidence that IT does not
deliver expected benefits (Reich et al., 1999).
According to Randall (1999) manufacturing
businesses have no choice about adopting
information technology. Customers insist on
IT, and competitors are unrelenting in
squeezing every drop of advantage IT gives
The Emerald Research Register for this journal is available at
http://www.emeraldinsight.com/researchregister
The current issue and full text archive of this journal is available at
http://www.emeraldinsight.com/0263-5577.htm
[ 310 ]
Industrial Management &
Data Systems
103/5 [2003] 310-323
#MCB UP Limited
[ISSN 0263-5577]
[DOI 10.1108/02635570310477361]
Keywords
Agile production, Manufacturing,
Information systems
Abstract
Information systems have
received special attention in the
literature on agile manufacturing.
Some authors have rated IS as
critical, important and ultimately
required for the agile enterprise.
However, it is not quite clear the
extension or involvement of
information systems in achieving
and supporting agility in
manufacturing. On the other hand,
the failure of IS to deliver
expected benefits has been
documented in different sectors,
including manufacturing. The
results of a case study involving
two SMEs are used to identify
clearly the role of information
systems within the concept of
agility and then used to develop a
framework that ensures that
information systems provide
benefits to manufacturing
organisations through enhancing
the agility of its manufacturing
processes.
To continue reading
Request your trial