Performance Evaluation of Flexible Manufacturing System Under Different Material Handling Strategies

Ali, Mohammed; Murshid, Mohd.

doi:10.1007/s40171-016-0127-3

Cited by 20 publications

(5 citation statements)

References 20 publications

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“…Material handling flexibility reflects the ability to move the product or different parts effectively within a production facility (Suarez et al 1996;Lummus et al 2003;Kara and Kayis 2004;Koste et al 2004;Ali and Murshid 2016). It includes multiple activities such as loading-unloading operations, storage, and inter-machine transportation under various situations of the production schedules (Sethi and Sethi 1990;Tsourveloudis and Phillis 1998).…”

Section: Materials Handling Flexibility (Mf12)mentioning

confidence: 99%

Relationship of Manufacturing Flexibility with Organizational Strategy

Dey

Sharma

Pandey

2019

Glob J Flex Syst Manag

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Manufacturing flexibility is an essential organizational capability for supporting strategic intent of organizations that seek to outperform competitors in an environment of uncertainty. The specific nature of flexibility characteristics exhibited by different manufacturing organizations depends on their pursued organizational strategic goals. Organizations pursuing a mass production (or, defender strategy) will have a completely different perspective on manufacturing flexibility requirements for their products compared to those seeking differentiation (or, prospector strategy). There are no prominent studies to address the critical relationship between a specific strategy and the type of manufacturing flexibility resource; it should emphasize to remain stable, competitive and performance oriented. The objective of the current study is to draw and investigate the relationship between pursued organizational strategy and manufacturing flexibility. The theoretical framework considers manufacturing flexibility as a multi-dimensional construct with twenty dimensions (MF1-MF20), representing the various activities involved in a production system from procurement of raw materials from suppliers to different production processes in the core company to the distribution of finished products to market. All these twenty dimensions are studied with reference to the two strategy types, to establish the research framework in the form of the hypotheses (H1.a-H20.a and H1.b-H20.b). The findings of the empirical investigation on the data collected from 212 manufacturing firms operating in diverse sectors confirm adequate support for the developed research framework.

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Section: Materials Handling Flexibility (Mf12)mentioning

confidence: 99%

Relationship of Manufacturing Flexibility with Organizational Strategy

Dey

Sharma

Pandey

2019

Glob J Flex Syst Manag

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“…While formulas for the quantification of each flexibility type are provided, the result is rather superficial. Focused on a more detailed level, Ali and Murshid (2016) investigated the performance evaluation of flexible manufacturing system under different material handling strategies. Wahab and Osman (2013) as well as Chang et al (2001) focused on machine flexibility.…”

Section: Literature Reviewmentioning

confidence: 99%

Management and Production Engineering Review

2022

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The automotive industry is characterized by a high degree of uncertainty. Companies are facing the challenge of producing different systems simultaneously. Additionally, the global quantity of electric vehicles is also expected to increase significantly. This results in the following capability to remain competitive: Effective and efficient adaptions of production systems to model variations and volume increases. While flexible production is identified as the most promising concept, defining the actual flexibility level of included production resources is essential for its proper realization. A literature review on existing flexibility assessment approaches revealed their emphasis on high-level enablers and limited practical applicability in the automotive industry. In contrast, focusing the assessment on single workstations supports the selection of appropriate production resources. Therefore, a simple and structured standard procedure for a production resource flexibility assessment was developed. This theoretical construct was subsequently complemented with practical insights through its application on two real-life case studies within one automotive engineering company. Summarizing and discussing the findings in combination with a conclusion completed this paper.

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“…A virtual computer model of a system or process under study is created using a Simulation method system (Ali and Murshid, 2016;Banks et al, 2005;Law and Kelton, 1991;McDonald et al, 2012). Simulation is one of the most Proceedings of the International Conference on Industrial Engineering and Operations Management Bangalore, India, August 16-18, 2021 reliable operations research tools for decision making and validation in the production and operations management domain to maintain the competitiveness of a firm (Junior et al, 2019;Salam and Khan, 2016).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Discrete Event Simulation (DES) technique is used in the present research work to create an "as-is" model of a manufacturing firm under study. DES comprises the change in the state of the system at an asynchronous discrete events of time (Ali and Murshid, 2016;Banks et al, 2005;Schruben and Yücesan, 1993). DES permits users or decision-makers to modify the manufacturing setup virtually.…”

Section: Literature Reviewmentioning

confidence: 99%

Application of TOC Strategy Using Simulation: Case of the Indian Automobile Component Manufacturing Firm

Dohale,

Ambilkar,

Bilolikar

2021

Proceedings of the International Conference on Industrial Engineering and Operations Management

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Improved productivity, resource utilization, and efficiency are crucial for the industries working with batch production systems and have attracted growing interest from academia and practice. Five focusing steps approach (FFS) of the Theory of Constraints (TOC) is considered a reliable solution to achieve these ends by effectively elevating the constraint within the system. Although earlier studies highlighted significant advantages of FFS to the manufacturing firms that adopt it, empirical validation from the real-life cases about these benefits is unaddressed in the literature. Most of the studies on TOC concepts are found to have utilized hypothetical cases to demonstrate their applicability. However, this study successfully implemented the simulation-based TOC application in the real-life case of the Indian automobile component manufacturing firms using a resource reallocation strategy to elevate the constraint. A simulation model of the firm under study is created in a discrete event simulation software, ARENA © . The simulation results show that the TOC implementation resulted in an improved manufacturing performance viz. Throughput and resource utilization. The results also establish that the application of TOC reduces the lead time and shown a positively productive efficiency.

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Performance Evaluation of Flexible Manufacturing System Under Different Material Handling Strategies

Cited by 20 publications

References 20 publications

Relationship of Manufacturing Flexibility with Organizational Strategy

Relationship of Manufacturing Flexibility with Organizational Strategy

Management and Production Engineering Review

Application of TOC Strategy Using Simulation: Case of the Indian Automobile Component Manufacturing Firm

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