Making the Leap to Agility Defining and Achieving Agile Manufacturing through Business Process Redesign and Business Network Redesign

Making the Leap to Agility Defining and Achieving Agile Manufacturing through Business Process... Deals with agile manufacturing, a new paradigm originating in the US. The paradigm is related to existing precepts by the main organizing framework of stage models. Argues that agile manufacturing is, coincident with the post‐industrial paradigm, the proposed replacement for today′s increasingly outmoded industrial paradigm of mass production. Further connections are made with stage models that describe the organizational transformation potential arising from the enabling capabilities of information technology. Consequently, business process redesign and business network redesign are highlighted as the main transformational mechanisms enabling the transition to the new paradigm. Currently dominant approaches to change generation and management, such as continuous improvement or total quality management, are described as inadequate to foster the desired radical transformation. Addresses some brief closing comments to the practical problems and theoretical concerns thrown up by the analysis. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Operations & Production Management Emerald Publishing

Making the Leap to Agility Defining and Achieving Agile Manufacturing through Business Process Redesign and Business Network Redesign

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Publisher
Emerald Publishing
Copyright
Copyright © 1994 MCB UP Ltd. All rights reserved.
ISSN
0144-3577
DOI
10.1108/01443579410068620
Publisher site
See Article on Publisher Site

Abstract

Deals with agile manufacturing, a new paradigm originating in the US. The paradigm is related to existing precepts by the main organizing framework of stage models. Argues that agile manufacturing is, coincident with the post‐industrial paradigm, the proposed replacement for today′s increasingly outmoded industrial paradigm of mass production. Further connections are made with stage models that describe the organizational transformation potential arising from the enabling capabilities of information technology. Consequently, business process redesign and business network redesign are highlighted as the main transformational mechanisms enabling the transition to the new paradigm. Currently dominant approaches to change generation and management, such as continuous improvement or total quality management, are described as inadequate to foster the desired radical transformation. Addresses some brief closing comments to the practical problems and theoretical concerns thrown up by the analysis.

Journal

International Journal of Operations & Production ManagementEmerald Publishing

Published: Nov 1, 1994

Keywords: Agile production; Design; Engineering; Manufacturing; Mass production

References

  • Management, Technology and Agility: The Emergence of a New Era in Manufacturing
    Goldman, S.L.; Nagel, R.M.
  • Flexibility: The Next Competitive Battle – The Manufacturing Futures Survey
    De Meyer, A.; Nakane, J.; Miller, J.G.; Ferdows, K.
  • No Silver Bullet: Essence and Accidents of Software Engineering
    Brooks, F.P.

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