Int. J. Production Economics 85 (2003) 183вЂ“198
The strategic integration of agile and lean supply
R. Strattona, *, 3rd there’s r. D. L. Warburtonb
School of Engineering, Nottingham Trent School, Burton St, Nottingham NG1 4BU, UK b Grifп¬Ѓn Manufacturing, Land River, MUM, USA
Fuzy Lean supply is carefully associated with permitting п¬‚ow as well as the elimination of wasteful variant within the source chain. Nevertheless , lean functions depend on level scheduling and the growing need to accommodate range and demand uncertainty has resulted in the emergence with the concept of speed. This daily news explores the role of inventory and capacity in accommodating these kinds of variation and identiп¬Ѓes how TRIZ separating principles and TOC equipment may be combined in the built-in development of reactive and efп¬Ѓcient supply organizations. A detailed apparel industry example is used to illustrate the usage of these ideas and tools. r 2003 Elsevier Research B. V. All legal rights reserved. Keywords: Agile; Trade-offs; Lean; Speedy response
1 . Introduction Outsourcing manufacture to low cost abroad suppliers is usually an attractive lure in our global economy, yet often undertaken without adequate regard to get the market requires and the corresponding demands for the associated delivery systems. Products compete in several ways in several markets and delivery devices need to be designed with this in mind. Offshore supply offers attractive cost beneп¬Ѓts, but the trade-off is often high levels of products on hand to support a slower response capability. When ever these larger levels of products on hand are along with volatile require the trade-off is more signiп¬Ѓcant, with ensuing obsolescence and shortages. However , what is commonly assumed is usually *Corresponding creator. Tel.: +44-115-8482336; fax: +44-115-9486166. E-mail addresses: roy. [email protected] ac. uk (R. Stratton).
that one answer п¬Ѓts all and the outcome of the mismatch is not really appreciated until it finally is too overdue. The Grifп¬Ѓn Manufacturing Business (Warburton and Stratton, 2002) an clothes manufacture in North America, is definitely an unusual circumstance in that that they survived your initial loss of job to Honduras and have right now emerged using a hybrid delivery system that integrates the reduced cost Honduran supply with the fast response capability of the local supplier, Grifп¬Ѓn. More generally, the need to separate stable useful products competitive on value and volatile fashion or innovative products dependent on fast response, is currently widely recognized (Fisher, 1997; Feitzinger and Lee, 1997). The terms lean and agile source have emerged to reп¬‚ect this variation and several generic mixed-style models have been deп¬Ѓned to make clear means and ways of, at least partly, satisfying the conп¬‚icting requirements of low priced and quickly response (Mason-Jones et ing., 2000; Christopher and Towill, 2000).
0925-5273/03/$ - discover front subject r the year 2003 Elsevier Scientific research B. Sixth is v. All rights reserved. doi: 10. 1016/S0925-5273(03)00109-9
Ur. Stratton, 3rd there’s r. D. L. Warburton / Int. M. Production Economics 85 (2003) 183вЂ“198
The industrial relevance is clear, but there is a need to unpack these unclear terms, if perhaps strategically centered integration of those conп¬‚icting paradigms is to be realistically developed to satisfy speciп¬Ѓc business needs. This paper interprets the lean and agile paradigms in terms of dependency, variation, inventory, and capability before applying these parameters to even more clearly deп¬Ѓne the nature of the trade-off and systematically hyperlink such trade-offs to the development of established hybrids. Although general hybrids are helpful illustrations, the solution needs to be logically developed and tailored with broad involvement. EffectвЂ“ causeвЂ“effect analysis can be used in this procedure, verifying the two negative effects from the conп¬‚ict and subsequently good beneп¬Ѓts of the solution. The paper proves with these types of concepts and tools getting applied to the Grifп¬Ѓn Making case.
2 . Lean and agile supply The origins of Just-in-Time (JIT) management can be closely...
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13. Conclusion The lean source paradigm offers taught us the importance of reducing deviation and enabling п¬‚ow, and so reducing the need for protective inventory and capability. However , with all the growth in
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