Leagile manufacturing: a review paper

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I
nt. J. Productivity and Quality Management, Vol. 23, No. 3, 2018 385
Copyright © 2018 Inderscience Enterprises Ltd.
Leagile manufacturing: a review paper
Naveen Virmani* and Rajeev Saha
Department of Mechanical Engineering,
YMCA University of Science and Technology,
Faridabad-121006, India
Email: naveenvirmani11@gmail.com
Email: rajeevsaha@gmail.com
*Corresponding author
Rajeshwar Sahai
Department of Mechanical Engineering,
Rattan College of Engineering,
Palwal-121002, India
Email: rajeshwar.sahai@rediffmail.com
Abstract: Leagile manufacturing is one of the recent dominant research areas
in the field of operations management in the current scenario. However, there is
a lack of research focusing on leagile in manufacturing industries. The leagile
system combines the advantages of both lean as well as agile system. The
purpose of the paper is to make the industries and academicians aware of the
leagile concept and its tools so as to meet the fluctuating needs of customers
in short duration of time. It provides industries to remove all different types
of wastes and at the same time concurrently meeting the changing needs of
customers and hence helps in achieving better customer satisfaction. Both lean
and agile systems can be incorporated simultaneously in the system by proper
positioning of de-coupling point in the supply chain. In the upstream of the
supply chain, lean system is adopted while in downstream, agile system is best
suited.
Keywords: de-coupling point; lean manufacturing; agile manufacturing;
leagile manufacturing.
Reference to this paper should be made as follows: Virmani, N., Saha, R. and
Sahai, R. (2018) ‘Leagile manufacturing: a review paper’, Int. J. Productivity
and Quality Management, Vol. 23, No. 3, pp.385–421.
Biographical notes: Naveen Virmani is a Research Scholar at the Department
of Mechanical Engineering in YMCA University of Science and Technology,
Faridabad. He has completed his MTech from the YMCA University of
Science and Technology, Faridabad. His area of interest includes industrial
engineering, operations research, and production engineering.
Rajeev Saha is working as an Assistant Professor at the Department of
Mechanical Engineering in YMCA University of Science and Technology,
Faridabad. He has published many papers in international and national journals
of high repute. His areas of interest include industrial engineering and
operations management.

386 N. Virmani et al.
Rajeshwar Sahai is working as the Director in Rattan College of Engineering,
Faridabad. He has published many papers in international and national journals.
His areas of interest are production engineering, and operations management.
1 Introduction
In today’s market, companies are putting every possible and great effort in order to
survive in the market due to wide competition and globalisation resulting in to quest for
doing things differently. There is a saying in management also that ‘Leaders do not do the
different things, they do things differently’. Industries are focusing on robotics, advance
manufacturing methods like abrasive jet machining (AJM), electric discharge machining
(EDM), electrochemical machining (ECM), automated guided vehicle system (AGVS),
CAD/CAM, and CAE to make quality products. In earlier days, there were few sellers
and limited number of buyers. So, customers were having fewer options to buy the
product, but today the market is highly competitive (Saha and Grover, 2012). Leagile
manufacturing system is a system having attributes of both lean as well as agile systems.
For understanding leagility, both systems lean as well as agile need to be studied in
detail. Although there are works including some lean manufacturing and sustainability
relationships, such as Piercy and Rich (2015), Martínez-Jurado and Moyano-Fuentes
(2014), Chiarini (2014) and Bergenwall et al. (2012), current LM research is still short of
properly identifying, proving, and more importantly addressing the issues regarding its
impact on long-term sustainability. This enables identity and communication for every
entity in the value stream and leads to IT-enabled mass customisation in manufacturing
(Lasi et al., 2014; Posada et al., 2015;.
2 Literature review
Industrial revolution have forced the industries to make the continuous improvement in
processes or methods, materials, etc., and reducing the wastages as maximum as possible.
Though embedded with latest technologies and intelligent algorithms, the smart factory
allows itself to be built on the foundations of the classical Toyota Production System
(Bauernhansl et al., 2014). Supply chain management also plays an important role in
leagile manufacturing. A supplier is empowered to comment when exactly his goods
would reach the customer, thereby enhancing credibility and adding value to customers
Caballero-Gil et al. (2013). Scheer (2012) considers CIM as a concept for the structuring
of industrial enterprises. Today, due to extensive competition in the market, customer
wants quality goods at reasonable price. So today companies are required to work more
efficiently and diligently (Shah and Ward, 2003). Lean manufacturing includes seven
different types of wastes (Rokeach, 1968, 1973). Leanness means developing a value
stream to eliminate all waste, including time and to ensure a lever schedule (Naylor et al.,
1999). Leanness is a parameter that is focused on reutilising lesser input to better achieve
the goals of organisation so as to achieve better inputs (Houshmand and Jamshidnezhad,
2006). Lean manufacturing is mixed socio technical system whose main objective is to
eliminate waste and reduce the variability of suppliers, customers and internal resources
and processes (Shah and Ward, 2003). Dora et al. (2013) has given ten elements of lean

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manufacturing: supplier feedback, just in time (JIT) delivery by suppliers, supplier
development, customer involvement, pull production, continuous flow, setup time
reduction, total preventive maintenance, statistical process control, and employee
involvement. Gunasekaran and Yusuf (2002) describe agile manufacturing as the
capability to survive and prosper in a competitive environment of continuous and
unexpected change by reacting quickly and effectively to changing markets, driven by
customer-designed products and services. For implementing leagility, it is necessary to
determine customer demand patterns. Different companies use different methods to know
the demand of customer like market survey, telephonic survey, questionnaire, etc.
Narasimhan et al. (2006) and Asif Hasan et al. (2012) have studied issues related to agile
manufacturing in complex environment using ANP technique. Naylor et al. (1999)
Mason Jones and Towill (2000) defined leagility as a combination of lean and agile
paradigms within a supply chain strategy by positioning the decoupling point. A leagile
system has characteristics of both lean and agile systems, acting together in order to
exploit market opportunities in a cost effective manner. In Krishnamurthy and Yauch
(2007), leagile system operates at different points in a manufacturing supply chain. A key
element is de-coupling point. The lean processes are on upstream side of de-coupling
point and agile processes exist on downstream side.
3 Lean manufacturing
Taichi Ohno, who was given the task of developing a system that would enhance
productivity at Toyota, is generally considered to be a primary force behind the system
(Towill and Christopher, 2001). According to Mason Jones and Towill (2000), the
definition of value stream in lean depends on a customer and cost perspective, rather than
organisation’s viewpoint, and a lean manufacturing typically has predictable demand, low
product variety, longer product life cycles, and cost driven customers. Lean is basically
concerned with reducing all the activities which does not add value to the product. Lean
means less in everything i.e., less manpower, less space, less investment, etc., to produce
the same output without compromising with the quality (Mwacharo, 2013), the
implementation of lean manufacturing depends on type and size of industry. ‘Values’ are
important personal beliefs that people hold with respect to themselves and the goals for
which they strive. Lean manufacturing includes seven different types of wastes (Rokeach,
1968, 1973). Kaizen have also shown significant results in improving the quality of
product as it is seen in case study of automotive industry (Anees Siddiqui, 2013). The
need of implementing lean manufacturing and benefits that the companies will get is
analysed by various authors (Singh et al., 2012). Upadhye et al. (2010) described major
actions taken by the company to implement lean thinking to improve its efficiency and
effectiveness. This lesson attempted to point out various wastages and issues to
implement the lean manufacturing systems in MSME. Lean tools like kaizen, JIT, VSM,
5S, SQC, preventive maintenance, total employee involvement, and SMED were used to
find and abolish the wastages in a MSME. Lean focuses on eliminating all those activities
which do not add value to the product. Improving processes is a common challenge for
most enterprises (Kuhlang et al., 2013). Value stream mapping is one of the important
tool of lean manufacturing. VSM helps to see and understand, document, analyse and
improve the flow of material and information as a product or service makes its way
through the value stream (Mohanraj et al., 2011). In turn, it eliminates over production

388 N. Virmani et al.
and unnecessary inventory (Devadasan et al., 2012). The objective of lean manufacturing
is to helps employer to maximise their firm’s operational efficiency and become
competitive through the implementation of various lean tools.
Continuous improvement is simple and easy to understand and requires low
investment to achieve the goals. There are various ways to increase the competitiveness
like kaizen, lean manufacturing, TQM, etc., Most of the times, there are difficulties in
effectively implementing the concept. This encourages to find the different models
(Drohomeretski and Gouvea da Costaac, 2014). One of the most suitable model can be
leagile manufacturing.
Table 1 Some literature on lean manufacturing
Author Year Definition of lean manufacturing
Womack et al. 1991 Lean production is a business and production philosophy that shortens
the time between order placement and product delivery by eliminating
waste from a product value stream.
Snell and Dean 1992 Lean is a combination of synergistic and mutually reinforcing practices,
which have generally been grouped into four complementary subsystems
or bundles; just in time (JIT) manufacturing, quality management (QM),
total preventive maintenance and human resource management practices.
Womack and
Jones
1996 The concept of LM is to minimise the amount of time and resources used
in the manufacturing processes and other activities of an enterprise, with
an emphasis on eliminating all forms of wastage.
Czarnecki and
Loyd
1998 It is a methodical approach to identify and eliminate waste (non value
added activities) through continuous improvement by following the
product at the pull of customer in pursuit of perfection.
Rother and
Shook
1999 It refers to identification of all types of waste in the value stream of
supply chain and implementation of necessary tools to eliminate them for
minimising lead time.
Moutabian 2005 LM focuses on getting the right things in the right quantity to achieve
perfect work flow, while minimising waste and being flexible and able to
change, leading to satisfied managers, workers, supplies, customers and
stakeholders.
Hopp and
Spearman
2004 Production of goods or services that minimises buffering costs associated
with excess lead times, inventories or capacity.
Liker 2004 It is adding value by eliminating waste, being responsive to change,
focusing on quality, and enhancing the effectiveness of work force.
Olson 2004 LM encompasses such practice as employee involvement in worker
teams, problem solving, integrated product designs, statistical process
control, reengineering setups, cellular manufacturing, pull production,
supplier information sharing and partnership, supply base rationalisation,
in house designed technology, and customer requirements integration.
Shah and
Ward
2007 An integrated socio technical system whose main objective is to
eliminate waste by concurrently reducing or minimising supplier,
customer and internal variability.
Alam 2009 LM can be considered as synergistic set of integrated modern
manufacturing management practices, commonly classified under
subsets of just in time, total quality management (TQM), total productive
maintenance (TPM) and a collection of supportive human resource
management practices including teamwork and employee empowerment.

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Table 1 Some literature on lean manufacturing (continued)
Author Year Definition of lean manufacturing
Enaghani et al. 2009 It is a culture for quality improvement starting with revolutionising the
minds of employees.
Devadasan and
Arashpour
2012 It eliminates over production and unnecessary inventory.
Dora et al. 2013 Ten elements of lean are supplier feedback, JIT delivery by suppliers,
supplier development, customer involvement, pull production,
continuous flow, setup time reduction, total preventive maintenance,
statistical process control, employee involvement.
Lean manufacturing includes seven different types of wastes
1 transport
2 defects
3 overproduction
4 over-processing
5 inventory
6 waiting
7 motion.
The Lean Enterprise Research (LER, 2004) at Cardiff Business School highlighted that
for most production operations:
• 5% of the activities add value
• 35% are necessary non-value activities
• 60% add no value at all.
Lean not only means reducing all types of wastes but it also means that products should
be assembled only and only when customer’s demand is there.
3.1 Lean manufacturing benefits
1 reduced inventory
2 wastage reduction
3 reduced lead time
4 better understanding of process
5 financial savings
6 less rework
7 improved quality of products
8 increased customer satisfaction

390 N. Virmani et al.
9 increased productivity
10 increased market share
11 increased resource utilisation.
3.2 Roadblock in implementing lean manufacturing
1 reluctance of the workers and staff members to change
2 it requires training to be given to the workers and the staff members, meanwhile
production may be stopped
3 time shall be given for training to employees.
3.3 Principles of lean
The five-step thought process for guiding the implementation of lean techniques is easy
to remember, but not always easy to achieve:
1 specify value from the standpoint of the end customer by product family
2 identify all the steps in the value stream for each product family, eliminating
whenever possible, all those steps which do not create value
3 make the value-creating steps occur in tight sequence so that product may flow
smoothly toward the customer
4 as flow is introduced, let customers pull value from the next upstream activity
5 as value is specified, value streams are identified, wasted steps are removed, and
flow and pull are introduced, begin the process again and continue it until a state of
perfection is reached in which perfect value is created with no waste.
Figure 1 Lean principles (see online version for colours)
Source: http://www.lean.org/whatslean/principles.cfm

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Table 2 Lean manufacturing tools
S. no. Lean tool Authors Total no.
1 Just in time Abdulmalek et al. (2006), Ahlstrom (1998),Worley and
Doolen (2006), Achanga et al. (2006), Irani et al.
(1993), Kulatilaka (1988), Behrouzi and Wong (2011),
Bamber and Dale (2000), Don-Taylor (1997), Marvel
and Standridge (2009), Davies and Greenough (2010)
and Backhouse and Burns (1999)
12
2 Kaizen Wafa and Yasin (1998), Crabill et al. (2000), Achanga
et al. (2006), Worley and Doolen (2006), Kulatilaka
(1988), Behrouzi and Wong (2011), Bamber and Dale
(2000), Marvel and Standridge (2009), Davies and
Greenough (2010) and Backhouse and Burns (1999)
10
3 Poke yoke or
mistake
proofing
Anvari (2011), Crabill et al. (2000), Worley and
Doolen (2006), Irani et al. (1993), Kulatilaka (1988),
Behrouzi and Wong (2011), Bamber and Dale (2000),
Don-Taylor (1997) and Davies and Greenough (2010)
9
4 TQM Wafa and Yasin (1998), Anvari (2011), Worley and
Doolen (2006), Behrouzi and Wong (2011), Bamber
and Dale (2000), Marvel and Standridge (2009),
Davies and Greenough (2010) and Backhouse and
Burns (1999)
8
5 TPM Bhatia (2004), Mc-Cullen and Towill (2001), Anvari
(2011), Worley and Doolen (2006), Irani et al. (1993),
Kulatilaka (1988), Behrouzi and Wong (2011), Marvel
and Standridge (2009) and Hoyt (1995)
9
6 SMED or quick
changeover
Ahlstrom (1998), Mc-Cullen and Towill (2001),
Achanga et al. (2006), Baker (2002), Worley and
Doolen (2006), Behrouzi and Wong (2011), Herrmann
and Minis (1996) and Song and Nagi (1997)
8
7 SIX sigma Achanga et al. (2006), Mc-Cullen and Towill (2001),
Worley and Doolen (2006), Irani et al. (1993),
Kulatilaka (1988), Behrouzi and Wong (2011), Marvel
and Standridge (2009), Hoyt (1995) and Davies and
Greenough (2010)
9
8 5S Anand and Kodali (2010), Mc-Cullen and Towill
(2001), Irani et al. (1993), Kulatilaka (1988), Don-
Taylor (1997) and Hoyt (1995)
6
9 Problem solving Anvari et al. (2010), Anvari (2011), Kulatilaka (1988),
Behrouzi and Wong (2011) and Hoyt (1995)
5
10 Takt time Baker (2002), Mc-Cullen (2001), Achanga et al.
(2006), Behrouzi and Wong (2011), Bamber and Dale
(2000) and Hoyt (1995)
6
11 Kanban Bamber and Dale (2000), Davies and Greenough
(2010), Dombrowski et al. (2012), Motwani (2003),
Bhasin and Burcher (2006), Bicheno (2004), Doolen
and Hacker (2005), Anvari (2011), Achanga et al.
(2006), Worley and Doolen (2006), Kulatilaka (1988),
Behrouzi and Wong (2011), Don-Taylor (1997),
Marvel and Standridge (2009) and Huang and Li
(2010)
15

392 N. Virmani et al.
Table 2 Lean manufacturing tools (continued)
S. no. Lean tool Authors Total no.
12 Autonomation
or jidoka
Barker (1998), Crute et al. (2003), Bhasin and Burcher
(2006), Achanga et al. (2006), Irani et al. (1993),
Kulatilaka (1988), Behrouzi and Wong (2011) and
Davies and Greenough (2010)
8
13 Right first time Behrouzi and Wong (2011), Anvari ry al. (2011),
Bhasin and Burcher (2006), Crabill et al. (2000),
Achanga et al. (2006), Irani et al. (1993), Kulatilaka
(1988), Davies and Greenough (2010)
8
14 Value stream
mapping
Bhasin and Burcher (2006), Doolen and Hacker (2005),
Crabill et al. (2000), Achanga et al. (2006), Worley and
Doolen (2006), Huang and Li (2010) and Jung et al.
(1996)
7
15 Bottleneck
analysis
Bicheno (2004), Crabill et al. (2000), Achanga et al.
(2006), Davies and Greenough (2010) and Jung et al.
(1996)
5
16 Standardised
work
Crabill et al. (2000), Feld (2001), Worley and Doolen
(2006), Don-Taylor (1997) and Huang and Li (2010)
6
17 Visual
management
Flinchbaugh (1998), Worley and Doolen (2006),
Don-Taylor (1997), Marvel and Standridge (2009),
Huang and Li (2010) and Jung et al. (1996)
6
18 Andon Green et al. (2006), Hobbs (2004), Jina et al. (1997),
Karim and Arif-Uz-Zaman (2013), Bhasin and Burcher
(2006), Worley and Doolen (2006),
Don-Taylor (1997) and Jung et al. (1996)
8
19 One piece flow Bhasin and Burcher (2006), Huang and Li (2010), Irani
et al. (1993), Marvel and Standridge (2009), Davies
and Greenough (2010), Jung et al. (1996)
6
20 PDCA Crute et al. (2003), Huang and Li (2010) and Marvel
and Standridge (2009)
3
21 Heijunka or
leveling the
workload
Karlsson and Ahlstrom (1996), Motwani (2003), Wafa
and Yasin (1998), Bhasin and Burcher (2006), Worley
and Doolen (2006), Kulatilaka (1988) and Backhouse
and Burns (1999)
7
22 Cellular
manufacturing
Krafcik (1988), Mostafa (2011), Ahlstrom (1998),
Richards (1996), Crabill et al. (2000), Worley and
Doolen (2006), Jung et al. (1996) and Backhouse and
Burns (1999)
8
23 Continuous flow Kumar and Phrommathed (2006), Rother and Shook
(1999), Crabill et al. (2000), Worley and Doolen
(2006), Bamber and Dale (2000) and Jung et al. (1996)
6
24 SPC Lozano and Valles (2007), Soni and Kodali (2009),
Rother and Shook (1999), Worley and Doolen (2006),
Irani et al. (1993), Kulatilaka (1988) and Backhouse
and Burns (1999)
7

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Table 2 Lean manufacturing tools (continued)
S. no. Lean tool Authors Total no.
25 Team
development
Marvel and Standridge (2009), Soni and Kodali (2009),
Crabill et al. (2000), Kulatilaka (1988), Bamber and
Dale (2000), Don-Taylor (1997) and Jung et al. (1996)
8
26 Work
simplification
Mohanty et al. (2007), Monden (1998), Powell et al.
(2013), Ahlstrom (1998), Richards (1996), Crabill
et al. (2000), Achanga et al. (2006), Irani et al. (1993),
Huang and Li (2010) and Jung et al. (1996)
10
27 Visual
management
Shingo (1989), Wafa and Yasin (1998), Rother and
Shook (1999), Richards (1996), Huang and Li (2010),
Crabill et al. (2000), Achanga et al. (2006), Bamber and
Dale (2000) and Backhouse and Burns (1999)
9
28 Supplier
development
Wan and Chen (2009), Bhasin and Burcher (2006),
Bamber and Dale (2000), Huang and Li (2010) and
Jung et al. (1996)
29 Work balancing Rother and Shook (1999), Wafa and Yasin (1998),
Bhasin and Burcher (2006), Richards (1996), Crabill
et al. (2000), Achanga et al. (2006), Bamber and Dale
(2000), Marvel and Standridge (2009), Jung et al.
(1996) and Backhouse and Burns (1999)
10
30 Socio technical
systems
Smeds (1994), Bhasin and Burcher (2006), Melton
(2005), Crabill et al. (2000), Achanga et al. (2006),
Worley and Doolen (2006), Bamber and Dale (2000),
Pavnaskar et al. (2003), Jung et al. (1996) and
Backhouse and Burns (1999)
10
31 Self-directed
work teams
Satty (1980), Soni and Kodali (2009), Melton (2005),
Huang and Li (2010) and Jung et al. (1996)
5
32 Point-of-use
storage
Pavnaskar et al. (2003), PMI (2008), Wafa and Yasin
(1998), Worley and Doolen (2006), Irani et al. (1993)
and Jung et al. (1996)
6
33 Lean
accounting
Shah (2008), Olson and Saetre (1997), Soni and Kodali
(2009), Ahlstrom (1998), Bhasin and Burcher (2006),
Melton (2005), Huang and Li (2010), Achanga et al.
(2006), Kulatilaka (1988), Pavnaskar et al. (2003) and
Huang and Li (2010)
11
34 Lean suppliers PMI (2013), Sanchez and Perez (2001), Rother and
Shook (1999), Richards (1996), Melton (2005),
Kulatilaka (1988), Bamber and Dale (2000), Pavnaskar
et al. (2003), Huang and Li (2010) and Backhouse and
Burns (1999)
10
35 Zero defects Teleghani (2010), Bhasin and Burcher (2006), Melton
(2005) and Pavnaskar et al. (2003)
4
36 FMEA (failure
mode and effect
analysis)
Pollitt (2006), Scherrer-Rathje et al. (2009), Soni and
Kodali (2009), Ahlstrom (1998), Bhasin and Burcher
(2006), Richards (1996), Worley and Doolen (2006),
Irani et al. (1993), Kulatilaka (1988), Bamber and Dale
(2000), Pavnaskar et al. (2003) and Backhouse and
Burns (1999)
12

394 N. Virmani et al.
Table 2 Lean manufacturing tools (continued)
S. no. Lean tool Authors Total no.
37 Brain storming Wafa and Yasin (1998), Ahlstrom (1998), Melton
(2005) and Pavnaskar et al. (2003)
4
38 Pareto chart Worley and Doolen (2006), Soni and Kodali (2009),
Bhasin and Burcher (2006), Melton (2005), Achanga
et al. (2006), Pavnaskar et al. (2003) and Jung et al.
(1996)
7
39 Fishbone
(Ishikawa)
diagram
Monden (1998), Wafa and Yasin (1998), Bhasin and
Burcher (2006), Melton (2005), Huang and Li (2010),
Achanga et al. (2006), Irani et al. (1993), Bamber and
Dale (2000) and Backhouse and Burns (1999)
10
40 Measurement
system analysis
(MSA)
Nightingale and Mize (2002), Puvanasvaran et al.
(2009), Wafa and Yasin (1998), Ahlstrom (1998),
Rother and Shook (1999), Huang and Li (2010),
Achanga et al. (2006), Irani et al. (1993), Jung et al.
(1996) and Backhouse and Burns (1999)
10
41 System
diagrams
Nordin et al. (2012), Rivera and Chen (2007),Wafa and
Yasin (1998), Achanga et al. (2006), Worley and
Doolen (2006), Pavnaskar et al. (2003) and Huang and
Li (2010)
7
42 A3 report http://www.moresteam.com/lean/a3-report.cfm
43 Regression
analysis
http://www.moresteam.com/toolbox/regression-
analysis.cfm
44 Project priority
calculator
http://www.moresteam.com/toolbox/project-priority-
calculator.cfm
45 Histogram http://www.moresteam.com/toolbox/
46 Trend chart or
run chart
http://www.moresteam.com/toolbox/
47 Modern
manufacturing
practices
Womack et al. (1991), Wong and Wong (2011), Wafa
and Yasin (1998), Richards (1996), Melton (2005),
Worley and Doolen (2006) and Jung et al. (1996)
7
48 Cellular
manufacturing
Wafa and Yasin (1998), Rother and Shook (1999),
Bhasin and Burcher (2006) and Pavnaskar et al. (2003)
4
49 Risk assessment Melton (2005),Wafa and Yasin (1998), Bhasin and
Burcher (2006), Richards (1996), Worley and Doolen
(2006), Pavnaskar et al. (2003) and Hoyt (1995)
8
50 Time value
mapping
Melton (2005), Rother and Shook (1999), Wafa and
Yasin (1998), Richards (1996), Worley and Doolen
(2006), Kulatilaka (1988), Bamber and Dale (2000),
Pavnaskar et al. (2003) and Hoyt (1995)
9
51 Spaghetti
diagramming
Melton (2005),Wafa and Yasin (1998), Richards
(1996), Worley and Doolen (2006), Kulatilaka (1988),
Pavnaskar et al. (2003) and Jung et al. (1996)
7

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Table 3 Reputed journals of lean manufacturing
S. no. Name of journal Publisher
1 International Journal of Lean Enterprise Research Inderscience
2 International Journal of Lean Six Sigma Information Emerald
3 Journal of Manufacturing Technology Management Emerald
4 Journal of Manufacturing Systems Elsevier
5 European Journal of Operations Research Elsevier
6 Journal of Operations Management Elsevier
7 Production and Manufacturing Research Taylor and Francis
8 Manufacturing Science and Technology Horizon Research
9 International Journal of Production Economics Science Direct
10 International Journal of Management Science and Eng. Taylor Francis
11 Journal of Operations Management Science Direct
12 International Journal of Computing and Optimisation Hikari Ltd.
Figure 2 Lean literature (see online version for colours)
4 Agile manufacturing system
Companies are also required to make their manufacturing system agile which can respond
to quick changes in customer’s demand. For this the manufacturing system need to be
flexible to make variety of products, which can meet with fluctuating customer’s
demands.
For this, there is a necessity to eliminate gap between the customer demand and the
production of goods by industries. Different researcher has defined the agile
manufacturing as follows:

396 N. Virmani et al.
Agility is defined as business wide practice that comprises organisational structure,
information systems, and logistics processes and employees mindsets (Christopher and
Towill, 2000). Brown and Bessant (2000) ability to respond to sudden changes and meet
widely varied customer requirements in terms of price, specification, quality, quantity
and delivery. Agility means using market knowledge and virtual corporation to exploit
profitable opportunities in volatile marketplace (Naylor et al., 1999). Mccullen et al.
(1997) have emphasised, one example is the question of capacity requirements. In lean
production, customers buy specific products, whereas in agile reserves capacity that may
additionally need to be made available at very short notice. Companies are required to
change and make their organisations more flexible and responsive to customer’s demand
(Gould, 1997; James-Moore, 1996). Agility requires the capability to survive and prosper
in a competitive environment of continuous and unpredictable change by reacting quickly
and effectively to changing markets, driven by customer-designed products and services
(Cho et al., 1996). According to Gupta and Mittal (1996), AM is a business concept that
integrates organisations, people and technology into a meaningful unit by deploying
advanced information technologies and flexible and nimble organisation structures to
support highly skilled, knowledgeable and motivated people. It is the ability to thrive in a
competitive environment of continuous and unanticipated change and to respond quickly
to rapidly changing markets driven by customer-based valuing of products and services
(DeVor and Mills, 1995).
The key enablers of agile manufacturing include:
1 virtual enterprise formation tools/metrics
2 physically distributed manufacturing architecture and teams;
3 rapid partnership formation tools/metrics
4 concurrent engineering
5 integrated product/production/business information system
6 rapid prototyping
7 electronic commerce (Gunasekaran, 1998).
4.1 Benefits of agile manufacturing system
a better customer relations
b larger variety of products, so customers have more options
c customised products can be made with more accuracy due to flexible manufacturing
system
d increased turnover of companies
e better supplier relations.

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4.2 Disadvantages of agile manufacturing system
1 Due to fluctuating demand of customer, there may be shortage of new product. Due
to this some people may use some other means of earning i.e., selling the required
item in black also.
2 Skilled and trained operators are needed.
3 High investments in procuring latest available machines.
4 Greater maintenance of operating machines.
Table 4 Some literature on agile manufacturing
Author Year Definition of agile manufacturing
Goldman et al. 1995 Capability of operating profitably in a competitive environment
of continually and unpredictably changing customer
opportunities.
Adamides 1996 Responsibility-based manufacturing.
Booth and McGrath 1996 More flexibility and responsiveness.
Cho et al. 1996 Capability for surviving and prospering in a competitive
environment of continuous and unpredictable change by
reacting quickly and effectively to changing markets
Gupta and Mittal 1996 Agile stresses the importance of being highly responsive to
meet the ‘total needs’ of the customer, while simultaneously
striving to be lean. Agile places a higher priority on
responsiveness than cost-efficiency while a manufacturer
whose primary goal is to be lean compromises.
Hong et al. 1996 Flexibility and rapid response to market demands.
Devor et al. 1997 Ability to thrive in a competitive environment of continuous
and unanticipated change and to respond quickly to rapidly
changing markets driven by customer-based valuing of
products and services.
Fliedner and
Vokuruka
1997 The ability to successfully market low-cost, high quality
products with short lead times and in varying volumes that
provide enhanced value to customers through customisation.
Gunasekaran 1998 Capability to survive and prosper in a competitive environment
of continuous and unpredictable change by reacting quickly
and effectively to changing markets.
Backhouse and
Burns
1999 The ability of an enterprise to adapt unpredicted changes in the
external environment.
Christopher and
Towill
2000 It is a business wide practice that comprises organisational
structures, information systems, logistical processes and
employees mindsets.
Groover 2001 An enterprise level manufacturing strategy of introducing new
products into rapidly changing markets two. An organisational
ability to thrive in a competitive environment characterised by
continuous and sometimes unforeseen change.
Elkins et al. 2003 Agile machining system is a machining system that can change
quickly and easily to produce a planned range of product
models in a product class, and be rapidly and cost-effectively
reconfigured to respond to new model introductions.

398 N. Virmani et al.
Table 5 Agile manufacturing journals
S. no. Name of journal Publisher
1 International Journal of Agile Systems and Management Inderscience
2 International Journal of Production Research Taylor Francis
3 International Journal of Production Economics Elsevier
4 International Journal of Technical Research and Applications IJTRA
5 Journal of Operations Management Elsevier
6 Journal of Manufacturing Technology Management Emerald
7 International Journal of Engineering Trends and Technology IJETT
8 Internal Journal of Agile Manufacturing System Emerald
9 International Journal of Operations and Production
Management
Emerald
10 Agile Manufacturing-Engineering Management Journal IEEE
11 Journal of Manufacturing Systems Science Direct
12 Journal of Material Processing Technology Springer
13 SSRG International Journal of Industrial Engineering SSRGJ
14 International Journal of Advanced Manufacturing Technology Springer
15 International Journal of Industrial Engineering Research and
Development
IAEME Publication
16 IOSR Journal of Mechanical and Civil Engineering International
Organisation of
Scientific Research
Figure 3 Agile literature (see online version for colours)

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Table 6 Agile manufacturing tools
S. no. Agile tool Authors Total no.
1 Concurrent
engineering
Prince and Kay (2003), Shahin and Janatyan (2010), Tsai
and Lee (2006), Chutima and Kaewin (2007), Vinodh
et al. (2010a), Francisco and Fernandes (2010), Misra
et al. (2010), Assen et al. (2000), Macduffie (1995),
Schroeder et al. (1994), Li et al. (2002), Jacobs et al.
(2011), Soni and Kodali (2009), Irani et al. (1993),
Pavnaskar et al. (2003), Backhouse and Burns (1999)
16
2 Rapid prototyping Moore et al. (2003), Vinodh et al. (2010b), Gunasekaran
and Yusuf (2002), Shamsuzzoha (2011), Jiang (1999),
Gunasekaran and Yusuf (2002), Paul (2000), Al-Tahat
et al. (2009), Soni and Kodali (2009), Backhouse and
Burns (1999)
10
3 Electronic
commerce
Charles et al. (1999), McCullen and Towill (2001), Devor
et al. (1997), Fine and Freund (1990), Giachetti et al.
(2003), Goldman et al. (1995), Goranson (1998),
Gunasekaran (1998, 1999a, 1999b), Soni and Kodali
(2009), Bamber and Dale (2000), Don-Taylor (1997),
Pavnaskar et al. (2003), Backhouse and Burns (1999)
15
4 Virtual enterprise Gunasekaran (2001), Gupta and Buzacott (1993), Gupta
and Goyal (1989), Hallman (2003), Katayama and
Benette (1999), Kulatika (1988), Lee (1999), Morgan and
Daniels (2001), Nagel et al. (1991), Newman et al.
(2000), Ordoobadi and Mulvaney (2001), Prince and Kay
(2003), Mc-Cullen and Towill (2001), Bamber and Dale
(2000), Don-Taylor (1997), Jung et al. (1996)
16
5 Integrated
product/business
information
system
Aoyama (1998), Olson and Saetre (1997), Candadai et al.
(1995), Mc-Cullen and Towill (2001), Melton (2005),
Worley and Doolen (2006), Kulatilaka (1988),
Don-Taylor (1997), Pavnaskar et al. (2003), Jung et al.
(1996), Backhouse and Burns (1999)
11
6 Physically
distributed teams
Candadai et al. (1995), Pant et al. (1994), Prince and Kay
(2003), Mc-Cullen and Towill (2001), Melton (2005),
Worley and Doolen (2006), Kulatilaka (1988), Bamber
and Dale (2000), Don-Taylor (1997), Pavnaskar et al.
(2003), Jung et al. (1996), Backhouse and Burns (1999)
12
7 Rapid partnership
formation
Canel and Khumawala (1997), Perry et al. (1999), Soni
and Kodali (2009), Mc-Cullen and Towill (2001), Melton
(2005), Worley and Doolen (2006), Bamber and Dale
(2000), Backhouse and Burns (1999)
8
8 FMS Cheng et al. (1998), Plonka (1997), Vokurka and
O’Leary-Kelly (2000), Melton (2005), Kulatilaka (1988),
Bamber and Dale (2000), Jung et al. (1996)
7
9 Mass
customisation
Cho et al. (1996), Pradhan and Huang (1998), Goldsby
et al. (2006), Soni and Kodali (2009), Vokurka and
O’Leary-Kelly (2000), Worley and Doolen (2006),
Bamber and Dale (2000)
7
10 Teamwork Don-Taylor (1997), Quinn et al. (1997), Goldsby et al.
(2006), Vokurka and O’Leary-Kelly (2000)
4

400 N. Virmani et al.
Table 6 Agile manufacturing tools (continued)
S. no. Agile tool Authors Total no.
11 Multidisciplinary
workforce
Don-Taylor and Nagi (1996), Reid et al. (1996), Goldsby
et al. (2006), Dove (1995), Soni and Kodali (2009),
Vokurka and O’Leary-Kelly (2000), Richards (1996),
Melton (2005) and Jung et al. (1996)
9
12 Empowering
employees
Dove (1995), Prince and Kay (2003), Goldsby et al.
(2006), Soni and Kodali (2009), Jung et al. (1996)
5
13 Focus on
innovation
Feng and Zang (1998), Richards (1996), Soni and Kodali
(2009), Melton (2005) and Baratt et al. (2010)
5
14 Modern
manufacturing
processes
Forsythe (1997), Soni and Kodali (2009), Vokurka and
O’Leary-Kelly (2000), Melton (2005), Worley and
Doolen (2006), Kulatilaka (1988), Baratt et al. (2010) and
Backhouse and Burns (1999)
15 Group technology Goldman and Nagel (1994), Sarmiento (2000), Sarmiento
and Nagi (1998, 1999), Prince and Kay (2003), Candadai
et al. (1995), Richards (1996), Worley and Doolen
(2006), Kulatilaka (1988), Baratt et al. (2010), Hoyt
(1995) and Jung et al. (1996)
12
16 Production
process
reengineering
Govindaraj (1997), Sharp et al. (1999), Sheridan (1993),
Candadai et al. (1995), Soni and Kodali (2009), Richards
(1996), Worley and Doolen (2006), Baratt et al. (2010)
and Backhouse and Burns (1999)
9
17 Robotics and
PLC’S
Gupta and Nagi (1995), Smith and Wolfe (1995),
Goldsby et al. (2006), Bhasin and Burcher (2006),
Vokurka and O’Leary-Kelly (2000), Richards (1996) and
Baratt et al. (2010)
7
18 CAD/CAM,
CAPP and CIM
Herrmann et al. (1995), Song and Nagi (1996), Soni and
Kodali (2009), Bhasin and Burcher (2006), Vokurka and
O’Leary-Kelly (2000), Richards (1996) and Backhouse
and Burns (1999)
7
19 Rapid machine
set-ups and
changeovers
Herrmann and Minis (1996), Song and Nagi (1997), Dove
(1995), Vokurka and O’Leary-Kelly (2000), Baratt et al.
(2010), Hoyt (1995) and Backhouse and Burns (1999)
7
20 Standardised
operating
procedures
Hoyt (1995), Strader et al. (1998), Dove (1995), Bhasin
and Burcher (2006), Kulatilaka (1988) and Baratt et al.
(2010)
6
21 Reconfigurable
and continuously
changeable
system
Hoyt et al. (1997), Struebing (1995), Candadai et al.
(1995), Goldsby et al. (2006), Bhasin and Burcher (2006),
Worley and Doolen (2006), Kulatilaka (1988), Pavnaskar
et al. (2003), Baratt et al. (2010), Jung (1996) and
Backhouse and Burns (1999)
11
22 E-manufacturing Sarkis (1997), Saha and Grover (2012), Syam (1997),
Candadai et al. (1995), Dove (1995), Baratt et al. (2010),
Jung et al. (1996) and Backhouse and Burns (1999)
8
23 Machine vision
capabilities
Irani et al. (1993), Talluri et al. (1999), Candadai
et al. (1995), Dove (1995), Melton (2005) and Baratt
et al. (2010)
6

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Table 6 Agile manufacturing tools (continued)
S. no. Agile tool Authors Total no.
24 Make to order
strategy
Iyer and Nagi (1997), Tu (1997), Dove (1995), Richards
(1996), Melton (2005), Worley and Doolen (2006),
Kulatilaka (1988) and Baratt et al. (2010)
8
25 Effective
information
system
Jain (1995), Veeramani and Joshi (1997), Venkatadri
et al. (1997), Wang et al. (1996), Richards (1996), Melton
(2005), Pavnaskar et al. (2003), Baratt et al. (2010) and
Jung et al. (1996)
9
26 Modular
production
facilities
Johnson and Reid (1997), Prince and Kay (2003),
Goldsby et al. (2006), Richards (1996), Melton (2005),
Kulatilaka (1988), Baratt et al. (2010), Jung et al. (1996)
and Backhouse and Burns (1999)
9
27 Fast production
cycle times
Jung et al. (1996), Montreuil et al. (1991), Weng (1999),
Weston (1998), Prince and Kay (2003), Kulatilaka (1988)
and Baratt et al. (2010)
8
28 General purpose
equipments
Katayama and Benette (1999), Wiebe (1997), Wong and
Veeramani (1996), Goldsby et al. (2006), Melton (2005)
and Backhouse and Burns (1999)
6
29 Effective
communication
technology
Kidd (1994), Zhou and Besant (1999), Zhou et al. (1998),
Prince and Kay (2003), Dove (1995), Jung et al. (1996)
and Backhouse and Burns (1999)
7
30 Competitive unit
cost
Koonce et al. (1997), Mills (1995), Minis et al. (1999),
Prince and Kay (2003), Bhasin and Burcher (2006) and
Jung et al. (1996)
6
31 Intelligent
workers
Merton-Allen-Associates (1997), Prince and Kay (2003),
Goldsby et al. (2006), Dove (1995), Melton (2005),
Kulatilaka (1988), Pavnaskar et al. (2003) and Jung et al.
(1996)
8
32 Focus on
emerging trends
Assen et al. (2000), Prince and Kay (2003), Dove (1995),
Bhasin and Burcher (2006), Melton (2005), Pavnaskar
et al. (2003) and Backhouse and Burns (1999)
7
33 Collaborative
product design
Backhouse and Burns (1999), Dove (1995), Bhasin and
Burcher (2006) and Melton (2005)
4
34 Listening to
customers
Goldsby et al. (2006), Dove (1995), Bhasin and Burcher
(2006), Richards (1996), Melton (2005), Kulatilaka
(1988), Pavnaskar et al. (2003) and Jung et al. (1996)
8
5 Leagile manufacturing system
Leagile manufacturing system has attributes of both lean as well as agile manufacturing
system. Lean and agile manufacturing systems are separated by a de-coupling point.
Figure 5 shown, the customer pulls value from the retailer, which in turn results in
pulling the value by the retailer from the wholesaler and so on. Leagile manufacturing
concept plays an important role in deciding the profitability of companies. Upstream of
this supply chain there is a stable demand, so lean manufacturing is to be adopted but

402 N. Virmani et al.
downstream it have fluctuating demand, so it should be agile. Lean manufacturing
focuses on reducing the inventories as maximum as possible i.e., cutting down inventory
costs. But if there will be no inventory then how the system can be agile. So in order to
meet the fluctuating demand of customers, there should be some inventory i.e., system
must be leagile.
Figure 4 Supply chain (see online version for colours)
Raw material
supplier Manufacturer Wholesaler Retailer Customer
Figure 5 The de-coupling point approach (see online version for colours)
Source: Christopher and Towill (2001)
Table 7 Some literature on leagile manufacturing
Author Year Definition of leagile manufacturing
Mason Jones
and Towill
2000 It is a combination of lean and agile paradigms within a supply
chain strategy by positioning the decoupling point. A leagile
system has characteristics of both lean and agile systems, acting
together in order to exploit market opportunities in a cost
effective manner
Krishnamurthy
and Yauch
2007 Leagile system operates at different points in a manufacturing
supply chain. A key element is de-coupling point. The lean
processes are on upstream side of de-coupling point and agile
processes exist on downstream side.
The position of de-coupling changes with respect to time. A more stable demand will
lead to movement of de-coupling point downstream and fluctuating demand of customer
will lead to movement of de-coupling point upstream. The decision of quantity of
inventory to be kept is taken by mangers based on their past experiences. The managers
use different forecasting techniques and experience for sales forecasting. Van Hoek
(2000) discusses the basis concept of leagility using postponement as one of the central

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principles. Postponement is delaying of operational activities in a system until customer
orders are received rather than completing activities in advance and then waiting for
orders.
Figure 6 Supply chain strategies and order de-coupling point
Source: Naylor et al. (1999)
Figure 7 Leagile literature (see online version for colours)
Source: Naylor et al. (1999)

404 N. Virmani et al.
Table 8 Leagile manufacturing tools
S. no. Agile tool Authors Total no.
1 Flexible set
ups
Bernardes and Hanna (2009), Prince and Kay (2003),
Goldsby et al. (2006), Soni and Kodali (2009), Bhasin and
Burcher (2006), Baratt et al. (2010), Narasimhan et al.
(2006), Dove (1995), Lummus et al. (2003, 2005) and Lu
et al. (2011)
11
2 Set-up time
minimisation
Baratt et al. (2010), Prince and Kay (2003), McDonald
(2000), Dove (1995), Lummus et al. (2003, 2005) and Lu
et al. (2011)
7
3 Cross-trained
employees
Bamber and Dale (2000), Prince and Kay (2003), Dove
(1995), Bhasin and Burcher (2006) and Lummus et al.
(2003, 2005)
6
4 Relationship
with suppliers
Baker (1996), Prince and Kay (2003), McDonald (2000),
Bhasin and Burcher (2006), Kulatilaka (1988), Pavnaskar
et al. (2003), Baratt et al. (2010) and Lu et al. (2011)
8
5 Quality
assurance
Iyer and Nagi (1997), McDonald (2000), Bhasin and
Burcher (2006), Behrouzi and Wong (2011), Baratt
et al. (2010), Lummus et al. (2003, 2005) and Lu et al.
(2011)
9
6 Reduced lead
time
Narasimhan et al. (2006), Oliver et al. (2002), Prince and
Kay (2003), Candadai et al. (1995), Dove (1995), Bhasin
and Burcher (2006), Kulatilaka (1988), Pavnaskar et al.
(2003) and Baratt et al. (2010)
9
8 Information
driven virtual
supply chain
Zheng (2010), Oliver et al. (2002), Shah and Ward (2007),
Gunasekaran and Yusuf (2002), Candadai et al. (1995),
McDonald (2000), Dove (1995), Bhasin and Burcher
(2006), Behrouzi and Wong (2011) and Lu et al. (2011)
10
9 Total
preventive
maintenance
Zheng (2010), Cox and Chicksand (2005), Cua et al.
(2011), Inman et al. (2010), McDonald (2000), Naim and
Gosling (2010), Narasimhan et al. (2006), Kulatilaka
(1988), Baratt et al. (2010) and Lu et al. (2011)
10
10 Process
integration
and
performance
measurement
Zheng (2010), Christopher (1998), Dal Pont et al. (2008),
Kisperska-Moron and De Hann (2010), McDonald (2000),
Pavnaskar et al. (2003), Baratt et al. (2010) and Lummus
et al. (2003, 2005)
9
11 Centralised
and
collaborative
planning
Zheng (2010), Cagliano (2004), Goldsby et al. (2006),
Harrison and Van Hoek (2005), Holweg (2007), Mason
Jones and Towill (2000), Prince and Kay (2003), Soni and
Kodali (2009), Pavnaskar et al. (2003), Dove (1995) and
Lummus et al. (2003, 2005)
12
12 Market
sensitiveness
and
responsivenes
s
Zheng (2010), Yusuf et al. (2004), Prince and Kay (2003),
Dove (1995), Soni and Kodali (2009), McDonald (2000),
Behrouzi and Wong (2011), Baratt et al. (2010), Dove
(1995) and Lu et al. (2011)
10
13 Electronic
data
interchange
(EDI)
Zheng (2010), Agarwal et al. (2006, 2007), Krishnamurthy
and Yauch (2007), Bhatia (2004), Dove (1995), Soni and
Kodali (2009), McDonald (2000), Behrouzi and Wong
(2011) and Baratt et al. (2010)
10

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Table 8 Leagile manufacturing tools (continued)
S. no. Tool Authors Total no.
14 Enterprise
resource
planning (ERP)
De Toni and Tonchia (1998), McDonald (2000), Dove
(1995), Soni and Kodali (2009), Behrouzi and Wong
(2011), Pavnaskar et al. (2003), Baratt et al. (2010)
and Lummus et al. (2003, 2005)
9
15 Kaizen Fernie and Azuma (2004), D’Souza and Williams
(2000), Vokurka and O’Leary-Kelly (2000), Pavnaskar
et al. (2003), Dove (1995), De Toni and Tonchia
(1998) and McDonald (2000)
7
16 TQM Da Silveira et al. (2006), Soni and Kodali (2009),
McDonald (2000), Pavnaskar et al. (2003), Dove
(1995) and Lummus et al. (2003, 2005)
7
17 Customer
support
Duclos and Lummus et al. (2003), McDonald (2000),
Soni and Kodali (2009), Pavnaskar et al. (2003) and
Dove (1995)
5
18 Relations with
supplier
Huang and Li (2010), Canel and Khumawala (1997),
Prince and Kay (2003), Goldsby et al. (2006), Soni
and Kodali (2009) and Baratt et al. (2010)
6
19 Location of
suppliers
Prince and Kay (2003), Harrison (1997), Hines (1998),
Goldsby et al. (2006), Soni and Kodali (2009),
McDonald (2000), Baratt et al. (2010), Dove (1995)
8
19 Design
attributes
Sanchez and Perez (2001), McDonald (2000), Goldsby
et al. (2006), Soni and Kodali (2009) and Pavnaskar
et al. (2003)
5
20 Six sigma Vokurka and O’Leary-Kelly (2000), Sharifi and Zhang
(2001), Masson et al. (2007), Behrouzi and Wong
(2011), Pavnaskar et al. (2003), Baratt et al. (2010)
and Dove (1995)
7
21 Poke yoke McDonald (2000), Goldsby et al. (2006), Kulatilaka
(1988), Baratt et al. (2010) and Narasimhan et al.
(2006)
5
22 5S Lummus et al. (2003, 2005), Goldman et al. (1995),
McDonald (2000) and Kulatilaka (1988)
5
s23 Single minute
exchange of
dies (SMED)
Yusuf and Adeleye (2003), Yusuf et al. (2004),
Goldsby et al. (2006), Prince and Kay (2003),
McDonald (2000), Soni and Kodali (2009), Kulatilaka
(1988) and Baratt et al. (2010)
8
24 Modern
manufacturing
techniques used
Narasimhan et al. (2006), Naim and Gosling (2011),
Mccullen and Towill (2001), Prince and Kay (2003),
Goldsby et al. (2006), Soni and Kodali (2009),
Kulatilaka (1988) and Baratt et al. (2010)
8
25 Robotics and
automation
Lu et al. (2011), Prince and Kay (2003), Goldsby et al.
(2006), Soni and Kodali (2009), Pavnaskar et al.
(2003) and Krishnamurthy and Yauch (2007)
7
26 Administration
policy
Krishnamurthy and Yauch (2007), Gunasekaran et al.
(2008), Gosling et al. (2010), Soni and Kodali (2009)
and Pavnaskar et al. (2003)
5

406 N. Virmani et al.
Table 8 Leagile manufacturing tools (continued)
S. no. Tool Authors Total no.
27 Experience and
skills of
employees
Halldorson and Aastrup (2003), Prince and Kay
(2003), Goldsby et al. (2006), Dove (1995), Soni and
Kodali (2009), Pavnaskar et al. (2003) and Baratt et al.
(2010)
7
28 Group
technology
Bruce et al. (2004), Christopher and Towill (2000),
Stratton and Warburton (2003), Goldsby et al. (2006),
Dove (1995), Soni and Kodali (2009), Behrouzi and
Wong (2011), Pavnaskar et al. (2003), Baratt et al.
(2010), Lu et al. (2011) and Krishnamurthy and Yauch
(2007)
11
29 Innovation and
R&D
Agarwal (2002a, 2002b), Prince and Kay (2003),
McDonald (2000), Dove (1995), Soni and Kodali
(2009), Kulatilaka (1988), Pavnaskar et al. (2003) and
Baratt et al. (2010)
9
30 Organisational
culture
Soni and Kodali (2009), Vinodh et al. (2012), Chen
and Chen (2006, 2008), Prince and Kay (2003),
Kulatilaka (1988), Behrouzi and Wong (2011),
Pavnaskar et al. (2003) and Baratt et al. (2010)
9
31 Management
leadership
Hong and Lee (2002), Vinodh et al. (2011), McDonald
(2000), Dove (1995), Soni and Kodali (2009),
Kulatilaka (1988), Behrouzi and Wong (2011),
Pavnaskar et al. (2003), Lu et al. (2011) and
Krishnamurthy and Yauch (2007)
10
Figure 8 Applications based on demand for variety of products and variability in production
(see online version for colours)
Source: Naylor et al. (1999)

Leagile manu
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This principle is different from lean and agile systems because lean concentrates on fixed
level of inventory produced in advance, whereas agile manufacturers would be able to
produce for orders varying in demand and product mix. Thus, de-coupling point
differentiated lean and agile manufacturing system (Gupta and Mittal, 1996). A leagile
system has characteristics of both lean and agile systems in order to exploit market
opportunities in cost effective manner (Krishnamurthy and Yauch, 2007).
Figure 9 Lean, agile and leagile choices based on company’s focus and demand uncertainty
(see online version for colours)
Source: Zheng (2010)
Table 9 Leagile manufacturing journals
S. no. Name of journal Publisher
1 Journal of Manufacturing System Elsevier
2 International Journal for Quality Research Centre for Quality, Serbia
3 International Journal of Research in Engineering
and Technology
Esat
4 International Journal of Operations and
Production Management
Emerald
5 International Journal of Production Economics Elsevier
6 European Journal of Operations Research Elsevier
7 African Journal of Business Management Academic Journals, Mauritius
8 International Journal of Production Research Taylor and Francis
9 Journal of Economics and Behavioural Studies International Foundation for
Research and Development
In Figure 9, horizontal axis represents the focus of organisation, consisting of lean
efficiency and agile responsiveness, whereas the vertical axis represents the level of
demand uncertainty, ranging from low to high. The matrix suggests that when the
demand uncertainty is high and company focus is to gain efficiency, a lean-oriented
leagility can be utilised to ensure the product availability. The agile element within the

408 N. Virmani et al.
approach is meant to prevent the company from becoming overly lean, as being overly
lean might harm the availability of innovative products as well as availability of existing
products. In contrast when the demand uncertainty is low, and the company’s focus is to
become responsive, the adequate approach might be agile-oriented leagility. This
approach requires the companies to incorporate the customer’s changing requirements in
to product design and thus achieve product leadership (Zheng, 2010).
6 Conclusions
Leagile manufacturing system has attributes of lean as well as agile manufacturing
systems. Lean system is suitable when the demand is stable and known with certainty
whereas agile manufacturing is used when demand is highly unpredictable; like in case of
fashionable goods.
Leagile manufacturing is different from lean and agile and is separated by a
de-coupling point as discussed in this paper. Proper knowledge and implementation of
leagile system in any manufacturing industry results in increased profitability of firm,
better customer relations, increased quality of product, increased sales, better utilisation
of resources, increased employee morale by reducing inventory cost and all other costs
which exists and does not add value to the product. Lean manufacturing focuses on
reducing the inventory but at the same time to make the system agile it must have some
inventories to meet fluctuating needs of customers. So there is a need to place de-
coupling point at proper place in the leagile supply chain. The decision regarding
adopting the type of strategy (lean, agile or leagile) depends upon experience and skill set
of managing director of organisation. However a decision support system can be made to
assist the organisation so that better decision can be made quickly. Implementing of
leagile system will result in improved quality of products, better customer satisfaction,
better sales of product and hence increased profitability of firm.
7 Scope for future work
Leagile system has proved to be better strategy which can be used by managers to
increase the productivity and profitability of firm. The barriers of leagile system can be
identified and the casual relationship between different barriers can be analysed by
(interpretive structural modelling) ISM technique. Further, the factors affecting leagile
system can be identified through literature review and by discussion with experts and
(multi criteria decision making) MCDM techniques can be applied. Also, the managers
can use the identified leagile tools for social and managerial implications.
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