Leagile manufacturing: a proposed corporate infrastructure
International Journal of Operations & Production Management
ISSN: 0144-3577
Article publication date: 29 May 2007
Abstract
Purpose
To propose a theoretical model of leagile manufacturing as it applies to a single corporate enterprise with multiple business units and to generate research questions stemming from the model that should be addressed in the future.
Design/methodology/approach
A case study company was analyzed to determine whether the concept of leagility could be applied to a single corporation with multiple business units and whether a decoupling point would be necessary to distinguish the lean and agile portions of the enterprise. The case study findings are used as the basis for describing a theoretical corporate leagile infrastructure and for stimulating new research questions.
Findings
It is possible for a corporation to simultaneously pursue both lean and agile manufacturing strategies by adopting a leagile infrastructure. The organizational structure consists of three main levels: a corporate headquarters, a sales and service group, and multiple lean production units. There is a decoupling point that separates the lean and agile portions of the enterprise. This organizational structure matches the front‐back approach, one of the large/small strategies defined by Lawler in 1997.
Research limitations/implications
A single company was examined. Studying a broader range of companies would make the described theoretical leagile corporate infrastructure more robust.
Practical implications
Manufacturing corporations might find the infrastructure described to be a beneficial way to structure their own organizations in order to capitalize on the benefits of both the lean and agile manufacturing strategies.
Originality/value
This paper expands on the concept of leagility, previously discussed in the literature with respect to supply chains and individual manufacturing plants, by applying it to a single corporation with multiple business units. Similar to other characterizations of leagile manufacturing, it was found that the corporation operates with a decoupling point between the agile and lean portions of the business. Several new avenues for further research are outlined.
Keywords
Citation
Krishnamurthy, R. and Yauch, C.A. (2007), "Leagile manufacturing: a proposed corporate infrastructure", International Journal of Operations & Production Management, Vol. 27 No. 6, pp. 588-604. https://doi.org/10.1108/01443570710750277
Publisher
:Emerald Group Publishing Limited
Copyright © 2007, Emerald Group Publishing Limited