In the present competitive environment, organizations are undergoing profound changes. There is a worldwide spread of education and technology. Leading to intense and increasingly worldwide competition and accelerating rate of marketplace change.
Change in business environment and uncertainty have entered management studies and research for a long time. Described the concept of the entrepreneurial task as the search for change. Reaction to change. Furthermore, exploiting change as an opportunity. As Hayden believes. There is nothing new about change. Turbulent times and uncertainty in the business environment have been recognized as the cause for most failures in the manufacturing industry. Quick and dramatic changes in technology. Especially in the field of electronics. Were the concerns we late 1960s and during 1970s. which then extended to other aspects of scale and scope of the business economy in the past two decades. These aspects include market, competition, customer requirements, social factors. And so forth., that have been subject to relentless and overpowering changes.
Because of globalization, technology, and outsourcing contributing to uncertainty and unpredictability in all sectors, the ability of an organization to adjust to unexpected change is critical to achieving and maintaining a competitive advantage. This idea of adapting to unforeseen changes has prompted the development of one of the latest concepts in business strategies and is referred to as the concept of agility. Agility is fast becoming into a key business driver for all organizations just as a crucial factor to an organizations agility to survive and thrive in uncertain and turbulent markets.
Changes in business environment are leading firms to adopt a new production model termed agile manufacturing. This moves from the traditional mass production paradigm and focuses on manufacturing highly customize products as and when customers require them.
The term agile manufacturing is sometimes incorrectly used to refer to ideas, for example, adaptable manufacturing. Lean production or mass customization. Furthermore, while the interest of agile manufacturing for firms has been widely disseminated, its relation with performance has not been empirically validated.
Difference between agile and agility?
What is agile?
- Agile is a team of tools and techniques that help us achieve agility.
- There’s just the same old things, so you’d most likely perceive some of them as a basic augmentation of some tried and true methods for getting work done. For instance, arranging in the context of Agile is a useful tool. You most likely end up planning whatever you implement or accomplish, the key contrast is that the coordinated arranging session would be short, focused and done as a team.
- Putting people at the center is at the core of each agile method and you can probably spot any agile method in the wild quite easily – if it happens to include a combination of skills and disciplines collaborating, it’s likely to be Agile in action.
- Agile systems like Scrum and Kanban are a good place to begin in the event that you’d like to begin Agile or introduce agility in with your organization.
Here is a great video about Agile and Agility:
‘Agility’ is our ability to respond to change.
- It’s self-evident that organizations, teams, and individuals who can’t respond to the changes around them struggle to compete, perform and succeed. If you can think of an organization that has gone out of business, lost significant market presence or started to lack credibility according to its customers, then you are probably seeing the effects of a lack of agility.
- The world around us is changing faster than ever. For a business to succeed, what people refer to as ‘business agility’ is paramount. Business agility is responding to changing customer demand, market conditions, new technology entrants and even legislation or customer perceptions.
- Staying on top of things requires passionate development and deliberate focus. One can hardly tell the difference between chaos and necessary diversions from previously discussed plans in order to respond to new changes and happenings in the surrounding world. This is where coordination becomes paramount
Agile manufacturing may be new as a concept but people have already been implementing and making use of strategies to achieve agility. To expand our understanding of agility we need to develop a working understanding of Agile and models of Agile manufacturing. Such models may not be radically different from those of the existing manufacturing paradigms. Since agility does not negate any of the earlier paradigms. Agility initself, is simply being able to respond to problems with the proper solutions in a simple and painless way.