ABSTRACT
Non-traditional evaluation of manufacturing enterprises regarding the existing status will be suggested and discussed in this chapter. ere are many nonconventional aspects for measuring performance measurements in the manufacturing organizations/¥rms. ese aspects are represented into level of complexity, level of leanness, and level of agility. ese aspects are also considered as performance measurements. In this chapter, these performance measurements are used as a new evaluation of the existing status of manufacturing enterprise or ¥rms. With respect to complexity, manufacturing ¥rms require reduction in their complexity. Complexity in manufacturing ¥rms presents a new
2.1 Introduction and Motivation 21 2.2 Importance and Background 22 2.3 Analysis of Non-Traditional Evaluation Aspects 26 2.4 Proposed Methodology 29
2.4.1 Fuzzy Logic Approach 29 2.4.1.1 Fuzzi¥cation Interface 29 2.4.1.2 Fuzzy Measure 30 2.4.1.3 Defuzzi¥cation Interface 31
2.4.2Methodology Procedure 31 2.5 Case Study and Implementation 33 2.6 Conclusions 34 References35
challenge, especially, during the existing global recession. Estimating the level of complexity in manufacturing ¥rms is still unclear due to dif-¥culty of analysis. Lean thinking and/or lean manufacturing, which is mainly focusing on minimizing the wastes in production processes, is considered the second aspect of non-traditional evaluation. Measuring the level of manufacturing leanness is most important especially when it is considered as one of the most important strategies in manufacturing ¥rms to increase their utilization of resources, processes, and materials. e last performance measure concerns agility, where manufacturing ¥rms have great interest in developing their manufacturing systems to be more competitive in terms of ·exibility and capability. Agile philosophy will be considered as one important issue of the next industrial revolution as a core prerequest of sustainable manufacturing enterprises. It is a manufacturing and/or management strategy that integrates technology, people, production strategies, and industrial organization management systems. In this chapter, three proposals for estimating complexity, leanness, and agility were suggested and discussed. A fuzzy logic approach was proposed to estimate these levels of the manufacturing ¥rms. An illustrative example is used to obtain a very clear understanding of complexity, leanness, and agility.
