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Purpose The purpose of this paper is to identify and analyze the interactions among different enablers of agile manufacturing system (AMS). The existing enablers available in the past literature are scattered and not able to meet specific requirements of the customers. So, it becomes a necessity to encapsulate these enablers in appropriate proportions to enable traditional organizations to AMS. To fill this gap total interpretive structural modeling (TISM) and MICMAC analysis-based framework model have been developed to understand the mutual interactions between among the enablers. Design/methodology/approach Identification of enablers followed by application of TISM, which is an innovative version of ISM and MICMAC analysis, is used to study and analyze the mutual interactions between identified enablers. Findings The result reveals that top management support, organizational structure and information technology integration have strong driving power and weak dependence power and are at the lowest level in the TISM model hierarchy, while the outcome enablers of AMS have low-driving power but have high-dependence power. Research limitations/implications This model is developed on the basis of inputs from few experts and may not reflect the opinion of whole industry community. Practical implications Top management must stress on enablers having strong driving power for efficient implementation of AMS. Managers in the area of manufacturing may drive useful insights from the empirical study presented in this paper. Managers should plan an effective strategy for proper implementation of AMS which makes organization more agile, productive, competitive and profitable. Originality/value TISM-based framework structural model has been proposed for industry or organization which is a new effort for implementation of AMS.
Sindhwani et al. (Tue,) studied this question.