外文翻译--在总供应链中整合精益和敏捷制造模式.docVIP

毕业论文（设计） 外文翻译 外文原文 Integrating the lean and agile manufacturing paradigms in the total supply chain J. Ben Naylor , Mohamed M Naim, Danny Berry Abstract As the lean thinking and agile manufacturing paradigms have been developed there has been a tendency to view them in a progression and in isolation. This article shows that this is too simplistic a view. The use of either paradigm has to be combined with a total supply chain strategy particularly considering market knowledge and positioning of the decoupling point as agile manufacturing is best suited to satisfying a fluctuating demand and lean manufacturing requires a level schedule. This view is supported by consideration of a PC supply chain case study. ( 1999 Elsevier Science B.V.All rights reserved.) Keywords: Agile manufacturing; Lean thinking; Supply chain management; Customer satisfaction; Time compression 1. Introduction Two current popular paradigms are lean thinking and agile manufacturing. As new paradigms are developed and promoted there is a tendency to view them in a progression and in isolation. Thus there is a view that first there was a need to adopt the lean manufacturing paradigm and now manu-facturers should strive to become agile. This article proposes that this is too simplistic a view and that the lean and agile paradigms, though distinctly different, can be and have been combined within successfully designed and operated total supply chains. It will show how the need for agility and leanness depend upon the total supply chain strategy, particularly by considering market knowledge and positioning of the decoupling point. It will be shown that the agile manufacturing paradigm is best suited to satisfying a fluctuating demand (in terms of volume and variety) and lean manufacturing requires, and promotes, a level schedule. These key differences between the two paradigms relate them to the positioning of the decoupling point. The need to combine the two paradigms in many real supply chains will