Dubey and Ali (2014)

Identification of Flexible Manufacturing
System Dimensions and Their

Interrelationship Using Total Interpretive
Structural Modelling and Fuzzy MICMAC
Analysis
Rameshwar Dubey & Sadia Samar Ali
Global Journal of Flexible Systems

Management
ISSN 0972-2696
Volume 15
Number 2
Glob J Flex Syst Manag (2014)
15:131-143
DOI 10.1007/s40171-014-0058-9
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Global Journal of Flexible Systems Management (June 2014) 15(2):131143
DOI 10.1007/s40171-014-0058-9
ORIGINAL ARTICLE
Identification of Flexible Manufacturing System Dimensions

and Their Interrelationship Using Total Interpretive Structural
Modelling and Fuzzy MICMAC Analysis
Rameshwar Dubey Sadia Samar Ali
Received: 17 September 2013 / Accepted: 16 January 2014 / Published online: 13 February 2014
Global Institute of Flexible Systems Management 2014
Abstract In today intense turbulent era and crumbling

economy flexible practices are key to superior organizational performance. The purpose of this paper is to identify
key variables of flexible manufacturing systems (FMS)
through systematic literature review. Further attempt has
been made to resolve debates related to relationship among
various constructs of FMS and their relationship using
interpretive structural modelling (ISM) and TISM analysis.
The result shows that management commitment and management strategy leads to availability of skilled and trained
workers and high commitment and motivation. The present
study has tried to answer three questions out of six key
questions of Whetten (Acad Manag Rev 14(4):490495,
1989) from his seminal article What constitutes a theoretical contribution? i.e. what, how and why. The study
has employed ISM, fuzzy MICMAC and TISM to develop a
FMS framework and formulated strategy to implement in
Indian scenario.
Keywords Flexible manufacturing systems (FMS)
ISM Fuzzy MICMAC TISM
R. Dubey (&)
Symbiosis Institute of Operations Management, Nashik,
Symbiosis International University, Plot No. A-23, Shravan
Sector, CIDCO, New Nashik 422008, Maharashtra, India
e-mail: rameshwardubey@gmail.com
S. S. Ali
Fortune Institute of International Business, Rao Tula Ram Marg,
Vasant Vihar, New Delhi 110057, India
e-mail: sadiasamarali@gmail.com
Introduction
We are presently passing through one of the most turbulent
phase of the era, when manufacturing growth rate has slipped
from double digit growth rate to single digit. In such scenario
when input raw materials cost is increasing, competition from
neighbouring countries are becoming stiffer, bargaining power
with suppliers and customers are decreasing and threat from
Chinese manufacturers are increasing, then we need to realign
our corporate and manufacturing strategies. In such turbulent
time flexible manufacturing is answer to most questions
(e.g. Mohammed 2013; Nandkumar et al. 2013; Wadhwa
2012; Yigang et al. 2012; Gabriel and Ling 2012; Kaula 1998;
Offodile and Grznar 1997; Meijboom and Vos 1997; Lee and
Cheng 1996; Chen et al. 1996; Goyal et al. 1995; Mair 1994;
Mehdi and Kurapati 1994). In past we have seen that companies who have successfully implemented flexible manufacturing system (FMS), they have outperformed those who did
not implemented FMS (Baer and Richardson 1991; Gerwin
1993; Hallgren and Olhager 2009; Camison and Lopez 2010).
Flexibility in manufacturing plays an increasingly decisive role to keep pace with the ever changing world market
scenario (Narain et al. 2004; Buzacott and Yao 1986). To
achieve this industries are concentrating on reducing the
lead time and reduce the work-in-process so that they can
cater to sudden change in demand of any particular product.
The FMS concept has evolved from machining parts. FMS is
an emerging concept which includes certain degree of
flexibility that allow systems to react in case of predicted or
unpredicted changes (Sushil 2012).The FMS consists of
robots, computer numeric controlled machines, computers,
sensors and other advanced devices. MS most possess following properties that includes agility, adaptability,
responsiveness, openness, customization, localization and
other properties (Sushil 2012; Zhang 2006).
123

132
Today FMSs are not just restricted to the machining

part, but is used in every phase of a manufacturing process
(Rao and Parnichkun 2009; Shayan and Liu 1995).
FMSs are designed to face the ambiguity and variations
that rule the market now-a-days (Badr 2008). It does so by
capitalizing in high technology which combines the benefits
of both computers and numerical control machine tools. This
allows controlling the flow of production in a flexible way
that adapts in real time to the changes in the demand, mood of
the market, job orders and the operation conditions. FMS
involves use of automated guided vehicles (AGVs), computer numerical controls (CNCs) and other automation
techniques to provide flexibility in operations, machines,
products, quality and process. All these features of FMS have
the following advantages: reduced lead time, increased
machine utilization, reduced work-in-process inventory,
indirect labour reduction, increased throughput, and a fine
balance of production and flexibility (Borenstein et al. 1999).
To produce products of global quality, Indian industries
have to incorporate flexibility in their manufacturing systems. Today there is emphasis on quality and variety than
on quantity. To beat competition they have to be agile and
adaptable. Indian Inc. has realized the need for FMS but
they are wondering how to achieve agility, adaptability,
openness, responsiveness and localization.
management disciplines clearly spell the need for systematic

literature to clearly map the territory of management theory.
Petticrew (2001) and Petticrew and Roberts (2006), have
argued for SLR. They have provided clear differences between
SLR and traditional literature review as shown in Table 1.
Literature Review
On the basis of SLR we have classified variables into six

broad categories as shown in Table 2.
We have tried to explain each of these key dimensions
based on our understandings which we have derived from
SLR.
In this section we will discuss twofold research strategies,

which we have adopted in our study.
Identification for the Need for a Review

We have reviewed different articles. Each article has employed
suitable methodology that includes literature review, heuristics
method, survey based research, case research methods and
interpretive modelling. However each method has its own
merits and limitations. It is not expected that all methodology
can be used in one paper. However it is observed from literature
review that there is lack of consistency in terms of bundling of
variables and clarity among nature of linkage. In order to
explore the nature of possible linkage that exists among enablers of FMS, we formulated our research objectives as:
Our key objectives of this paper are:
To identify key variables of FMS;

To explore possible linkage among these dimensions; and
To propose FMS framework.
Identification of Variables for Successful

Implementation of FMS
Systematic Literature Review

Management Commitment
We adopted systematic literature review (SLR) suggested by
Tranfield et al. (2003) to identify variables or constructs for our
study. A diversity of sources of literature pertaining to
Management commitment towards implementation of FMS

is one of the important factors to be taken into
Table 1 Differences between SLR and traditional literature review

Issues
SLR
Traditional literature review
Deciding on review questions
Start with clear questions to be answered

or hypothesis to be tested
May also start with clear questions but they often

involve general discussion of subject with no
stated hypotheses
Searching for relevant studies
Strive to locate all relevant published and unpublished

studies to limit impact of publication and other biases
Do not usually attempt to locate all relevant

literature
Deciding which studies to

include and exclude
Involve explicit description of what types of studies are to be Usually do not describe why certain studies are
included to limit selection bias on behalf of reviewer
included and others excluded
Assessing study quality
Examine in systematic manner methods used in primary

studies, and investigate potential biases in those studies
and sources of heterogeneity between study results
Often do not consider differences in study

methods or study quality
Synthesising study results
Base their conclusions on those studies which are most

methodologically sound
Often do not differentiate between

methodologically sound and unsound studies
Adapted from Petticrew and Roberts (2006)
123

Table 2 Variables identification from literature review

Variables
References
Management commitment
Belassi and Fadlalla (1998) and Rao

and Deshmukh (1994)
Management strategy
Expert opinion
Worker commitment and

motivation
Narain et al. (2004) and Maffei and

Meredith (1994)
Availability of skilled and

trained workers
Narain et al. (2004)
Availability of resources
Expert opinion
Financial stability
Support from government
Enabling technologies
Theodorou and Florou (2008) and

Spano et al. (1993)
Equipment utilization
Nagalingam and Lin (1999)
Work culture in the

organization
Belassi and Fadlalla (1998)
consideration. Top management commitment helps in

achieving the following:
proper allocation of resources;

organizational adaptability;
effective communication;
establishing milestones; and
delivering information to its people
As FMS is a high end system which requires high

investment so it is important for the top management to be
effective and committed. Managements attitude towards
technical change and perceived risk are the important
factors for successful adaptation of FMS (Rao and Deshmukh 1994). Narain et al. (2004) have also suggested that
availability of trained personnel: education, skill, and
motivation of employees and management are the key
factors which facilitate the adoption of FMS.
133
Availability of Resources
These enablers are concerned with machine, machine tools
and equipments required in an organization necessary for
production processes, material handling and inspection work.
Main characteristics of FMS is unmanned operation i.e.
automation. For this purpose, automated machines like CNC
machine tools, coordinate measuring machines (CMMs),
advance material handling system like AGVs, robots, and
conveyors (AS/RS) are needed. With the total elimination of
the human element from material handling in the manufacturing area, it is the control system and its different components which govern the critical path in system installation.
Financial Stability
These enablers relate to the economic aspects of FMS.
Typically for any organisation, cost-benefit analysis of
implementing FMS must be carried out to justify the
change. It is often accepted that the implementation of
FMS is an expensive affair and not every firm can afford
this. In developed countries, this is not considered as a big
problem but in developing countries like India, lack of
funds, is still considered as one of the major hurdle in the
process of adaptation of FMS. It is commonplace that the
required heavy funds are unavailable with firms in the time
of a process change, but numerous agencies and resources
exist as financial enablers for these firms. With adequate
funding, firms can invest in CNC machines, robots, AS/RS,
AGVs, CMMs, computers, and various types of controlling
software for full control of FMS.
Support from Government
Management strategy towards implementing FMS and a

sound long term plan should be prepared by top management. Team spirit and coordination among employees is
another important enabler for the success of FMS.
The support of the government in implementing a process

change for optimization is essential. Government policy
towards manufacturing industries is one of key factors that
facilitate the adoption of FMS (Narain et al. 2004). Government is often seen to provide help in the form of land
and power facilities at subsidized rates in certain areas to
develop new industrial zones. Taxes are also levied lesser
in such areas. Thus, the above mentioned opportunities
should be captured by the organizations which have
financial instability.
Team Work
Enabling Technologies
Team work is also one of the important factors as it will bring

people from different culture work together and create a
better FMS environment. Maffei and Meredith (1994) have
reported that team work is more important in flexible manufacturing technology (FMT). In FMT/FMS, problem solving is much more effective when team work is involved.
In this section we will consider those philosophies or

management practices which are key to FMSs success. It
includes JIT, TQM, TPM, simplicity, ERP, EDI, CRM and
SRM tools which helps to achieve desirable productivity at
lower cost. Spano et al. (1993) have reported that MRP,
MRP-II, JIT, OPT, and GT are the widely used scheduling
Management Strategy
123

134
and control philosophies. Effective use of IT standards and

EDI systems helps in materials procurement and SCM.
Lately, technology powered management tools and it portals for TQM, quality function deployment and GT serve
the needs of upcoming flexible production systems. Consequently, a need has emerged to revise the manufacturing
strategy and manufacturing targets so that they may be
prioritized in a different way (Theodorou and Florou 2008).
IT enabled manufacturing helps in improving:
enterprise integration;
management strategy;
network communication;
implementation of advanced tools and technologies;
system modelling; and
application of artificial intelligence.
Computer simulation is another effective tool in revolutionising the design and control process while implementing
FMS (Boppana and Srinivasarao 2012). Since introducing
FMS is an expensive process, it is important to use computer
simulation to support and analyse process operation and
prediction of the performances of an FMS (Chan and Chen
2004). Bruccoleri et al. (2003) have suggested and pioneered
the use of computer simulation as a tool for defining the
configuration of FMS or a complex system. Computer simulation, in short enables the designers to get a hands on feel of
the total FMS; probe for and solve errors at the design stage
itself, prior to the deployment of FMS ideologies.
Equipment Utilization
These enablers are related to operational and control
techniques used in FMS.
Spano et al. (1993) have reported that the quality of the
design of FMS is the key element in its successful implementation. Nagalingam and Lin (1999) have advocated the
use of advanced manufacturing techniques in the efficient
control of FMS. It has been largely taken for granted that a
CNC machine should be a basic component in an FMS
system. Another component that is a vital actor in achieving
flexibility in the production and control process is programmable logic controllers (PLC). The PLCs are highly
versatile computer driven devices used in process control.
According to McDermott and Yao (1997), the PLC is chosen
to perform an FMS control task due to its features of:
good reliability;
compact size;
it can be reprogrammed if control requirements change;
and
it can communicate and network with other computers.
Further systems and strategic methodologies such as plugin technologies, adaptable systems, and holonic systems
123
supported by multi-agent technologies can enhance operational capabilities of FMS. Buyurgan et al. (2007) have also
suggested that the adoption of appropriate tool management
policies that consider alternative cutting tools allows the
desired part mix and quantities to be manufactured efficiently while achieving improved system performance.
Work Culture in the Organization
The enablers, next in question, are those that relate to the
existing work culture, which depicts the level of the
acceptance to adopt FMS in the organisation. Although
FMSs have a high integration of automated systems,
human staff is required for supervisory, loading/unloading,
tool fixing and maintenance roles. The behavior of the
system is, therefore, affected by the availability of humans.
They have suggested that the pre-requisite for successful
implementation of FMS is the support of adequately
trained employees, to operate as well as design and select
the automated equipment. The level of communication
between the workers in the organisation also plays a vital
role. Problem solving and decision-making should be
trained and encouraged in the organisation. Education,
skill, and motivation of employees are the necessary issues
favouring adoption of FMS (Rao and Deshmukh 1994).
Motivating the workforce by means of incentives and such
appropriate acknowledgements motivate each employee in
the company. The ability or disposition for continuous
learning, supported by a tension-free work environment
motivates an employee to innovate which may further
boost the implementation process of FMS.
In order to answer our second objective we will discuss
interpretive structural modelling (ISM) methodology in our
next section.
ISM Methodology and Model Development
ISM methodology has found its place in social science
research and has been one of the most cited methodologies
in recent years. It is very important technique particularly
when there is a lack of supporting literature in terms of
relationship among variables.
The steps which are involved in ISM modelling are:
Identification of variables and dimensions through

structured SLR;
In order to establish contextual relationship among any
two variables are examined;
Develop a questionnaire consisting of identified variables
to be examined. Explain the guidelines to the experts
which will guide them to respond to the questionnaire;
Experts were asked to enter V, A, X or O depending
upon nature of relationship between any two variables

in the matrix (structural self-interaction matrix, SSIM)

which will be further used for developing reachability
matrix using binary digits (0 or 1) depending upon
relationship or nature of linkage;
The initial reachability matrix will be further converted into
final reachability matrix by considering transitivity property.
Partitioning of the final reachability matrix into different levels;
Based on the relationships given above in the reachability matrix, drawing a directed graph (DIGRAPH),
and removing the transitive links;
Converting the resultant digraph into an ISM-based model
by replacing element nodes with the statements; and
Reviewing the model to check for conceptual inconsistency and making the necessary modifications.
(Source: Singh and Sushil 2013; Gorane and Kant 2013;

Diabat et al. 2012; Sharma et al. 2011; Sushil 2009; Kannan and Haq 2007; Ravi et al. 2005; Bolanos et al. 2005;
Jharkharia and Shankar 2004; Singh et al. 2003; Mandal
and Deskmukh 1994; Warfield 1974, 1994, 1999).The
various steps, which lead to the development of ISM
model, are illustrated below:
V: Factor i will lead to factor j, but factor j doesnt lead

to factor i.
A: Factor j will lead to factor i, but factor i doesnt lead
to factor j.
X: Factor i and j will lead to each other.
O: Factors i and j are unrelated.
Using above notations (i.e. V, A, X, O) we have derived
SSIM (Table 3).
The variables are numbered from 1 to 10 accordingly
and ISM is implemented.
The SSIM is further converted into a binary matrix, called
the initial reachability matrix (see Appendix in Table 12) by
substituting V, A, X and O by 1 and 0 as per given case. The
substitution of 1 and 0 s are as per the following rules:
Structural Self-Interaction Matrix (SSIM)

The variables of FMS are theoretically derived from SLR and
opinions of experts from industry and academia. Group of
experts constitutes 8 managers involved in manufacturing
activities from BOSCH, Mahindra & Mahindra, Cummins
India, L&T, Tata Motors and Godrej & Boyce Manufacturing
Co. Limited, two academicians having expertise in manufacturing and two manufacturing consultants from PWC and
BCG. To find the relationship between variables, four symbols
have been used to denote the direction of relationship between
the parameters i and j (here i, j) as given below:
135
If the (i, j) entry in the SSIM is V, the (i, j) entry in the

reachability matrix becomes 1 and the (j, i) entry becomes 0;
If the (i, j) entry in the SSIM is A, the (i, j) entry in the
reachability matrix becomes 0 and the (j, i) entry
becomes 1;
If the (i, j) entry in the SSIM is X, the (i, j) entry in the
reachability matrix becomes 1 and the (j, i) entry also
becomes 1; and
If the (i, j) entry in the SSIM is O, the (i, j) entry in the
reachability matrix becomes 0 and the (j, i) entry also
becomes 0.
Transitivity Principle
In the second sub-step, final reachability matrix is prepared. For this purpose, the concept of transitivity is
introduced so that some of the cells of the initial reachability matrix are filled by inference. Transitivity can be
explained with the following example: if element i relates
to element j and element j relates to element k, then
Table 3 Structural self-interaction matrix

X
IX
VIII
VII
VI
IV
III
II
II
III
IV
O
O
O
O
O
O
O
O
O
X
A
O
VI
VII
VIII
IX
X
Variables identified in FMS: I, management commitment; II, management strategy; III, workers commitment and motivation; IV, availability of
resources; V, work culture in the organization; VI, financial stability; VII, availability of skilled and trained workers; VIII, enabling technologies;
IX, equipment utilization; X, support from the Government
123

136
transitivity implies element I relates to element k.

Transitivity is the basic assumption in ISM and is always
used in this modelling approach (Farris and Sage 1975;
Sushil 2005a, b). It also helps in maintaining the conceptual consistency. The final reachability matrix consists of
some entries from the pair-wise comparisons and some
inferred entries. The transitivity concept is used to fill the
Table 4 Final reachability matrix
I
II
III
IV
VI
VII
VIII
IX
II
III
IV
1*
1*
1*
VI
1*
VII
VIII
1*
1*
IX
1*
1*
1*
1*
1*
1*, transitivity
Table 5 Level matrix
Fig. 1 Model generated by

interpretive structural modelling
(ISM)
III
Level 1
VII
Level 1
Level 2
VIII
IX
Level 3
Level 3
IV
Level 4
VI
Level 4
Level 5
Level 6
II
Level 6
gap, if any. Following the above rules, the initial reachability matrix is prepared. After incorporating the transitivity concept as described above, the final reachability
matrix is obtained (Table 4).
Level Partition
From the final reachability matrix, the reachability and
antecedent set for each antecedent is found (Warfield
1974). The reachability set consists of the element itself
and the other elements which it may help achieve, whereas
the antecedent set consists of the element itself and the
other elements which may help in achieving it. Thereafter,
the intersection of these sets is derived for all the antecedents. The antecedents for which the reachability and the
intersection sets are the same occupy the top level in the
ISM hierarchy. The top-level element in the hierarchy
would not help achieve any other element above its own
level. Once the top-level element is identified, it is separated out from the other elements. Then, the same process
is repeated to find out the elements in the next level. This
process is continued until the level of each element is found
(Table 5). These levels help in building the diagraph and
the final model.
From Table 5 we have developed an ISM model as
shown in Fig. 1.
ISM Fuzzy MICMAC Analysis

In the ISM model we have considered binary digits i.e. 0 or
1. If there is no linkage, then relationship is denoted by 0
and if there is linkage then the relationship is denoted by 1.
However there is no scope for discussion about strength of
relationship. The relationship between any two variables
could be very weak, weak, strong, and very strong or there
Availability of skilled & trained workers (VII)
Workers commitment &motivation(III)
Work Culture in the Organization(V)
Enabling Technologies(VIII)
Equipment Utilization (IX)
Availability of resources(IV)
Financial Stability(VI)
Support from the Government(X)
Management Commitment(I)
123
Management Strategy(II)

is no relationship. To overcome limitations of ISM modelling, the fuzzy ISM is used for the MICMAC analysis
(Ali and Khan 2012; Gorane and Kant 2013).
The ISM fuzzy MICMAC analysis is carried out as:
Binary Direct Relationship Matrix
Table 11, the binary direct reachability matrix (BDRM) is
derived from initial reachability matrix as shown in
Table 4. From Table 4 the leading diagonal elements are
converted to zero as shown in Table 6.
Development of Fuzzy Direct Relationship Matrix
As we have seen in most of the works where researchers
have employed convention MICMAC analysis (Mandal
and Deskmukh 1994; Singh et al. 2003).The conventional
MICMAC, analysis only consider binary relationship
which has its own limitations. In this paper we use fuzzy
set theory (FST) to increase the sensitivity of MICMAC
analysis. In fuzzy MICMAC, an additional input of possibility of interaction between variables of FMS is introduced. In this we consider interaction between variables on
01 scale as it is given in Table 7.
We again took the opinion of industry experts and
academicians to rate the relationship between any two
variables in FMS. The values of relationship between two
FMS variables are then translated into BDRM matrix
(Table 6) to obtain a fuzzy direct relationship matrix
(FDRM).The FDRM is shown in Table 8.
Fuzzy MICMAC Stabilized Matrix

The FDRM is taken as the base to start the process. The
matrix is multiplied repeatedly until the hierarchies of the
driver power and dependence stabilize (Kandasamy 2007;
Gorane and Kant 2013; Khan and Haleem 2013). The
multiplication process follows the principle of fuzzy matrix
multiplication law (Kandasamy 2007). Here we are not
discussing the algorithm of the fuzzy matrix multiplication
as it has been discussed in many articles (e.g., Kandasamy
2007; Gorane and Kant 2013).
We have obtained stabilized matrix as shown in Table 9.
The driving power of FMS variables in fuzzy MICMAC is
derived by summing the entries of the possibilities of
interactions in the rows, and the dependence of the FMS
variables is determined by summing the entries of possibilities of interactions in the columns.
The objective of this research is to analyse the effectiveness of various variables which helps in the success of
FMS industry in current volatile market. An ISM-based
model has been developed to get an insight of these variables and understand their relative importance and interdependencies. It highlights the action steps to be taken for
handling different variables to transform the traditional
manufacturing system into an FMS. The important managerial implications emerging from this study are as follows:
Table 6 Binary direct reachability matrix (BDRM)

I
II
III
IV
VI
VII
VIII
IX
II
III
IV
VI
VII
VIII
IX
X
0
0
0
1
0
0
III
IV
VI
VII
VIII
IX
0.7
0.7
0.7
0.9
0.9
0.7
0.9
0.7
0.3
II
0.3
0.9
0.7
0.9
0.7
0.9
0.3
0.7
0.9
III
IV
0.3
0
0
0
0
0
0
0
0
0
0
0.7
0
0.5
0
0
0
0.3
0
0
No Very
low
Low Medium High Very

high
Complex
Value
0.3
0.7
0.9
Table 8 Fuzzy direct reachability matrix

II
Possibility of
reachability
0.5
Figure 2 shows that there is one autonomous variable

(X). Autonomous variables are weak drivers and weak
dependents. They do not have much influence on the
system. The absence of autonomous variables in the
undertaken study indicates that all the considered
variables play a significant role in the implementation
of FMS. The management, therefore, should pay
attention to all the considered variables for a successful
implementation of FMS.
Dependent variables are VI, VII, VIII, III, IX, V and
IV. These variables are weak drivers but strongly
Table 7 Possibility of numerical value of reachability
0.1
137
0.3
0.9
0.5
VI
0.3
0.9
0.9
0.9
0.7
VII
VIII
0.3
0.3
IX
0.3
0.7
0.7
0.3
0.7
0.5
123

138
Table 9 Fuzzy MICMAC stabilized matrix

I
II
III
IV
VI
VII
VIII
IX
Driving power
0.7
0.9
0.9
0.9
0.9
0.9
0.9
0.7
0.9
7.7
II
0.7
0.9
0.9
0.9
0.9
0.9
0.9
0.7
0.9
7.7
III
IV
0.7
0.9
0.9
0.7
3.2
0.9
0.5
1.4
VI
0.9
0.3
0.9
0.9
0.7
3.7
VII
VIII
0.9
0.3
0.5
0.3
IX
0.9
0.3
0.5
0.3
2
4.1
0.9
0.7
0.9
0.9
0.7
Dependence power
0.7
0.7
4.5
3.6
2.7
3.2
4.8
3.8
1.8
Fig. 2 Cluster of variables
Linkage variables
Driving
variables
Driving Power
8
7
6
5
4
3
2
Dependent
variables
1
0
0
Dependence Power
Autonomous
variables
depend on one another. So, special care should be taken

into consideration to handle these variables.
They linkage variables are those variables which have
strong driving power as well as high dependence
power. If they are implemented in a proper way they
can create positive environment for the successful
implementation of FMS.
Variables like management strategy (variables I and
II) has strong driving power and weak dependency on
other variables. This may be treated as the key
variable for the successful transition to FMS. The
levels of different variables are important in better
understanding their implications in successful implementation of FMS. An insight into the ISM model
indicates that variable III (worker commitment and
motivation) and variable VII (availability of skilled and
trained workers) are the top-level variables. These are
the ones which are being affected by lower level
variables. The second, third and fourth level variables
are operational level variables that are very much
necessary for the successful operation and running of
FMS. Effective long term planning can help in
123
Table 10 Interaction matrix (binary)

I
II
III
IV
VI
VII
VIII
IX
II
III
IV
VI
VII
VIII
IX
arranging funds necessary for building the infrastructure for FMS environment. In this process, help
provided by the government is of vital importance.
Management commitment and their strategy have
highest drive power and lowest dependence. Hence,
they appear at the bottom level of the hierarchy which
implies that they play a significant role and work as the
main driver in the successful implementation of FMS.

139
(TISM). Before we apply TISM which is an extension of ISM

(Prasad and Suri 2011; Sushil 2012; Singh and Sushil 2013),
we will discuss the limitations of ISM briefly as:
Total Interpretive Structural Modelling (TISM)

ISM technique has been one of the most popular techniques
which have become very popular in the last one decade.
However there are many critiques of ISM modelling because
of its limitations. In recent years to overcome the limitations
of ISM methodology which suffer from subjectivity has been
further taken care by total interpretive structural modelling
ISM does not provide explanation on interpreting the

links (Sushil 2012);
ISM model lacks complete transparency (Singh and
Sushil 2013; Sushil 2012).
Table 11 Interpretive matrix
1 leads to 4(transivity link)

Committed towards creating resources
2 leads to 6
1 leads to 10
Adhere to govt. regulations
Proper utilization of funds and restructuring financial strategies

4 leads to
6
Leads to
improve
ment in
productiv
ity and
revenue
generatio
n
4
Motivates employee and boost morale
2 leads to 10
Aligning corporate strategies with government
policies
4 leads to 8
Capital and human resource help in adopting
enabling technologies
5
5 leads to 3
Work culture helps to improve morale and raises their motivation

It always create positive
atmosphere which helps to build
work culture.
6 leads to
4
Result
into
investme
nt in
hiring
talents,ne
w
equipme
nt and
training
& dev.
-
6 leads to 9
It helps to utilize equipment upto optimum level without fear of wear &
tear of equipments.
8
Enabling technologies improve productivity and enhances
cooperation.
9
9 leads to 3 (transivity link)
Equipment utilization indirectly leads to
workers commitment & motivation. It helps to
improve their productivity.
5 leads to 7
It helps to retain skilled manpower. Further
training & development also helps to create pool
of skilled people

It helps to improve skill as well as
indirectly creates need for skilled
& trained people.
9 leads to 5
Equipment utilization leads to
positive work culture .
8 leads to 9
Enabling technologies
improve the rate of
production, reduces
lead time .
9 leads to 8 equipment utilization
helps in enabling technologies
10
10 leads to 4
Government provides subsidized training at
IITs,IIMs,NITIE and abroad which helps to
optimally utilize equipment
10 leads to 6
Provides risk free debt
and debt for SMEs or
MSMEs at lower
interest.
10 leads to
8(transivity link)
Government offers tax
benefit on import of
technologies.
10 leads to
9(transivity link)
Government provides
infrastructure support.
123

140
To take care of above limitations we propose TISM technique to further interpret the structural model completely. We
have derived our inspiration to use TISM in our present work
as an extension of ISM after reviewing some of the works
carried out by scholars in the field of behavioural science
(Wasuja et al. 2012); TQM enablers (Singh and Sushil 2013);
strategy (Srivastava and Sushil 2013); education sector (Prasad and Suri 2011) and e-governance (Saboohi 2011).
In order to interpret the structural model and avoid
confusion regarding interpretations we further used TISM
technique in our present research. The ISM model basically
revolves around two pillars i.e. reachability matrix and
level partitions is adopted in the process of TISM (Singh
and Sushil 2013; Sushil 2012).
We will follow following steps in TISM as suggested by
Sushil 2012:
Step 1: Identification of variables. For this we have
adopted SLR as suggested by Tranfield et al. 2003. In this
case we will derive variables of interest through literature
published in reputed journals and edited books followed
by expert opinions from academia and industry.
Step 2: Define the contextual relationship between the
variables.
Step 3: Interpretation of pairwise comparison. Keeping in
mind the contextual relationship for each variable, the
existence of a relationship between any two variables and
the associated direction of relation is questioned in terms
of yes or no (Sushil 2012; Singh and Sushil
2013).There will be in all nC2, i.e.{n(n - 1)/2} paired
Availability of skilled & trained workers (7)
Avai
comparisons. And further, in order to upgrade it to TISM,

the expert needs to explain the interpretive logic for the
dominance of element over the other (Sushil 2012).
Step 4: Developing SSIM for variables using V, A, X
and O as discussed earlier in the paper.
Step 5: Deriving initial and final reachability matrix
from SSIM.
Step 6: The final reachability matrix is finally partitioned
as explained earlier.
Step 7: Derive conical matrix from final reachability
matrix. From conical matrix a directed graph is created
(DIGRAPH).
Step 8: The final digraph is translated into binary
interaction matrix (Table 10) form depicting all interactions by one entry.
Based on Table 10: Interaction matrix we have further
developed interpretive matrix as shown in Table 11.
Step 9: Finally, TISM model (Fig. 3) is developed, in
which links are also interpreted and interpretation is
written along the side of respective links (Singh and
Sushil 2013; Sushil 2012).
Limitations and Further Scope of Research
The present research has employed ISM and TISM methodology. Like every technique, ISM and TISM have their
own merits and limitations.ISM and TISM are based on
opinions of few experts which are not enough to
Workers commitment &motivation(3)
Retain skilled manpower & provide T&D
Improve
morale
equipment
utilizati
utilization
Work Culture in the Organization(5)

Improv
p ve p
productivity
y
Improve
Government of
offers tax benefits
Equipment Utilization (9)
Enabling Technologies
Technologies(8)
G
t provides
id infrastructure
iinfr
f astructure
t t
t It helps
h l to
t utilize
tili equipment
i
pto optimum
optimu
im m level
l l without
ith t fear
f off wear & tear
tear off equipments
i
t
Government
support.
upto
Financial Stability(6)
capital aand
nd human
hum
hu
man resource
ressourc
re
rcee
capital
Availability of resource
resources(4)
g
over
ov
ern
nment provides
provi
p
rovides
ides tr
ttrg.
rgg.
government
Restructuring financial
Com
vid
des rrisk
isk ffree
ree ddebt
ebt and
and debt
debt fo
ffor
or SM
S
MEs
Es or
or MSM
M
SMEs aatt llower
ower iinterest
nterest
Committed
towards creating resourcesProvides
SMEs
MSMEs
Support from the Government(10)
A
dhere tto
o go
gov
vt. rregulationsAligning
egulationsAligning corporate
corpora te sstrategies
trategies with government
Adhere
govt.
p
polic
policies
Management Commitment(1)
significant transivity links
Direct links
Dir
Fig. 3 TISM-based model
123
Management Strategy(2)

statistically validate it. To take care of these limitations,

Structured equation modelling (SEM) analysis can be
performed based on sufficient response gathered using
structured questionnaire.
Conclusion
The result of the TISM helps in implementing FMS and
identifies the factors which are responsible for its success in
current volatile market. The main factor is the commitment
of top management for the adaptation of FMS. Once the top
management commits itself it will help the company to
implement the FMS and the firm can have benefits such as:
better competitive edge, development of engineering and
management expertise, ability to introduce new products
faster to the market, reduced set-up time, reduced work-inprocess inventory, improved quality, improved response to
demand variation, improved working conditions and
improved ability to design or process change-over. The main
contributions of the present research work are:
In a current volatile market scenario, FMS enabled
production system is very much necessary to compete with
global market players. Mostly companies implement FMS
without considering their capabilities and limitations.
Introspection is very much necessary for implementing
FMS. Companies must examine variables such as availability of resources and enabling technologies and make
sure that they are available to them. These are the essential
components of FMS and try to focus more on these variables. But the results of present work show that variables
such as management commitment and management
strategy have higher driving power than other variable and
are considered to be the key enablers. This is because it is
true from the practical point of view, if the management
does not have a clear strategy and a strong desire for the
successful implementation of FMS, other technological
techniques will have no important significance.
Therefore, ISM of the variables strengthens the practical
views of manufacturing managers and depicts a clear picture about the significance of different enablers. In this
way, different enablers can be identified and dealt with
utmost care for the successful implementation of FMS. The
enablers with high driving power are of strategic orientation. On the other hand, dependent enablers are of operation and performance orientation. Hence, superior
performance of FMS can be achieved continuously by
improving the driving enablers.
Acknowledgement We are extremely grateful to editor-in-chief,
regional editor, reviewers and Springer team for their excellent support in terms of quick and excellent response to improve the quality of
manuscript.
141
Appendix
See Table 12.
Table 12 Initial reachability matrix

I
II
III
IV
VI
VII
VIII
IX
II
III
IV
VI
VII
VIII
IX
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143
Rameshwar Dubey is actively involved in

research and full time faculty at Symbiosis Institute of Operations Management, Nasik and as an
adjunct faculty at University of Petroleum &
Energy Studies. His present association as Secretary of Asian Council of Logistics Management
and an executive council member of Society of
Operations Management, to promote research and
industry-academic collaborations is well appreciated. He is also an
editorial board member of International Journal of Innovation Science
(Scopus indexed) and founding member of International Association
of Innovation Professionals (USA). He is a recipient of AIMS International-IMT youngest research award for exemplary work towards
promoting research in the year 2011 and best faculty award for the
year 2008 by University of Petroleum & Energy Studies, Dehradun.
At present he is involved in developing handbook for Innovative
Professionals and empirical framework for pre-disaster and postdisaster humanitarian supply chain especially for Kumbh events.
Sadia Samar Ali is an Associate Professor, QT &
OM with FIIB, New Delhi, where she conducts
research in purchase-incidence models; multi-criteria decision-making; reliability function; supply
chain management; logistics management;
research evaluation in management. Her research
papers have appeared/presented in reputed European, American, Indian, and South-Asian journals/
conferences. Her name appears as advisory board member, associate
editor and guest editor of some of journals of international repute. She
is the referee reviewer of the famous Emerald journals. She is having
active professional societys membership like APICS, POMS, SOM,
ACLM, IIMM. She has authored one book titled Models of Consumer Buying Behaviour and one monograph entitled Future Trend
of Supply Chain Practices in Cement Industry.
Key Questions
1.
2.
3.
4.
What are the key dimensions of FMS?

How FMS dimensions are interrelated to each others?
Can we propose a framework for FMS?
Can we explain the linkages?
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Identification of Flexible Manufacturing

System Dimensions and Their

Global Journal of Flexible Systems

Your article is protected by copyright and all

Author's personal copy

Identification of Flexible Manufacturing System Dimensions

Abstract In today intense turbulent era and crumbling

Author's personal copy

Global Journal of Flexible Systems Management (June 2014) 15(2):131143

Today FMSs are not just restricted to the machining

management disciplines clearly spell the need for systematic

On the basis of SLR we have classified variables into six

In this section we will discuss twofold research strategies,

Identification for the Need for a Review

To identify key variables of FMS;

Identification of Variables for Successful

Systematic Literature Review

Management commitment towards implementation of FMS

Table 1 Differences between SLR and traditional literature review

Traditional literature review

Deciding on review questions

Start with clear questions to be answered

May also start with clear questions but they often

Searching for relevant studies

Strive to locate all relevant published and unpublished

Do not usually attempt to locate all relevant

Deciding which studies to

Assessing study quality

Examine in systematic manner methods used in primary

Often do not consider differences in study

Synthesising study results

Base their conclusions on those studies which are most

Often do not differentiate between

Adapted from Petticrew and Roberts (2006)

Author's personal copy

Table 2 Variables identification from literature review

Belassi and Fadlalla (1998) and Rao

Worker commitment and

Narain et al. (2004) and Maffei and

Availability of skilled and

Narain et al. (2004)

Narain et al. (2004)

Support from government

Narain et al. (2004)

Theodorou and Florou (2008) and

Nagalingam and Lin (1999)

Work culture in the

Belassi and Fadlalla (1998)

consideration. Top management commitment helps in

proper allocation of resources;

As FMS is a high end system which requires high

Management strategy towards implementing FMS and a

The support of the government in implementing a process

Team work is also one of the important factors as it will bring

In this section we will consider those philosophies or

Author's personal copy

Global Journal of Flexible Systems Management (June 2014) 15(2):131143

and control philosophies. Effective use of IT standards and

Identification of variables and dimensions through

Author's personal copy

in the matrix (structural self-interaction matrix, SSIM)

(Source: Singh and Sushil 2013; Gorane and Kant 2013;

V: Factor i will lead to factor j, but factor j doesnt lead

Structural Self-Interaction Matrix (SSIM)